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  • Issues | Regulation
  • Published: September 24th, 2015

Regulatory Scrutiny Focuses on Inadequate Strategic and Capital Planning

Once again, regulators are zeroing in on inadequate strategic and capital planning processes at many community banks.

  • Issues | Bank M&A
  • Published: May 10th, 2017

M&A Readiness: Making Sure Your Bank Can Do Acquisitions

Getting your house in order for acquisitions means coming up with technology, compliance and capital plans.

  • Issues | Bank M&A
  • Published: May 13th, 2015

Mind These Gaps

Bank Director President Al Dominick discusses the minefields in M&A.

  • Committees | Lending
  • Published: January 25th, 2017

Growing the Loan Book Through Automation

This article describes how technology can impact things like banker satisfaction, employee retention, morale and performance.

  • Issues | Bank M&A
  • Published: December 23rd, 2013

How to Handle Loan Portfolio Valuation and Avoid Trouble Later

Rick Childs and Chad Kellar write about loan valuation during an acquisition.

  • Issues | Bank M&A
  • Published: May 16th, 2016

Considering a Sale of the Bank? Don’t Forget the Board’s Due Diligence

Bank boards considering an offer to sell the bank should start with the strategic plan.

  • Issues | Legal
  • Published: November 25th, 2015

Mastering the Art of Unsolicited Takeovers

Frank Mayer III of Dinsmore & Shohl describes what a board should do if it receives an unsolicited offer.

  • Issues | Bank M&A
  • Published: September 25th, 2015

Stick to the Basics as Bank M&A Heats Up

This article describes the questions to ask about a pending M&A deal.

  • Issues | Bank M&A
  • Published: June 28th, 2017

Confidential Supervisory Information in M&A

Doing a bank merger or acquisition requires due diligence. But how do you address confidential supervisory information?

  • Committees | Audit
  • Published: August 18th, 2015

Saving Money as Part of Due Diligence

As acquisitions continue to play a major role in financial institutions’ strategic growth plans, management teams and boards are under increasing pressure to deliver results—with minimal surprises.

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