Creative Director / Designer Ashlee Nobel Lee Lee Arts + Design
Contributing Writers
Ian Bryan, Eric Cook, Chris Gosnell, Shaun Harms, Susannah Marshall, Rob Nichols, and Mollie Palmer.
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Compliance Tips for 2025
Five things to consider for consumer compliance.
24 ABA Chairman Chris Gosnell
The new chairman talks career, family and ABA priorities.
Chris Gosnell, ABA Chairman, President and CEO of Farmers Bank & Trust
Photography by Angela Pieratt | courtesy of Farmers Bank & Trust
Your Digital Persona
Why personal branding is the banker’s secret weapon.
Invest in ALICE
It’s good for business.
2025-26 Leadership
Our new Executive Committee and Board of Directors.
Legislative Session
Highlights
ABA leadership helped guide a number of bills into law.
Bankers Under the Dome
Meet Sen. Hickey & Rep. Maddox
Annual Convention Recap
The ABA convened in Hot Springs at Oaklawn Racing Casino Resort.
Milestones in Banking
Awarding the men, women, and banks serving our industry.
&
PRESIDENT’S MESSAGE
Lorrie Trogden | President & CEO | Arkansas Bankers Association
“Work, work, work is the main thing.” - Abraham Lincoln
2025thus far has definitely been a “work, work, work” year for our advocacy in government relations. Banking laws and regulations are changing every day in Washington, and I appreciate all of you who have answered our recent calls to action on ACRE, CCCA and the proposed 10% rate cap on credit cards.
For the first time in several years, we are finally seeing positive momentum with ACRE. It was included in the House Reconciliation bill, and as of this writing, we are anxiously waiting to see if it will remain once the Senate passes its bill. It is refreshing to be advocating in DC FOR a bill and not constantly against a bill – like we’ve done for the past four years! There will be a lot more advocacy needed, and I implore you to answer the call when we send out an advocacy alert.
Thanks to your work, work, work, we had big victories in the state legislative session this year. I give a brief summary below of the bills in the ABA legislative package. We had other big wins with bill amendments and defeated bills as well. I testified at least eight times on our bills and bills that were not ours, and I am so thankful for the bankers who came to the Capitol multiple times when we thought ours or another important bill might be running. (I think the firearms bill might have taken years off of my life!)
• SB511 TO CREATE THE CRIMINAL OFFENSE OF AUTOMATED TELLER MACHINE IMPAIRMENT. This bill clearly provides that interruption or impairment wholly or partly of an ATM is a class D felony.
• SB512 TO AMEND THE LAW CONCERNING ROBBERY AND AGGRAVATED ROBBERY. This bill allows for someone who presents a note for a bank robbery to be charged with robbery instead of theft.
• SB513 TO CREATE THE CRIMINAL OFFENSE OF MAIL THEFT; AND TO CREATE THE CRIMINAL OFFENSE OF THEFT OR UNAUTHORIZED REPRODUCTION OF A MAIL RECEPTACLE KEY OR LOCK. This bill gives local prosecutors the ability to prosecute mail theft or possession of a mailbox key or lock.
• SB514 TO AMEND THE LAW CONCERNING THE UNLAWFUL POSSESSION OF A SKIMMER; AND TO INCREASE PENALTIES FOR THE UNLAWFUL POSSESSION OF A SKIMMER FOR REPEAT OFFENDERS. This bill strengthens the state crime of payment card skimming by enhancing penalties for repeat offenders to require mandatory prison time of at least one year.
• AR - HR1107 TO PROCLAIM APRIL 24, 2025, AS TEACH CHILDREN TO SAVE DAY IN ARKANSAS. A resolution passed by (banker) Rep. Randy Torres.
• AR - HB1509 TO CREATE THE SECOND AMENDMENT FINANCIAL PRIVACY ACT; AND TO PROHIBIT FINANCIAL INSTITUTIONS FROM USING CERTAIN DISCRIMINATORY PRACTICES. We had to run this bill to counteract a very bad bill for banking being championed by the NRA. This bill prohibits anyone with a credit card network from requiring merchants to track firearm/ammunition sales with a firearms code.
• AR - SB240 TO AMEND THE CREDIT REPORTING DISCLOSURE ACT OF 1989; AND TO CLARIFY THE CONTENT REQUIRED FOR A NOTICE OF ADVERSE ACTION. This bill repeals a law mandating including a customer’s social security number on adverse letters of credit.
• AR - SB242 TO AMEND THE LAW CONCERNING LOANS INVOLVING THE STOCK
OF A STATE BANK. This bill fixes a problem in acquisitions with loans backed by the acquiring bank’s stock.
• AR - HB1184 TO PROTECT A CONSUMER’S PRIVACY IN CERTAIN MORTGAGE APPLICATIONS; AND TO ESTABLISH THE CONSUMER PRIVACY IN MORTGAGE APPLICATIONS ACT. This bill requires additional disclosures for entities offering products based on a purchased trigger lead. The disclosures must make it clear that the bank did not sell the customer’s information and is not affiliated with the bank. The entity must also clearly state what the product is and terms being offered.
• AR - SB178 TO AMEND THE ARKANSAS HEALTHCARE DECISIONS ACT; AND TO CLARIFY THE ABILITY OF A SURROGATE TO OBTAIN RECORDS ON A PRINCIPAL’S INCOME, ASSETS, AND BANKING AND FINANCIAL RECORDS. This bill creates a standardized form to be used in surrogacy situations and protects the bank when acting in good faith when complying with the power of attorney.
You are welcome to call me anytime to discuss any of these or other bills. Campaign season has already started and we have to refill our BankPAC after our contributions from the last election cycle. Regardless of amount, please consider making a PAC contribution, every dollar counts!
I’m ready to hit the road, so let me know when I can come and visit with you and your teams, or hold a 13 th board meeting with your bank board!
Lorrie Trogden, President & CEO
ABA OFFICERS
Chris Gosnell, Chairman Farmers Bank & Trust Company, Magnolia
Jason Tennant, Chairman-Elect CS Bank, Eureka Springs
Jeff Lynch, Vice Chairman Eagle Bank & Trust Company, Little Rock
Jay Wisener, Treasurer First National Bankers Bank, Little Rock
Brad Chambless, Past Chairman Farmers and Merchants Bank, Stuttgart
Lorrie Trogden, President & CEO Arkansas Bankers Association, Little Rock
BOARD OF DIRECTORS
Johnny Adams, Conway
Chip Blanchard, Russellville
Keith Bowles, Bentonville
Ian Bryan, Russellville
Asa Cottrell, Little Rock
Robin Hackett, Greenbrier
Heather Jones, Little Rock
Rob Lance, Jonesboro
Katherine Mitchell, White Hall
John Olaimey, Little Rock
Calvin Puryear, Dumas
Randy Rawls, Warren
Lori Ross, Arkadelphia
Brent Taylor, Van Buren
Rob S. Tiffee, Little Rock
Mark Wilson, Jacksonville
Jim Youngblood, McGehee
The Ever-Changing Landscape of Banking
The banking industry is changing—rapidly, dramatically, and without pause. As your Chairman, I believe it’s our responsibility to not only stay informed but to be proactive in our approach of continued success and stability. Every conversation I have with fellow bankers has underscored the depth of challenges and opportunities we face. The political shift in Washington last November excited banks and the business community. Now inflation has cooled, but the scars remain often in the form of unrealized losses in investment portfolios and low ROAs. Rising costs, rate uncertainty, and margin compression have left many banks cautious, sometimes paralyzed. The cost of funds remains difficult to manage—and deposit composition remains at a critical level.
While banks face all these challenges, we will endure. In fact, most of our industry has overcome far worse circumstances in the past due to active and intelligent bank management teams partnered with adequate regulatory oversight. With this confidence, bankers should not forget essentials for continued institutional and nationwide success and stability in our financial industry.
HUMAN CAPITAL: OUR MOST PRESSING CHALLENGE
Across all states, all bank sizes, and all markets, the number one issue continues to be human capital. Staff turnover, disengagement, and a lack of succession planning threaten our long-term viability. Nearly one-third of banking employees nationwide will be eligible for retirement in the next five years. Meanwhile, Gallup reports only 31% of employees are “engaged” in their work. These statistics partnered with increasing bank consolidation create a difficult challenge for succession in all areas of bank management. Bankers must double down on leadership development, management coaching, and creating environments where banking talent can thrive.
INTERCHANGE AND NON-INTEREST INCOME MUST BE PROTECTED
Since 2010, regulations have cut deeply into overdraft income. Thankfully, interchange income has helped fill the gap, with banks under $10 billion now collecting an average of $65 per account annually. That’s significant—and worth protecting. With Durbin 2.0 and other threats looming, protecting this revenue stream should be top of mind for every banker and association leader. We are already seeing the impact of advocacy in states like Illinois, where aggressive legislation was delayed thanks to coordinated efforts.
CONSOLIDATION: A REAL RISK TO ASSOCIATIONS
From over 14,000 banks in 1980 to fewer than 4,000 today, consolidation is shrinking our industry—and, by extension, our associations. When two member banks become one, we lose not just dues but diversity of voices, needs, and perspectives. Our future depends on how well we segment services across small, mid-sized, and large institutions. One size no longer fits all, and our strategies must reflect that.
“Across all states, all bank sizes, and all markets, the number one issue continues to be human capital.”
DIGITAL SERVICES, CONSUMER BEHAVIOR, AND THE VALUE OF THE BRANCH
Most new accounts are still created in branches, despite the hype. At the end of 2024, 92% of organic new customer growth came through physical locations— not online . This could be attributed to aggressive fraud protection by community banks, but in-person relationships carry higher balances, lower attrition, and greater profitability. We must optimize our digital offerings, but not at the expense of our core, community presence and relationship-based service.
ADVOCACY IS NOT OPTIONAL—IT’S ESSENTIAL
If there was one word repeated more than any other in this year it was “advocacy.” Whether it’s fighting harmful regulation, defending interchange income, or educating lawmakers on the distinct challenges facing community banks, advocacy must be our collective mission. With Chairman Hill and Arkansas delegates, this is our chance.
We must do more. We must enlist the next generation of bankers. We must equip our staff—not just executives—with the understanding that political engagement protects our jobs, our institutions, and our communities.
Banking has always been about trust, relationships, and resilience. But today, it also demands bold advocacy, strategic adaptation, and maybe most importantly investment in our people. We cannot afford to wait, we must act.
As your Chairman, I call on every member bank in Arkansas to engage more deeply with the Arkansas Bankers Association. Support our advocacy efforts. Send your rising stars to leadership training. Challenge the status quo at your institution.
Chris Gosnell | Chairman | Arkansas Bankers Association
Calendar of Events
JULY - SEPTEMBER 2025
July Aug
09 10 10
WEDNESDAY 9 A.M. –THURSDAY 4 P.M.
COMPLIANCE CONFERENCE
This conference has been specifically developed for experienced compliance professionals who require the most up-to-date information affecting regulatory compliance taught by industry experts. Attendees should have a working knowledge of compliance and applicable regulations. Attendees will have the opportunity to delve into Lending Compliance, Deposit Compliance, and BSA. Updates on TRID, CIP, CRA, and Fair Lending will keep participants informed about the latest compliance requirements. Participants will also gain valuable insights into Reg CC, Advertising and UDAP, SARs and more. We’ll kick things off with the latest from Washington, D.C. This conference will be an invaluable resource for bankers aiming to stay up to date with world of compliance in the financial sector.
LOCATION: ABA Professional Development Center 1220 W. 3rd St., Little Rock, AR
THURSDAY 10 A.M. – 12 P.M.
UNDERSTANDING BANK PERFORMANCE: A SERIES
Participants will learn how to assess and analyze a bank’s financial performance by working with data from real institutions...and much more! In the final session of this course, participants will put what they have learned into practice. Participants will analyze a new data set, rate the bank’s performance and suggest strategic adjustments that might benefit the bank. Secure your spot in this series today!
INSTRUCTOR: Duncan Taylor
LOCATION: Virtual
THURSDAY 12 P.M. – 3 P.M.
WOMEN LEAD SYMPOSIUM
During this virtual, half-day event, attendees will hear from experienced speakers, engage in thoughtful discussions and leave empowered to cultivate a better banking industry.
LOCATION: Virtual
05 07 12 14 17 28
MONDAY 8 A.M. – 12 P.M.
BUILDING CUSTOMER RELATIONSHIPS
Building Customer Relationships guides students through the strategies for earning customer loyalty, value-added sales and marketing, and creating and maintaining strong bank customer and partner relationships. It builds the critical relationship management skills so essential to successful banking careers.
LOCATION: Virtual
2025 Fraud Academy
TUESDAY 5 P.M. –THURSDAY 12 P.M.
BANK MANAGEMENT SEMINAR
Join the Arkansas Bankers Association as we head back to Branson, Missouri for the 82nd Bank Management Seminar! This event is ideal for community banking leaders to come together for networking and education about the ever-evolving banking industry. Make plans to attend together as a bank team to take advantage of everything this conference has to offer!
LOCATION: Hilton Branson & Convention Center 3 Branson Landing Blvd. Branson, MO 65616
TUESDAY 9 A.M. EST –THURSDAY 12 P.M. EST
2025 FRAUD ACADEMY
Every bank in our industry is losing money and time to fraud. The ABA is proud to join in this Fraud Academy along with other state bank associations. It is a “first of its kind” school that will train employees at all levels on fraud risk and what they can do to fight it. This program will feature speakers from the United States Secret Service, attorneys from the United States for the Eastern District of Kentucky, Lexington Police Department, and other current and former law enforcement experts that will share their experiences and insights to best educate your bankers on how to mitigate fraud risk and ultimately reduce your fraud loss. We will be covering over eighteen (18) areas of fraud including check fraud, elder fraud, cybercrimes and fraud prevention tools. Space is limited so register today!
INSTRUCTOR: Shane Ensminger
LOCATION: Lexington, KY | Virtual
FOR MORE INFORMATION ABOUT ABA TRAINING & EVENTS, AND TO REGISTER,
This seminar lays the foundation for risk management and is important to anyone involved in the appraisal and/or evaluation function at a bank, whether they are actively ordering/ managing/ reviewing appraisals, performing/ ordering evaluations or involved in real estate lending risk management. This in-person AND virtual event will update you on current regulations and regulatory changes, Agency Guidance including your state laws on evaluations and AMCs and provide guidance on Policy & Procedure decisions. Hot topics such as Reconsideration of Value, Bias in the Appraisal Process, and the Use of AI in Appraisal Development will also be discussed.
INSTRUCTOR: Cheryl Bella
LOCATION: ABA Professional Development Center, 1220 W. 3rd St., Little Rock, AR | Virtual
Learn or improve your ability to perform Commercial Evaluations in person OR online! Tailored specifically for internal bank members responsible for reviewing or conducting commercial evaluations, this session provides a framework for mastering the intricacies of property evaluation. Enhance your professional skills and ensure your evaluations meet the regulatory standards with this course.
INSTRUCTOR: Cheryl Bella
LOCATION: ABA Professional Development Center, 1220 W. 3rd St., Little Rock, AR | Virtual
Sept
16
TUESDAY 10 A.M. – 12 P.M.
UNDERSTANDING
BANK PERFORMANCE: A SERIES
The ABA, in partnership with other bank associations around the country, is proud to offer our members this exciting training opportunity! Participants will learn how to assess and analyze a bank’s financial performance by working with data from real institutions...and much more! In the final session of this course, participants will put what they have learned into practice. Participants will analyze a new data set, rate the bank’s performance and suggest strategic adjustments that might benefit the bank. Secure your spot in this series today!
INSTRUCTOR: Duncan Taylor LOCATION: Virtual
24 25
WEDNESDAY 9 A.M. –THURSDAY 4 P.M.
2025 IRA SCHOOL
IRA providers are scrambling to adjust their policies, procedures, forms, and communications to comply with the ongoing substantive changes to the laws governing IRAs. These changes affect virtually every facet of IRA administration and servicing, including eligibility, funding, withholding, reporting, required minimum distributions, and inherited IRA distributions. As the IRS continues to issue guidance to implement these changes, IRA providers must stay abreast of these developments. Convergent will provide in-depth coverage on the regulations and on the steps providers should take—or should have taken—to comply. We’ll discuss ways to remedy processes that have not been timely adjusted to accommodate the new rules.
LOCATION: ABA Professional Development Center 1220 W. 3rd St., Little Rock, AR
AT A GLANCE
JULY
AUGUST
SEPTEMBER
Live events are subject to a virtual learning environment. For more information, contact the ABA at (501) 376-3741 or Kami Coleman at kami.coleman@arkbankers.org.
A LEGACY OF FINANCIAL LITERACY
Rob Nichols | President and CEO | American Bankers Association
Each year, we celebrate Teach Children to Save Day on the fourth Thursday in April—a day dedicated to helping kids in grades K-8 learn valuable lessons about saving money, budgeting and distinguishing wants from needs.
I’ve been participating in Teach Children to Save Day events since I became CEO at ABA ten years ago, and I always look forward to going out into classrooms and spending time with young people in our community—just as I know so many of you do.
As we commemorate Teach Children to Save Day 2025, I’m reminded of the incredible legacy of the ABA Foundation, which is celebrating its 100th anniversary this year. The foundation was launched in 1925 (in conjunction with ABA’s 50th anniversary) as the Foundation for Education in Economics Trust Fund. Funded through voluntary contributions, the trust fund sponsored college scholarships and research grants in economics, banking and finance.
In the 1970s, the foundation launched its first consumer education program—the Personal Economics Program—to help volunteer bankers bring financial education presentations to their local schools and communities, and in 1997, Teach Children to Save Day was created.
Education is at the heart of the foundation’s mission, and today, the organization empowers bankers with the tools and resources to help build long-term financial capability for Americans of all ages.
“Thanks
to financial support from the foundation’s sponsors, we are able to provide our programs and resources for free to every bank in the nation. You can register at any time at aba.com/FinEd.”
“Education is at the heart of the foundation’s mission, and today, the organization empowers bankers with the tools and resources to help build long-term financial capability for Americans of all ages.”
We do this through our many flagship programs—including Teach Children to Save; Get Smart About Credit; Safe Banking for Seniors; and Lights, Camera, Save!—as well as through training, consumer resources and campaigns.
I’m incredibly proud of the work the foundation has done throughout its history to support banks as they help build long-term financial security, promote revitalized and resilient communities and advance economic opportunity for all—and the work continues! In fact, the foundation has set an ambitious goal of reaching 5 million people with financial education programs by 2026.
We are already well on our way: so far, more than 1,100 banks have reached 2.2 million customers and counting. If you’re not already participating in these programs, I encourage you to explore our offerings and join us in this effort. Thanks to financial support from the foundation’s sponsors, we are able to provide our programs and resources for free to every bank in the nation. You can register at any time at aba.com/FinEd.
As bankers know all too well, you’re never too old—or too young—to deepen your understanding of personal finance and increase financial literacy.
By volunteering your time and expertise in your community, bankers like you can help Americans of all ages chart their course to a bright financial future.
Email Rob at nichols@aba.com
WHY IS EVERYONE TALKING ABOUT STABLECOINS?
Susannah Marshall | Commissioner | Arkansas State Bank Department
If you were able to join us at this year’s ABA Annual Convention and Day with the Commissioner, you may recall that I listed digital assets/stablecoins as one of my 2025 Hot Topics. I have previously highlighted the topic of digital assets for industry awareness, but we are now in a very different position as it relates to the future of this topic and our banking industry. We are likely on the cusp of adoption and implementation of actual federal legislation of stablecoin activities. Although stablecoins have been in existence for a notable period of time, the activity has not been expansive, and oversight has been specific to a few states that have authorized the creation and regulation of stablecoins.
Since the start of the 119th Congress, both the Senate and the House of Representatives have filed bills that will ultimately create a federal legislative and regulatory framework and governance structure for stablecoins. The first proposal is known as the “Guiding and Establishing National Innovation for U.S. Stablecoins Act of 2025” or the “GENIUS Act” (S.1582) and is sponsored by Senator Bill Hagerty (TN). The Senate Banking Committee passed the bill out of committee on March 13, 2025. The second proposal is known as the “Stablecoin Transparency and Accountability for a Better Ledger Economy Act of 2025” or the “Stable Act” (H.R. 2392) and is sponsored Representative Bryan Steil (WI), House Financial Services Chairman French Hill (AR) and many cosponsors. One interesting note is that both of these bills have support and interest which gives me a good indication that there will be successful passage of a stablecoin bill at some point in the future.
the real question is, will stablecoins become a real option or choice for traditional retail payments? If and when will they become more mainstream and what does that look like for the traditional business model of commercial banks of all sizes? What will stablecoins mean for your customers and what should community banks do at this point in the conversation? I certainly believe that these are questions that will warrant much attention and analysis in the future.
I am sure many stakeholders have provided input and comments on these two bills, and it will be important to monitor the next steps as this is one of the first, official congressional actions pertaining to the world of digital assets and the future of innovation within the financial services industry.
We are likely on the cusp of adoption and implementation of actual federal legislation of stablecoin activities.
But, before we focus on the proposed legislation, what is a stablecoin? Generally, it is a type of digital asset that is considered to be less volatile, or have more “stability”, compared to other forms of digital assets as its value is tied to another currency, financial asset or a stable reserve – for example, the U.S. dollar. One consideration is that stablecoins may have a higher likelihood of wider adoption or utilization for payments, especially for cross-border payments, than other digital assets given this “stability” in value. Secondly, the speed at which payments can occur via a stablecoin may make them an attractive option among users. Comparatively, we have all seen, and heard, about the significant fluctuations in the value of other digital assets, making their adoption and utilization challenging in many respects. For some, a stablecoin may simply be used as a digital means of stored value. But
As the legislative process moves forward, as an industry, I believe some areas of focus in the final discussions should include capital requirements and liquidity considerations, robust consumer protections, parity for state and federal issuer pathways, potential impact on bank deposits and bank disintermediation, and what, if any, additional activities would be proposed for stablecoin issuers. Some of the key themes of the bills pertain to the creation of various pathways for payment stablecoin issuers; one proposed pathway is that the issuer can be a subsidiary of an insured depository institution. As a regulator, I fully support safe, sound, responsible innovation and change within our banking industry. The industry looks much different today than it did just five years ago, and I project it will look notably different in 2030. We must ensure that the banking industry is prepared to keep pace with change and have the ability to be an active participant in all areas of financial services. As these bills are finalized and brought to completion and passage, I strongly encourage each of you to think about what will stablecoin legislation mean for you and your community bank? Frankly, I do not have the sense or belief that this will be an area of interest to most community banks in the immediate future and I base this comment on the fact that I do not believe there are many, if any, current discussions in the Arkansas community banking sector about stablecoins. But I do suggest that now is the time to stay informed and monitor this legislation as it advances. I encourage our Arkansas banks to keep abreast of developments and become familiar with the concept of stablecoins. It is certainly an evolving topic that I will closely monitor and continue to share information and engage in discussions as warranted.
minutes with...
FIVE Landon Taylor
Bank
VE
President/CEO
| First Western Bank | Rogers
Q. HOW DID YOU GET STARTED IN BANKING?
A. My business college advisor was a semi-retired banker and encouraged me to pursue commercial banking. Under his guidance, banking became something that piqued my interest, and I actually wrote my thesis on the impact of Interstate Banking given federal restrictions had recently been removed (1994) while pursuing my Finance degree. After graduating with a Bachelor of Business Administration degree from the University of Central Arkansas, I went to work for a couple of finance companies, GMAC Financial and Greentree Financial, as a credit analyst where I learned credit underwriting for both prime and sub-prime auto and manufactured housing lending. Those lending experiences and business circles led me into commercial banking with Simmons Bank as a secondary market loan originator. My banking career progressed after a few years of mortgage lending into correspondent and commercial lending for Simmons Bank before taking a lending opportunity with First Western. That lending role eventually led to roles in retail, treasury, operations, management and leadership.
Q. WHAT’S SOMETHING YOU’VE LEARNED OVER YOUR CAREER THAT YOU’VE CARRIED WITH YOU?
A. There are no small things. Everyone and everything is important to have sustained success.
Q. WHAT’S THE DIFFERENCE BETWEEN A BOSS AND A LEADER?
A. Bosses tend to manage with a narrow and inward view and are driven mainly by meeting short-term results. They put emphasis on title, chain of command, and control, operate with a top-down approach, and focus on meeting metrics and tasks that lead to them being praised and/or promoted (ego/selfish). Leaders tend to operate through more of a wide lensed outward view with long-term in mind, are patient and calculated with their actions and words, focus on the value of team and membership, and lead by example in fostering a culture where all can win, be rewarded and recognized (selfless).
Q. WHAT IS THE MOST INTERESTING THING ABOUT WORKING AT A SMALL BANK?
A. I think working for a smaller, community bank provides more opportunities to be a better and well-rounded banker than peers employed at larger regional banks where segmentation and layers are necessary to operate. Smaller banks allow bankers to have a broader view of how all departments, products, services, and decisions work together in unison and the impact of each to overall operations. Likewise, the margin of error tends to be less when working for a smaller bank and therefore requires bankers at smaller institutions to be incredibly good at what they do to survive, compete, and thrive in a busy and competitive marketplace. Having a wider view of how things work and the impact on the company, along with demands to be good in your specific role on the team, differentiates small bank bankers from others and leads to being more marketable and valuable to not only your current or future employer, but to your customers and community in which you reside. .
Q. WHAT IS THE BEST ADVICE YOU EVER RECEIVED?
A.
“Everyone knows how much money they have, and no one knows how much time they have. Spend both wisely.”
Q. WHERE WOULD YOU LIKE TO TRAVEL?
A. My wife and I love to travel to Colorado and to the Caribbean. We have been married 27 years now and have taken at least a one-week long trip every year we have been together.
“EVERYONE AND EVERYTHING IS IMPORTANT TO HAVE SUSTAINED SUCCESS.”
MENTORSHIP IN MODERN BANKING:
Bridging Generations for Better Leadership
Ian Bryan | Chairman | Emerging Leaders Section
Community banking has always been built on relationships— between banks and customers, and just as importantly, between generations of bankers. As the industry evolves and new talent enters the workforce, the role of mentorship has never been more critical.
In 2025, mentorship isn’t about telling the next generation what to do—it’s about building two-way relationships that transfer knowledge, spark innovation, and strengthen your bank’s leadership pipeline.
WHY MENTORSHIP MATTERS NOW MORE THAN EVER
The workforce is changing fast. Gen Z is entering the industry with fresh ideas, digital fluency, and a desire for purpose. At the same time, many experienced bankers are nearing retirement, taking with them decades of institutional knowledge, local insight, and credit judgment honed through multiple economic cycles.
Without intentional mentorship, much of that wisdom leaves with them.
Mentorship bridges this gap. It’s how a lender learns not just how to underwrite a loan, but how to navigate tough conversations. It’s how a future branch manager learns to lead a team—not just run a transaction. And it’s how we ensure that culture, values, and trust continue across generations.
IT’S NOT ABOUT AGE—IT’S ABOUT CONNECTION
The best mentorship relationships aren’t always between the most senior and the most junior. Sometimes, a 40-year-old commercial lender mentors a 30-year-old peer who’s moving into leadership. Sometimes, a 25-year-old digital banking associate reverse-mentors a longtime manager on tech trends and customer expectations.
Great mentors:
• Listen actively.
• Share failures as well as successes.
• Create space for questions and growth.
• Give feedback with both honesty and encouragement.
And great mentees:
• Show curiosity.
• Ask for help without fear.
• Take ownership of their development.
• Bring new perspectives to the table.
In today’s banking environment, mentorship should be mutual—not hierarchical.
FORMALIZE THE INFORMAL
Mentorship often starts informally: a senior lender showing a junior colleague how to analyze a deal, or a department head giving career advice over coffee. But banks that build formal mentorship programs see better results.
That might mean:
• Pairing new hires with experienced team members for six-month mentorships.
• Creating cross-departmental mentor matches to build broader understanding.
• Setting quarterly check-ins with guided conversation topics like leadership, communication, or credit strategy.
Structure creates accountability. It ensures that mentorship isn’t left to chance, and that every employee—especially those from underrepresented backgrounds—has access to growth.
LEADERS MUST LEAD THE WAY
Mentorship must be modeled from the top. When bank executives take time
to mentor rising talent, it sends a clear message: “You matter here, and your future matters to us.”
Executives can:
• Host roundtable discussions with young professionals.
• Share their own career journeys and lessons learned.
• Personally invest in identifying and developing successors.
When mentorship is part of the leadership culture, it becomes a competitive advantage—attracting talent, retaining it, and developing it for long-term impact.
THE ROI OF MENTORSHIP
Mentorship isn’t just good for employees—it’s good for the bank. It:
• Improves retention by giving employees a clear sense of growth.
• Strengthens internal promotion pipelines.
• Preserves institutional knowledge.
• Builds a leadership culture based on trust, learning, and collaboration.
In community banking, your people are your differentiator. Mentorship helps them thrive.
MAKE IT A PRIORITY, NOT A PERK
In a time when young bankers are looking for meaning, connection, and development, mentorship isn’t optional, it’s essential. It’s how we ensure that the next generation is not only equipped with technical skills but also rooted in the values that make community banking special.
So, whether you’re a senior leader or a mid-level manager, ask yourself: Who am I mentoring? And who’s mentoring me?
The future of banking in Arkansas—and across the country—depends on how well we answer that question.
YOUR DIGITAL PERSONA MATTERS MORE THAN EVER
WHY PERSONAL BRANDING IS THE BANKER’S SECRET WEAPON
by Eric Cook Digital Strategist & “Recovering Banker”
LATER THIS YEAR, I’M THRILLED TO JOIN
the Arkansas Bankers Association at their Bank Management Conference to talk about a topic that’s changing the landscape of community banking: artificial intelligence. Specifically, how banks can move from being disrupted by AI to actually turning it into a strategic advantage. But before we get into machine learning models and automation tools, I want to plant a flag in a different (but equally powerful) space: your personal brand.
Because while technology is changing how we operate, it’s still people who make the biggest impact.
In fact, one of the most important shifts I’ve seen in my nearly two decades running a digital agency and mentoring bankers across the country is this: people are no longer just choosing a bank—they’re choosing a banker.
YOUR DIGITAL PRESENCE IS YOUR FIRST (AND OFTEN ONLY) IMPRESSION
Today, it’s not just about business cards or networking events. While those traditional touchpoints still matter, your digital footprint is what many people see first—and sometimes it’s the only thing they see before deciding whether to trust you.
That’s why personal branding is no longer optional. Especially on platforms like LinkedIn, your online presence plays a key role in:
• Building trust and credibility
• Humanizing your bank
• Sparking new relationships (business or otherwise)
• Attracting referrals, partnerships, and even talent
SO HOW DO YOU STAND OUT IN A DIGITAL CROWD? LET’S WALK THROUGH THE BASICS.
STEP 1: KNOW YOUR WHY
Before you start updating your profile or posting content, take a step back and ask yourself:
• Why am I on LinkedIn (or any platform)?
• Who do I want to connect with?
• What do I want people to know about me?
Whether you’re in commercial lending, operations, compliance, or marketing, your digital activity should reflect your goals. If you’re aiming to attract small business owners, then your content should reflect that world—think funding tips, community development, or local business trends.
STEP 2: MAKE YOUR PROFILE WORTH VISITING
Think of your LinkedIn profile as a modern-day business card, resume, and handshake—all rolled into one.
Here are a few ways to make it count:
• Use a professional photo (bonus points for a natural, approachable look)
• Craft a headline that goes beyond your title—explain what you do and who you serve.
• Tell your story in the “About” section: What drives you? What do you love about banking?
• Add a branded cover image (Canva makes it easy and free)
• Make sure your experience is up to date and your bank’s logo appears correctly.
STEP 3: DON’T STRESS ABOUT POSTING— JUST START COMMENTING
Worried about what to post? Good news: you don’t have to start there. Engaging with others’ content through thoughtful comments can be just as impactful. Try leaving three meaningful comments a day for five days and watch how your profile views grow.
PRO TIP: Add value when you comment—don’t just say “great post.” Share an insight, ask a question, or tag someone who might find it helpful.
STEP 4: CREATE CONTENT THAT REFLECTS YOUR VOICE
If and when you’re ready to post original content, start simple. Here are a few easy prompts:
• What’s something customers often misunderstand about your role?
• What’s a community event you’re proud to support?
• Why did you get into banking—and why do you stay?
You can also mix in curated content (like articles or podcasts) and add your personal take. The goal is consistency and authenticity, not perfection.
STEP 5: TRACK YOUR PROGRESS (AND COMPETE WITH YOURSELF)
LinkedIn offers a free tool called the Social Selling Index (SSI) that scores your presence based on four key areas: brand building, networking, insight sharing, and relationship building.
You can check yours at linkedin.com/sales/ssi. Most bankers hover around a score of 26—aim to beat that. More importantly, use it as a monthly pulse check on your progress.
WHY THIS MATTERS (AND HOW IT CONNECTS TO AI)
Here’s the big picture: whether you’re talking about digital strategy, AI, or social media, it all boils down to one thing—trust. Technology might be transforming how we bank, but your ability to build relationships, communicate with clarity, and show up authentically online is still one of your most valuable assets. It makes your institution more approachable, more human, and more competitive in a crowded market.
And as we explore the coming wave of AI-powered innovation at the upcoming Bank Management Conference, this foundational digital presence will only become more important. Because the future of banking isn’t just high-tech. It’s high-trust.
LET’S STAY CONNECTED
I hope to connect with many of you in person at the ABA Bank Management Conference, but until then, I’d love to connect online.
• Find me on LinkedIn: linkedin.com/in/ericcookmba
• Explore our digital agency: www.poweredbywsi.com
• Check out our banker mastermind group: www.thelinkedbanker.com
No matter where you are in your digital journey, I’m here to help you navigate it.
See you online (and hopefully at the conference)!
Hear more from Eric Cook at our Bank Management Seminar!
Investing in
ALICE
by Mollie Palmer
From an early age, many of us are taught the value of saving and financial responsibility. We’re encouraged to fill our piggy banks with money from the Tooth Fairy and weekly allowances. Later, with an adult’s help, we may open our first bank account to deposit paychecks from our part-time jobs or babysitting gigs. Steadily building these rainyday funds may seem like a given—something that comes naturally with growing up and earning an income. After all, why wouldn’t we put aside our extra money and watch it grow with the help of a high annual percentage yield?
Yet, for many Arkansans, no matter their ages, building financial savings isn’t just a luxury. It’s an impossibility. These individuals’ inability to create a safety net isn’t due to a lack of desire or initiative. In many cases, it’s just the opposite. Despite working multiple jobs, these Arkansans are still living paycheck to paycheck. Even a slight disruption—a jump in food prices, a flat tire or family illness—could send them into a financial tailspin. These neighbors are ALICE— Asset Limited, Income Constrained and Employed—and they may be our colleagues and office mates.
Today, United for ALICE data shows that more than 40% of working-age Arkansans fall below the ALICE threshold. These individuals make above the federal poverty level but not enough to afford the basics of everyday life. But how can that be when so many workplaces in Arkansas are doing it right? In many cases, ALICE is employed by companies that provide decent salaries and offer built-in incentives like bonuses. Where’s the gap?
The reality is that for many organizations, ALICE can be a blind spot. Businesses may check all the boxes on paper by providing competitive wages and perks. However, the total compensation doesn’t always account for cost-of-living changes, employees’ outstanding student debt, high housing costs or other external factors. Workers end up scraping by, which affects their ability to show up, focus and contribute at work.
So, how can Arkansas employers invest in ALICE and help these workers achieve financial security? A promising place to start is ALICE@Work. Spearheaded by the Heart of Arkansas United Way, with support from the Winthrop Rockefeller Foundation, Delta Dental of Arkansas Foundation, Blue & You Foundation for a Healthier Arkansas and Entergy, this initiative is geared toward helping businesses implement common-sense policies and best practices to foster an environment where all can thrive.
ALICE@Work begins with a detailed workforce assessment. Leveraging data from United for ALICE, organizations are guided to pinpoint current trends, challenges and latent workplace opportunities. Then, their leadership teams complete six classes to address key priority areas— benefits and compensation, financial wellness, scheduling and flexibility, professional development and work support and resources. Next is developing the individualized action plan, where organizations select and implement the strategies that best align with their culture and values.
Far from a prescriptive process, ALICE@Work is designed for flexibility and, most importantly, sustainability. There are regular touchpoints throughout the process, including a six-month check-in that allows companies to adjust and, as needed, recalibrate their strategies for maximum effectiveness. What do we hope that businesses will see from their participation? By helping them enact policies that support ALICE, we are confident they will reap the benefits of reduced turnover, increased retention, enhanced productivity and, ultimately, greater workforce success.
DESPITE WORKING MULTIPLE JOBS,
THESE ARKANSANS ARE STILL LIVING PAYCHECK TO PAYCHECK. EVEN A SLIGHT DISRUPTION COULD SEND THEM INTO A FINANCIAL TAILSPIN.
Some of us have heard the expression, “Savings are tomorrow’s security.” Unfortunately, this dream of financial stability feels far too out of reach for many Arkansans, including in our workplaces. As we’ve already begun to see through our first cohort, ALICE@Work is an innovative, strategic, data-driven initiative that enables and empowers businesses to change course. If you or another organization finds yourself asking, “How can we invest in our workers and ensure all can thrive?” You may want to consider joining ALICE@Work. Get started by visiting heartaruw.org.
LEADERSHIP
TEAMS COMPLETE SIX CLASSES TO ADDRESS KEY PRIORITY AREAS.
How else can Arkansas bankers get involved in supporting ALICE? Connect ALICE with Heart of Arkansas United Way at info@heartaruw.org. Navigating the referral process to receive nonprofit services can be challenging. For over a century, we’ve helped strategically address the needs of our community, from ensuring families have access to after-school programs to providing financial assistance for natural gas bills. No matter how you get involved— registering for ALICE@Work, referring ALICE to us or setting up a corporate giving campaign to support our ALICE-related initiatives—it makes a difference.
Mollie Palmer is the vice president of communication and engagement at Heart of Arkansas United Way. Email her at mpalmer@heartaruw.org.
Five Things to Consider
FOR COMPLIANCE IN 2025
by Shaun Harms
As you are aware, things are a little crazy in the regulatory world and in Washington DC in general. However, one thing is certain, consumer compliance is still important and should continue to be a part of every organization. While pauses and changes are normal with changes in administrations, protecting the consumer still should be part of the culture. Here are five things to consider for 2025 for consumer compliance:
1. IMPORTANCE OF A STRONG CMS
The bank’s CMS represents the foundation of a comprehensive program that includes policies, procedures, practices, and processes. A complete CMS is crucial for both managing and mitigating risks related to consumer compliance areas. If there are weaknesses within the CMS, the bank could ultimately have compliance risk or problems. The CMS should be comprised of three elements:
1. Board and management oversight
2. Compliance program
3. Compliance audit/monitoring
Part of the CMS, is the oversight by the compliance officer and management. When management presents an idea or way to increase busi-
ness within the mortgage division, don’t be the “no” person—instead, we must be the “how to” person whenever possible. If compliance officers become the “no” person, they will be less informed of what is happening at the bank because staff (or management) will be less likely to seek proper advice and review. It is so important for compliance personnel to be part of the processes and help find solutions to mitigate risk.
The compliance program should include not only policies and procedures but also training, monitoring, and consumer complaint response. Training should be job specific and include the Board. Monitoring should be comprehensive and based on the risk of the institution (internal or external). Complaint response is critical to identify potential risk areas or systematic compliance problems.
“If compliance officers become the ‘no’ person, they will be less informed of what is happening at the bank because staff will be less likely to seek proper advice and review.”
2. RESOURCES
Community banks continue to not only recruit but retain experienced compliance resources. The compliance culture of a bank is set at the top and should be emphasized with all employees. Compliance is not a one-person or one-department job and should be across the organization. Management and the Board must determine the risk level of the institution and allocate appropriate resources for compliance related functions.
A compliance officer should have sufficient authority and independence to:
• Cross departmental lines
• Have access to all areas of the institution’s operations
• Effect corrective action
The industry is facing the need for efficiencies in the operation areas of the bank as well as the need for succession planning. Even with automation, the importance of resources within the compliance area remains.
3. FAIR LENDING
This area may be considered repetitive, but that does not dilute the importance of fair lending. Most institutions struggle not with the rules itself but with the lack of controls or monitoring of the process. Banks do not intentionally discriminate against borrowers, but the appearance of discrimination comes from lending patterns, exceptions, discretion, monitoring, etc. Weaknesses in these areas leads to a higher risk for fair lending issues. Fair lending risks never disappear; however, the risk substantially increase with lack of controls.
A few areas to concentrate on for fair lending compliance and to have successful examinations, are included as follows:
• POLICIES AND PROCEDURES – Are they effective and followed?
• LENDER DISCRETION – Is this controlled and tracked?
• EXCEPTION TRACKING – Are the exceptions becoming the normal practice, or is one group benefiting over another? Does the Board or Audit Committee understand the number of exceptions allowed or patterns by loan officers or branch locations?
• DATA ANALYSIS – Do we understand what the data shows, including lending areas, disparities, or pricing differences? We have to analyze the data to know where we need to concentrate.
• MONITORING – Is our monitoring process effective to look at the data and recognize differences and determine if there are additional risks?
Fair lending will continue to be important and was under the first term of this administration. The need for lending in minority areas and affordable housing continues to be a priority. Resources and effective programs are critical for the bank’s success.
4. ABILITY TO REPAY (ATR)
The ATR/Qualified Mortgage Rule requires a creditor to make a reasonable and good-faith determination of a consumer’s ability to repay at or before consummation of a covered mortgage loan. A creditor complies with this ATR requirement if the creditor satisfies the Rule’s general ATR standard when originating a loan. Additionally, the creditor is presumed to comply with the ATR requirement with regard to a particular loan the creditor originates if the loan satisfies the criteria to be a QM pursuant to the Rule.
To satisfy the ATR/QM Rule’s general ATR standard, a creditor must consider eight factors:
• The consumer’s current or reasonably expected income or assets (other than the value of the dwelling and attached real property securing the loan);
• The consumer’s employment status, if the creditor relies on income from employment in determining the consumer’s ATR;
• The consumer’s monthly mortgage loan payment;
• The consumer’s monthly payment for mortgage-related obligations (e.g., property taxes, homeowner’s association and condominium fees, and certain ongoing expenses that are related to the mortgage loan and required by the creditor);
• The consumer’s monthly payments on simultaneous loans that are secured by the same property;
• The consumer’s current debt obligations, alimony, and child-support payments;
• The consumer’s monthly debt-to-income ratio or residual income; and
• The consumer’s credit history.
The ATR/QM Rule originally took effect on January 10, 2014, and as many other rules the longer they are in affect the weaker some procedures become. Recent findings in audits and exams have identified some weaknesses in the documentation of certain items within the ATR rules. These are specifically in the documentation of income and verification of employment.
As a rule matures in our processes, banks tend to relax controls. This could lead to issues within your CMS and subject the bank to violations or penalties. With noncompliance with ATR rules, there also is liability for the bank in regards to the consumer. Under the rule, there is a three-year statute of limitations on ATR claims brought as affirmative cases. Additionally, after the statute of limitations on affirmative ATR claims expires, consumers can bring ATR claims as setoff/recoupment claims in a defense to foreclosure. If the file is ever taken to court, the importance of the documentation is critical for the bank to survive any challenges.
The importance of documenting the elements of ATR is essential to not only compliance, but also credit quality. Management should continue to reiterate the importance of documenting the amounts used for income calculations, as well as documenting the verification of the current employment. Failure to document these areas, could result to regulatory criticism or even reimbursements to customers that have trouble repaying a mortgage loan.
“Creativity is not bad—but it leads to compliance risk and the need to determine whether lenders are potentially violating provisions of these sticky and often murky antikickback provisions.”
5. RESPA SECTION 8
One notable segment of increased protection activism is Section 8 of RESPA—a longstanding law that protects against inflationary pressures caused by kickbacks and referral payments in the residential real estate market. Compliance professionals need to fully understand the more common red flags for potential violations in light of increasingly stormy regulatory conditions. Note that this overview is only a broad survey of what is occurring in the market and it is imperative to engage counsel in compliance determinations—many violations can lie hidden in the interstices of contractual agreements or loan officer activities.
As a general rule, RESPA Section 8(a) prohibits kickbacks for referrals involving a federally related mortgage loan, which encompasses the giving and accepting of anything of value (e.g., cash, rebates or other valuable considerations as defined in RESPA and Regulation X) pursuant to any agreement or understanding to refer settlement service or other business incident to residential real estate transactions.
Unlike so many other mortgage-related provisions, these were not a result of the 2008 mortgage crisis or the Dodd-Frank Act. The RESPA rule (or Regulation X) has been in existence since 1974. While these are not new rules for financial institutions, market forces are currently changing and loans are becoming more difficult to generate; institutions are therefore pushed towards that “grey area” of what is legal and what can be deemed to be improper referral arrangements.
The current market pressures spawned by declining loan volumes create a strong tendency for loan officers to be “creative” or “innovative” with settlement service providers, including real estate agents. Creativity is not bad—but it leads to compliance risk and the need to determine whether lenders are potentially violating provisions of these sticky and often murky anti-kickback provisions. As compliance professionals, we need to be on heightened alert for lender relationships with realtors or other settlement service providers.
In terms of making informed decisions under Section 8 of RESPA, compliance officers need to start with three basic questions:
1. Is there a referral of settlement service business?
2. Is there anything of value being exchanged between a settlement service provider and our bank?
3. If yes on both, what are the benefits received by both parties, and can the value of the service be measured?
These three basic questions will alert you to situations that will most certainly require your attention. To answer these questions, management must understand the importance of compliance prior to entertaining any relationship with mortgage market players. Again, not every instance will be a violation—but your institution will be well served by a thorough review of the propriety of these arrangements. Compliance professionals should strive to offer useful solutions to potential relationships or opportunities the right way!
ABOUT THE AUTHOR
Shaun Harms serves as the principal for the Regulatory Compliance Consulting Financial Services National Practice out of the Little Rock office. His experience is within the regulatory compliance area and focuses on community and middle market financial institutions. He has over 20 years of consulting experience
PROBLEM SOLVER
by Roby Brock
ABA CHAIRMAN
GOSNELL HAS EXPERIENCE
PROBLEM AREAS
photos courtesy of Farmers Bank & Trust.
hris Gosnell has dealt with problems his entire career. He’s worked on problem constr uction projects; he’s dealt with problem loans; and he’s navigated problem areas in the economy. He is a problem solver at heart.
Gosnell, 44, grew up in Little Rock as the son of a construction business owner. It was the profession he believed he was going into for the rest of his life. He even prepared for it during college — but sometimes life has a funny way of turning out.
ABA Chairman Chris Gosnell
“MY THOUGHT WAS, ‘I’LL GO WORK FOR A BANK’ ... I COULD MAKE A BIT MORE MONEY AND TRY TO LEARN THAT SIDE OF THE BUSINESS, ALL WHILE FINISHING UP MY CONTRACTOR’S LICENSE.”
Instead of hard hats, blueprints, drywall, and rebar, Gosnell’s career now consists of financial decisions that affect $3 billion in banking assets and the fate of nearly 400 employees.
It was a journey that led him to the life he has today, and he wouldn’t trade his profession as a banker for any other. It is his life now, and he loves every second of it.
Gosnell wasn’t always a banker, though. As a college student at the University of Arkansas, he had every intention of following in his father’s footsteps. He was studying engineering and operations management, which he thought would be the best course of action for the contracting business. He even worked for a Fayetteville building firm. His fate, he thought, was set — until it wasn’t.
He was barely making minimum wage balancing the books, digging ditches, and serving as a clean-up laborer on construction sites when his supervisor took a much-needed vacation. This void offered Gosnell a chance to open his horizons and learn other aspects of business. He was soon approached by a local bank and he took a chance. It was a move that would alter his career path and life forever.
“My thought at that point was, ‘I’ll go work for a bank and do that,’” he said. “I could make a bit more money and try to learn that side of the business, all while finishing up my contractor’s license.”
After earning his master’s degree from the University of Arkansas, Gosnell began working in the lending department at Community First Bank in Harrison. The job was a springboard for a position at Signature Bank in Fayetteville and opened his eyes to the realities of building a financial institution from the ground up — a skill set that would prove enormously valuable in his future as a banking executive.
“I watched that team raise capital, put staff together, build facilities, and begin to grow,” he said. “I learned so much from an extremely talented group of people.”
During the 2008-09 economic downturn and ensuing real estate collapse, Gosnell left his homebuilding side projects and committed fully to the banking industry. The profession was already becoming a success. He met his wife, Rebecca, while working at Signature Bank, and the couple soon relocated to central Arkansas to be closer to his home in Little Rock. Rebecca, however, was no ordinary employee. She had quite the banking connection herself as the daughter of Bob Burns, the chairman at the time of the Magnolia-based Farmers Bank and Trust.
“It was meant to be, I guess,” said Gosnell.
As a loan officer at Farmers Bank and Trust, Gosnell worked his way to market president, then regional market president, and eventually moved to Magnolia to shadow Burns for five years until becoming CEO in 2017.
Burns was a driving force in Gosnell’s life and taught him invaluable lessons in banking. The former Farmers Bank and Trust chairman passed away in 2024. One of his last professional decisions was recommending Gosnell lead the bank and its board of directors going forward.
Today, as chairman and CEO of Farmers Bank and Trust, Gosnell has overseen the family-owned private institution grow from around $400 million in assets and a handful of locations in southern and central Arkansas when he began to $3 billion in assets with over 30 locations in Arkansas, Texas, and Oklahoma. This ascension is a result of a tremendous team and a focused, community-based approach to small-town locations.
“We know what we are,” said Gosnell. “We know you must be part of the fabric of a community, especially in smaller, more rural regions. It’s who we are.”
He also knows that with a constantly changing financial landscape and ever-evolving technological world, there are great challenges and responsibilities in keeping an institution thriving that has been around since 1906.
“Farmers Bank & Trust has a 120-year-old bank legacy, and I do not intend to be the one that ends that run,” he said.
To keep his life balanced, Gosnell enjoys spending time with his family — especially going to activities with his two sons, Grayson and Hayes — and soaking up the vast outdoor activities The Natural State provides.
He also loves the skies, and has spent time gaining hours as a pilot, a move that significantly cuts down on travel time for the chairman and CEO of a bank footprint that stretches some 9,000 square miles now.
“I guess you could say it’s my time to relax,” he said.
He flies a Cessna 182 and recently completed his instrument rating.
“WE KNOW YOU MUST BE PART OF THE FABRIC OF A COMMUNITY, ESPECIALLY IN SMALLER, MORE RURAL REGIONS. IT’S WHO WE ARE.”
“IT’S ONE OF THE MOST IMPORTANT ASPECTS OF OUR ASSOCIATION. IF WE CAN’T REACH OUT TO YOUNG PEOPLE, WE DON’T HAVE A FUTURE.”
Running one of the largest banks in Arkansas is not Gosnell’s only professional endeavor today. He also serves on numerous boards and was recently named the chairman of the Arkansas Bankers Association (ABA) for the 2025-26 term. Heading up the statewide banking advocacy group is one of the highest honors that can be bestowed on a banking professional in Arkansas.
“The association fights for us in ways most of us don’t see,” he said. “It is a vital part of our industry and one that often goes overlooked.”
He also notes the strategic importance of having a former banker and U.S. Rep. French Hill chairing the House Financial Services Committee.
“It’s a huge win to have a Chairman with Main Street experience,” he added.
As chairman of ABA, he is also an advocate of youth banking programs in the age of social media and reduced in-person interaction.
“They need to be involved early,” he said. “It’s one of the most important aspects of our association. If we can’t reach out to young people, we don’t have a future.”
Today, as Gosnell looks back on his journey from construction worker and engineering student to bank chairman and amateur aviator, he’s reminded that career paths aren’t always what they are predicted to be.
“If you asked me when I was a young man who thought his future was in construction, I would have never thought I’d be where I am today,” he said. “But I embraced it, and I love every minute of it. I wouldn’t change a thing.”
PHOTO: ABA Chairman Chris Gosnell fishing with his son.
2025-26 ABA
EXECUTIVE
COMMITTEE
CHAIRMAN CHRIS GOSNELL MAGNOLIA | GROUP 3
Chris Gosnell joined Farmers Bank & Trust in 2010 and was elected President and CEO in 2017. Gosnell received his Bachelor of Arts in Administrative Management from the University of Arkansas in 2003, as well as his Master of Science in Operations Management in 2005. He also graduated from the Graduate School of Banking at Colorado, Leadership Arkansas, and the FBI Citizens Academy.
In addition to the Arkansas Bankers Association, Gosnell currently serves in a leadership role for the Southwest Arkansas Water District, Arkansas Game & Fish Foundation, Arkansas State Police Foundation, Arkansas Economic Development Council, and Airport Commission Columbia County. Gosnell and his wife, Rebecca, reside in Magnolia, AR and have two children – Grayson and Hayes.
CHAIRMAN-ELECT JASON TENNANT EUREKA SPRINGS | GROUP 2
Jason Tennant is President/Chief Lending Officer of CS Bank in Eureka Springs (2012-present). Born in Fayetteville in April 1962, and raised in Lincoln, Arkansas, Mr. Tennant’s journey in the banking industry has been marked by dedication and achievement. He graduated in 1980 before earning a Bachelor of Science in Business Administration from Arkansas Tech University in 1985. He furthered his education by graduating from the National Commercial Lending School at the University of Oklahoma and the Southwestern School of Banking at SMU in Dallas. Mr. Tennant has also completed multiple courses from esteemed institutions such as Sheshunoff, the Arkansas Bankers Association, and the American Bankers Association.
Mr. Tennant has served at various financial institutions across the state. He began his career at Union National Bank of Arkansas in Little Rock from 1985 to 1990. Subsequently, he joined the Arvest Bank Group, where he served in Fayetteville, Prairie Grove, Pea Ridge, and Berryville from 1990 to 2001. He continued his career in banking as a member of the First National Bank of North Arkansas (now Bank of 1889) in Berryville from 2001 to 2012. Since 2012 he has served at CS Bank.
VICE CHAIRMAN JEFF LYNCH LITTLE ROCK | GROUP 1
Lynch brings more than four decades of banking experience to his new role, having held leadership positions across Arkansas’s financial sector. He has served as President and CEO of Eagle Bank & Trust since 2009 and previously led United Bank in Springdale from 2001 to 2008. His career began in 1984 as a teller and new accounts representative and quickly progressed through lending and management roles at institutions including Bank of America, Arvest Bank, and First Community Bank.
He is a college graduate of the University of Arkansas Little Rock with a BBA in Finance. Lynch has completed advanced banking education through the Graduate School of Banking at LSU, the National Commercial Lending School at Oklahoma State University, and several specialized training programs through the Arkansas Bankers Association. Lynch is also actively involved with national organizations including the American Bankers Association’s Grassroots Committee, Mortgage Markets Committee, and the National Board for Friends of Traditional Banking. His leadership was also recognized during his tenure as a Board Member of the Little Rock Branch of the St. Louis Federal Reserve Bank (2018–2024). In addition to his professional accomplishments, Lynch is committed to community service. He has held positions on numerous civic and educational boards. His accolades include being named one of Arkansas’s Top 100 Professionals and an inductee into Arkansas Business Journal’s 40 Under 40.
TREASURER JAY WISENER LITTLE ROCK | GROUP 1
Jay serves as the Arkansas Regional Market President for First National Bankers Bank. He has served on the bank’s executive loan committee and management team for over seven years and has been with FNBB for over eleven years. Starting his banking career as an examiner for the state of Arkansas, Jay has spent over 32 years in the industry. He served as Executive Vice President of Arkansas Capital Corporation overseeing a number of areas related to small business lending and other entrepreneurial endeavors.
He earned a degree in Finance at the University of Arkansas, in addition to an MBA from UA Little Rock. Jay also is a graduate of the Graduate School of Banking at Colorado. He was selected to Arkansas Business’ 40 under 40, UA Little Rock’s Dean’s Award for Excellence and graduated from the inaugural Leadership Arkansas program. Jay holds a black belt certificate from the American Taekwondo Association.
While raised in the southeast town of Warren, Jay resides and works in central Arkansas. He serves in a variety of volunteer positions including the board of directors for the Kiwanis Club of Downtown LR and Heart of Arkansas United Way and is a past board member of other non-profits.
PAST CHAIRMAN BRAD CHAMBLESS
STUTTGART | GROUP 3
Brad Chambless is Chief Executive Officer of The Farmers & Merchants Bank and The Bank of Fayetteville, as well as the President of The Farmers and Merchants Bankshares. Chambless joined Farmers & Merchants Bank in 2006 where his roles there included Executive Vice President and member of the Board of Directors. He is a graduate of Dumas High School and received his undergraduate degree from the University of Arkansas at Monticello. He went on to earn a law degree from the University of Arkansas at Fayetteville, practicing law in Arkansas for 10 years before entering the banking industry.
Chambless is active throughout the regional community as a board of director of Acres of Help, Inc., the Arkansas County Imagination Library, the Stuttgart Rotary Club and the Arkansas Bar Association. Chambless also formerly served as a foundation board member for the Phillips County Community College of the University of Arkansas, the Arkansas Bankers Association agricultural sub-committee and director and vice chairman of Arkansas Capital Corporation.
BOARD OF
DIRECTORS
JOHNNY ADAMS
President / Conway Market
FIRST SECURITY BANK
Conway | Group 2
CHIP BLANCHARD
Chairman & CEO
FIRST STATE BANK
Russellville | Group 2
KEITH BOWLES
Executive Vice President
ARVEST BANK
Bentonville | Group 2
IAN BRYAN
VP / Commercial Loan Officer
FIRST STATE BANK
Russellville | Group 2
ASA COTTRELL
President / CEO, Arvest
Wealth Management
ARVEST BANK
Little Rock | Group 1
ROBIN HACKETT
Chief Mortgage &
Chief Operation Officer
FIRST SERVICE BANK
Greenbrier | Group 2
HEATHER JONES
President, Arkansas
BANK OF AMERICA
Little Rock | Group 1
ROB LANCE
SVP - Commercial Lending
EVOLVE BANK & TRUST
Jonesboro | Group 1
KATHERINE MITCHELL
SVP – Bank Services
RELYANCE BANK
White Hall | Group 3
JOHN OLAIMEY
President & CEO
SOUTHERN BANCORP BANK
Little Rock | Group 1
CALVIN PURYEAR
EVP/COO
MERCHANTS & FARMERS BANK
Dumas | Group 3
RANDY RAWLS
Vice President
UNION BANK & TRUST COMPANY
Warren | Group 3
LORI ROSS
City President
CITIZENS BANK
Arkadelphia | Group 3
BRENT TAYLOR
President & CEO
CITIZENS BANK & TRUST COMPANY
Van Buren | Group 2
ROB S. TIFFEE
Senior Vice President
REGIONS BANK
Little Rock | Group 1
MARK WILSON
President & Chief Operating Officer
FIRST ARKANSAS BANK & TRUST
Jacksonville | Group 1
JIM YOUNGBLOOD
President & CEO
MCGEHEE BANK
McGehee | Group 3
HIGH POINTS FROM A LENGTHY
Legislative Session
by ABA Staff
For 93 days, the 95th Arkansas General Assembly held court at the state capitol debating more than 1,700 bills that became more than 1,000 new laws.
The legislative session brought months’ worth of long days monitoring good and bad legislation, while keeping in constant contact with state lawmakers about their motives and goals for new laws.
Your Arkansas Bankers Association staff and leadership helped guide a number of bills into law, which you can read more about in the President’s message in this issue of the Arkansas Banker.
The ABA also kept a close eye on these bills that were supported by the State Banking Department. All of these measures became law:
SB230/ACT 237 - To repeal the Arkansas Trust Institutions Act; and to create the Arkansas Trust Institutions Act of 2025.
HB1466/ACT 262 - To amend the Fair Mortgage Lending Act.
HB1467/ACT 557 - To amend the Uniform Money Services Act.
SB220/ACT 236 - To amend the Arkansas Securities Act; and to clarify exempt transactions under the Arkansas Securities Act.
The following bills, which also became laws, were monitored by the ABA Government Relations Advisory Committee throughout the legislative session:
HB1238/ACT 306 - To authorize a mortgagor to recover fees in certain circumstances under the Statutory Foreclosure Law.
HB1271/ACT 479 - To amend the law concerning mechanics’ and materialmen’s liens; and to clarify the priority of liens in mortgage construction loans.
HB1272/ACT 520 - To amend the law concerning property vacated by a county
or municipality; and to require vested abandoned property be conveyed with the abutting real estate.
HB1273/ACT 29 - To provide that a lien created by the entry of certificate of indebtedness issued by the secretary of the department of finance and administration is not superior to a purchase money mortgage.
HB1274/ACT 521 - To allow a title insurance agent, title insurer, or title company to pay real property taxes in conjunction with the issuance of a title.
HB1352/ACT 937 - To amend various laws concerning actions related to certain foreign entities.
HB1367/ACT 346 - To amend the Arkansas Title Insurance Act; and to regulate access to public records by a title agent and a title company.
HB1378/ACT 204 - To amend the composition and meeting requirements of the state board of finance; and to repeal the requirements for the employment of a chief compliance officer by the state board of finance.
HB1386/ACT 410 - To amend the law concerning the assessment of property; to amend the law concerning substantial
improvements to real property; and to amend the method of valuation for real property under Arkansas Constitution, Article 16, 5.
HB1479/ACT 418 - To amend the law concerning scrivener’s affidavits; and to allow a licensed engineer, surveyor, or notary public to execute and record a scrivener’s affidavit in certain circumstances.
HB1507/ACT 252 - To amend the law concerning environmental, social justice, or governance scores; and to clarify the exemptions from divestment for certain investments.
HB1517/ACT 347 - To establish the Earned Wage Access Services Act.
HB1525/ACT 923 - To amend the law concerning real property; and to address agricultural impact remediation agreements.
HB1548/ACT 375 - To amend the law concerning the division of information systems; and to abolish the Data and Transparency Panel.
HB1549/ACT 489 - To create the Arkansas Cybersecurity Act of 2025.
HB1557/ACT 480 - To amend the duties and powers of the division of information systems concerning information technology.
HB1558/ACT 392 - To amend the law concerning the Arkansas Real Estate Commission; to create a property management broker and property management associate license; and to amend the Real Estate License Law.
HB1625/ACT 974 - To amend the law concerning insurance requirements for licensed home inspectors.
HB1680/ACT 811 - To prevent a foreign-party-controlled business from leasing land; and to prohibit a prohibited foreign party from holding an interest in real property or agricultural land in certain circumstances.
HB1736/ACT 603 - To amend Article 9 of the Uniform Commercial Code.
HB1739/ACT 814 - To adopt the Uniform Electronic Legal Materials Act.
HB1746/ACT 997 - To amend the Uniform Commercial Code.
HB1749/ACT 680 - To adopt the Uniform Trust Decanting Act.
HB1752/ACT 681 - To exempt certain savings plans from the execution of a judgment.
HB1760/ACT 486 - To amend the law concerning the jurisdiction to consider certain petitions for the adjustment of a property assessment.
HB1838/ACT 713 - To amend the law concerning probate actions; and to amend the law concerning adoption and guardianship.
HB1839/ACT 692 - To amend the procedures for the declaration of legal death of a missing person.
HB1845/ACT 926 - To allow the electronic administration of documents related to the ownership of motor vehicles; to authorize electronic lien, titling, and registration systems; and to authorize the creation of a secure digital title system.
HB1894/ACT 842 - To establish a method of valuation for real property used for affordable housing; and to establish a method of valuation for certain real property under Arkansas Constitution, Article 16, 5.
HB1918/ACT 810 - To amend the law concerning specie or legal tender; to authorize the use of a bullion depository; and to allow for a precious metals-backed electronic system.
HB1959/ACT 986 - To abolish the writ of scire facias and simplify the process to revive an outstanding judgment; to allow a judgment to be revived by notice; and to amend the law concerning the fees to be charged by clerks of the circuit courts.
SB14/ACT 114 - To allow for the direct payment or delivery of property to an apparent owner under the unclaimed property act in certain circumstances.
SB133/ACT 50 - To amend the uniform commercial code; to define “central bank digital currency” under the Uniform Commercial Code; and to modify the Uniform Commercial Code definitions of “money” and “deposit account.”
SB178/ACT 202 - To amend the Arkansas Healthcare Decisions Act; and to clarify the ability of a surrogate to obtain records on a principal’s income, assets, and banking and financial records.
SB236/ACT 261 - To amend the Insurance Holding Company Regulatory Act.
SB237/ACT 554 - To amend the law concerning the licensing and regulation of captive insurers.
SB298/ACT 320 - To repeal the law concerning the setting aside of a decree to quiet title to land to allow for finality in quiet title actions.
SB302/ACT 659 - To create the criminal offense of gift card fraud; and to declare an emergency.
SB319/ACT 461 - To amend the Uniform Limited Liability Company Act; and to clarify charging orders under the Uniform Limited Liability Company Act.
SB323/ACT 516 - To amend the Horizontal Property Act.
SB343/ACT 734 - To amend the law concerning state-owned motor vehicles; to amend the law concerning public property; and to amend the automobile and pickup truck acquisition act for the state of Arkansas.
SB366/ACT 427 - To create the Strengthen Arkansas Homes Act; and to create the Strengthen Arkansas Homes Program Fund.
SB367/ACT 735 - To repeal the Small Business Revolving Loan Fund For Pollution Control And Prevention Technologies Act; and to repeal the Small Business Revolving Loan Fund.
SB405/ACT 555 - To amend the Online Marketplace Consumer Inform Act.
SB406/ACT 752 - To require a county recorder to verify certain information before recording a deed to real estate.
SB408/ACT 696 - To provide an income tax exemption for certain payments by the united states department of agriculture.
SB409/ACT 406 - To prohibit discrimination of agricultural producers by financial services providers; and to establish the Farmer Protection Act.
SB437/ACT 945 - To create the Arkansas Wind Energy Development Act.
SB443/ACT 949 - To amend the duties of the state board of appraisers, abstracters, and home inspectors; to amend the law regarding licensure of abstracters; to amend the law regarding licensure of home inspectors; and to declare an emergency.
SB448/ACT 579 - To authorize the financing of energy efficiency improvements, alternative energy improvements, building resiliency improvements, and water conservation improvements.
SB454/ACT 430 - To amend the law concerning unclaimed property funds; to amend the law concerning the deposit and investment of unclaimed property funds; to create the unclaimed property interest trust fund; and to declare an emergency.
SB480/ACT 739 - To amend the law concerning the investment of state funds.
SB520/ACT 747 - To prohibit diversity, equity, and inclusion offices, officers, policies, or practices in local government.
SB567/ACT 719 - To amend and modernize the law concerning the apportionment of income derived from multistate operations; and to change the method for sourcing of receipts for services and intangibles.
SB600/ACT 771 - To regulate contracts; to mandate contractual provisions for certain contracts; and to clarify proper jurisdiction for certain contacts.
SB638/ACT 1019 - To amend the law concerning the collection of sales and use tax on the sale of a new or used motorboat; and to provide for the direct payment of sales and use tax on a motorboat sold by a motorboat dealer.
BANKERS
Rep. John Maddox of Mena represents House District 86, which includes Polk and Montgomery counties and a portion of Howard County. He was first elected to the Arkansas House of Representatives in 2016.
Rep. Maddox is the chairman of the powerful House Insurance and Commerce Committee and he is a member of the influential House Revenue and Tax Committee - two panels with tremendous sway over banking and finance issues. The five-term legislator is proud of the overall work he and his colleagues have done in recent sessions.
“We are continuing to do great work. We are continuing to make Arkansas as business-friendly as we can and attracting new businesses and supporting, of course, our existing businesses,” he said.
A big issue this session on the insurance front dealt more with healthcare during the raging debate over PBMs (Pharmacy Benefit Managers). Arkansas is the first state in the nation to ban PBMs from also owning pharmacies.
“The PBM issue probably took up so much time, and I think we did some really novel, good work on that,” said Maddox. “We’re trying to somewhat level the playing field with our independent pharmacists
REP. JOHN MADDOX
R-MENA
“We
are continuing to make Arkansas as business-friendly as we can and attracting new businesses and supporting, of course, our existing businesses.”
who are usually your smaller, locally owned pharmacies and the PBMowned pharmacies. It’s going to be interesting to see how it plays out.”
An attorney by trade, Maddox is also on the board of directors of Union Bank of Mena. He says that banking experience has certainly made him a better legislator.
“I’ve been really fortunate to serve on the Union Bank board. We are a community bank, and I’m very proud of our bank and what we do, what we serve in our role,” he said. “Not just every bank will make the loans and do the things that we do. I think it’s certainly beneficial just to have some understanding of banking business and how it works and the importance of our banks making those loans and providing that capital to their customers, especially in these rural areas where I serve.”
Even though some of that regulation is federal, Maddox says he knows the Arkansas Bankers Association is helpful on both the national and state levels.
“The Arkansas Bankers Association is an extremely good advocate and resource for all of us. They help us look at things regarding legislation and pending legislation, which from their perspective, it always helps to hear from them. Lorrie Trogden is great to work with,” said Maddox.
UNDER DOMEThe
ARKANSAS BANKERS MAKE CONTRIBUTIONS TO STATE BUSINESS IN LITTLE ROCK
SENATOR
JIMMY HICKEY
R-TEXARKANA
“I’ve taken the stance in the last year to not be as proactive with running legislation and to be more reactive to what our other members are doing.”
State Senator Jimmy Hickey of Texarkana represents District 4 in southwest Arkansas. His territory includes Howard, Little River, Miller and Sevier counties and part of Hempstead County.
Hickey, who was elected in 2012, is no stranger to the capitol corridors, but more importantly, he’s no stranger to a financial statement or to sticky details on complicated projects. It’s the former banker in him.
“Some of our other members are great people and they have some great intentions, but sometimes they’re not as attuned to details as I know that I like. I think there’s just a benefit to having myself and some others there to make sure that as we’re writing laws, that we’ve thought through everything,” he said.
Hickey was a banker for 25 years and retired from Commercial National Bank as senior vice president. That quarter century of banking service is the foundation for his inquisitiveness at the capitol on big capital projects and small details in daily legislation.
In 2021, Hickey served as the leader of the Arkansas State Senate, the President Pro Tempore. It was a big honor full of extended duties and responsibilities. Today, he chairs the Senate Revenue and Tax Committee. He is a member of the Senate Agriculture, Forestry and Economic Development Committee, the Arkansas Legislative Council, and the Joint Budget Committee.
“I may have run some massive legislation in the past, but I’ve taken the stance in the last year - and my intention is to continue to be this way - is to not be as proactive with running legislation and to be more reactive to what our other members are doing,” he said.
Hickey said the Arkansas Bankers Association has been a great resource for him in analyzing banking legislation and its potential impact. Even though he has a thorough background in the field, he appreciates the association.
“I can pick up the phone and call at any time and they’ll get back with me,” he said. “I have absolutely no problem at all with how responsive they are.”
Convention ABA ANNUAL
HOT SPRINGS | OAKLAWN
APRIL 9-11 2025
The 135th Annual Convention was held in Hot Springs at the Oaklawn Racing Casino Resort. Attendees witnessed the installation of our new ABA officers, networked at receptions, practiced their golf sing, sang karaoke and more!
Lorrie
Chris
Jason Tennant, & Jeff Lynch; Adam Day & Jack
Nick Powell, Baker Moseley, Patrick Saffold, & Trent Day; Jason Tennant, Chris Gosnell, Leah Boswell, Bailey Eads, & Mickey Belle Shields Manley; Landi Mkhize & Delvan Irwin; Susannah Marshall, Arkansas State Bank Commissioner; Jon Harrell pinning the new chairman, Chris Gosnell; Brandon Milhorn, President & CEO Conference State Bank Supervisors; Jim
PHOTOS: Left to Right from Top: ABA Chairman, Chris Gosnell; Alberto G. Musalem; 2025-2026 ABA Executive Committee Jay Wisener,
Trogden,
Gosnell,
Tanner;
Taylor, Barbi Yarnell, Jared Yarnell, Chuck Hunt, & Lorrie Trogden.
photography by Michael Pirnique
ABA ANNUAL CONVENTION
photography by Michael Pirnique
PHOTOS: Left to Right from Top: Ian Bryan practicing his golf swing, Laura Pinnell & Wendy Roberson; Simmons Strawberry Breakfast; Larry Wilson, Leslie Williams, Courtney Milana, & Sean Williams; LaTwan Cheathem, Summer Wright, & Ron Witherspoon; attendees enjoying karaoke at Pop’s Lounge; Lorrie Trogden, President & CEO of ABA; Jon Harrell, Bryan Pinnell, & Brian Roberson; our bankers singing their hearts out; Patrick Swope, Jeremy Woody, Lorrie Trogden, & Don Gooch; Jay Wisener, Julie Chambers, & Delvan Irwin; Simmons Bank employees kicked off Day with the Commissioner with their Annual Strawberry Breakfast; Chris Gosnell, Jeff Nutt, & Joe Pieratt.
2025
Arkansas
Bankers Association
MILESTONES IN BANKING Awards
Sponsored By
On Thursday, April 10 during the Annual Convention
The Arkansas Bankers Association recognized the men and women who have served the banking industry for 40 and 50 years and are actively employed at an ABA member bank.
We also recognized one bank who is celebrating a 100 year anniversary this year.
HONORED FOR 40 Years OF SERVICE HONORED FOR 50 Years OF SERVICE HONORED Bank
Tammy Akines | Simmons Bank
Tracey Adams | Farmers & Merchants Bank
Betty Arivette | Malvern National Bank
Debra Bittles | Malvern National Bank
Charles Brown | Simmons Bank
Gary Childers | Farmers & Merchants Bank
Sue Colinger | Armor Bank
Margaret Davis | Simmons Bank
Steven Dunn | First Community Bank
Janet Fox | Farmers Bank & Trust
Demetreal Harp | Armor Bank
DiAnn Hulsey | First National Bank of Fort Smith
Alberta McKinney | Simmons Bank
Vicki Miller | First Arkansas Bank & Trust
Brenda Nance | Simmons Bank
Barbara von Wald | First Arkansas Bank & Trust
Teresa Waters | Chambers Bank
Jelena Veteto | First Community Bank
Tom Grumbles | First Service Bank
Hugh Allen Quimby | Commercial Bank & Trust Company
Connect Bank | 100-Years Founded in 1925
40-YR MIB Tracey Adams with sponsors Ken Rossi & Meagan Clark
Charles Brown - 40 Years
Janet Fox - 40 Years
Tracey Adams - 40 Years
Brenda Nance - 40 Years
Gary Childers - 40 Years
Margaret Davis - 40 Years
Betty Arivette - 40 Years
Debra Bittles - 40 Years
Jelena Veteto - 40 Years
Hugh Allen Quimby - 50 Years
NEWS & MOVES
JUSTIN BELL PROMOTED TO COMMUNITY BANK PRESIDENT
Justin Bell Community Bank President
Farmers Bank & Trust -Blytheville announced that Justin Bell has been promoted to Community Bank President. With 17 years of experience marked by a commitment to provide tailored financial solutions for customers, Bell focuses on understanding the unique needs of his customers while offering strategic guidance and fostering lasting relationships. He has consistently demonstrated exceptional leadership, dedication, and a deep commitment to delivering unparalleled service.
Bell is a Blytheville native and a graduate of Blytheville High School. He holds a Bachelor of Science in Business Administration, with a Major in Finance and a Minor in Politics from the University of Arkansas Fayetteville. He is also a graduate of the Barrett School of Banking at Christian Brothers University.
Since joining Farmers Bank & Trust in 2008, he has served in different capacities from credit analyst, loan officer, compliance officer, to agricultural lender. In his current role as Executive Vice President, he oversees the Head of Operations, Information Technology, Loan Department and Branch Managers. He also serves on the Farmers Bank & Trust Board of Directors, Asset/ Liability Committee, Loan Committee, IT Committee and Compliance Committee.
CRABTREE PROMOTED TO LOAN OFFICER AT FNBC
Karrigan Crabtree has been promoted to mortgage loan originator in FNBC’s Sharp County market, according to David Norris, senior vice president for mortgage Lending and she is now taking clients.
In this new role, Crabtree will guide individuals and families through the mortgage lending process, from initial pre-approval to closing. She will assist
clients with identifying the loan programs that best fit their needs, managing required documentation.
Crabtree joined FNBC in 2022 as a consumer relationship manager based in the Highland office. She holds an associate’s degree in business administration from Arkansas State University – Newport and will graduate with her bachelor’s degree in business administration from Southern New Hampshire University this May.
FARMERS & MERCHANTS BANK HIRES LIEBHABER AS
COMMERCIAL LOAN OFFICER
Brett Liebhaber Commercial Loan Officer
Farmers & Merchants Bank and The Bank of Fayetteville announced Brett Liebhaber has joined the bank as a commercial loan officer. Liebhaber will be based at the bank’s Pocahontas branch and has more than 20 years of experience in banking and public service.
A Pocahontas native, Liebhaber began his career at the Bank of Pocahontas in 1998 after earning a bachelor of science in business from Arkansas State University in Jonesboro. He was promoted to loan officer and completed the Graduate School of Banking in Madison, Wis., in 2003.
That same year, he began a 22-year career with the Social Security Administration. Liebhaber held several leadership roles, including claims representative, operations supervisor and, most recently, assistant district manager of the Jonesboro field office.
“I’m thrilled to return to my roots in community banking and join the outstanding team at Farmers and Merchants Bank,” Liebhaber said. “Helping individuals and businesses in Pocahontas succeed financially is incredibly rewarding, and I’m honored to be part of an organization so dedicated to our community.”
NEWS & MOVES
CADENCE BANK NAMES CHRIS LOCKE TO
EXPANDED ROLE
Chris Locke President of the North Central Arkansas Division
Cadence Bank announced that Chris Locke has expanded his role to become president of the North Central Arkansas division.
In this position, he will oversee five markets with 25 branches, which are located in cities including Little Rock, Fort Smith, Fayetteville, Rogers and Jonesboro, along with rural farming communities.
Locke has 31 years of banking experience, starting as a summer teller at a local Little Rock bank. After earning a bachelor’s degree from the University of Mississippi, he returned to Arkansas to continue his banking career, focusing on commercial and real estate lending.
He has been with Cadence for 16 years and previously served as president of the North Arkansas division.
“Chris is a proven leader who is committed to Cadence’s mission of helping people, companies and communities prosper,” said Ty Warren, Cadence Bank’s Arkansas-Missouri regional president. “I congratulate him on this expanded role.”
ARVEST BANK ANNOUNCES REGIONAL LEADERSHIP CHANGES
Craig Rivaldo, regional executive for Fayetteville-chartered Arvest Bank, will retire later this year after 37 years with the bank, the bank announced in mid-April. His retirement results in executive changes also announced.
Rodney Shepard will replace Rivaldo as regional executive for the bank’s southeast region. In his new role, Shepard will oversee banking operations in Arkansas. Shepard has worked for Arvest Bank for 31 years. He previously served as regional executive for the bank’s northwest region of Oklahoma, Missouri and Kansas. He replaced Brad Krieger in May 2024 following his retirement after 28 years at the bank.
Kirk Hays has been promoted to regional executive for the bank’s northwest region to fill Shepard’s previous role. Hays, who has worked for Arvest Bank for 31 years, most recently was president of the bank’s Tulsa, Okla., region.
Rivaldo, who helped launch Arvest’s move into the Fort Smith
metro in the late 1990s, was regional executive since February 2020. He previously was president and CEO of Arvest Benton County. Shepard, Hays and Rivaldo will work together in the coming months as the transition takes place, including the hiring of Tulsa’s new market president.
Before becoming regional executive, Shepard was the bank’s first chief customer experience officer. He was also president for the Fort Smith and Springfield, Mo., bank markets.
Shepard is a distinguished alumnus of Carl Albert Junior College in Poteau, Okla. He earned a bachelor’s degree from Northeastern State University in Tahlequah, Okla.; a master’s degree in business administration from Webster University; and is an alumnus of the Graduate School of Banking at Louisiana State University in Baton Rouge, La.; and the Mid-South School of Banking in Memphis, Tenn. He’s also a board member for Forward Arkansas, Mercy Health Fort Smith Communities, and the University of Arkansas at Fort Smith Board of Visitors.
Craig Rivaldo Retiring Regional Executive
Rodney Shepard Regional Executive of Southeast Region
Kirk Hays Regional Executive of Northwest Region
BANK OF FAYETTEVILLE HIRES KIRBY JETT
AS COMMUNITY DEVELOPMENT OFFICER
Kirby Jett Vice President, Community Development Officer II
Farmers & Merchants Bank and The Bank of Fayetteville hired Kirby Jett as Vice President, Community Development Officer II. Jett began her role on May 15 and is based at The Bank of Fayetteville’s office on the Fayetteville Square.
Jett is a seasoned banking professional with more than 15 years of experience in business development and community engagement. Most recently, she served as VP Business Development Officer at Signature Bank of Arkansas in Fayetteville, where she developed business, opened accounts and worked with local businesses to establish banking relationships, in addition to overseeing community outreach and charitable initiatives. Before that, she held similar roles at United Federal Credit Union, Truity Credit Union, Integrity First Bank, and Liberty/Centennial Bank.
“I’m excited to join an institution that truly values the communities it serves,” Jett said. “It’s an honor to represent Farmers and Merchants Bank and The Bank of Fayetteville, and I look forward to working with our partners and neighbors to make a positive impact across the region.”
Jett holds a bachelor’s degree in nutrition from the University of Arkansas and has completed professional development training with the Arkansas Bankers Association and the Credit Union National Association.
SOUTHERN BANCORP PROMOTES MARLAR, SMITH TO DIRECTOR
POSITIONS
Southern Bancorp Bank announced the promotion of Stacey Marlar to Director of Product and Scott Smith to Director of Payments.
Marlar has been with Southern Bancorp since 1999, most recently working as its Retail Operations Director, West Region.
Marlar brings nearly 30 years of banking experience to her new role, all of which as a member of the Southern Bancorp team. She first joined the CDFI in 1999 as a drive-thru teller, and since then has worked her way up through a number of different roles, including new accounts, deposit operations, branch management, and ultimately her latest role of Retail Operations Director.
In her new role as Director of Product, Marlar will help shape and guide Southern Bancorp’s product strategies, including streamlining and enhancing its suite of available products to better meet the needs of its current and future customer base.
Smith has been with Southern Bancorp since 2023, most recently as its Organizational & Regulatory Risk Officer.
Smith brings more than 15 years of banking experience to his new role. He first joined Southern Bancorp in 2023 as its Organizational & Regulatory Risk Officer following the CDFI’s acquisition of Premier Bank of Arkansas, which operated branches in Jonesboro, Marion, and West Memphis. Prior to this, he served as Chief Risk Officer for Premier Bank, and before that as a Certified Bank Senior Examiner at the Arkansas State Bank Department.
As Director of Payments, Smith will lead all of the bank’s payment solutions, including wires, automated clearing house (ACH) transactions, alternative payment vendors, as well as its debit card program.
REBEKAH GUILTNER PROMOTED
TO FNBC’S DIRECTOR OF RISK MANAGEMENT AND AUDIT
F NBC CEO Marty Sellars announced that Rebekah Guiltner has been promoted to executive vice president, director of risk management and audit.
“Rebekah has long been a trusted leader within FNBC,” Sellars said. “This well-earned title change is a reflection of the vital role she plays with the bank.”
Guiltner joined FNBC in 2000 as a clerk/scanner and has steadily advanced through the organization, holding roles including audit assistant, auditor/compliance officer, and vice president & internal auditor, before becoming senior vice president in 2019 and joining the executive committee in 2024.
She continues to oversee FNBC’s audit and compliance functions, providing guidance on regulatory standards and risk management.
NEWS & MOVES
SOUTHERN BANCORP NAMES BRAD PAUL AS
LR MARKET PRESIDENT
Brad Paul Little Rock Market President
Southern Bancorp Bank announced the hiring of Brad Paul as its first Little Rock Market President, the latest expansion of the CDFI’s efforts in the capital city.
“Brad is one of Little Rock’s most accomplished lending leaders, and it’s a pleasure to welcome him to our mission-focused team,” said John Olaimey, President and CEO of Southern Bancorp Bank. “The addition of Brad’s experience and expertise to our team will help us continue to grow our local impact and make an even greater difference for the individuals, families, and small businesses we serve.”
Paul brings more than 30 years of experience to his new role with Southern Bancorp. Most recently, he was Executive Vice President at Encore Bank, and prior to that served as Little Rock Market President for Central Bank.
Paul has held similar roles and responsibilities for a number of institutions over the past three decades, including First Commercial Bank, One Bank and Trust, and Community First Bank.
As Southern Bancorp’s Little Rock Market President, Paul will lead the bank’s expanding lending efforts and strategies in the capital city and across central Arkansas.
“BRAD IS ONE OF LITTLE ROCK’S MOST ACCOMPLISHED LENDING LEADERS, AND IT’S A PLEASURE TO WELCOME HIM TO OUR MISSION-FOCUSED TEAM. THE ADDITION OF BRAD’S EXPERIENCE AND EXPERTISE TO OUR TEAM WILL HELP US CONTINUE TO GROW OUR LOCAL IMPACT.”
Gay Schwer Vice President and Business Development Officer
Autumn Edmondson Assistant Network Manager
STONE BANK ADDS
THREE TO STAFF
GFranklin Settles Security Officer and Facilities Manager
ay Schwer has joined Stone Bank as a vice president and business development officer. Schwer specializes in government-guaranteed loans and will be headquartered in St. Louis. She is a is a 30-year veteran of the financial services industry and was formerly associated August Enterprises in St. Louis. She is a graduate of Columbia College and earned an MBA from Southern Illinois University. Autumn Edmondson has joined Stone Bank in Little Rock as Assistant Network Manager and Franklin Settles has been named Security Officer and Facilities Manager. Edmonson was formerly an IT Support Specialist with Smiley Technologies and holds an associated degree in cybersecurity from UA-Pulaski Technical College. Settles was a detective with the Pulaski County Sheriff’s Department and attended the University of Central Arkansas.
GENERATIONS BANK NAMES RUSHER
AS CHIEF CREDIT OFFICER, HARRELL AS CHIEF LENDING OFFICER
Generations Bank announces the appointment of August Rusher as the bank’s Chief Credit Officer. Rusher has recently been serving as the bank’s Chief Lending Officer. Rusher brings a tremendous wealth of credit experience and leadership skills that will enable him to lead the bank’s credit team as they continue to serve the communities in which the bank operates.
Rusher has been with Generations Bank for 19 years working in the Rogers and Bentonville markets and the corporate office. In his new role, Rusher will oversee the development, implementation, and management of all credit risk strategies within the bank. He is a graduate of Southwest Graduate School of Banking, August and his family have lived in NWA for 30 years.
Max Harrell has been named as the bank’s Chief Lending Officer. Harrell will serve as the strategic leader overseeing the activities and operations of the
lending teams, developing and maintaining effective strategies that increase loan growth. Harrell is a sixth-generation Harrell family member, joining Generations Bank in 2014. He has served in various business and corporate banking roles, most recently as the bank’s Chief Growth Officer. Harrell is a 2018 University of Arkansas Sam Walton College of Business graduate, obtaining his bachelor’s degree in finance with a banking concentration. He participated in the Walton College Inaugural Cohort of Leadership Circle for Banking and Finance professionals in 2020.
RUSHER HAS BEEN WITH GENERATIONS BANK FOR 19 YEARS WORKING IN THE ROGERS AND BENTONVILLE MARKETS AND THE CORPORATE OFFICE.
HARRELL IS A SIXTH-GENERATION HARRELL FAMILY MEMBER, JOINING GENERATIONS BANK IN 2014.
FIRST COMMUNITY BANK HIRES CASSANDRA HUFF TO VP
ROLE
First Community Bank has hired Cassandra Huff as vice president, commercial loan officer in the dealer direct program. In her new role, Huff will be responsible for lending and managing floor plans for dealers nationwide.
Huff has 25 years of banking experience. She served on the Ozark Gateway Tourist Council Board for six years and was a committee member for the National Wild Turkey Federation for three years.
First Community Bank’s dealer direct program offers specialized financing
FNBC HIRES TONY FUTRELL AS
BUSINESS DEVELOPMENT OFFICER
FNBC Bank has hired Tony Futrell as business development officer. Futrell has over 40 years of banking experience in the Jonesboro market and will report to Community President Gabe Roberts.
“Tony is a well-respected banker in the Jonesboro community and brings a deep understanding of the market,” Roberts said. “His experience, relationships, and commitment to service will be a great asset to our continued growth.”
In his new role, Futrell will support FNBC’s strategic business development efforts, helping to grow commercial relationships and connect local businesses with FNBC’s full suite of banking solutions.
for manufacturers, including floor plans and retail financing. Since the program’s start in 2005, it has grown to service thousands of retail dealers nationwide by providing installment loans from $1,500 to $30,000 for tractors (up to 75hp), trailers, boats, power sports, motorcycles, lawn equipment, and farm equipment.
Futrell began his banking career in Jonesboro in 1978 and most recently worked as senior vice president of the lending division of another bank in Jonesboro. He is a Jonesboro High School graduate and earned his degree in business administration from Arkansas State University. Additionally, he is a graduate of the Arkansas Bankers Association Lending School and the National Commercial Lending School at the University of Oklahoma.
NEWS & MOVES
ARMOR BANK OPENS NEW
WEST LITTLE ROCK BRANCH
Armor Bank has opened the bank’s new west Little Rock branch on Chenal Parkway.
The bank celebrated its grand opening with an open house to the public on Wednesday, May 21 from 11:00 a.m. to 1 p.m. at the new branch located at 16107 Chenal Parkway, Little Rock.
“West Little Rock customers can now experience Armor Bank’s next-level service on their end of town,” said Chief Executive Officer Chad T. May. “We’re excited to expand our footprint to better serve all of our current and future central Arkansas customers.”
“At Armor Bank, we are committed to providing customers a banking choice that meets their financial needs, working to simplify their banking experiences while actively supporting the communities we serve,” he added.
Forrest City-based Armor Bank is a full-service community bank with 12 locations in Arkansas and $466 million in assets as of December 31, 2024.
ARKANSAS BANKING SOLUTIONS ACCELERATOR BACK
FOR A SECOND YEAR
The Venture Center, in continued partnership with the Arkansas Bankers Association, has announced the return of the Arkansas Banking Solutions Accelerator (ABSA).
In its second year, ABSA is accepting applications from financial technology startups and growth-stage companies seeking to bring innovative, bank-enabling solutions to Arkansas’ financial institutions.
Building on the success of last year’s inaugural cohort, the Arkansas Banking Solutions Accelerator leverages The Venture Center’s fintech expertise and the Arkansas Bankers Association member institutions across the state. The accelerator is designed to introduce ready-to-deploy technologies that address the needs of banks and their consumer, commercial, urban, and rural customers.
“This accelerator continues to be a major step forward in driving innovation across Arkansas’ financial services industry,” said Daniel Schutte, vice president of accelerator programs, strategic partnerships and special opportunities at The Venture Center. “Our ongoing partnership with the Arkansas Bankers Association allows us to provide a strong platform for bank-enabling startups to develop transformative
solutions, build real relationships with financial institutions, and grow in a meaningful way. We’re helping bridge the gap between emerging technology and the needs of Arkansas banks, ultimately strengthening the financial ecosystem for communities across the state.”
The 2025 ABSA will follow a hybrid model with a virtual incubator and accelerator program running for 12 weeks. Ten selected companies will have the chance to directly engage with Arkansas banks, receive mentorship, refine their offerings, and build relationships with key decision-makers in the banking industry.
Each company selected for the 2025 cohort will have the opportunity to showcase their solutions at Demo Day in September, in Little Rock, where they will present to potential investors, financial institutions, and community leaders.
THE 2025 ABSA WILL FOLLOW A HYBRID MODEL WITH A VIRTUAL INCUBATOR AND ACCELERATOR PROGRAM RUNNING FOR 12 WEEKS. TEN SELECTED COMPANIES WILL HAVE THE CHANCE TO DIRECTLY ENGAGE WITH ARKANSAS BANKS, RECEIVE MENTORSHIP, REFINE THEIR OFFERINGS, AND BUILD RELATIONSHIPS WITH KEY DECISION-MAKERS IN THE BANKING INDUSTRY.
WARREN STEPHENS CONFIRMED AS UK AMBASSADOR
Stephens Inc. Chairman Warren Stephens was confirmed Tuesday (April 29) as the new U.S. Ambassador to the United Kingdom.
President Donald Trump nominated Stephens in December. Stephens received a 59-39 confirmation vote.
“For many years, Warren and his wife, Harriet, have also served their Arkansas community with their time, talents, and generosity. They led a major, multi-year fundraising campaign that transformed the Arkansas Arts Center into the Arkansas Museum of Fine Arts,” said Sen. Tom Cotton, R-Ark., in a floor speech on Tuesday in support of Stephens.
“He is the right person to lead our strong, special relationship with the United Kingdom, I am pleased to support his nomination,” added Cotton.
AG GRIFFIN FORMS FINANCIAL FRAUD TASK FORCE
Arkansas Attorney General Tim Griffin announced in late April that he has formed a Financial Fraud Task Force to be led by his office.
“Financial fraud isn’t a new problem, but we’re taking a new approach to fighting it. Utilizing the successful model we’ve built to address other types of crime, such as organized retail crime and human trafficking, I have formed a Financial Fraud Task Force that will include the Arkansas Bankers Association,
Stephens led Stephens Inc. as CEO for 38 years before stepping down last year and handing responsibilities for running the company to his three children.
Stephens Inc. is a privately held, independent financial services firm headquartered in Little Rock. Stephens has 28 offices worldwide and employs more than 1,200 people. It has offices in London, England and Frankfurt, Germany, two of the largest financial centers in Europe.
the Arkansas Credit Union Association, and other stakeholders working in banking and finance,” said Griffin.
The task force, will be led by the AG’s Public Protection Division and will meet quarterly. The meetings will be an opportunity for industries that are most impacted by these types of financial crimes to share information and intelligence with law enforcement and the AG’s office to better track down perpetrators of financial fraud.
As part of its ongoing development, the Office of the Attorney General plans to expand the group of partners before the next meeting.
ARKANSAS CAPITAL CORPORATION
REBRANDS AS ACC CAPITAL
Arkansas Capital Corporation (ACC) announced it has changed its name to ACC Capital, effective April 8, 2025.
The new name reflects the growth of the organization’s client base and product and service offerings to small businesses nationwide.
“Our new company name signifies a need for change to reflect our national lending footprint, while giving a nod to our extensive history in Arkansas,” said
Sam Walls III, Chief Executive Officer. “Our board of directors and corporate team are excited about the opportunities that will come from our new name that symbolizes the organization’s future direction.”
Founded in 1957, Little Rock-based ACC has partnered with commercial banks and government agencies at the local, state, regional, and national levels to deploy over $2.34 billion in capital financing.
In 2023, the nonprofit CDFI [Community Development Financial Institution] was one of three organizations to receive a Small Business Lending Company license from the U.S. Small Business Administration, the first license awarded in nearly 40 years.
Warren Stephens
Stephens Inc. Chairman / U.S. Ambassador to United Kingdom
