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• W263742552 abstract "[ILLUSTRATION OMITTED] A few months ago, community banker Guttau attended a Dodd-Frank seminar. Talking with a speaker afterward, he vented some frustration. got into this game 39 years ago, and I may have waited too long to get out, he said. Mick, I hear that over and over again, the consultant answered, with sympathy. Reflecting on that while driving back home to Treynor, Iowa, Guttau realized something: If folks running other banks are feeling that way, then that's a lot of opportunity! By the time I got back, says Guttau, was all again--which isn't bad for a guy who's 64 years old. Guttau, chairman and CEO of Treynor State Bank, has more than being fired up in his corner. While community bank survival defies any single formula, his family-owned bank's strategy represents a good model for many. It all goes back to a decision made by Guttau, his wife, Judy, and his family board a bit less than a decade ago. Time to engage and shift Guttau bought the bank in 1978 and for many years it had been an innovative, but still very local community bank. But then Guttau decided change was in the wind and it had to be met. Treynor State had to adopt more sophisticated approaches, become better at pricing and asset-liability management, and become sales-oriented, no longer content with waiting for business to walk in the door. Growth had to be stimulated further, but with good control. Part of this involved asset-liability management training, and Guttau asked his son, Josh, now 34, to schedule some vacation time from his corporate job with First National Bank of Omaha and take the training. came to me afterward, and said, 'Dad, I don't think you can make this kind of change without me running it, referring to the new ALM program. agreed, and the younger banker, an MBA, left First National and came back to the family bank. The trick would be evolving the bank without losing what made it stand out from large-bank competition. Mick and Judy have created a culture here that I'd put against any says Josh. Reimagining Treynor State The Guttaus set out to evolve their bank in multiple ways, and have done much of what they set out to do, though the do-list will likely never end. The bank, once relatively small, has grown. It now tops $200 million in assets (plus $230 in trust assets), versus about $50 million seven years ago, when the revamping began in earnest. Geographic expansion ranked high. The bank branched into Council Bluffs with an in-store branch at a HyVee and another office, as well as into another Iowa community. Before the branches, Guttau says, his lenders were able to pick a few loans beyond Treynor, but now they are able to develop full banking relationships, the bank's strength and preference. And the in-store branch, grown beyond the size and scope of typical store locations, actually drives trust business, a bank profit center. The bank was always technologically advanced for its size. The elder Guttau, a pilot, is actually the family's nut and Josh sometimes grins and bears it when Dad picks a new toy. But a gadget that has made a special difference is remote deposit capture. Historically, Treynor was cow country, and beef feedlots were part of the scene. In time, much of that business went away and row crops dominated local ag. The bank not only maintained, but expanded its expertise in feedlot lending. It hired a specialized banker from a big bank, which combined with and Josh's own ag background and some board-level feedlot expertise created the basis of a growth niche. [ILLUSTRATION OMITTED] Treynor State now banks 16 feedlots in Iowa and Nebraska, and is going to expand that by 50% in 2011. In time, the specialty may go national, says Josh Guttau. Remote capture and online banking made relationships with out-of-town operators practical. …" @default.
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• W263742552 date "2011-03-01" @default.
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• W263742552 title "Got the Blues? Try a Little Reinvention: How One Iowa Bank Took Itself to the Next Level without Losing Its Local Touch" @default.
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