Issuu

How to Lead and Grow Your Business ADVICE FROM OUR CEO

Financial Literacy AND WHY IT ’S IMPOR TANT

Optimizing YOUR ONLINE PRESENCE

2 0 2 3 FA L L / W I N T E R I S S U E

A lasting legacy. It takes a community.

To build a business that lasts, you need partners that will stand the test of time. We’ve provided a safe and secure place to bank for over 70 years, so you can trust that our team has your business’s future and finances in good hands. Learn more about our commitment to you at ucbi.com/uniteds-commitment.

Grateful to Be In Good Company Welcome to In Good Company, a publication that features the people and customers of United Community. Earlier this year, we released our first edition of this magazine, and we’re proud to continue sharing our stories. We hope this magazine will continue to grow. Our goal from the outset was simple: to provide a resource for you, the business owner, and to give tips and articles that would help you in a practical way. We look forward to sharing entrepreneurial stories and making new friends in the process. It is truly a pleasure to be able to share our customers’ journeys with you. In our Entrepreneurial Profiles, you’ll meet some business owners who have expanded or grown their companies over the last several years. Despite a global pandemic and an economic downturn, these business owners have positioned themselves for success. You’ll meet the Upstate couple behind Benore Logistics, a company with strong ties to South Carolina’s automotive industry. You’ll also hear how United Community’s support boosted the success of a Zaxby’s franchise.

In our United Culture sections, you’ll hear how we have grown and evolved our brand. You’ll read about why we decided to refresh our look and see how that has already made an impact across our footprint. You’ll also get an update on our new headquarters, located in what I believe is the best spot in Greenville. There’s so much to unpack in this issue, and we hope you will take some time and read it cover to cover. As always, we are grateful to be headquartered in the great state of South Carolina, and we are grateful to continue to be In Good Company.

Lynn Harton,

Chairman and CEO, United Community

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CONTEN p.6

United Makes a Difference Where the Rubber Meets the Road(s)

p.8

Financial Literacy Should Start at an Early Age

p.12 Melinda Davis Lux: Managing the

Demands of Rapid Growth From a Legal Perspective

p.14 United Partners with Upstate Couple to Build Doggone-Good Business

p.18 Faye Shepherd: Changing Lives in the Community

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p.20 Together For Good Council Makes a Difference in Communities That United Serves

p.23 Building a Headquarters

p.26 United Community’s New Logo Rollout Makes a Splash

p.30 Optimizing Your Online Presence:

Tips for Building Your Digital Brand

p.32 United Community’s Support

Boosted Zaxby’s Franchise Success

NTS p.35 Q&A with Lynn Harton:

Small Business Advice and More

p.38 Ambassador David Wilkins Brings

Wide Experience to United Board of Directors

p.40 Dixon Woodward: Setting a Course for Growth in South Carolina and Coastal Georgia

p.44 LITUS* To Let: Serving Coastal

Communities with the Help of United Community

In Good Company is a United Community publication

HOW TO REACH US Call | 1-800-UCBANK1 Email | Corporate_Communications@ucbi.com Mail | 2 West Washington Street, Suite 700, Greenville, SC 29601

Read this entire magazine at ucbi.com/news

P U B L I C AT I O N C R E D I T S Produced by Integrated Media Publishing

ENTREPRENEURIAL PR OFILE

United Makes a Difference Where the Rubber Meets the Road(s) Upstate, SC | By John C. Stevenson Benore Logistics Systems, a logistics firm and United Community client with strong ties to the Upstate’s automotive industry, actually got its start on the farm. In 1994, the husband-and-wife team of Jeffery Benore and Joan Benore founded Benore Logistics Systems. Today, Jeffery is the company’s CEO and president, Joan is the vice president, and Benore Logistic Systems supports manufacturers like Michelin and BMW. But the company’s history actually started with farming in southeastern Michigan. “I come from an agricultural background,” Jeffery Benore said. “On the family farm, we ran a modest logistics and transportation operation, transporting other farmers’ produce, grain, and vegetables. Before logistics was cool, my father was an innovator in that kind of stuff.” And that might have been how it stayed, but in 1986, Jeffery Benore got the chance to expand the family business into the automotive field. “Mazda opened an automotive plant about 30 minutes north of our operation in Michigan, and we were awarded a small transportation contract from a Tier 1 seat supplier,” Benore recalled. “That seat supplier taught us how to treat the customer. We learned a lot. That was our first automotive experience, and it helped us break the ground and cut our teeth in the automotive industry.”

“Michelin has a distribution center in Michigan that supplies tires to the OEM Big Three,” Benore said. “We were doing in-plant services—loading and unloading tires in the distribution center, and we wanted to expand our business. They directed us to Greenville, South Carolina. That was the connection that got us down here.” With contracts from Michelin and BMW’s then relatively new manufacturing facility in Greer, Benore Logistic Systems established its foothold in the Upstate. As the years passed, the Benore leadership decided the company needed a financial partner in the area to help facilitate the company’s plans. “Our attorney, Frank Davis, recommended United Community,” Benore said. “We made the decision to purchase our property and 200,000-square-foot building in Greer—we had been leasing it—and Frank recommended we give United a call and see if we could build a partnership. That’s how we got started.” Benore was impressed with the United representatives who went so far as to tour Benore’s Greer facility.

From that humble beginning, Benore has grown to be a force in transportation logistics. The company currently employs around 1,200 team members and serves a vast swath of the U.S. In 1994, the company officially transitioned from a trucking firm to specializing in logistic systems. Joan and Jeffery Benore

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“They’ve been phenomenal,” Benore said of United’s team. “The reason they distinguished themselves from other banks is that they actually listened. They came out and did a meet-and-greet, and they wanted to tour all the facilities and see what we did. I was really impressed that they asked a ton of questions. “After that,” Benore continued, “they sat down and listened to our needs: ‘What do you need in a bank?’; ‘What are you trying to accomplish here?’ They didn’t come to the table and say, ‘OK, here’s what we can offer, take it or leave it.’ They sat down with us and said, ‘What do you need at Benore?’ Then, they went back and built a solution around that need. We established a partnership to move forward, and they financed our property (purchase) here in Greer.” “We were really all hands on deck to understand their business,” said Michelle Seaver, United’s Greenville-Spartanburg President. “It was a great opportunity to show them that we’re a community bank and that we’re really interested in their relationship by bringing all those people to the table at their location. It’s a great story of how we worked to understand their business and get the deal to the finish line.” Jim Shofner, Senior Credit Officer, was one of the United team members who visited the Benore facility. He said it was an awesome opportunity to gain insight into not only the business of transportation logistics but the unique needs of a company like Benore.

“We went out and met the management team at Benore, and they took us through the property,” Shofner recalled. “We don’t always get to do that, but it was pretty neat to go out and see this company live and in person. There’s a lot of moving pieces to it. This is the great thing about going to see a company like this operating: when you meet with their management and then see their operations and how it works, you have a completely different impression of the company. This is way, way more than just a transportation/ trucking type of company.” Beyond gaining an understanding of Benore’s business model, the United team was able to better understand the company’s requirements for a local financial partner. “They were looking for something a little different in a banking relationship,” said Laura Hodge, United Commercial Relationship Manager. “They were looking for someone local—with local decision making, local headquarters, and a local C-suite— which is what we offer. We’re the largest headquartered bank in South Carolina, and we have relationship managers who are located here in Greenville and who can bring the bank to our clients. Everyone’s here.” Benore said he sees a great future for the partnership between Benore Logistic Systems and United. We’re growing here in the Upstate, and we’re looking to continue that with United. They’ve all been great to work with.”

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Rich Bradshaw, President and Chief Banking Officer

Financial Literacy Should Start at an Early Age By Kevin Dietrich United Community is laying the groundwork for today’s children to become tomorrow’s financially secure adults. Teaching individuals of all ages—particularly younger generations—about financial literacy can help them create better futures for themselves and their families.

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“Unfortunately, financial literacy isn’t always taught in school, and it can be difficult for many people to learn about because they’ve already got full lives,” said Lisa Wiggins, a United Community branch manager in Cherokee, North Carolina. “It can also be challenging for parents to teach financial literacy if they themselves don’t fully understand the concept.”

Financial literacy involves understanding how money and credit function, and it is increasingly important for a number of reasons: • It can greatly improve the chances of making good decisions with money and dodging potential pitfalls; • It can bolster an individual’s bottom line by helping them manage debt and avoid unnecessary charges; and • It can bring peace of mind for individuals of all ages, whether it’s a child trying to save money for a bike or computer game or retirees who are able to do more of what they want rather than being forced to scrape by and cut corners. The financial literacy efforts by banks like United are critical, according to Keri Wise, United’s Head of Retail Sales based in Columbia, South Carolina.

IT CAN ALSO BE CHALLENGING FOR PARENTS TO TEACH FINANCIAL LITERACY IF THEY THEMSELVES DON’T FULLY UNDERSTAND THE CONCEPT.

Wise has spent the past 25 years assisting consumers young and old and showing them how they can make sound money decisions. “We live in a society where if we want something, we just put it on a card and get it,” she said. “When I grew up, we dealt with cash in our hands. It made you more disciplined and methodical in your purchases.” By working with children today, United hopes to help them avoid missteps and provide them with the hands-on experience they need to learn the practical sides of financial literacy. Kids and teens can begin by opening checking and savings accounts. The checking account provides an opportunity to learn how deposit accounts operate and why it’s crucial to closely track purchases and deposits.

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TEACHING OUR CHILDREN TO SAVE AT A YOUNG AGE IS AN IMPORTANT ASPECT OF BUILDING A SECURE FINANCIAL FOUNDATION. WE WANT TO HELP PREPARE THEM TO RESPONSIBLY HANDLE THEIR FINANCES IN THE FUTURE.

Teens with summer or afterschool jobs should take a portion of each paycheck, even if it’s as little as $5 or $10, and direct it into a savings account. This gets them into the habit of saving money, teaches them about building an emergency fund, and sets aside money that can be used for school or investing down the road, Wiggins said. Credit cards aren’t for children, but it’s important they learn about the dos and don’ts of credit before they go about securing a card when they’re older. Used irresponsibly, they can lead to damaged credit and leave users in a financial hole that can take years to escape. Used correctly, they can be a great convenience and even a lifesaver during an emergency. As part of the drive to help youth better understand money, United bankers use a variety of methods—they’re involved in financial literacy programs, lead workshops for kids and teens during Financial Literacy Month, create education displays for local branches, and read to K-12 classes about the importance of saving money. In the spring of 2022, United coordinated with its branches across the Southeast to invite kids to celebrate the institution’s brand-new Treasure Chest Savings Account, an account just for children. Children were given piggy banks and coloring books to help them better understand financial literacy and why it’s important, and step stools were placed in branches to allow kids to reach across the counter and take a more active role in depositing money into their account. 10

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In 2023, United announced a new partnership with Greenlight Financial Technology, a fintech company dedicated to helping parents raise money-savvy children, to provide customers with free access to the Greenlight family finance app. The partnership assists United customers in instructing their children about money and helps them form healthy habits that will last a lifetime. The app allows parents to automate allowances, manage chores, set flexible spending controls, and send money instantly. “Young kids tend to believe money grows on trees,” Wise said. “But with Greenlight having a virtual debit card attached to a parent, children can learn so much more quickly how to use a card. They can see how much money is available and how much they can use.” The tool gives adolescents hands-on money management experience as they learn to earn, save, and spend wisely with parental supervision through the Greenlight debit card and banking app. Kids and teens also have access to Greenlight Level Up, an in-app financial literacy game with educational challenges and rewards. “Teaching our children to save at a young age is an important aspect of building a secure financial foundation,” said Moryah Jackson, Director of Community Development and Engagement, based in Greenville, South Carolina. “We want to help prepare them to responsibly handle their finances in the future.”

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EMPLOYEE PROFILE

Melinda Davis Lux: Managing the Demands of Rapid Growth From a Legal Perspective By Licia Jackson

Collaboration is at the heart of how Melinda Davis Lux, Executive Vice President, General Counsel, and Corporate Secretary, spends her time at work. Her goal is to keep people connected, with all team members growing and learning. “I’m so proud of our team. They are great people who are really dedicated to banking and to regulatory and legal compliance,” Davis Lux said. Based at the bank’s headquarters in Greenville, South Carolina, she oversees United Community’s compliance and legal departments, as well as the wealth management division. When United acquires another bank, Davis Lux, who has a background in private practice in mergers and acquisitions, works with outside counsel and a team within the bank that focuses on acquisitions. “Our goal, if the business, environment, and opportunity are right, is to do one acquisition per year. We’ve already done one this year,” she said. United’s acquisition of First National Bank of South Miami closed on July 1. Since Davis Lux came on board in March 2020, United has made six acquisitions. As the bank’s reach has grown, the legal department has adapted to the banking laws and regulations in each state. When Davis Lux first joined United, the bank had a presence in Georgia, North Carolina, South Carolina, and Tennessee. In the past three years, United has expanded in those states and also moved into Florida and Alabama. As the bank gets bigger, the legal and regulatory environment becomes more complex, and the bank must be proactive to keep up with it, Davis Lux said. 12

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Most of the legal team members work in Greenville or Blairsville, Georgia, United’s original headquarters. The compliance team is more spread out, with team members in every state of the footprint and larger teams in Greenville, Blairsville, and Laurens, South Carolina. The compliance team ensures that United’s practices, policies, and procedures are in line with the complex set of laws and regulations applicable to the bank, including fair banking anti-money laundering laws. It’s also responsible for the bank-wide complaints management system and training on compliance issues across the bank. Another part of her job that Davis Lux enjoys is the opportunity to travel among the bank’s various locations. The markets are very different, she said, but have a common culture of serving the community. That involvement in the community beyond banking is a hallmark of United’s employees. Personally, Davis Lux is on the board of Build Carolina, a software coding school that operates statewide in South Carolina, building the tech talent ecosystem. “It’s really my favorite nonprofit,” she said. The program offers free coding classes in a 12week program for cohorts of 20 students. The students are connected with potential employers to meet their needs, and job placement rates for graduates are high. She also serves on the board of the United Community Bank Foundation, which was started in 2020 with fees paid on Paycheck Protection Program loans that the bank administered. The foundation focuses on four pillars as areas of investment in the community: economic empowerment, youth development, housing strategies, and artistic expression. The foundation’s grants are primarily made to organizations where

I’M SO PROUD OF OUR TEAM. THEY ARE GREAT PEOPLE WHO ARE REALLY DEDICATED TO BANKING AND TO REGULATORY AND LEGAL COMPLIANCE.

United’s employees volunteer, and employees can ask for a grant to boost their involvement with an organization. “People really like that about United, that it’s oriented to community efforts and service projects,” Davis Lux said, adding that she herself is proud to be a part of such a community-oriented organization. Originally from Massachusetts, Davis Lux graduated from Wellesley College and

Yale Law School. She also has an MBA from Clemson University and a master’s in taxation from NYU School of Law. She and her husband wanted to move to the South, and they chose Greenville in 2002 for the jobs and community. “I love the city of Greenville,” she said. “I’ve been here for the past 20 years in my law practice and now this role at United. I’ve raised my family here. I love to travel, but I’m grateful that I chose Greenville as my home.”

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ENTREPRENEURIAL PR OFILE

United Partners with Upstate Couple to Build Doggone-Good Business Greenville, SC | By John C. Stevenson When Megan and Steve Mussman decided to open a business catering to the needs of Greenville’s canine community, they were determined to offer services above and beyond the norm. The Mussmans took a pain point in their lives and created a new business: Dog Culture, which the couple bill as a “unique doggie enrichment facility and social hub.” They were already leading busy lives—Steve in real estate and Megan as a paralegal—so when they adopted a new pet, they knew they’d need an alternative to leaving the new pooch home alone all day. “We started looking into dog day care and just a place for our dog to go during the day,” Megan explained. “Trying to find something in Greenville at that time was difficult for us. We couldn’t find a place that we felt was up to our standards—where we wanted our dog to go and have fun and enjoy himself.” The couple suspected they weren’t the only ones who might be looking for such pet services, and as it turns out, they were right.

“We’ve always had a huge passion for animals—rescues, fostering, that kind of thing—so it just felt very natural to be able to step into the dog world and have a place for folks in Greenville (and their dogs) to come in and enjoy,” Megan said. “It’s like a community in a way.” In 2018, the Mussmans moved into a new chapter of their lives when they opened Dog Culture in downtown Greenville. In addition to its pet day care, Dog Culture offers a variety of innovative services to its clientele. “We really stand out with our sleepovers, which is what we call them instead of boarding,” she said. “It’s an openboarding concept, meaning the dogs are not in kennels and crates at night. Our team members are there with them around the clock, snuggling with the dogs. All the dogs are snuggling with each other, so it’s very much like a big puppy sleepover. “It’s nice and comforting for our clients, and for us as well, to know that our team members are there around the clock taking care of the dogs and that the dogs are having fun and enjoying themselves,” she said. Dog Culture even offers a variety of community events for pets and their owners, including the popular “Yappy Hour” gettogethers. To help make their dream business come true, the Mussmans turned to United Community early on. “We needed a financing partner to come along on the ride with us, and we really connected with the United team,” Steve said. “They were super helpful and engaged in what our vision was. We met with numerous folks there at the bank, and they were all helpful in guiding us along the process. They were really fantastic to work with.”

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WE MET WITH NUMEROUS FOLKS THERE AT THE BANK AND THEY WERE ALL HELPFUL IN GUIDING US ALONG THE PROCESS. THEY WERE REALLY FANTASTIC TO WORK WITH.

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“They had a vision,” said Michelle Seaver, United Community’s Greenville-Spartanburg President. “I knew Steve through my husband, and Steve had called on us, so we took it from there. We actually helped them go into business and get the business started. It’s so much fun to take something from a concept to a successful reality and to see someone achieve their dream—it’s just so rewarding for us.” Dog Culture offered some particular challenges, Seaver said, because it was a completely new business. “We were able to come up with a structure that would work in the beginning, because they didn’t have experience with this type of business. It’s not like it was a franchise, where they could have ‘blueprints’ to what they were going to do,” she recalled. “So, I think it was unique that we were able to believe in them and their vision and to structure it in such a way, for them and for us, so as to make their dream a reality.” Not only has United helped Dog Culture with financing, but many of the bank’s pet-loving employees have also turned to the business for their pet-care needs. “It has been fun to see our teammates here at the bank use their services,” Seaver said. “I love it when we can have a mutually beneficial relationship. I think it’s really important anytime we can support our customers.” And the relationship between United and Dog Culture continues, according to Steve Mussman. “We’re actually opening up a second location, and they’re going to be our financing partner on that one as well.”

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The second Dog Culture location, which will be in Mauldin, is slated to open in October.

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EMPLOYEE PROFILE

Faye Shepherd: Changing Lives in the Community By Licia Jackson

The opportunity to change people’s lives for the better makes working for United Community a pleasure for Faye Shepherd, executive assistant to Dixon Woodward, the bank’s State President for South Carolina and Coastal Georgia. Whether it’s helping customers with banking needs or branching out into the community to serve, Shepherd meets each day with enthusiasm. Shepherd grew up in Georgetown in coastal South Carolina and graduated from Hollins College in Virginia. She lived in the DC area for a while but came back to South Carolina to get married. She and her husband moved to Charleston in 1989, the year of Hurricane Hugo. Shepherd began working in banking in 1999 at Carolina First (which became TD Bank), learning all facets of retail and brokerage services. Then, eight years ago, Shepherd and Woodward came to a tiny United Community branch in Mount Pleasant, South Carolina, the bank’s first office in the area. “We shared an office and had one phone that we passed back and forth,” she said. It was a loan production office with two commercial lenders and a loan assistant. When the bank acquired Tidelands Bank in 2016, they expanded into retail. The beginnings in the Charleston market were a far cry from the beautiful office in Mount Pleasant where Shepherd and Woodward work today. Now, Shepherd’s office is primarily centered on the commercial side of operations. She keeps the executive office running as Woodward travels to Greenville,

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Columbia, and Myrtle Beach in South Carolina and Savannah, Brunswick, and St. Simons Island in Georgia. As Woodward handles the business development side, Shepherd has found her niche in handling the community engagement side of banking. She serves on United’s Together for Good Council, which was established in 2021 to amplify the good work being done in community outreach programs across the Southeast. “It was established to focus our efforts and to allow us as leaders of the bank to get out in the community,” Shepherd said. “It’s most impactful to be interacting directly with the organizations you’re serving, and that kind of direct engagement is essential for a community-focused bank.” Habitat for Humanity, one focus of United’s good works, is dear to Shepherd’s heart. She told of the recent completion of two Habitat homes in Mount Pleasant, with families who moved in this past June. “We partnered with a charity to help stage and outfit the homes—the families didn’t know. Everything was done, down to the lawn mower and edger for yard work, a garden in the backyard, headphones and iPads for the kids, and a fully stocked refrigerator and pantry. To see their faces when they received the keys to the house…it was so rewarding to say, ‘We did this!’” Most importantly, Shepherd said, those families don’t have to worry anymore about where they will live. Before, one of the families shared a bedroom, and the mother slept on the floor so the children could have a bed.

IT’S EXCITING TO KNOW YOU’RE MAKING AN IMPACT—SOMETHING YOU MIGHT THINK IS SMALL MIGHT BE HUGE TO THEM... WE TRY TO MAKE CUSTOMERS FEEL AT HOME, LIKE THEY ARE MEETING WITH OUR FAMILY.

Shepherd is already looking forward to the bank’s next project with Habitat, building three houses in McClellanville, South Carolina. Although all United employees are encouraged to spend at least one day working on a project, many spend much more. Together for Good also focuses on holding supply drives for animal shelters, assembling care packages for military personnel and their families, and providing financial literacy education. In the Charleston area, United works with the Charleston Animal Society and the Dorchester Children’s Advocacy Center. Shepherd has volunteered with the Myrtle Beach team to support military families by packing gift bags for military wives and children. “It’s exciting to know you’re making an impact—something you might think is small might be huge to them.” Shepherd’s personalized efforts in the community are also characteristic of her work inside the bank. “We try to make customers feel at home, like they are meeting with our family,” she said. “Each person is greeted as they enter the bank.” United offers the same products and services as a larger bank but with more of a community feel. Competition is stiff, but customers are loyal and often come back after trying another bank’s offerings, Shepherd said. Shepherd said it’s great to be where she is. “I love being here. I love the things we do, and I love the bank. I enjoy working with Dixon and the connections we have built within our team and the community as well.”

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Together For Good Council Makes a Difference in Communities That United Serves By David Dykes and Donna Isbell Walker

United Community strives to be a “legendary bank,” in the words of Chairman and CEO Lynn Harton, and one way to accomplish that goal is through community involvement. Moryah Jackson, United’s Director of Community Development and Engagement, recalls that when she started working at United in August 2020, it was a historic, extraordinary time. That year, United’s leadership team decided to deepen its commitment to service—to the bank’s communities, its customers, and to one another. At the height of the pandemic, the bank helped to facilitate more than $2 billion in PPP loans. Then, part of the fees that were collected through those loans were reinvested in the community, through the creation of the United Community Bank Foundation. Jackson joined the bank in a newly created leadership role where she was responsible for oversight of the bank’s community impact initiatives along with serving as a key decision maker of the United Community Bank Foundation. It was a “once in a lifetime kind of opportunity,” she says. Jackson adds, “I think that speaks volumes about our leadership here. The Operating Council and the board of directors wanted to really give back to the community. Nobody had been through a pandemic of that extent before, and we just saw the needs that were in the community.” During her first 100 days (while socially distancing and wearing a mask), she visited

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United’s branches, toured communities, and listened to stories of people coming together to help individuals and communities move forward in a positive direction. “I was amazed at how much our bankers gave of their time, talent, and treasure,” she says. Whether changing a flat tire for a customer, shaving their heads to fundraise for the fight against children’s cancer, or turning the backyard of their branch into a community garden, United’s teams are focused on making a difference, Jackson says. She knew it was impossible to visit every branch and talk to every teammate to hear how they were involved in the community, so she partnered with America’s Charities to administer United’s first employee community engagement survey to hear from as many of her teammates as possible. The survey report provided invaluable feedback that helped shape the strategic direction of United’s community impact initiatives. Reading the community engagement survey results made it clear that United’s bankers genuinely believed in leaving our world a little better than they found it, Jackson says. Perhaps more importantly, the results indicated how much that belief motivated United’s service and how much service really is part of its foundation and the core of its culture. One day, after talking to several teammates, she had an “aha” moment. She drafted a proposal to create the Together for Good Council (TFG), a council of bankers who would serve as community engagement ambassadors across United’s footprint. They would apply to serve on the

TFG Council and be selected based on their current community involvement. United’s leadership team supported her proposal, and in mid-November 2020, two of United’s most community-minded bankers, John Goins and Johnny Chastain, were nominated as co-chairs to help make the proposal a reality.

organizations to help increase their capacity to do more good in the community. In addition to the acts of service, the United Community Bank Foundation makes a total of $30,000 in donations to local 501(c)3 organizations across the Southeast to recognize each Good Day.

Joined by Jackson, they worked together for months analyzing community engagement survey data, talking to teammates, planning the TFG Council, and reviewing applications. They received so many applications from bankers who wanted to participate, were passionate about their communities, had a purpose, and wanted to make a difference.

With Jackson and Manuel leading the way, the TFG Council supports Habitat for Humanity, Junior Achievement, veterans, local humane societies, and many other organizations dedicated to making a positive impact.

Holly Manuel joined United Community in June 2021 to coordinate the Together for Good Council. The council has three areas of focus: • To serve as ambassadors for United Community’s purpose of building communities and making a difference within their local regions, • To identify opportunities for volunteering or funding in their respective areas that align with the goals of the foundation and the bank, and • To create connections across the company to foster a team culture and sense of belonging. Each member of the council serves a two-year term, and all bank team members are invited to apply to participate. Across all departments and states, United bankers consistently give of their time and heart to support their communities, and the council aims to amplify that good work and ensure that United stays true to serving its local communities as it grows. To organize bankers’ interests and participate in national days of service, United launched an initiative called “Good Days” in June 2021. There are five “Good Days” throughout the year when the TFG Council encourages everyone to participate in volunteer opportunities or community events. They are Dr. Martin Luther King Jr. Day, Teach Children to Save Day, 9/11 National Day of Service, World Animal Day, and Veterans Day. The Good Days are five volunteer days that connect bankers with local community 22

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“Serving on the Together for Good Council has inspired me in so many ways,” says Candi Wilson, a regional banking manager in Laurens, South Carolina. “I have met many teammates within the bank who are passionate about serving others and care deeply about their communities. I have also learned about many different organizations in the communities within our region that have been recipients of our donations.” Wilson added, “I love helping others, and the entire Together for Good experience has definitely inspired me to want to do even more. I feel extremely honored to be part of this initiative!” At a TFG Council dinner with Chairman and CEO Lynn Harton in Greenville, South Carolina, this summer, team members from across the footprint shared the ways the foundation has worked to make a difference for people in their communities. Wilson said the opportunity to work with the foundation came about at a time when “we were all overwhelmed” due to the Covid-19 pandemic. But Wilson said she soon learned that while her reach may be small as an individual, when more people come together to make a difference, the impact increases. For Jackson, listening to her teammates share their positive experiences at the dinner was a full-circle moment. Their stories validated the hard work that Jackson put in alongside Harton to put the foundation into place and brought to vivid life the philosophy of “doing well by doing good.” Through the United Community Bank Foundation and the Together for Good Council, United lives up to its mission to serve its communities in ways that go beyond banking services.

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Building a Headquarters Greenville, SC In March 2022, United Community celebrated the groundbreaking of its new corporate headquarters in downtown Greenville, South Carolina, with approximately 200 attendees, including South Carolina Governor Henry McMaster. United relocated its headquarters to South Carolina in 2021. Shortly after the groundbreaking in 2022, United began construction on its new headquarters location at 200 East Camperdown Way, near the Reedy River and Falls Park. The building is expected to be completed in spring 2024 and will house more than 300 employees, including all company executives. The building will also have a state-of-the-art retail branch in a convenient location for area customers. The building is being designed to meet the WELL Building Standard, which is a vehicle for buildings and organizations to deliver more thoughtful and intentional spaces that enhance human health and well-being. The project is being developed by Steve Navarro with The Furman Co. McMillan Pazdan Smith is the architect, and construction is led by Harper General Contractors.

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WE ARE EXCITED FOR WHAT’S AHEAD FOR THIS STATE, THIS COMMUNITY, AND OUR COMPANY. WE LOOK FORWARD TO GROWING TOGETHER. - CHAIRMAN AND CEO, LYNN HARTON

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United Community’s New Logo Rollout Makes a Splash The refreshed branding for United Community is a milestone for the bank. United is building on its legacy and adopting a new, more vibrant look so the bank can keep and attract customers and employees for decades to come. United has grown and expanded in recent years to become one of the largest banks in the Southeast. Given the desire for the bank’s look and feel to best reflect the organization, the Greenville-based bank seized the opportunity to refresh its brand, starting with a new logo. The older branding carried the bank through more than a dozen mergers and a change in corporate headquarters. Now in Greenville, South Carolina, bank officials are building a new headquarters and will leverage the new (but not too unfamiliar) look for the future. The change reflects a strategic decision to honor the legacy of the 73-year-old brand and, at the same time, demonstrate United’s commitment to a greater focus on “Community,” which is at the heart of the bank. “Changing our logo and branding is a small thing, but we think it’s important and can make a big difference,” said Abraham

Old Logo

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Cox, United’s Chief Marketing Officer. “As we continue to invest in our established markets and expand into new markets across the Southeast, we believe our new logo represents who we are—as a bank and as a builder of communities.” “This logo change also reflects our focus on people, who are the heart of the brand. Our people are united in providing exceptional banking service and instilling trust while caring deeply for the communities we serve,” Cox continued. United’s internal team worked with the Crawford agency in Greenville to find the right logo design, noting that the bank’s stakeholders wanted a modernized logo design with a new feel. “While the look is more modern, the message is the same—we are united to serve our communities,” said Cox. “At United, we work together as a team to make life easier for our customers and for each other. The new logo builds on our history and legacy of serving our customers with excellence, and it represents our enthusiastic and adaptive approach toward the future.”

New Logo

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Lynn Harton, Chairman and CEO of United Community Banks, Inc. (NASDAQ: UCBI) and its subsidiary bank, United Community, acknowledges the old logo served the bank for many years. However, with growth and acquisitions, the bank’s analysis and feedback from team members suggested that a new logo would offer a more accurate reflection of who they are as an organization. As a relatively new team member, having joined the bank in November of 2022, Cox liked the focus on “United” because it implied a focus on team. He thought the color blue exuded trust and confidence. At the same time, he saw opportunities to make the design cleaner and have a more defined and distinct logo symbol. A key goal, according to Cox, was distinguishing the bank from other banks, including the other “Uniteds” in its markets. And in dropping the word “bank” from the logo, United is focusing on the most recognizable and important parts of its name—United and Community. “We very intentionally brought together United and Community with our new look,” Cox explained. “We wanted to portray a stronger sense of community and emphasize working together for all customers and employees. We believe this is an opportunity to evolve our brand while connecting with our stakeholders in even more purpose-driven ways.” The new logo and branding are being rolled out over the course of next year, starting in Alabama and Florida, and will include updated exterior signage on all United Community banking centers. The message is already getting through. In July, United landed a top spot on Newsweek’s List of Most Trusted Companies in America. Earlier this year, United earned a Greenwich Excellence Award in Overall Satisfaction in Small Business Banking (South) and was recognized by Forbes as one of the World’s Best Banks, America’s Best Banks, and America’s Best Midsize Employers.

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Expanding your business. It takes a community.

You’re an integral part of your community’s economic development. Gain momentum with a bank that prioritizes local decision making to expedite your business growth. Learn more at ucbi.com/why-united-business.

2023

Optimizing Your Online Presence: Tips for Building Your Digital Brand By Donna Isbell Walker You’ve likely given a lot of thought to your brand. You’ve thought through whom you want to serve, what your logo looks like, what you want to be known for, and how you want your business to be perceived. What you may not have considered is how your brand translates to the digital space. Over the past several years, consumers have turned more and more to digital solutions to conduct business and make purchases. This mass shift in consumer behavior has triggered

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an acceleration in digital innovation like we’ve never seen before, and now, customers have even higher expectations around the online user experience (or UX). While you likely do not have the budget of some of the major brands, there are some simple and inexpensive ways to be sure your brand shows up for people searching for the solutions you can provide—and that their experience with your brand digitally is just as good as it would be walking through your brick-and-mortar front door.

Here are four suggestions to help your brand capitalize on its digital presence:

Search engine optimization: Your target audience will be looking for content using specific words and phrases. Make sure your brand shows up in Google searches by using the right keywords and phrases in the titles of your website content. There are low-cost SEO tools online that can help you gauge how your website content is performing and can give recommendations on how to improve. And be sure your Google business profile and other listing management tools are up to date. Conflicting or out-of-date information will cost you.

Accessibility: Make sure you are accessible and user-friendly. Smartphones are here to stay, and more people than ever are using their mobile devices to access the internet. Be sure that your website experience is as easy to navigate on mobile as it is on desktop. Ensuring your website is accessible doesn’t stop there. It’s important that you understand and comply with relevant legislation such as the Americans With Disabilities Act and Web Content Accessibility Guidelines. It also guarantees that your digital presence is inclusive and that your brand is able to serve all people, regardless of ability.

Social media presence: Gone are the days when a brand was fully controlled by advertisers. Customers expect to interact and engage with their favorite brands and content creators through social media and other digital platforms. Stay top of mind by ensuring that your brand has a presence on the channels where your customers and prospects spend time. It’s important to make sure that your “about” information is up to date to make it easy for prospective customers to do business with you. And be sure to engage with both positive and negative comments to show the digital community that you care.

Be helpful first: Chances are, you’re passionate about the product or service that your business provides. It’s easy to talk about your brand and your products, but that may not be what customers are looking for. To effectively market your product, you need to understand your customer’s “why” and answer for yourself how your product fills a need. One way to do that is by producing helpful thought leadership content to position your company as an expert in your industry. Helpful, authoritative content on your website will prompt Google to rank you better in search results, and promoting useful content on social media and other channels will remind potential customers that you’re there to help them, not just to sell them a solution that they may or may not need.

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ENTREPRENEURIAL PR OFILE

United Community’s Support Boosted Zaxby’s Franchise Success Spartanburg, SC | By Kevin Dietrich When Tony Quillen and Brian West became business partners and Zaxby’s franchise owners 11 years ago, they had a pretty good idea what made the other tick. Both were born in Spartanburg County and graduated from Spartanburg High School in 1988. They played sports together in school, and they both still reside in their home county.

What gave the duo an additional boost was the assistance they received from United Community. The team there helped the two secure commercial loans and refinance existing loans and ensured they were aligned properly for future growth and success.

“We’ve known each other a long time, all the way back to when we were kids, and we both knew we were on the same page as to what we wanted and how we wanted to go about getting it done,” West said. The pair’s familiarity with the area was just as important as their comfort with one another, Quillen added. “It’s helped living in this area all of our lives,” Quillen said. “We know the area, we have connections with the people who live here, and we have a high comfort level operating in this market.” 32

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Brian West, Glenn Manning, Tony Quillen

William Marcus, Commercial Relationship Manager with United Community in Spartanburg, has worked with Quillen and West over the past six years and is consistently impressed by the way they embrace their communities.

When interest rates dropped in 2020, for example, United helped the pair take advantage of market conditions by refinancing three of their SBA loans, converting them into conventional loans with better terms.

“They are both truly involved and plugged into the communities they serve,” he said. “The success they’ve had over the years has been a byproduct of their communities recognizing their positive investment in time, capital, and people.”

“One of the things that stood out for me was that United suggested we refinance our SBA loans, loans that we had gotten through them,” West said. “They didn’t have to do that, since it probably cost them money. We’re grateful they put our needs first, and it’s part of the reason we have a good relationship. We know they care about us.”

Today, the pair own four Zaxby’s—in Clinton, Gaffney, Roebuck, and Laurens. They’re also scheduled to open restaurants in Greer and Gaffney in the next few months. They employ approximately 180 individuals, some of whom have been with them for over a decade. “Our goal has never been to run the biggest operation, but rather the best operation,” West said. “The more good stores you own, the better you do. You can have 15 average stores, but you might not be in better shape than if you had six good stores.” Relationship banking United Community is uniquely positioned to support businesses through the many stages of organizational growth, from start-ups to well-established entities. United provides many services, including SBA loans for franchises and fledgling operations, equipment financing, treasury services, and corporate banking solutions. United’s versatility has proven beneficial to Quillen and West as their operations have continued to expand. They were able to grow from two locations to four thanks in part to the relationship they began with United Community in 2016. Working with United SBA Sales Manager Patrick Mizzell, they secured SBA construction loans to build the Clinton and Roebuck locations. Prior to meeting with Mizzell, the two hadn’t thought about getting an SBA loan, West said. Quillen and West began working with Marcus the following year, and Marcus helped provide in-market relationship management for many of the duo’s financial services needs.

United also worked with Quillen and West to position their franchises for future growth, specifically leveraging assets and capital to fuel ongoing expansion. This was more complicated than it might sound, as each of the six current and future Zaxby’s franchises is a separate limited liability company. “This relationship is a great example of how United Community partners with our customers and our teammates to provide a holistic approach to our customers’ needs,” Marcus said. In the beginning Zaxby’s got its start in Statesboro, Georgia, in 1990. Four years later, Zaxby’s founders Zach McLeroy and Tony Townley decided to franchise the brand. Today, there are more than 900 restaurants in 17 states.

WE’RE GRATEFUL [THE BANK] PUT OUR NEEDS FIRST, AND IT’S PART OF THE REASON WE HAVE A GOOD RELATIONSHIP. WE KNOW THEY CARE ABOUT US.

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Quillen and West each operated their own individual Zaxby’s franchise before they started working together. Originally, Quillen had a restaurant in Duncan, while West had the Gaffney operation. In 2012, after a good bit of discussion, they became partners, with West selling the Duncan location so the two could open up in Laurens. Laurens, with fewer than 10,000 residents, might not have seemed an ideal location for a fledgling operation. But it had a lot going for it, West said. It not only bordered fast-growing Greenville and Spartanburg counties, but there was a dearth of non-fast-food restaurants in the town. West understood this because he had spent many years as a United Parcel Service driver serving Laurens County. He knew the town and its people, and he recognized there was demand for a restaurant. Their instincts proved correct. “When we opened our Laurens store, we set a record for grand opening week sales, a record that stood for many years,” Quillen said. Two years later, they opened in Clinton, and in 2018, they moved into Roebuck, essentially across the road from Dorman High School, the largest high school in the state.

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According to West, once their proposed restaurants in Greer and Gaffney are up and running, they should have enough mass to fully reap the benefits of lower operating costs and multiple revenue streams. Each franchise is a substantial investment, however. “If you’re going to be a franchisee, you’ve got to go out and find the land and buy it. You’ve got to deal with the building costs,” Quillen said. “Today, each restaurant represents a seven-figure investment.” That money comes out of the pockets of the franchise owners, not the parent company. “With that kind of investment, you want to make sure you do it right,” Quillen added. “When you invest in something like that, you know it’s for the long haul.” Success hasn’t changed Quillen and West, Marcus said. “I met Brian and Tony in 2017 as they were opening their Roebuck location,” he said. “My first impression of them then is the same as it is now. They are humble, hard-working men who are invested heavily in their faith, their family, and their desire to serve and grow the communities that they know and grew up in.”

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Q&A with Lynn Harton: Small Business Advice and More By Ann Marie Harvey

Q: What leaders have inspired you over the

Q: What qualities do you think leaders of today are lacking?

A: The people who have inspired me the most are those I’ve worked with. Two of those include John Allison and Henry Williamson. John built an incredible team—each member had a specific unique strength that complemented each other and made the group stronger. John was the head, the strategic vision. Henry was the heart, the one that brought a culture of connection to the company. I could name several more that I feel fortunate I got to work with. I’ve also learned a lot from several who were terrible leaders. Learning what not to do is just as important as knowing what to do.

A: If there is one thing I particularly see in small business, it’s that owners are not always realistic about the team they need to take their business to the next level. As we speak, I am remembering specific owners that I have worked with who were not able to reach their potential—or failed— because they were not willing to upgrade their team as their company grew. The most important thing a business owner can do is change their mindset from being the best at what they do to being a great CEO. As a CEO, I think you should be confident that everyone on your team is better at what they do than you are. I can’t be the best at everything, so I must have the willingness and vulnerability to get the people on board that will make the team better.

years?

Q: How do you stay visible and available to your employees? A: I’m naturally an introvert, so I must be intentional about it. We have an all-employee video call every quarter, and we have just started having my staff meetings on the road so we can connect with our market teams in a more personal way. I also send an all-employee email once a month and encourage employees to email me back. When people are willing to respond, I know I’ve done a good job with being open and vulnerable.

Q: What can someone do to improve their leadership skills? A: Being a good listener is one characteristic that every leader needs. If you think you’re a leader but no one is listening, then you’re not a leader. Go out, listen, and connect. Create an atmosphere where people are willing to tell you the truth. As a CEO, good news floats up like helium, but bad news needs to come up like that as well. Another form

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of listening is reading. What are you doing to make yourself better? What books are you reading? What things can you take away from that? Can you use those things to create some vulnerability on your team? Start a book club with your team and read a book together each year. Get involved with CEO-focused or industry groups that make you think and allow you to network. Build those networks and try to find ways to improve yourself. Q: What are you currently working toward? What’s the next step for United? A: The banking industry has been under pressure from the most rapid increase in interest rates in 40 years. We all saw and felt the stress from three large (and unexpected) bank failures earlier this year. Fortunately, fears of additional failures have largely passed, with the current focus turning to understanding the effects of interest rates on bank profitability. Our focus is on our customers and our employees. For customers, reaching out proactively so that they understand our strength and also making them aware of ways they can increase their income from their deposits. For employees, helping them also understand the environment and what we need to do to be successful. Following every crisis situation, there are great opportunities on the other side for those that are prepared to take advantage of them. We believe we will see opportunities to hire talent and to bring other banks into the United family in the next few years. Until then, we are tackling some technology projects to make banking even better for our customers and employees. Q: How do you respond to problems? A: The No. 1 thing to do is be calm—emotion gets in the way of rationality and getting something fixed. When you’re in a position of authority, any emotion you show is multiplied in the hearer’s mind by a factor of 10. If I’m calm and ask a lot of questions, then I’m perceived as being interested in finding a solution. Anytime we have a problem, we conduct an After-Action Review to figure out what we can learn from the situation and how we can do it better next time.

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Q: What advice do you wish someone had given you earlier in your career? A: A piece of advice I’ve come back to many times came from the head of marketing at BB&T, Joe Jeffcoat. He said it’s not a matter of what you can achieve or get in life, it’s a matter of what you’re willing to give up to achieve it. It’s so true—we moved 12 times for my career, and that will put stress on any family. As John Maxwell once said, “If you want to do what I do, be prepared to do what I did.” Q: What are some trends you are seeing that will affect the small business owner? A: Social media allows other companies to compete for your customers without being local. It can make or break your brand, so get a handle on social media and use it to your advantage. Q: What do you know that business owners need to know? A: Business owners need to know they are appreciated. I love working with entrepreneurs —they are passionate about their life’s work and make a difference to their customers, employees, and communities. People really appreciate small businesses for those things and the impact they have. Q: What would you say to business owners who are hesitant to proceed with growth plans because of interest rates? A: I think about the businesses we bank in a simple fashion. I look at the predictability of your income statement and the strength of your balance sheet. The less predictable your income, the stronger (less leveraged) your balance sheet needs to be. The more predictable your income is, the more leverage you can handle on your balance sheet. Today we are going into an environment that is less predictable for everyone given the Fed’s rate-tightening, inflation, and increasing employee costs. Given that, focus on building a strong balance sheet. You’re not investing in a business for next month, you’re investing in a business for two, three, five years or more

from now. If you haven’t built that balance sheet and it’s more leveraged than optimal, then it’s not the time to expand. Get your liquidity where it needs to be so you can take advantage of the next downturn. The strength of your balance sheet determines how much flexibility you’ve built into your business plan.

official, and the final thing is to let them go. You have to be fanatical about building your team and bringing on the right people who align with your values. Having a bad apple on the team just affects morale and brings the team down.

Q: What are some common mistakes you’re seeing that business owners are making?

Q: When it comes to thought leadership, what areas are really important to you to touch on?

A: We’ve seen a lot of management teams that were unable or unwilling to go to their customers and raise prices during these inflationary times. If you can’t cut expenses but your employee costs are going up, you have to find ways to pay for that somewhere else. Hoping it gets better never works. Be prepared to manage during this kind of environment.

A: The things I like to read and the thought leaders I follow focus on human relationships—how to improve and understand your own weaknesses better and how to build better teams or a great business. I love listening to experts in any field and appreciate talent anywhere. Even if it’s something I don’t enjoy, I want to be around the talent.

Q: If we had a room full of small business owners, what would you want to say to them?

Q: What are you passionate about within small businesses?

A: Come bank with United—we understand local, and we would love the opportunity to talk to you. I honestly believe it’s all about the quality of service we provide. I had a personal situation this morning where I had some money transferred out of an investment account to pay some renovation bills. The transfer was handled incorrectly by the investment company— instead of putting money in my United account, they had taken it out! I called my banker, and she had it all handled in 30 minutes. I promise you if I had been banking with any other bank, I wouldn’t be having this interview—I’d still be trying to get my money back! Q: What is the one thing business owners need to know to grow their business? A: You need the right people on your team and the wrong people off your team. Culture is what you do, not what you say. Our culture at the bank includes treating people the way we want to be treated. If we have a talented employee who doesn’t live by that Golden Rule, the first thing we do is talk to them about it. The second thing we do is make it

A: It’s fun to see people build something. One of my first customers started a tool rental company from a small piece of family land. We lent him $50,000, and several years later he sold his company for $8 million. This country is the only place in the world where you can do that. I enjoy getting to learn about our different customers, hearing their stories and how they made their businesses successful. Q: Will you tell us a little about you personally? A: I’ve been in banking my entire career and became CEO of United Community in 2012. My wife and I have two Aussie Doodles, and we both have a passion for golf. I have two daughters: one is a banker, and the other is a data scientist. I am a proud grandfather to two adorable children. Although my wife is Italian, she was raised in Brazil, so we travel there each year to visit her family. I love what I do and plan to keep doing it for as long as I am able. I do sometimes dream about one day retiring to play electric blues guitar in a dive bar in Myrtle Beach, South Carolina. If that ever happens, you heard it here first!

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BOARD OF DIRECTORS PROFILE

Ambassador David Wilkins Brings Wide Experience to United Board of Directors By David Dykes United Community’s Board of Directors is composed of experienced and notable members whose deep understanding of their respective fields helps guide United as the bank achieves its aspirations while upholding fiduciary responsibilities to shareholders. Ambassador David Wilkins, one of those members, supports United in navigating political waters at the county and state levels as the bank grows into new markets and establishes a foothold in Greenville. Wilkins, a partner at Nelson Mullins Riley & Scarborough LLP in Greenville, South Carolina, has been the US Ambassador to Canada and Speaker of the South Carolina House of Representatives. That experience provides a valuable perspective to United’s board, making him well-suited to serve as an independent director for United and a member of the Risk Committee. The Risk Committee’s primary function is to assist the Board of Directors in fulfilling its oversight of the company’s enterprise-wide risk management framework, including the strategies, policies, procedures, and systems established by management for identifying, assessing, measuring, and managing the major risks facing the company. United, which operates in six states, has an 11-person board, including 10 independent directors and Lynn Harton, United’s Chairman and CEO. Wilkins says each board member brings a key strength, whether it’s in banking, financial services, marketing, academics, operations and technology, human resources, or small business.

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Several United directors have high-level executive experience. One independent director is James P. Clements, Ph.D., President of Clemson University. Another director and chair of the Risk Committee, Kenneth Daniels, began his career at First Union National Bank (now Wells Fargo) where he served as a senior commercial loan officer and commercial financial analyst. In 1983, he joined BB&T and led various credit and risk management functions as the company grew from $2 billion to $187 billion in assets. In 2003, he was promoted to Chief Credit Risk and Policy Officer and later to Senior Risk Advisor, a position he held until his retirement in 2014. “It’s critical for any corporate board to have independent directors,” Wilkins says. “It allows us to be the sounding board and to look over the shoulder to check policies. The board certainly doesn’t micromanage. We’ve got a tremendous leadership team that takes care of all the day-to-day operations.” Wilkins adds, “The great thing about this board is—Lynn on down—there’s a great relationship with the independent directors, and there’s a lot of feedback. It gels well. I’ve been on six corporate boards, and there’s not a better board that I’ve ever been on.” At Nelson Mullins, Wilkins chairs the public policy and international law practice group with a special focus on US-Canada interests. He served as the U.S. ambassador to Canada from June 2005 to January 2009, appointed by President George W. Bush. After returning home from Canada, Wilkins spent six years chairing the Clemson University Board of Trustees and is now a trustee emeritus member of that board.

TREAT THE CUSTOMER LIKE YOU WANT TO BE TREATED, AND TREAT THEM WITH RESPECT.

In 2010, then South Carolina’s Governorelect Nikki Haley tapped Wilkins to chair her government transition team. First elected in 1980, he served 25 years in the South Carolina House of Representatives. He was elected speaker in 1994—a position he held for 11 years until he resigned for his ambassadorship post.

Recently, he urged the passage of comprehensive state banking legislation that made it more attractive and easier to relocate United’s bank headquarters to Greenville. He also talked to members of the Greenville County Council regarding certain incentives for locating the bank’s headquarters in Greenville.

Wilkins is also the recipient of numerous honorary degrees and awards, including the state’s highest honor, the Order of the Palmetto.

“It was a great message by the bank that we’re here to stay. We’re serious. We believe in Greenville. We believe in South Carolina,” he says.

As ambassador, Wilkins helped resolve issues between Canada and the United States, including the decades-old softwood lumber trade dispute. He also worked on issues such as energy, national security, the environment, trade, and travel. One year, he traveled with top Canadian defense officials to a forward operating post in Afghanistan on Christmas Eve and served troops coffee and doughnuts on Christmas Day.

But even as the bank continues to grow, the approach is straightforward, Wilkins says.

“I came back saying if I ever say anything negative, I’m going to slap myself, because these guys were in the greatest spirits, and they were bragging on the U.S.,” Wilkins says. Wilkins’s extensive legal, regulatory, and governance experience has helped him in his role on the United Board of Directors.

“We don’t want to change the culture,” he says. “That starts at the top with Lynn Harton. It’s customer-oriented. When you reach out to the bank, you’re not going to talk to a recording. You’re going to talk to a person.” And the goal of that, and every, interaction is simple. “Treat the customer like you want to be treated, and treat them with respect,” Wilkins says. “Be responsive and also be accessible.”

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EMPLOYEE PROFILE

Dixon Woodward: Setting a Course for Growth in South Carolina and Coastal Georgia By Licia Jackson

There’s no such thing as an ordinary day for Dixon Woodward, United Community’s State President for South Carolina and Coastal Georgia. Named to this position in 2018, Woodward is focused on business development and the business-related aspects of the banking operation. Woodward’s home office is in coastal Mount Pleasant, South Carolina, while the bank’s headquarters are up the road in Greenville. That makes for a lot of travel, as he also visits his other markets: the Upstate, Midlands, Grand Strand, and Lowcountry in South Carolina, as well as Savannah and the Golden Isles in Coastal Georgia. “Interstate 26 and (US) Highway 17 are my best friends,” Woodward said. A native of Columbia, Woodward has spent most of his life in South Carolina. He graduated from the University of South Carolina and then had aspirations of becoming a lawyer. However, very quickly, he realized that practicing law was not what he wanted to do. His father, a banker, connected him to what was formerly known as Carolina First Bank for an interview, and he was offered an opportunity as a management trainee. He worked in Columbia and then moved to Charleston, where he eventually joined United Community in 2015. He joined United for its empowering, supportive, and close-knit culture. “United Community is a trusting place, where good people try to do the right thing, for stakeholders, customers, and employees,” he said. When challenges arise, “we don’t spend a lot of time assigning blame. It starts with trust

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in each other. If you are not willing to give that, you won’t get it. You have to be willing to say that you need help.” Woodward is dedicated to seeing both his customers and his teammates succeed. As part of that, he helped establish United’s Commercial Credit Fellows program, which was designed to hire the best and brightest younger bankers and train them on underwriting commercial credit. Once they complete the program, they will be aligned with various markets as part of the portfolio management teams. These individuals should be a big part of the future success of United, Woodward said. On top of that, Woodward has played an integral role in United, a typically traditional bank, embracing new technologies and service models. In April, United opened a “Branch of Tomorrow” on the Charleston Peninsula: a smaller, more efficient banking center that takes advantage of virtual teller technology. It’s the first such location for United Community, Woodward said. The new banking center is a means of heading in the direction the banking industry is going, Woodward explained. “My kids will never cash a check at a branch, so we need to consider what channels we need to access those customers and how we can be in the right places. This is a pretty big step in the legacy of a progressive Southern bank.” The bank’s commitment to the community is also a pillar of the organization and deeply ingrained in its culture. Community service is something all employees embrace wholeheartedly.

One of the pillars of the United Community Bank Foundation is supporting the path to affordable homeownership, and as part of that focus, the bank partnered with Habitat for Humanity to build homes in each state United is located in over the past year. Woodward and his team participated in one of those builds in Mount Pleasant this spring. Everyone in the bank was asked to work on construction for one day, but many people went back and kept working on it. This level of personal engagement is typical of the bank’s employees, Woodward said. “It was not expected of them. They were going to go back and finish it.” Even with all of this, Woodward never loses sight of his ultimate goal—to serve his customers and meet their needs. “When we do venture out with new customers, it’s with a very thoughtful and reasonable solution. We have done the work so we can say we do have what they need,” he said. And, as a partner in trust, the banker may sometimes have to say, “I’m not the best fit for you. Here’s who you need to talk to.”

IT STARTS WITH TRUST IN EACH OTHER. IF YOU ARE NOT WILLING TO GIVE THAT, YOU WON’T GET IT. YOU HAVE TO BE WILLING TO SAY THAT YOU NEED HELP.

Faye Shepherd, Woodward’s executive assistant, said, “Dixon treats everyone exactly the same. It doesn’t matter if it’s employees or customers—he has the same welcome for everyone.” With the bank’s culture of mutual respect and its foundation of trust from the top down, Woodward said, “I couldn’t imagine a place that would be better for me.”

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Banking for your success. It takes a community.

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We support your goals by bringing personalized service, local decision making, and best-in-class solutions to the table, so you can succeed at what you do best. Learn more at ucbi.com/why-united

2023

ENTREPRENEURIAL PROFILE

LITUS* To Let: Serving Coastal Communities with the Help of United Community Myrtle Beach, SC | By David Dykes United Community bankers know their customers have complex business needs, and, as such, they provide personalized service and banking solutions that are tailored to help customers reach their goals. The story of LITUS* To Let is one of a steady 35-year relationship and of business that benefits a community. LITUS is a Myrtle Beach, South Carolina-based full-service property management company. It was founded in 1986, is locally owned and managed, and has a reputation for providing the best service and value to each of its clients.

LITUS, which is Latin for seashore, offers custom-designed management packages for complexes ranging in size from 16 to 800+ units. The company’s purpose is to address the needs of residential and commercial property owners and homeowners’ associations. It offers annual residential rentals, commercial leasing, and all phases of property management. The LITUS corporate office is located in the center of Myrtle Beach, occupying approximately 6,000 square feet, and there are 40 full-time employees. The company’s principals include Douglas Millar, a former automobile dealer who is a semi-retired broker-in-charge and considers himself the Corporate Night Watchman at LITUS. He is joined by his son, Chris, who describes his dad as a jovial sort who likes to get things done. Christie Manning, United’s market president for the SC Coastal Area, is their banker, neighbor, and friend of over three decades. Over the years, Douglas Millar has been so impressed with Manning’s customer-service approach that he has followed her to three different banks to remain a customer. “When we have an issue, we know who to call,” Douglas Millar says of Manning and her colleagues. “They have been absolutely spectacular to us in solving issues—as rare as they may be, one or two a year. She’s my banker. She’s my neighbor. She’s my friend.” Manning adds: “More than anything else, it definitely is a two-way street.”

Nate Rohler, Christie Manning, and Chris Millar

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Whether an HOA needs a $250,000 airconditioning unit or a $3 million elevator, LITUS helps connect the HOA with the bank and Nate Rohler, a United Community commercial relationship manager.

“We are here. We have been managing these associations,“ says Douglas Millar. “We know what the needs are. We have earned the opportunity to serve them, and, at the same time, they’ll trust us.” He adds: “We become the intermediary to get something done. And we can’t get that done without Christie and Nate.” LITUS’s services include regular physical plant inspection and monitoring, complete accounting services, development of a complete 20-year reserve analysis and reserve funding scheduling, energy audits to reduce utility expenses, a preventative maintenance program, and purchasing, with volume discounts passed on to each association using that service or product.

FA L L / W I N T E R

2023

WHEN WE HAVE AN ISSUE, WE KNOW WHO TO CALL. THEY HAVE BEEN ABSOLUTELY SPECTACULAR TO US.

In addition, for homeowners on its Long-Term Rental Program, the company provides a detailed and thorough selection of desirable tenants through rental reference verification as well as a complete credit background verification, preparation and execution of a legally binding lease agreement with the tenant, and payment of property-associated bills out of rental proceeds. Throughout it all, United stands as a trusted partner, remaining committed to providing exceptional banking service while caring deeply for the communities it serves. Chris Millar says he can pick up the phone anytime—during a meeting at 10 a.m. or 6 p.m.—and he can get a United Community banker on the line. “I just don’t have anywhere close to that relationship, nor have I seen close to that relationship, at any bank other than United Community.”

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Creating a better future. It takes a community.

Your business exists to make things better—for your future, for the people you love, and for the community you live in. It exists to leave the world a little better than you found it. By partnering with a bank that shares your goals, your impact can go even further. See how we’ve supported our communities at ucbi.com/united-in-our-communities.

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