The Official Magazine of the Ohio Bankers League
SPRING 2026 ISSUE
MEET YOUR OBL CHAIR, TONY DAVIS BANKING IS STILL A PEOPLE BUSINESS
Relationship Banking Edition
SPRING 2026 ISSUE
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CREATING COMMUNITY
THROUGH PARTNERSHIPS We are the conduit for capital between investors and developers. Through investments, lending, and grants we've provided over $7 billion in LIHTC equity to thousands of developments. As a mission-aligned non-profit, we strengthen our partners' abilities to impact the lives of residents. Let's create community together. www.occh.org 2 | OHIO BANKERS LEAGUE
The Official Magazine of the Ohio Bankers League
OHIO RECORD Relationship Banking Edition IN THIS ISSUE | SPRING 2026
FEATURED ARTICLES
ARTICLES
4
Over the Horizon
8
2026 OBL Economic Summit
10 Human Resources Legislation to Watch in the 136th General Assembly
16 MAIN EVENT SETS NEW RECORD
15 Beyond the Business Card 26 The Power of OBL Forums 29 10 Proven Ways to Maximize Employee Engagement in Your Bank
32 Getting Back to the Business of Banking 35 Supporting the People Who Power the Bank 38 Why Relationships Will Always Matter in
20 MEET YOUR 2026 OBL CHAIR, TONY DAVIS
Community Banking
40 Banking Calendar 42 Around the Industry
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OVER THE HORIZON The Human Operating System: Why Banking Remains a People Business In my two-plus decades with the OBL, a recurring narrative has emerged: banks are increasingly becoming technology companies specializing in the logistics of capital. While the digital transformation of our industry is undeniable, it overlooks a fundamental market truth. In an era of algorithmic underwriting and 24/7 mobile access, banking remains a people business. Trust is not a digital commodity; it is a relational dividend that requires time to germinate and intentionality to deepen. The Winning Strategy: People "You win with people!" This legendary mantra from Ohio State’s Woody Hayes served as the title of his 1973 autobiography and remains a blueprint for organizational excellence. Success is not a byproduct of systems alone, but of surrounding yourself with the right individuals and fostering the relationships that drive performance. I see this philosophy in action every day within the OBL team. Our 19 professionals are singular in their focus: creating a competitive environment where Ohio’s
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banks can thrive. We view our expansive portfolio of professional development programming—from in-person networking to self-paced digital learning—not just as "education," but as building and strengthening a human capital pipeline. In OBL’s products and services offering, bankers have access to nearly 200 Endorsed Business Partners and Affiliate Members with critical solutions. When it comes to government relations, Ohio’s banks benefit from tenacious advocacy in the public policy arenas at the state and federal levels. Collectively, the OBL mission is robust and intended to set us apart. Making the 1-on-1 Connection For me, leadership is relational. While I was energized to see 275 leaders at our recent OBL Economic Summit, the scale of the event carries a personal frustration: I likely only spoke with half of you. I’m so grateful for the time investment you make to participate in OBL events so the least I can do is thank you in person. This is one of my motivations for prioritizing bank visits. Another is to ensure no Ohio bank feels alone. The reality is that there is a team of OBL professionals and a durable network of bankers all in this together. In 2025, I achieved a personal record of visiting
100 banks. Other members of the OBL team collectively logged another 140 visits. There was some overlap, but it is vital to have multiple touch points at the banks throughout the year. In the end, all but 22 Member Banks saw an OBL representative in their lobby. As of March 2026, I am already one third of the way through visiting those remaining institutions. Though I enjoy driving and assessing the health of local economies through my windshield, this is not a travel goal; it is a strategic priority. Face-to-face engagement across a boardroom table provides the "boots-on-theground" intelligence we need to assist you in serving your bank’s mission. If we haven't recently sat across the table from one another, I’d love to get on your calendar to hear how you and your bank are doing as well as learn firsthand where OBL might further assist. Our Industry’s "Secret Sauce" In a world of abstract capital flows, community banks offer a value proposition that no AI can replicate: Context. Community banking begins with proximity. Those lenders and managers live where they work. They are the people you see at the grocery store or the Friday night high school sporting events. This shared experience fosters a level of accountability and empathy. This human connection has a tangible economic impact: • Relationship-Based Lending: We consider the story behind the data. Whether it’s a farmer navigating a seasonal downturn or a small business owner with a vision, a local banker makes informed decisions that balance prudence with possibility. • Trust as a Cornerstone: Financial decisions—buying a home, funding an education, or planning a retirement— are deeply personal. Clients value the ability to speak with someone whom they’ve built trust—someone who knows their history and is empowered to act. • Civic Leadership: Bank executives are the backbone of local nonprofits and chambers. This involvement creates a feedback loop where the bank gains firsthand insight into the community’s emerging needs. Technology certainly enhances modern banking; it always has. Online platforms and digital tools increase convenience and efficiency. But even the best technology functions as a supplement, not a substitute, for human judgment and care. A mobile app can process a deposit in seconds; it cannot offer reassurance during a financial setback or celebrate alongside a customer who has just secured funding to expand their dream.
Ultimately, our industry’s strength lies in its people—their knowledge, integrity, and relationships. They transform financial services from transactions into partnerships. In doing so, they help neighborhoods grow stronger, businesses thrive, and families build lasting security. In a world moving ever faster, community banking reminds us that progress is most powerful when it remains personal. Future-Proofing the Industry For nearly 140 years, OBL has worked with and for the banks in the Buckeye State. The importance of people and human-centered roles in our great industry is core for our mission. How do we do this? • Networking and Professional Development: OBL boasts an expansive portfolio of high-quality educational programming. The Bank Leadership Institute (BLI) and Bank Management School stand out as top-tier leadership development programs. The success of the Forums is a testament to the value bankers see in those programs. The lineup of Forums is expanded to ten this year. These are facilitated peer-exchange discussions organized by certain banking functions. Payments Strategy is the newest in 2026 and it comes at the request of you, our members. Forums such as the HR and Education & Trainers Forum bring bankers together to swap insights and address human resource and leadership challenges. These collaborative gatherings signal that people within the banking sector benefit when they share knowledge and support one another professionally. • Community Impact and Education: OBL provides financial education in schools, helping banks reach thousands of students statewide through the Ohio Bankers Foundation as well as certain Endorsed
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Business Partners and Affiliate Members. We also encourage younger Ohioans to consider a career in banking through the OBL Summer Banking Institute. Students are placed in internships with local banks for hands-on experience, underscoring OBL’s belief that people—especially the next generation—are vital to the health and growth of community banking. Additionally, new this year, OBL is launching programs to mitigate the horrible impact of fraud that has taken on epidemic levels. All of these programs are people-focused. They are intended to empower individuals with knowledge to improve their financial wellbeing as well as grow our industry’s community trust. • Recognition of Individuals and Their Contributions: OBL highlights the impact of individual bankers through its industry awards and recognition programs. The OBL Pillar award was launched in 2025 as a way of thanking OBL Member Banks who maximize all their association has to offer. That along with our various Bank and Banker of the Year awards are designed to celebrate bankers and banking institutions that deliver outstanding service, leadership, and community involvement— essentially emphasizing that people, not just institutions, drive meaningful progress in local banking. Relationships with Ohio Policymakers Make a Difference OBL was honored to have two bills recently introduced at our request. The Safeguarding Consumers from Advertising Misconduct (SCAM) Act is a bipartisan bill led by Sens. Bernie Moreno (R-OH) and Ruben Gallego (D-AZ) targeting fraudulent social media ads by requiring platforms to verify advertisers, detect impersonations, and swiftly remove scam content. The American Lending Fairness Act of 2026 was introduced in the Senate by Sen. Moreno and in the House by Congressman Warren Davidson (R-Troy) to restrict states from using opt-outs to impose their interest rate caps on loans from out-ofstate chartered banks and credit unions. We don’t take these opportunities for granted. OBL’s lobbying team along with Member Bankers have worked hard to create solid working relationship with these two important policymakers on the respective banking committees. These bill introductions serve as illustrations for the importance of banker involvement at OBL’s DC Fly-In and Day at the Capitol. At the state level, Ohio Attorney General Dave Yost invited OBL to join him along with the nursing home industry and pharmacists in fighting elder exploitation. We were honored to speak at his press conference and explain the lengths to which bankers go daily to protect consumers, especially our seniors.
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Leading by Example: Tony Davis Finally, I give a shoutout to our 2026 OBL Chair, Tony Davis. Over my career, I have seen Tony embody the Hayes philosophy. Following in the footsteps of his predecessor and a former OBL Chair, Court Haning, Tony has been a tireless advocate for the Association. He is respected not just for his business acumen, but for how he treats people. His associates at Peoples State Bank are always well-represented at our events because Tony understands that an investment in his team is an investment in his bank's future. He knows that we win with people. I look forward to working more closely with Tony this year. Looking Ahead While we will always embrace the tools of the future, we will never lose sight of the fact that the most sophisticated "operating system" in banking is—and always will be—the human relationship. OBL sees people—bankers, customers, students and community members—as the foundation of banking’s value and community impact. You have the OBL’s continued commitment to look out further over the horizon by focusing on people as our industry’s sustainability secret.
Michael J. Adelman President & CEO, Ohio Bankers League madelman@ohiobankersleague.com
INSURANCE SOLUTIONS Built for Banks, Backed by Expertise Did you know the Ohio Bankers League has its own insurance agency? OBL Insurance Services Agency, Inc. provides full brokerage services for Medical, Dental, Vision, Life, Disability, and more. As the trusted voice for the Ohio banking community, we understand your unique needs. That’s why we’re uniquely positioned to help you build a benefits strategy that aligns with your bank’s culture—while ensuring you get the most competitive pricing available. Our services include: • Plan design and funding options • Annual market checks and renewal analysis • Compliance assistance and HR resources • Wellness plans, claims monitoring, and more
Contact Gauri today to learn more about how OBL Insurance Services can help your bank thrive! 614.340.7598 gairi@ohiobankersleague.com
ASSOCIATION STAFF
4215 Worth Avenue, Suite 300 Columbus, OH 43219 Fax (614) 340-7596
The Ohio Record is published quarterly by OBL BankServices. POSTMASTER: Send address changes to Ohio Record at the address listed above. Statements and opinions expressed in Ohio Record are not necessarily those of the OBL.
Michael Adelman President & CEO madelman@ohiobankersleague.com (614) 340-7616
Rita Hinkle Administrator, OBBT rhinkle@ohiobankersleague.com (614) 340-7609
Gauri Airi Executive Director, Ohio Bankers Benefits Trust gairi@ohiobankersleague.com (614) 340-7598
Daniel Holstein, CPA Senior Accountant dholstein@ohiobankersleague.com (614) 340-7604
Brenda Arnold Products & Services Manager, OBL BankServices barnold@ohiobankersleague.com (614) 340-7620 Don Boyd Senior Vice President of Government Relations & General Counsel dboyd@ohiobankersleague.com (614) 340-7608 Michelle Crume Senior Vice President, OBL Executive Director, OBL BankServices mcrume@ohiobankersleague.com (614) 340-7622 Stephanie Elam Plan Coordinator & Customer Service Specialist selam@ohiobankersleague.com (614) 340-7591
Paige Houlihan Products and Services Coordinator, OBLBankServices phoulihan@ohiobankersleague.com (614) 340-7613
Anthony Lagunzad Manager, Government Relations & BankPAC alagunzad@ohiobankersleague.com 614.340.7614 Stephen Mentzer Database Manager smentzer@ohiobankersleague.com (614) 340-7607 Jennifer Osburn, CPA CFO, Chief Administrative Officer josburn@ohiobankersleague.com (614) 340-7606
Sarah Husk Education Manager shusk@ohiobankersleague.com (614) 340-7610
Megan Peiffer Education Manager mpeiffer@ohiobankersleague.com (614) 340-7618
Audra Johnson Director of Communications ajohnson@ohiobankersleague.com (614) 340-7621
Emily Schwegman Education Specialist eschwegman@ohiobankersleague.com (614) 340-7602
Julie Kiplinger Education Manager jkiplinger@ohiobankersleague.com (614) 340-7612
Christine Zeek Employee Benefits Manager, OBBT czeek@ohiobankersleague.com (614) 340-7617
Evan Kleymeyer Senior Vice President of Government and External Relations ekleymeyer@ohiobankersleague.com (614) 340-7605 SPRING 2026 ISSUE
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Pictured is Michael Adelman and Beth Hammack during a fireside chat where they took Q&A from the audience.
EVENT RECAP
ECONOMIC SUMMIT Nearly 275 attendees gathered together for the 2026 OBL Economic Summit. Attendees heard from the Federal Reserve Bank of Cleveland President & CEO, Beth Hammack. President Hammack delivered a thoughtful and timely keynote on the importance of the Cleveland Federal Reserve maintaining its independence and the importance of achieving the 2% inflation rate to provide price stability that greatly impacts households, business, and community banks. Craig Dismuke from Stifel Financial gave the economic update stating the outlook is strong and the economy has remained stable despite all the changes from the last several years. While the labor market shows a slow down in hiring, he shared there was also a slow down in terminations. Additionally, he commented on the current inflation rate, stating that only time will tell if we can make it back down to 2% or if the Fed will reevaluate the target.
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President & CEO of the Cleveland Federal Reserve, Beth Hammack, gives the audience her banking forecast for 2026.
Craig Dismuke of Stifel Financial provides an update on current and future economic conditions.
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HUMAN RESOURCES LEGISLATION TO WATCH IN THE 136TH GENERAL ASSEMBLY As we move further into the 136th General Assembly, now in the second year of its two-year term, several employment and human resources–related bills have been introduced and are under discussion that merit attention from OBL members. Some proposals appear largely symbolic given the current composition of the legislature. Others have already been enacted, and a few could meaningfully reshape the employment landscape if they gain traction. Below is an overview of the key proposals, where they stand procedurally, and what they could mean for your institution.
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Senate Bill 11 – Non-Compete Ban Senate Bill 11 would prohibit post-employment noncompete agreements and other restrictive covenants that restrain a person from engaging in a lawful profession after leaving employment. It would also restrict certain training repayment provisions and venue and choice-oflaw clauses. As introduced, SB 11 has been referred to the Senate Judiciary Committee and has not advanced further. While it has bipartisan sponsorship, it has not moved in a chamber controlled by a pro-business majority.
The Ohio Bankers League has formally opposed SB 11. As outlined in our opposition testimony and in a joint business community letter, non-competes in Ohio are already subject to substantial judicial scrutiny. Under longstanding Ohio common law, such agreements are enforceable only if reasonable in time and scope, protect legitimate business interests, and do not impose undue hardship. For banks, the concern is straightforward: we operate in a relationship-driven business with access to confidential customer information, proprietary strategies, and sensitive financial data. A blanket statutory prohibition would eliminate an important risk-management tool. Even if trade secret and non-disclosure laws remain intact, they are reactive remedies, not preventative guardrails. At present, SB 11’s likelihood of passage appears low. However, the national dialogue around non-competes— including federal regulatory efforts—means this issue is not going away. We will continue to engage proactively to ensure any reform recognizes the unique needs of financial institutions. Minimum Wage Increase – House Bill 34 House Bill 34 would incrementally increase Ohio’s minimum wage from $11 per hour in 2026 to $15 per hour by 2030, with ongoing indexing thereafter. The bill was introduced and referred to the House Commerce and Labor Committee but has not advanced. While many banks already pay above the proposed thresholds, the impact would not be limited to entrylevel wages. In practice, minimum wage increases often compress wage bands, driving upward pressure across pay scales. For community banks in rural markets—where labor markets and margin sensitivity differ from large urban institutions—the effect could be more pronounced. Given the legislature’s current political composition, broad minimum wage increases are unlikely to move absent a ballot initiative dynamic. For now, HB 34 is more of a policy signal than an imminent operational change. “Ban-the-Box” for Private Employers – Senate Bill 134 & House Bill 688 Senate Bill 134 & House Bill 688 would prohibit private employers from including criminal history questions on initial employment applications. The bill was recently introduced and referred to the House Commerce and Labor Committee.
For banks, this proposal raises practical and regulatory concerns. Financial institutions operate under federal law—particularly 12 U.S.C. § 1829 (Section 19 of the Federal Deposit Insurance Act)—which restricts employment of individuals with certain criminal convictions absent FDIC consent. Any state-level prohibition must account for those federal obligations. Even if amended to recognize federal disqualifications, the bill would alter current hiring workflows and may delay necessary screening in regulated roles. Given the early stage of the bill and the competing compliance considerations, its prospects are uncertain. Paid Leave Proposals – HB 231 and HB 593 Two separate measures address paid leave. House Bill 231 would create a non-refundable income tax credit for employers that provide at least 56 days of paid parental leave. It has been introduced and referred to House Ways and Means, with a hearing previously held. For banks that already offer robust parental leave benefits, the credit could provide modest financial relief. The credit is capped and non-refundable, so its value will depend on each institution’s tax posture. As a voluntary incentive, this bill poses little compliance risk and may gain bipartisan interest, though tax expenditure concerns could limit its movement. House Bill 593 would establish a framework for paid family leave insurance, including benefit structures and voluntary employer participation. It has been referred to the House Insurance Committee and has had committee activity scheduled. Unlike HB 231’s tax credit model, HB 593 builds an insurance architecture that could evolve over time. While currently structured as voluntary, experience in other states suggests that “voluntary” benefit programs can become more prescriptive. For banks, this could mean new administrative obligations, coordination with existing disability or leave policies, and potential cost implications. At this stage, neither bill appears on a fast track, but paid leave remains a recurring policy theme. Workplace Posting Modernization – SB 33 and HB 94 One employment bill has already been enacted. Senate Bill 33, signed by the Governor and effective July 21, 2025, allows employers to satisfy various labor law
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posting requirements electronically. This is a practical modernization measure that reflects the reality of remote and hybrid workforces. For banks, particularly those with multiple branches or remote employees, electronic posting can streamline compliance and reduce administrative friction. This is a positive development and an example of sensible regulatory modernization. A companion proposal, HB 94, advanced in the House earlier in the session and reflects the same policy direction.
As always, OBL will continue to engage early, advocate clearly, and keep you informed. If you have operational concerns about any of these proposals, please reach out. Your real-world insight is what allows us to be effective at the Statehouse.
Don Boyd SVP, Government Relations & General Counsel, Ohio Bankers League dboyd@ohiobankersleague.com
Conclusion From a banker’s perspective, the current HR legislative landscape presents more monitoring than immediate disruption. SB 33’s electronic posting reform is already law and helpful. Proposals such as SB 11 (non-competes) and HB 688 (ban-the-box) merit close attention due to their potential structural impact. Others, including minimum wage and broader paid leave mandates, face significant political headwinds but reflect policy priorities that may resurface in future sessions.
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BEYOND THE BUSINESS CARD WHY RELATIONSHIPS REMAIN THE INDUSTRY’S GREATEST DIFFERENTIATOR Now more than ever, bankers need to see themselves as more than the title on their business card. In banking, we are uniquely positioned to serve as the conduit connecting customers to the holistic solutions our organizations can bring to bear for their benefit and long-term success. This level of service is not a “nice to have” — it is a necessity in today’s marketplace. It is what differentiates us among our peers and empowers our success in the communities we serve. The key to every productive partnership is the relationship. At our core, there is a basic human desire to be known and understood. As bankers, we are required to “Know Your Customer” from a compliance and regulatory standpoint. But true relationship management goes far beyond that requirement.
leadership. It could also include external resources such as the SBA, state development offices or fractional CFOs. Connecting clients to the right resources at the right time — and educating them along the way — builds trust, deepens relationships and creates lasting loyalty. Following an acquisition, a client once told me, “I don’t care what name is on the building, I bank with you.” Beyond being a high compliment, it was a powerful reminder that we are in the people business. And that will never change.
No two people, businesses, organizations or opportunities are alike. Investing the time to understand the unique circumstances, needs, goals and outcomes our customers are trying to achieve is essential. It begins with listening — really listening. Not just hearing the words being said but interpreting the meaning behind them. It requires the courage to ask the right questions and the discipline to provide thoughtful, informed answers. There is often more than one path forward. Our responsibility is to present a range of solutions for a client’s consideration rather than dictating a single option. We leverage the expertise of our teams to craft those solutions. That might mean collaborating with internal partners in treasury management, private banking or retail
Kate M. Miller Director – Senior Learning Partner, Fitch Learning Kate Miller is a Senior Learning Partner / Client Success Manager for Fitch Learning. She brings over 25 years of experience in the banking industry including roles in credit, sales, operations, learning and development, sales leadership and business strategy. She has worked with banks of all sizes ranging from one of the nation’s largest institutions, as well as regional banks and community banks. Much of her career was spent in business and commercial banking, both in a client facing role as well as managing teams.
Credit Schools Series + New Offering! The OBL is excited to once again partner with Fitch Learning (formerly Moody’s Analytics) to deliver our highly regarded Credit Schools series. New this year, we’re introducing an e-learning course designed to stand on its own or serve as a strong foundation for Commercial Credit School—helping participants build confidence and set themselves up for success. Join us for one program or complete the full series, thoughtfully designed to follow a natural learning progression and build upon each step. Check the OBL website for registration details!
Foundational Accounting for Lenders E-Learning 6-week program starting April 22 Commercial Credit School June 16 & 17 Advanced Commercial Credit School September 15 & 16 Credit Reasoning & Writing October 13 & 14
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OBL MAIN EVENT FEATURE
Main Event Emcee, Mikelle Brady, poses with her team from Profit Resources, Inc.
The 2025 OBL Main Event was one for the record books! Held in December, the three-day gathering brought together 550 banking professionals, setting a new attendance record and underscoring the strength, relevance and momentum of Ohio’s banking community. From powerful keynote presentations to meaningful networking and well-deserved recognition, the event delivered inspiration, insight and celebration at every turn. Led by Emcee, Mikelle Brady of Profit Resources, Inc, the Main Event was a big win for the industry. The conference opened with an exceptional “Lessons in Leadership” session led by renowned leadership expert Joe Micallef of Grow Up Sales. His dynamic presentation set the tone for the entire event, challenging attendees to think differently about influence, accountability and leading through change. With practical strategies and compelling stories, Micallef reminded bankers that leadership is not defined by title alone but by action, courage and consistency. The keynote stage throughout the conference featured an impressive lineup of national voices. Allison Cerra, Chief Marketing Officer at Veeam Software, delivered forward-looking insights on innovation, technology and the human side of digital transformation. She encouraged banks to embrace change strategically while remaining grounded in relationships and trust, core strengths of community banking.
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Marsha Bumgardner, CEO of The Peoples Savings Bank of Urbana, poses with the team from PWCampbell.
Sports analyst and leadership storyteller Yogi Roth captivated the audience with his high-energy message about purpose, resilience and performing under pressure. Drawing from his experience in elite athletics and leadership development, Roth inspired attendees to focus on mindset and adaptability as competitive advantages in a rapidly evolving industry. A special guest keynote from Vivek Ramaswamy, candidate for Ohio Governor, thought leader and biotech entrepreneur, brought a bold and thought-provoking perspective to the stage. His remarks challenged conventional thinking and sparked conversation about the future of business, public policy and leadership in Ohio. The diversity of viewpoints represented across the keynote lineup made for a rich and engaging experience for all in attendance. Beyond the main stage, the breakout sessions were nothing short of incredible. Featuring many of the industry’s top facilitators and service providers, sessions covered critical topics ranging from payments and fraud prevention to regulatory updates, talent development and strategic growth. Attendees walked away with practical tools, fresh ideas and actionable strategies to bring back to their institutions. The depth and breadth of expertise shared reinforced the value of coming together as an industry to learn from one another.
Ohio Candidate for Governor, Vivek Ramaswamy, addressed the room with his plans for a better Ohio.
Yogi Roth closed out the Main Event in a room packed with football fans eager to hear this powerful leader speak.
Over 35 individuals were recognized for their 40+ years of service to the Ohio banking industry. A testament to the strength of community banks in the Buckeye State.
The OBL BankServices Expo was another highlight of the event. Service providers from across the country connected directly with bank leaders, offering solutions designed to help institutions operate more efficiently, serve customers more effectively and stay competitive. The Expo provided a vibrant space for conversation, collaboration and discovery, strengthening partnerships that are essential to the success of Ohio banks. And then, of course, there was the networking. From hallway conversations and coffee breaks to evening receptions, the connections made at the OBL Main Event were unmatched. Community bankers, large bank leaders, emerging professionals and industry partners came together in an atmosphere that was both energizing and welcoming. The exchange of ideas and experiences reinforced a shared commitment to serving Ohio communities with excellence. A signature element of the Main Event is recognizing the outstanding achievements of Ohio’s banking leaders and institutions. This year’s award presentations were particularly memorable. FCBank, a division of CNB and Southern Hills Community Bank were honored as Bank of the Year recipients, recognized for their exceptional performance, community engagement and strategic leadership. Both institutions exemplify the resilience and innovation that define Ohio banking.
550
A NEW ATTENDANCE RECORD
BANKING PROFESSIONALS
The Banker of the Year awards were presented to David Trautman, Chairman, Park National Bank and Tony Davis, President & CEO, Peoples State Bank, two individuals whose careers reflect a deep commitment to mentorship, advocacy and service. Their leadership has had a lasting impact not only within their own institutions but across the industry as a whole. Buckeye Community Bank received the PAC Shining Star Award in recognition of its strong support for advocacy efforts that protect and promote Ohio’s banking industry. Engagement in the political process remains critical and this award highlights the importance of ensuring that bankers have a strong voice at the Statehouse and beyond.
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SAVE THE DATE for the 2026 OBL Main Event October 26-28 at the Greater Columbus Convention Center.
Bankers had a chance to network with key bank service providers during their time in the OBL BankServices Expo.
The OBBT Wellness Award was presented to LCNB National Bank for its commitment to fostering a culture of employee wellbeing. By investing in workplace wellness initiatives, LCNB National Bank has demonstrated that supporting employees holistically leads to stronger teams and better service for customers. The OBL was pleased to present the Milestone Award recognizing 40 years of service to the industry to 35 deserving individuals. The first-ever OBL Five Pillars Awards were given to ten banks who exemplified what it means to be an exceptional OBL member. The Five Pillars Award recognizes excellence across key areas including advocacy, education, volunteerism and industry engagement. Reaching double digits in its first year is a testament to the growing commitment among Ohio banks to lead not only within their institutions but across the broader financial services community. As the 2025 OBL Main Event came to a close, one theme resonated clearly: Ohio banking is strong, collaborative and forward-looking. The record-breaking attendance, nationally recognized speakers, dynamic educational sessions and celebration of excellence all reflected an industry that continues to evolve while staying true to its core mission of serving communities. For three days, 550 professionals gathered not just to attend a conference but to learn, to lead, to connect and to celebrate. The 2025 OBL Main Event did more than meet expectations; it raised the bar for what is possible when Ohio’s banking community comes together.
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Keynote Allison Cerra delivers an impactful presentation on technology and innovation.
CONGRATULATIONS TO OUR
OBL FIVE PILLARS AWARD WINNERS
Buckeye Community Bank F&M Bank First Federal Community Bank, N.A. Hocking Valley Bank Hometown Bank Mechanics Bank Ohio Valley Bank Company Park National Bank Peoples State Bank Southern Hills Community Bank
2025
OBL INDUSTRY AWARD WINNERS BY CATEGORY
BANKERS OF THE YEAR David Trautman, Chairman, Park National Bank
Tony Davis, President & CEO, Peoples State Bank
PAC SHINING STAR AWARD Buckeye Community Bank
OBBT WELLNESS AWARD LCNB National Bank
BANKS OF THE YEAR EXCEPTIONAL WOMAN IN BANKING Krista Dobronos, First Financial Bank
FCBank, a division of CNB
WOMAN IN BANKING RISING STAR Michelle Ward Ciancio, CFBank, N.A.
NEXT GENERATION LEADERSHIP AWARD Shalana Shreffler, First State Bank Southern Hills Community Bank SPRING 2026 ISSUE
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“Relationships with our local businesses, their employees and the residents of the community are what generate revenue over time. Building those relationships is what sustains us.” – Tony Davis
MEET YOUR OBL CHAIR
TONY DAVIS
PRESIDENT AND CEO OF PEOPLES STATE BANK IN NEW LEXINGTON, OHIO
In the rolling hills of Perry County, where relationships still matter and reputations are built over generations, Tony Davis leads with a steady hand and a hometown heart. As President and CEO of Peoples State Bank in New Lexington, Ohio, Davis represents something increasingly rare in modern finance: a lifelong community banker who knows not only his balance sheet, but his borrowers, their families and the fields and factories that shape their livelihoods. For Davis, banking has never been just about transactions. It is about trust. It is about stewardship. And above all, it is about people.
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A Banker Rooted in Perry County Tony Davis grew up in New Straitsville, a small Appalachian town in Perry County just miles from Peoples State Bank’s headquarters in New Lexington. Like many young people from rural Ohio, he once imagined building a life somewhere else. After graduating from college, Davis took his first job in the hospitality industry with Red Roof Inn Incorporated in Statesville, North Carolina. But time and distance clarified something important: he missed Perry County. He missed the people, the sense of belonging and the opportunity to make a difference in a place where impact is tangible. He had worked at Peoples State Bank during his senior year in college, and when an opportunity arose to return, he took it. He was initially unsure whether banking would become a career or simply a chapter. It became both a calling and a commitment. Starting at the entry level, Davis intentionally worked in every department of the bank. He wanted to understand not only how each function operated, but how they connected. Lending. Operations. Customer service. Compliance. He immersed himself in the mechanics and the mission of community banking. Within a few years, he was promoted to loan officer and soon thereafter named Chief Lending Officer. In November 2014, he was selected as the tenth President and CEO of Peoples State Bank. His rise was not accidental. It was earned through curiosity, humility and a belief that leadership begins with understanding the work.
Leading by Example Ask Tony Davis what he is most proud of, and he will not mention asset size, branch count or loan growth. He will talk about his team. He speaks with visible pride about the experienced bankers who have dedicated decades to the institution, some retiring after 40 or even 50 years of service. He speaks equally enthusiastically about younger employees bringing fresh ideas and energy. For Davis, cultivating the right culture is the CEO’s most important responsibility. He believes deeply in leading by example - showing up, staying engaged, being transparent, and rolling up his sleeves when needed.
A Community Bank with a Long Memory Peoples State Bank’s story mirrors the resilience of the region it serves. The bank’s history dates back to 1907, when it operated as Citizens National Bank. In 1932, during the darkest days of the Great Depression following Black Tuesday and widespread bank failures, a group of local leaders reorganized the institution with just over $15,000 in active cash. They believed their community needed a true local bank, one rooted in service to its neighbors. The name Peoples National Bank reflected that spirit: service to people. In 2019, the institution converted from a national charter to a state charter, becoming Peoples State Bank, but its purpose remained unchanged. Today, the bank operates six branches and a loan production office. It remains primarily a consumer-focused institution, with a loan mix roughly 70% consumer and 30% commercial. Real estate mortgages account for a significant portion of the portfolio, the bread and butter of the bank’s lending strategy. But Davis is clear: the numbers tell only part of the story. “Relationships with our local businesses, their employees and the residents of the community are what generate revenue over time,” he has said. “Building those relationships is what sustains us.” In a rural county without a heavy concentration of industry, that relational approach is not optional. It is essential.
He does not micromanage. Instead, he empowers.
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Tony's team poses for a holiday photo at their annual gathering. A team he is exceptionally proud of! “I’ve worked in every department,” he explained. “That allows me to interact with day-to-day operations when needed, but it also gives me confidence in our team to do their jobs well.” He measures success not only by quarterly results, but by whether he leaves the bank stronger than he found it.
Tony addresses the audience at the OBL Economic Summit, his first event as Chair.
“A true measure of a successful career,” Davis believes, “is retiring and knowing you left the bank in a position to grow.” Succession planning, talent development and continuity are not abstract concepts to him. They are responsibilities. The Personal Touch in a Digital Age In an era dominated by mobile apps, AI-driven customer service and fintech disruption, Davis remains convinced that the personal touch still matters, especially in rural communities. Peoples State Bank offers modern conveniences like online banking and mobile services, but Davis observes that when it comes to major financial decisions like home purchases, auto loans and refinancing, customers still want face-to-face conversations. Trust, he believes, cannot be automated. That does not mean he is dismissive of technology. Quite the opposite. The accelerating pace of innovation is one of the few things that keeps him up at night. Cryptocurrency. Stablecoins. Artificial intelligence. Cybersecurity. The unknown implications of emerging technologies.
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For a community banker responsible for safeguarding deposits and ensuring regulatory compliance, the speed of change presents both opportunity and risk. “How do we prepare for what we don’t yet fully understand?” he often asks. His approach is not to resist change, but to stay informed and proactive, leaning heavily on education and collaboration across the industry through the Ohio Bankers League.
Tony Davis accepting his appointment as Chair of the OBL Board of Directors.
The team at Peoples State Bank knows how to work hard and have fun!
A Commitment to Education and Advocacy Davis’s belief in continuous learning extends beyond his own institution. Introduced to the OBL by the previous president of Peoples State Bank, he quickly recognized the value of statewide collaboration. Over the years, he has attended numerous educational programs and leadership schools through OBL. While the curriculum has been invaluable, he often says the networking has been just as powerful. “There’s something incredibly energizing about sitting in a room with people who face the same challenges you do,” he notes. “You realize you’re not alone.” He has encouraged his employees to attend OBL programs as well, wanting them to experience the same sense of connection and professional growth. Building relationships with peers across Ohio, he believes, strengthens not only individuals but entire institutions. This year, Davis will serve as Chair of the Board of Directors for the Ohio Bankers League. His goals for the year are ambitious yet deeply aligned with his core philosophy. First, he wants to be a strong ambassador for OBL’s educational programs, ensuring bankers across the state understand the breadth and quality of training available to them. Second, he aims to amplify OBL’s advocacy efforts. In an increasingly complex regulatory environment, having a unified voice in Columbus and Washington, D.C. is critical. Davis wants community bankers to feel represented, heard and supported.
“I would venture to say that community bankers benefit more from OBL programming, advocacy and other endeavors than anyone else. The majority of the OBL Board is made up of community bankers.” – Tony Davis
Perhaps most importantly, he wants to dismantle the lingering misconception that OBL favors larger institutions. “There’s a stigma that the OBL works only for the big banks,” he acknowledges. “That’s simply not true. I would venture to say that community bankers benefit more from OBL programming, advocacy and other endeavors than anyone else. The majority of the OBL Board is made up of community bankers.” He is passionate about highlighting OBL’s deep investment in the success of community banks, the institutions that anchor small towns finance local businesses, and know their customers by name.
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The staff at Peoples State Bank takes community involvement seriously, often getting behind charitable causes.
Tony's family poses for a photo during their beach vacation.
As Chair, he hopes to strengthen engagement from smaller banks and demonstrate that advocacy and education are not size-dependent.
These moments matter. They provide balance in a profession that demands vigilance and steady decisionmaking.
In many ways, his leadership at OBL mirrors his leadership at Peoples State Bank: inclusive, collaborative and grounded in service.
Preparing for the Future
Keeping Community First For Davis, “Keeping Community First” is not a marketing slogan. It is lived experience. It looks like coaching the same Little League team as your borrower. It looks like volunteering at local fundraisers. It looks like attending school events and civic meetings not because you have to, but because you want to. He considers community involvement both a responsibility and a privilege. The individuals of Perry County, he says, have done so much for him personally and professionally that giving back feels natural. In this way, Davis embodies a traditional model of community leadership - visible, engaged, and accountable. Outside the Office Away from the bank, Tony Davis is first and foremost a family man. Spending time with his family is his greatest joy. Sundays in the fall often revolve around watching the Cincinnati Bengals. He is an avid sports fan, enjoying the camaraderie and shared excitement that sports bring. Golf is another passion, especially when it becomes a family affair. Time on the course offers both competition and connection, a blend he appreciates.
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Community banking today sits at a crossroads. Consolidation continues. Regulatory demands increase. Technology evolves at a dizzying pace. Consumer expectations shift. Yet Davis remains optimistic. He believes that institutions rooted in relationship banking will endure if they adapt thoughtfully and stay true to their core values. He talks often about preparing the next generation of leaders. Encouraging education. Supporting networking. Creating opportunities for employees to grow beyond their comfort zones. His pride in his team is unmistakable. He views their success as his own. If you ask him what legacy he hopes to leave, he does not speak in grand terms. He speaks practically. A bank that is stronger. A team that is confident and capable. A community that continues to trust its local institution. An industry association that remains faithful in its commitment to community banking. In the end, Tony Davis’s story is not one of dramatic reinvention. It is one of steady stewardship. And in Perry County, where resilience and relationships shape both business and community life, that kind of leadership feels right at home.
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BRINGING DEPARTMENTS TOGETHER
THE POWER OF OBL FORUMS Being in the people business does not just mean connecting with bank customers—it also means investing in the professionals who make banks run every day. For a bank to operate smoothly, all departments must work together seamlessly. Yet fostering that collaboration is much easier said than done. Each department provides a key piece of the overall banking puzzle, and without even one of those pieces, the bank risks its success. Bank presidents and CEOs trust their department heads not only to oversee their teams, but to make decisions informed by deep expertise. Today’s leaders must balance strategic thinking with human insight; they must know banking fundamentals, but also understand how people—employees, peers, and customers—fit into every challenge and opportunity. This is where the Ohio Bankers League (OBL) Forums truly make a difference. What Are OBL Forums? OBL Forums are year-long programs designed for professionals across nearly every major department within a bank. These forums create structured opportunities for specialized learning, best-practice sharing, and peer-to-peer problem solving. Across the CFO, HR, IT, lending, marketing, risk, and other forums, participants gain insights tailored directly to their roles— and they build trusted relationships with peers facing similar challenges.
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Unlike one-off seminars or webinars, forums are ongoing platforms. Facilitators and participants work together to shape the agenda, ensuring sessions remain relevant to current trends and real-world issues. Whether a banker is trying to navigate a regulatory change, develop a more effective hiring strategy, or enhance digital engagement, there’s a forum where those challenges become shared discussions, not solitary struggles. How Forums Strengthen Departments—and the Bank Here’s a look at the forums offered and why each matters: CFO FORUM The CFO Forum brings financial leaders together to tackle critical issues around a bank’s financial health. Facilitated discussions and expert insights help participants explore solving problems that directly impact profitability and long-term sustainability. COMMERCIAL AND MORTGAGE LENDING FORUMS Both the Commercial Lending Forum and Mortgage Lending Forum provide platforms for lenders to discuss performance ideas, risk management, and emerging market conditions. These conversations help bankers adapt to changing credit environments while maintaining strong customer relationships.
EDUCATION AND TRAINERS FORUM The Education and Trainers Forum supports the bank professionals responsible for employee education, training programs, onboarding, and development planning. Participants come together to share best practices, discuss evolving training needs, and collaborate on solutions that support employee growth, leadership development, and knowledge retention. Through expert facilitation and peer sharing, this forum helps ensure banks are prepared to develop their people today while building the leaders of tomorrow. HR FORUM Human resources is the day-to-day heart of people management. With turnover a costly reality and top talent in high demand, HR professionals gather to share strategies on recruitment, retention, performance management, and employment law updates. The discussions help HR leaders build cultures where employees feel valued and supported. IT FORUM In an era where cybersecurity and operational resilience are top priorities, the IT Forum offers a vital space for technology professionals to exchange ideas and tackle pressing challenges. With agendas shaped by members themselves, attendees focus on practical problem solving and technology trends that affect their institutions. MARKETING FORUM Marketing officers and staff explore strategies to elevate their bank’s brand, enhance communication, and reach customers more effectively. Beyond trends and tools, this forum helps marketers connect the lived experience of customers with the bank’s mission and community reputation. NEW! PAYMENTS STRATEGY FORUM Launched in 2026, the Payments Strategy Forum reflects the dynamic landscape of payments—cards, ACH, instant payments, and more. It blends expert insight with peer discussions to help leaders manage revenue, costs, fraud, and customer expectations in a rapidly evolving space. RISK FORUM Focused on enterprise risk management, this forum brings together senior risk professionals to dissect challenges, share strategies, and discuss regulatory and technological developments. Interactive discussions foster collaboration and help members navigate complexity with confidence.
SENIOR RETAIL FORUM Retail banking officers focus on front-line service, profitability, and customer experience in this forum. Facilitated sessions explore topics from regulatory expectations to team engagement strategies, helping retail leaders strengthen performance in areas that directly touch customers’ lives. Peer Sharing: The Real Value of Forums At the heart of every OBL Forum is peer sharing. Expert facilitators guide discussions, but it is the exchange of lived experience that brings the deepest learning. Whether it’s a novel way to reduce loan processing times, a new approach to internal onboarding, or lessons learned from a recent audit, the collective wisdom in a forum often surpasses what any single workshop or seminar can offer. For participants, that peer network becomes a professional lifeline—a group of trusted colleagues they can call when the next challenge arises. In a business built on relationships, this kind of trust and connection is invaluable. Investing in People Is Investing in Banking’s Future OBL Forums are more than professional development— they are community builders. They break down silos within banks and foster collaboration across functions. They reinforce that while banking may have many moving parts, it is people—leaders, colleagues, and customers— who connect those pieces into a cohesive whole. In today’s environment of rapid change, this humancentered approach to development is more important than ever. By giving department leaders a space to learn, share, and grow together, the OBL Forums strengthen not just individual professionals, but the banks and communities they serve.
SCAN HERE FOR FULL SCHEDULE OF 2026 OBL FORUMS
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2026 Trends in Fintech As fintech reenters a growing phase, the mandate for 2026 is clear: Turn momentum into measurable impact.
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WORKPLACE WINS
10 PROVEN WAYS TO MAXIMIZE EMPLOYEE ENGAGEMENT IN YOUR BANK Employee engagement is critical to productivity, goal achievement, and a thriving culture within a bank. But leaders often struggle to know where to start when it comes to keeping teams engaged and how to maintain that momentum once they’ve begun. The data backs that up. Gallup research reports: U.S. employee engagement fell to its lowest level in a decade in 2024, with only 31% of workers engaged and 17% actively disengaged. That translates into millions of employees showing up to work without energy, enthusiasm, or commitment, which poses a serious challenge for leaders trying to drive performance. The numbers are especially concerning for younger employees. Workers under 35, particularly Gen Z, reported steep declines in essentials such as clarity of expectations, recognition, development opportunities, and feeling cared for at work. These drops highlight a growing disconnect between what employees need to thrive and what many workplaces are providing.
Gallup’s research found that 70% of the difference between the most engaged team and the least engaged team comes down to managers. In other words, leaders and managers hold the keys to reversing disengagement by setting clear expectations, building trust, and creating growth opportunities. When managers act as coaches rather than bosses, they can reignite motivation and bring out the best in their people. The cost of disengagement shows up in missed deadlines, a reduction in customer service quality, higher turnover, and weaker adaptability. The good news is that bank leaders aren’t powerless. By being intentional about meeting employees’ needs for clarity, connection, and growth, banks can turn disengagement around and re-energize their teams. Here are 10 strategies to motivate bank employees and boost productivity, including innovative approaches for today’s workforce.
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1. Set Clear Goals and Expectations This sounds so basic, you may think you’re already doing it. But it can’t hurt to take some time to reflect. Are you regularly communicating goals? Are they dynamic and adjustable to circumstances? Holding employees to goals that remain fixed and unchanged despite factors beyond their control (volume of work, availability of resources, functioning of equipment, etc.) is a direct path to disengagement. Do you thoroughly outline objectives, how to achieve them, and what happens when they aren’t achieved? Do people understand the impact their own work has on the team and within the bank? Employees are most productive when they understand exactly what is expected of them. Define specific, measurable goals and provide context so your team understands how their work connects to the bigger picture. Knowing specifically why their actions matter provides a sense of purpose for bank employees, which drives motivation and focus.
2. Recognize and Celebrate Achievements Put aside the attitude that achievements are “part of the job.” Though your best employees take personal pride in doing a job well, they appreciate having their good work noticed and acknowledged. This is especially true when an employee’s efforts reflect favorably on the bank’s reputation and enhances a customer’s experience. Publicly celebrating small and large wins can boost morale and make employees feel valued. Whether through shout-outs in meetings, awards, or even a simple “thank you,” sincere appreciation fosters loyalty and encourages repeat performance. But more importantly, it makes people feel good, and connecting a good feeling with hard work is no small feat.
3. Offer Professional Development Opportunities Some people are perfectly happy doing the same work over and over again, but most need to grow, and they value knowing that their professional growth within the bank is encouraged by leadership. Investing in professional development not only provides valuable skill acceleration but also shows your commitment to holding on to employees. Provide access to workshops, training programs, mentoring, or even cross-departmental projects. When employees see opportunities for learning and advancement, they stay motivated to perform.
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These don’t have to be long and complex programs, either. You can offer bite-sized learning experiences, like short podcasts, 10-minute skill videos, or peer-led knowledge swaps. This approach fosters continuous, on-demand learning.
4. Provide Flexibility and Work-Life Balance As much as we would like to pretend work is work and home is home, reality doesn’t reflect that. Life happens when it happens. Being flexible with schedules and exploring remote work options gives people the opportunity to balance professional and life responsibilities while still achieving their goals. This flexibility allows people to be more present and use their energy where it can be most effective.
5. Align Work with Natural Strengths Behavioral assessments help identify individual working styles, communication preferences, and motivators. When leaders hire, promote, and assign projects based on these strengths, employees feel more confident and energized. It also lowers barriers to learning and getting up to speed in a new role or project.
6. Improve Team Dynamics and Reduce Conflict By understanding each team member’s behavioral preferences, managers can build more balanced teams and anticipate (and mitigate) areas of friction. This leads to smoother collaboration, less stress, and a more motivating work environment.
7. Foster a Positive Workplace Culture A healthy work environment is one where employees feel safe, respected, and included. Encourage collaboration, support open communication, and model positive leadership. Culture shapes behavior, and a supportive culture in your bank motivates employees to bring their best selves to work.
8. Encourage Employee-Generated Innovation Set aside time (like Google’s famous “20% rule”) for employees to pitch and work on passion projects or creative ideas. Being able to exercise creativity while also influencing the bank’s direction is a sure way to increase buy-in to the success of the organization.
9. Provide the Right Tools and Resources Nothing kills motivation faster than not having the right tools to succeed. Ensure your employees have access to updated technology, streamlined processes, and the resources they need to do their jobs effectively. If something stops being effective, fix it or change it. Don’t fall for the temptation to “deal with it later.” When employees tell you what they need, they’re telling you exactly how you can boost their productivity and provide the most positive outcomes for customers. You can’t get better information than that, so make sure you act on it.
growth. By applying these strategies, you’ll not only boost employee motivation but also create a more productive, engaged, and resilient workforce.
Jennifer Lucas Senior Manager of Product Development and Optimization, Omnia Group info@omniagroup.com 800.525.7117.
Which leads us to…
10. Listen and Act on Employee Feedback One of the simplest yet most powerful ways to motivate employees is to listen to them. Not just about tools and resources but about any topic that impacts them: trends, opportunities, changes they see, challenges, and roadblocks. Regular surveys, one-on-one meetings, and open forums give employees a voice. More importantly, act on the feedback you receive. This shows that you respect their input and are committed to improvement. Engagement is an ongoing effort. Cultivating it in your bank creates an environment of trust, respect, and
Visit www.ohiobankersleague.com for more information.
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GETTING BACK TO THE BUSINESS OF BANKING Banking has always evolved alongside the economy it serves. Technology changes. Communities grow and shift. Regulations rise and fall. Institutions merge, expand, and adapt. Yet through every cycle of change, one constant remains: banking succeeds because it is fundamentally a relationship business built on trust between people.
A Growing Focus on Durable Regulatory Relief
That reality is increasingly shaping the conversation in Washington.
Rather than sweeping deregulation, policymakers are pursuing targeted, structural reforms intended to align rules with how banks actually operate today.
Over the past year, Congress and federal regulatory agencies have begun moving toward a more pragmatic phase of financial services policymaking — one focused less on ideological swings and more on creating durable, workable rules that allow banks to serve customers, businesses, and communities effectively. For many bankers, this shift represents something the industry has long sought: regulatory stability that can endure beyond a single presidential administration. The Problem with the Policy Pendulum For more than a decade, banks have operated under a recurring pattern. Each change in presidential administration has brought a significant shift in supervisory philosophy, regulatory priorities, and compliance expectations. Rules expand, contract, and sometimes reverse course entirely within just a few years. This policy pendulum has created real challenges for community banks. Strategic planning becomes difficult when compliance frameworks may change mid-cycle. Long-term investments in technology, products, or staffing carry additional uncertainty. Most importantly, inconsistent regulation diverts time and resources away from what bankers do best — serving customers and supporting local economic growth. Bankers across Ohio consistently share the same concern: stability matters. Communities benefit when banks can focus on relationships rather than constantly recalibrating to shifting regulatory interpretations. Recognizing this reality, policymakers on both sides of the aisle increasingly acknowledge that durable financial regulation must outlast political cycles.
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Recent activity in Congress and among federal agencies reflects a broader effort to modernize banking laws in ways designed to be sustainable regardless of which party controls Washington.
Key areas of focus include: Modernizing regulatory thresholds. Lawmakers are revisiting asset and reporting thresholds that have remained unchanged for decades despite inflation and industry growth. Indexing thresholds to economic measures aims to prevent banks from being unintentionally pushed into complex regulatory regimes simply due to nominal growth. Tailoring supervision to risk and size. Regulators are increasingly emphasizing proportional oversight — recognizing that community and mid-size banks present fundamentally different risk profiles than the largest global institutions. The goal is not less supervision, but smarter supervision aligned with actual risk. Improving Bank Secrecy Act and AML effectiveness. Policymakers are examining ways to modernize reporting requirements and refocus compliance efforts on identifying real illicit activity rather than generating excessive paperwork. Reducing low-value reporting burdens allows banks to redirect resources toward fraud prevention and customer protection. Supporting bank participation in modern payments and financial innovation. As digital payments, fintech partnerships, and open banking frameworks evolve, regulators are working to clarify expectations so banks can innovate confidently while maintaining strong consumer protections. Strengthening supervisory transparency and appeals processes. Efforts to improve examination consistency and provide clearer paths for resolving supervisory disagreements are intended to reduce uncertainty and foster a more collaborative regulatory environment.
Taken together, these initiatives reflect a growing recognition that well-functioning banks are essential infrastructure for the American economy — particularly in rural and midwestern communities where local institutions remain the primary source of credit and financial guidance. Policy Designed to Outlast Politics Perhaps the most notable aspect of today’s policy discussions is the emphasis on durability.
federal regulators, and national policymakers to ensure that the voice of OBL members is part of the policy conversation. Through coordinated advocacy, comment letters, direct engagement with regulators, and grassroots outreach from Ohio bankers themselves, OBL has helped policymakers understand how regulatory decisions affect real institutions and communities. Ohio bankers have provided firsthand insight into how compliance burdens influence lending capacity, fraud prevention efforts, and customer service at the local level.
Lawmakers and regulators increasingly understand that rules constantly rewritten with each administration create inefficiency not only for banks, but also for supervisors and consumers. As a result, many current proposals are being crafted with bipartisan support or embedded through statutory changes rather than temporary regulatory interpretation alone.
Importantly, OBL’s approach has emphasized constructive engagement — not simply opposing regulation, but helping shape smarter policy solutions that preserve safety and soundness while enabling banks to fulfill their community mission.
The objective is simple: create a regulatory framework stable enough that banks can plan for the long term, invest in their communities, and innovate without fear that the rules will dramatically change every four years.
The growing focus in Washington on tailored supervision, threshold modernization, and regulatory consistency reflects years of sustained industry engagement and relationship-building — the same relationship-driven approach that defines banking itself.
In many ways, this approach mirrors the banking model itself. Just as successful banking relationships are built on consistency and reliability, effective public policy depends on predictability and trust.
Looking Ahead
The Human Impact of Smarter Regulation While regulatory reform is often discussed in technical terms, its real impact is deeply human. When compliance resources are stretched thin, banks have fewer resources available for small business lending, financial education, and personalized customer service. When rules are clearer and more consistent, bankers can spend less time interpreting uncertainty and more time helping families buy homes, entrepreneurs launch businesses, and communities grow. In other words, regulatory stability allows banks to focus on people. Even as digital tools expand and institutions scale, customers still rely on trusted advisors who understand local economies and personal financial goals. Public policy that supports relationship banking ultimately strengthens the communities banks serve. OBL’s Role in Moving the Conversation Forward These developments did not happen in isolation.
Change will always be part of banking. Economic cycles will continue. Technology will evolve. Political leadership will shift. But there is growing momentum toward a regulatory framework grounded in stability, proportionality, and longterm effectiveness — one that recognizes banks not merely as regulated entities, but as partners in community development and economic growth. For Ohio banks, that progress reinforces an enduring truth: while policy debates may happen in Washington, the impact is felt on Main Street. And regardless of how the financial system evolves, success will continue to depend on the same foundation that has always defined banking — trusted relationships, local knowledge, and people helping people build stronger financial futures.
Evan Kleymeyer Senior Vice President of Government and External Relations, Ohio Bankers League ekleymeyer@ohiobankersleague.com
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OBL PROFESSIONAL DEVELOPMENT
SUPPORTING THE PEOPLE WHO POWER THE BANK Banking today is evolving at a relentless pace, and that is no surprise to anyone in the industry. New technologies, workforce shifts, demographic changes, increasing fraud, and the constant tightening and loosening of regulations can make it feel as though banks are running a marathon at a sprint. There always seems to be something new to adopt, manage, or defend against. Yet amid all this change, one truth remains constant: no matter how advanced our tools become, banking is, and always will be, a people business. How we interact with customers may evolve, but the role banks play in their communities, and the trust they hold, remains steadfast. At the Ohio Bankers League, our Professional Development team is running alongside you as you navigate this changing landscape. We continuously look for ways to deliver relevant, high-quality education and resources – whether that means sourcing impactful speakers, connecting members with trusted partners, or creating new programs to meet emerging needs. Our goal is simple: to help bankers grow, lead, and thrive throughout their careers.
Leadership That Shapes Culture and Trust As banks revisit and refine their strategic plans, leadership development consistently rises to the top as a critical priority. For presidents, CEOs, and C-suite leaders, our annual CEO Symposium offers a space to sharpen leadership judgment, exchange ideas, and stay informed on the most pressing issues facing the industry. Great leaders do not remain great by standing still. They continuously fine-tune their skills, reflect on their decisions, and lead with intention—especially during times of uncertainty. This year, attendees will hear from Damus Smith on Leadership That Sticks, exploring how leaders inspire loyalty, drive performance, and lead with lasting influence. With multiple generations now working side by side— from Gen Z to Millennials and Gen X—alignment and consistency in leadership have never been more important. Bank leaders are not only responsible for setting strategy, but for embodying culture, reinforcing mission, and providing stability when the industry feels
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uncertain. The quiet decisions leaders make each day shape how employees serve customers and show up in their communities. Leadership transitions, in particular, place culture and credibility under a microscope. To help leaders prepare for these pivotal moments, Charlie Tudor of Angott Search Group will share insights on Navigating CEO & Executive Transitions with Confidence. Stewardship Beyond the Bank Walls
2026 OBL PROFESSIONAL DEVELOPMENT BROCHURE,
complete with session details.
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Leadership in banking extends well beyond the walls of the institution. Bank leaders are pillars in their communities, and the cities and towns across Ohio would not look the same without the presence, investment, and stewardship of local banks. Community involvement, reputation, and credibility are not built through slogans—they are earned quietly over time. Banks have spent decades establishing trust, and that trust becomes especially important as institutions introduce new technologies, roll out new products, and help customers protect themselves from fraud and scams. The way leaders guide these efforts directly impacts how their communities view their bank—and the industry as a whole. Developing Today’s and Tomorrow’s Leaders Leadership development does not stop at the C-suite. Investing in employees at every stage of their careers is essential to the long-term strength of both banks and communities. The OBL Next Gen Conference serves as an entry point for young bankers and emerging leaders. Designed with guidance from our Next Gen Advisory Board, the conference blends leadership development with a renewed focus on banking fundamentals. As roles become more specialized, it is increasingly important for bankers to understand how the entire institution operates—from how banks make money, to fiduciary responsibilities, regulatory compliance, and how each role contributes to overall success. Equally important are the relationships built through networking and peer discussion—connections that reinforce the people-first nature of banking. Additional programs like the Bank Leadership Institute and Bank Management School further deepen this development. The Bank Leadership Institute emphasizes leadership in both professional and personal contexts,
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helping participants create actionable plans for themselves and their teams. Bank Management School offers a behind-the-scenes look at bank decision-making through hands-on simulation, allowing participants to experience how strategy, competition, economic cycles, and regulatory changes intersect in real time. Strong Leaders Build Strong Communities At the Ohio Bankers League, we place such a strong emphasis on leadership development because we believe it is foundational: strong leaders build strong banks, strong banks support strong communities, and strong communities strengthen our state. The way you lead—your judgment, consistency, and commitment to people—shapes not only your institution, but the future of the banking industry itself. And while the tools and technologies may continue to change, the human side of banking remains timeless.
Sarah Husk Education Manager, Ohio Bankers League shusk@ohiobankersleague.com
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WHY RELATIONSHIPS WILL ALWAYS MATTER IN COMMUNITY BANKING Many of the earliest community banks in this country were built on something simple and deeply human. Trust. Long before algorithms, credit models and artificial intelligence bankers made decisions by knowing their customers, understanding their businesses, and looking beyond numbers on a page. Lending decisions were often shaped by personal character and a clear understanding of a neighbor’s needs. As one early banker famously described it, the work was about “looking into a man’s heart,” not just reviewing his balance sheet. While banking has evolved dramatically since those early days, the principle that made community banks successful has not changed. At its core, banking is still a people business. Trust as the Original Currency Community banks earned their place by being embedded in the lives of the people and communities they served. Trust was built over time through consistency, accountability, and shared experience. That trust created more than individual transactions. It created stability.
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When banks knew their customers, they were better positioned to support them through economic cycles, personal hardships, and business growth. That approach did not eliminate risk, but it produced stronger outcomes. Communities became more resilient. Institutions became more stable. Relationships, not products, formed the foundation. Those same dynamics apply today, even as the industry looks very different on the surface. Relationships in a Modern Banking Environment Today’s banking environment is faster, more regulated, and more complex. Decisions are supported by sophisticated data, advanced technology, and specialized expertise. Yet none of those tools replace judgment, context, or trust. This is where long-term bank–service provider relationships matter most. The most effective partnerships are not transactional. They are built over time, through shared experience and
mutual accountability. Service providers who understand a bank’s history, culture, and risk posture can offer guidance that is both informative and practical. They are able to see beyond the immediate issue and consider the long-term implications of each decision. Just as early bankers relied on personal knowledge to guide their decisions, today’s bank leaders benefit from advisors who truly know them. A Stronger Partnership Model Firms that work closely with community banks see this firsthand. The most productive partnerships are built over years, not transactions, and are grounded in listening, consistency, and accountability. When advisors take the time to understand a bank’s leadership, culture, and longterm objectives, they become trusted resources rather than outside vendors. That kind of relationship does not just support individual decisions. It strengthens the institution as a whole.
Singleness of Purpose Technology will continue to change how banks operate. Regulations will continue to evolve. Consolidation will continue to reshape the banking landscape. What endures is the human element. The earliest community banks were founded by people who believed trust was worth protecting. That belief shaped how they served their neighbors and how they sustained their institutions. Today, despite all that has changed, the same truth remains. When banking is grounded in relationships and guided by trust, it continues to work for banks and for the communities that depend on them.
Louis L. Moore, NQPC™ Founder & Managing Partner, Banc Consulting Partners
The Role of Continuity Continuity strengthens trust. Banks make decisions with lasting impact, often extending well beyond current leadership teams. In areas such as balance-sheet strategy, executive benefits, and risk management, frequent turnover in service providers can create gaps in understanding and increase operational friction. Long-standing relationships reduce that risk. Advisors who have walked alongside a bank over time bring institutional memory and perspective. They understand why decisions were made, how strategies evolved, and what tradeoffs were considered. That perspective supports better governance and more confident leadership. From Trust to Resilience
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When banks build and maintain strong relationships, they are better equipped to navigate uncertainty. Communities feel supported. Institutions remain steady. Challenges are addressed with clarity rather than reaction.
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This is how community banks have endured for generations. The same principles that guided their founding continue to drive their success today.
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OBL BANKING CALENDAR
SECURITY & TECHNOLOGY CONFERENCE NEW!
FINANCIAL ACCOUNTING FOR LENDERS Begins April 7
Based on banker feedback, the New! Financial Accounting for Lenders is a 6-week virtual eLearning program, designed as an optional pre-requisite to the Commercial Credit School. This program was created to help those new to the credit and commercial lending space build a strong foundation in analyzing business financial statements from a lender’s perspective. Learners will focus on deconstructing statements to identify strengths, weaknesses, and risks relevant to credit decisions. The course covers core accounting and cash flow concepts, including accrual accounting, key balance sheet and income statement accounts, and practical cash flow analysis techniques, along with exposure to more complex accounting treatments common among public companies. Participants will complete self-paced weekly assignments and engage in live virtual checkins with the facilitator to discuss key concepts, apply learnings, and ask questions. This program is well suited for individuals interested in advancing into credit and commercial lending roles, as well as those who are new to these positions. It provides a strong foundational understanding of the key factors bankers evaluate when assessing a company for a potential loan. Reach out to Megan Peiffer at mpeiffer@ohiobankersleague.com with any programming questions.
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April 15-17 – Embassy Suites Columbus Airport
The annual OBL Security & Technology Conference provides bankers with solutions, learning and peer sharing throughout the 3-day conference. As the program features two tracks for Security and Technology, organizations can send bankers to one or both sessions, depending upon roles and responsibilities. The annual program features topical general sessions from experts such as Jon Waldman, SBS CyberSecurity, and Michael Hartke, infotex, as well as breakouts and a full OBL BankServices Expo where attendees can find answers to current challenges. Each track also focuses on banker best practices and open forum discussions, as well as peer sharing throughout the event. “Physical and IT security are more important than ever as bad guys seem to come from every direction,” said Jim Rechel, owner, The Rechel Group, Inc., lead facilitator for the Security Track. “I encourage organizations to attend this valuable program for the latest trends and information.” Past attendees have noted the program also provides valuable interaction and engagement between presenters and bankers and the opportunity to learn from others. A former conference-goer said, “The content is topnotch and I always walk away with answers and implementable strategies.” The conference kicks off the 2026 OBL IT Forum and is included in forum membership. For more details, contact Sarah Husk at shusk@ohiobankersleague.com.
COMMERCIAL CREDIT SCHOOL June 15 & 16
As part of an effort to expand OBL’s offerings in the credit and commercial lending space, the Commercial Credit School will move to the summer this year. This shift from its previous fall schedule better aligns the program with the progression of courses within OBL’s developing lending learning track. This popular school is designed to impart a logical and effective method for identifying and analyzing credit opportunities, from preliminary assessment through loan approval and management. Participants will be able to accurately evaluate the overall financial and risk profile of a business, leading to an appropriate credit recommendation. During the program, participants will go through 7 learning modules: • The Decision Strategy • The Asset Conversion Cycle • Industry and Business Risk Analysis • Financial Statement and Cash Flow Analysis • Loan Structuring and Packaging • Making a Recommendation • Loan Monitoring and Portfolio Management
NCBA/OBL ANNUAL CONVENTION
June 29-July 1 – Cloister Resort, Sea Island, Georgia
The OBL is once again partnering with the North Carolina Bankers Association for the 2026 Annual Convention. Hosted at the beautiful Cloister Resort in Sea Island, Georgia, this stunning location is the perfect place to mix business with leisure. In the mornings, attend educational programming and in the afternoons enjoy the beach, pool, or other activities The Cloister has to offer. Network with peers from Ohio and meet new peers from North Carolina. Attend timely and insightful keynote and breakout sessions featuring topics such as trends among community banks, AI, fraud, regulatory developments, strategic planning, succession planning and more! Join the golf tournament on Monday morning, June 29 to not only connect with bankers and service providers, but also to take a shot at winning the tournament and the bragging rights that come with it.
This program has received outstanding feedback from participants and is an excellent way to help grow your employees in the credit and commercial lending space.
This prestigious event promises banking executives and service providers an unforgettable experience!
Reach out to Megan Peiffer at mpeiffer@ohiobankersleague.com with any programming questions.
Watch the OBL website for complete program details. Reach out to Sarah Husk at shusk@ohiobankersleague.com with any questions.
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AROUND THE INDUSTRY Spotlight On:
First National Bank of Sycamore Sycamore – First National Bank of Sycamore is pleased to announce the promotion of Grant Ekleberry from VP of Business Development Officer to Chief Operations Officer (COO). In this expanded role, Ekleberry will oversee day-to-day operations across
the organization, ensuring operational excellence, efficiency, and alignment with the company’s strategic goals. He will continue to work closely with the executive leadership team to support sustainable growth and enhance service delivery for customers and stakeholders.
Grant Ekleberry
Sandusky
Caldwell
Van Wert
Civista Bank is pleased to announce the promotion of Mark Sams to Senior Vice President, Senior Revenue Officer.
Audra Hayes has been promoted to Assistant Vice President & COO at The Farmers and Merchants Bank in Caldwell, Ohio. Audra Audra began her Hayes career at the bank in 2019 as the Director of Innovation and Operations.
Carly Buchanan has joined GreenWay Bank as SVP, Chief People Officer. Carly brings more than 18 years of experience across HR leadership Carly and organizational Buchanan development, along with a decade of retail banking experience. She holds senior HR certifications through SHRM and HRCI and is passionate about talent strategy, employee engagement, and building high-performing teams.
Mark Sams
In his new role, Sams brings 27 years of banking experience and will focus on identifying and advancing revenue opportunities across the bank. He will have direct responsibility for Treasury Management, Private Banking, Wealth Management, Civista@Work, and a new healthcare lending and deposit initiative. He will also assist with other lending business lines as the role evolves to support Civista Bank’s continued growth and performance objectives.
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Upper Sandusky Katie Treadway was recently hired by First Citizens National Bank of Upper Sandusky as a VP, Chief Risk Officer and General Counsel.
Katie Treadway
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Your Partners in BOLI and Benefit Planning 44 | OHIO BANKERS LEAGUE