ANNUAL MEETING
GENERAL INFORMATION
The 16th Annual Meeting of
Shareholders will be held at 10:00
a.m. on Tuesday, May 17, 2005, at
the Springfield Area Chamber of
Commerce, Springfield, Missouri.
CORPORATE PROFILE
Great Southern Bancorp, Inc.
("GSBC" or the "Company") is the
holding company for Great
Southern Bank (the "Bank"), which
converted from a mutual to a stock
company in December 1989. In June
1998, the Bank converted from a
federal savings bank charter to a
Missouri chartered trust company.
Great Southern was founded in
1923 with a $5,000 investment, 4
employees and 936 members, and
has grown to over $1.8 billion in
assets, with more than 663
employees and in excess of 120,000
customers.
The Bank is headquartered in
Springfield, Missouri and operates
31 branches in 15 counties
throughout the Ozarks; 13 in
Springfield.
A community-oriented company,
GSBC and its subsidiaries offer a full
range of banking, lending,
investment, insurance and travel
services.
CORPORATE MISSION
The mission of Great Southern is
to build winning relationships with
our customers, associates,
shareholders and communities. We
carry out our mission through our
core values of teamwork, mutual
respect, doing what’s right and
uncompromising ethical standards.
We are deeply committed to our
relationships with our four
constituencies and view each with
equal importance.
We build winning relationships
with our customers and help them
make their lives better and easier
with our products and services.
We build winning relationships
with our associates, who have
chosen our company to share their
skills and talents and who deserve
the opportunity to reach their full
potential.
We build winning relationships
with our shareholders, who have
entrusted us with their wealth and
financial future and with our
communities, upon which our
company’s strength, prosperity and
future rest.
STOCK INFORMATION
The Company’s
Common Stock is
listed on The NASDAQ
Stock Market under
the symbol "GSBC".
As of December 31,
2004, there were
13,698,508 total
shares outstanding
and approximately
2,400 shareholders of
record.
The last sale price
of the Company’s
Common Stock on
December 31, 2004
was $35.00.
HIGH/LOW STOCK PRICE*
First Quarter
Second Quarter
Third Quarter
Fourth Quarter
Year Ended
December 31, 2004
Low
High
$22.55
$25.11
24.51
30.48
26.47
36.06
30.71
43.25
Year Ended
December 31, 2003
Low
$18.07
17.88
19.00
19.45
High
$19.87
19.85
21.93
23.66
DIVIDEND DECLARATIONS*
Year Ended
December 31, 2004
Year Ended
December 31, 2003
First Quarter
Second Quarter
Third Quarter
Fourth Quarter
$.100
.110
.110
.120
$.075
.090
.090
.100
*Adjusted for 2004 two-for-one stock split in the form of a stock dividend.
CORPORATE HEADQUARTERS
1451 E. Battlefield
Springfield, MO 65804
1 (800) 749-7113
MAILING ADDRESS
P.O. Box 9009, Springfield, MO 65808
DIVIDEND REINVESTMENT
For details on the automatic reinvestment
of dividends in common stock of the
corporation call:
1 (800) 725-6651 or write:
Great Southern Bancorp, Inc.
Shareholder Relations
P.O. Box 9009
Springfield, MO 65808
FORM 10-K
The Form 10-K report filed with the
Securities and Exchange Commission may
be obtained from the Company’s internet
website at www.greatsouthernbank.com
or without charge by request to:
Rex Copeland
Treasurer
Great Southern Bancorp, Inc.
P.O. Box 9009, Springfield, MO 65808
INVESTOR RELATIONS
Teresa Chasteen-Calhoun
or Kelly Polonus
Great Southern Bank
P.O. Box 9009, Springfield, MO 65808
AUDITORS
BKD, LLP
Hammons Tower
P.O. Box 1190
Springfield, MO 65801
LEGAL COUNSEL
Silver Freedman & Taff L.L.P.
1700 Wisconsin Ave., NW
Washington, DC 20007
Carnahan, Evans, Cantwell & Brown
P.O. Box 10009
Springfield, MO 65808
TRANSFER AGENT AND REGISTRAR
Registrar & Transfer Company
10 Commerce Drive
Cranford, New Jersey 07016
2004 Annual Report for Shareholders
CONTENTS
2 Chairman’s Letter to
Stockholders
Our performance continues
to gain us recognition at the
national and local levels.
4 President’s Letter to
Stockholders
We were able to hit these
marks because of our
commitment to build winning
relationships with our
customers, associates,
shareholders and
communities.
8 Focusing on Service
As our customer base has
grown to include more and
more people, so too has our
portfolio of products and
services.
12 Scoring Direct Hits
Great Southern explores a
number of strategic
initiatives designed to focus
resources where the
potential is greatest.
16 Targeting Opportunity
While we expand our
presence in the primary
service area, we’re also
keeping a sharp eye out for
new growth opportunities
outside.
20 Aiming at Core Values
As Great Southern has
grown, so too has our
capacity to help.
Cover Story:
HITTING THE MARK
Aim. Focus. And Deliver.
In Southern Missouri, nobody
offers a greater portfolio of
financial products and services to
their customers than Great
Southern. Recognizing needs.
Seizing opportunities with new
products. Expanding our markets
and keeping a sharp focus on
service. We’re hitting the mark.
1
reasons: it was the 15th
anniversary of our
conversion to a public
company, our commercial
loan portfolio surpassed
the billion dollar mark, and
incidentally, it also marked
my 30th year as Chairman
of Great Southern.
To recognize our Board
of Directors and
Management Team for their
roles in our extremely
successful first decade and
a half as a public company,
we traveled to New York
and officially opened the
NASDAQ Stock Market on
December 3rd. The
extraordinary experience
capped off the year and the
C H A I R M A N ’ S L E T T E R T O S H A R E H O L D E R S
2004 was a
momentous year
for several
comradeship further
strengthened the
underlying foundation of
our main key to success—
our people.
comprehensive review of
internal control processes
that has ever been
performed at the company.
Having been through the
performings as a
percentage of total assets
were .35% at December 31,
2004, down from 1.07% at
December 31, 2003.
I can’t help but reflect on
the remarkable growth and
overall performance we’ve
been able to achieve over
the past 15 years. When
comparing the quarter
prior to going public (9-30-
89) and the fourth quarter
of 2004, assets have gone
from $482 million to $1.8
billion; loans receivable
have increased from $375
million to $1.3 billion;
deposits are now at $1.3
billion as compared to $327
million in ’89 and earnings
per share is more than 16
times the prior level – $.03
in the ’89 quarter and $.49
in the ’04 quarter.
As of December 31, 2004,
each share of stock
purchased at $9.00 in the
initial public offering had a
value of approximately
$420. We’ve fared well and
in almost all cases, without
exception, we’ve “hit the
marks.”
2004 was a challenging
year as a result of two
significant pieces of
legislation: Sarbanes Oxley
(SOX) 404 affecting all
public companies and
Check 21 impacting just the
financial industry.
SOX 404 has been and
continues to be a very
costly and time consuming
endeavor. Great Southern
associates, outside
consultants, external
auditors, and legal counsel
were all involved in
compliance which to date
has cost nearly $400,000
and thousands of man-
hours. SOX 404 compliance
was the most
initial test period, we are
now in a position to comply
with SOX 404 more
efficiently in the future.
Check 21 was designed
to foster innovation in the
payments system and to
enhance its efficiency by
reducing some of the legal
impediments to check
truncation. As a company,
we were prepared
technology-wise; therefore,
ours was mainly an issue of
customer education –
communicating that their
checks were going to be
processed differently and
ultimately clear their
accounts faster.
Despite the cost of
complying with the new
legislation, 2004 was
another good year for the
company. Earnings
increased 16.5% from $23.1
million for 2003 to $26.9
million for 2004. Earnings
per diluted share increased
15.7% over the prior year,
from $1.66 in 2003 to $1.92
in 2004.
In addition, the company
posted growth in all the
following areas: total assets
were $1.85 billion (up 20%);
gross loans receivable were
$1.31 billion (up 18%); and
total deposits were $1.29
billion (up 14%).
For the year ended
December 31, 2004, return
on average equity was
20.58%; return on average
assets was 1.58%; and net
interest margin was 3.77%.
Non-performing assets as
of December 31, 2004, were
$6.5 million, down 60% from
a year ago. Non-
Stockholders’ equity at
December 31, 2004, was
$139.2 million (7.5% of total
assets), equivalent to a
book value of $10.16 per
share.
Although our stock price
is down substantially from
its all-time high, it
continues to perform well
compared to our peers.
Following the week of
February 25, 2005, we
reviewed the index
performance summaries for
the last twelve months.
While the Stifel Nicolaus
Bank Index was relatively
flat at .2% and the S & P 500
Index was up 6.3%, GSBC
stock increased 38.2%. In
addition, we increased the
dividend twice and
declared a two-for-one
stock split during the
course of the year.
Our performance
continues to result in
recognition at the national
and local levels. In the April
2004 edition of the
American Banker, all U.S.
bank holding companies
were ranked on five-year
Return on Equity. With an
ROE of 23.93%, Great
Southern ranked 52nd out
of 150, or in the top 35%. In
the first nine months of
2004, the company
achieved an efficiency ratio
of 45.15%, with American
Banker ranking us in the top
6% of the 500 largest bank
holding companies.
Locally, for the second
straight year, Great
Southern received three
“Best of the Ozarks” awards
in the News-Leader’s
2
readers’ poll in the
categories of “Best Bank,”
“Best Travel Agency,” and
“Best Investment Brokerage
Services.”
The company was also
honored as a recipient of
the Springfield Business
Journal’s Economic Impact
Award in the financial
institution category.
Most importantly, when
consumers voted with their
wallets by choosing where
to do their business in
Greene and Christian
Counties in Missouri, our
home base of operations,
we once again led market
share with 19.50% of the
deposits; our closest
competitor was at 11.46%
(based on June 30, 2004
FDIC data).
There has been a
dramatic change in the
market over the past 10 to
15 years. Amid mergers,
acquisitions and the
opening of new banks,
Great Southern has stayed
focused and, at first quietly,
but now with a little more
fanfare, gone from 5th
position (5.5% share) to
first (19.50%).
We continue to believe
that our success is tied to
the growth and prosperity
of the communities
throughout the Ozarks in
which we live and do
business. To that end,
contributions,
sponsorships,
underwriting, etc. exceeded
$325,000 in 2004.
Two of our more
noteworthy endeavors this
past year included the
United Way Campaign and
funding for a second
Children’s Miracle Network
CARE mobile. Our
President, Joe Turner,
On behalf of the Board,
Management and
Employees of Great
Southern, I want to say
“Thanks a billion, again,”
for total assets are
projected to surpass the $2
billion mark this year. Each
milestone serves to remind
us of the debt of gratitude
we owe those, like yourself,
who have chosen to invest
in and do business with
Great Southern. We pledge
our best efforts as we
continue to earn your trust
and business in the years to
come.
William V. Turner
CHAIRMAN
served as the Annual
United Way Campaign
Chairman for Southwest
Missouri. Our employees
rallied around the cause
and raised over $35,000,
which the corporation
matched, netting a
commitment of over
$70,000.
As you’ve seen in past
reports, we funded the
initial CARE mobile, a
medical clinic on wheels
which is not dependent on
one’s ability to pay. With
demand far exceeding the
clinic’s ability to service, a
second RV has been added
to the fleet and we were
instrumental in making that
a reality.
Also on the community
front, we join with the rest
of Springfield in
congratulating our good
friend and customer John
Q. Hammons, for his
success in bringing minor
league baseball back to our
town. As a result of Mr.
Hammons first building the
stadium, the St. Louis
Cardinals have moved their
AA affiliate to Springfield,
Missouri. Play begins this
spring and Springfield
Cardinals Baseball is the
hottest ticket in town. We
feel so strongly about the
economic and quality of life
impacts of this endeavor, as
well as the benefits of
affiliation, that we have
committed to a five-year
agreement with the team to
be one of their Founders’
Club members. Among the
many opportunities
(primarily advertising and
promotion) this affords is
the exclusive right to
market a Cardinals
Checking Package.
As we look to the year
ahead, we do so with
reserved optimism knowing
2005 will be a much more
challenging year than the
several which preceded it.
With rising interest rates
and the changes we’re
beginning to see in
consumer behavior (which
are impacting fee income),
we will need to find
additional ways to generate
non-interest income while
further containing
expenses.
Market Share*
Based on Deposits in Greene
& Christian Counties
19.50%
Five Year
Cumulative
Total Return**
Great Southern
Bancorp
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Data as of: June 30, 2004.
3
** Graph assumes that $100 was invested in the Common Stock
on Dec 31, 1999 and that all dividends were reinvested.
these marks due to our
continuous resolve and
commitment to build
winning relationships with
our customers, associates,
shareholders and
communities. The
P R E S I D E N T ’ S L E T T E R T O S H A R E H O L D E R S
I’m proud to
report your
company achieved
many strategic goals in 2004
which culminated in our
strong financial
performance as stated in
our Chairman’s message.
We were able to attain
all of our associates to work
together across the
company to deliver more of
what Great Southern has to
offer, whether it is banking,
investments, insurance or
travel services.
This focus on the
foundation of our business
strategy is to live this
mission every day and
remain equally committed
to each of our stakeholders:
to our customers, who look
to us to help them manage
their financial lives and
make life better and easier;
to our associates, who have
chosen to employ their
skills and talents at Great
Southern and who deserve
every opportunity to reach
their personal and
professional potential; to
our shareholders, whose
investment in our company
makes our success
possible; and to our
communities upon which
the prosperity of our
company rests.
To strengthen our ability
to build these relationships,
we continue to focus on
bringing all of Great
Southern’s resources to our
customers. Our capability
to serve our customers is
critical to our success in
building relationships and
delivering the financial
products and services our
customers need. We are
developing better ways for
increased $42 million over
2003. Much of this growth
came from attracting
commercial deposit
relationships thanks to the
hard work of our associates
in Corporate Services,
Correspondent Banking and
our branches.
Our loan production
offices (LPO) in
metropolitan Kansas City
and the burgeoning
Northwest Arkansas region
continue to experience
solid growth with loans
outstanding of $79 million
and $98 million,
respectively. Residential
lenders were added in each
LPO market to broaden our
level of service. In January
2005, we opened our
company’s third LPO in two
years by entering the St.
Louis market. We expect a
strong book of business
from this market with the
hiring of a long-time St.
Louis banker to manage
that office.
In the industry, branches
continue to be the
dominant channel for the
creation of new banking
relationships and primary
seamless integration of our
company along with our
relationship-driven
business model supports
our strategy to grow
organically by deepening
and retaining existing
relationships and by
attracting new
relationships. In 2004, we
hit many key marks in this
strategy as evidenced by
our growth and expansion.
Loan demand in 2004
was strong in the region,
particularly in commercial
real estate and construction
lending, resulting in 18%
loan growth for the full year.
This growth was a leading
factor that generated an
increase of $7.5 million in
net interest income, our
strongest driver in earnings
growth.
Customer checking
accounts, a primary
relationship driver,
1.8
1.5
1.2
0.9
0.6
0.3
0.0
Net Income*
(per share of
common stock)
$1.92
Total Assets
in billions
$1.85
Total Deposits
in billions
$1.29
Total Loans
in billions
$1.29
1.755
5
1.50
0
1.25
1.00
0.75
0.50
0.25
5
0
0.00
Dec 90
Dec
’90
Dec 95
Dec
’95
Dec 00
Dec
’00
Dec 04
Dec
’04
1.2
1.0
0.8
0.6
0.4
0.2
0.0
Dec 90
Dec
’90
Dec 95
Dec
’95
Dec 00
Dec
’00
Dec 04
Dec
’04
1.2
1.0
0.8
0.6
0.4
0.2
0.0
Dec 90
Dec
’90
Dec 95
Dec
’95
Dec 00
Dec
’00
Dec 04
Dec
’04
Jun 90
Jun
’90†
June 95
Jun
’95
Dec 00
Dec
’00
Dec 04
Dec
’04
† Figure stated is as if the company was publicly
traded for all of the fiscal year 1990 (conversion
was in Dec. 1989).
*All per share amounts have been adjusted to reflect stock splits. The company converted to a calendar year in December 1998; therefore prior years’ net income
numbers will reflect a June 30 fiscal year end.
4
method of banking for many
customers. We continued to
concentrate on expanding
and better utilizing our
branch network. We opened
our 31st branch in
December 2004 in
Springfield. Our new facility
in Stockton is set to open in
March of 2005, which
replaces a temporary
branch used since
devastating storms hit the
area in May 2003.
Along with adding
branches, we are working
to utilize our branches so
that various lines of
business can more
effectively reach our
customers. For example,
our Partners for Success
initiative produced great
results in developing better
relationships with small
business clients. Partners
for Success enables the
branches to work directly
with a small business
banking branch liaison to
expedite small business
loans at the branch level. In
2004 we booked twice as
many small business loans
through the branches as
compared to 2003. Likewise,
Commercial Real Estate
& Construction Loans
in millions
700
$710
600
500
400
300
200
100
0
Dec 90Dec
’90
Dec 95
Dec
’95
Dec 00
Dec
’00
Dec 04
Dec
’04
in a partnership with Great
Southern Financial Services,
branch managers and
Personal Bankers attained
their insurance licenses to
sell fixed annuities through
our branches. Annuity sales
in our branches increased
270% over 2003.
Great Southern’s travel,
insurance and investment
divisions continued to grow
in 2004 with a 33% increase
in revenues over 2003.
All of these strategic
results are significant and
examples of how our 600-
plus talented associates are
hitting the mark in their
performance. Led by our
experienced management
team, our associates’
initiative, knowledge and
dedication to service drove
our success. The talent and
commitment of our
associates gives me
confidence we can continue
to achieve even greater
results in the future.
Looking ahead, we
understand that the future
always holds risks and
challenges, but we believe it
also holds great promise.
We expect 2005 to be a
challenging year as we work
to increase our revenue
growth and curtail the rate
of our expense growth. In
light of the projected
interest rate environment
and market demand, we
should continue to see
growth in commercial real
estate and construction
lending. We should also see
growth in deposits, mainly
in the commercial area.
We’ll continue to focus
on our relationship-driven
business model. We’ll also
continue to look for
potential new LPO sites in
other metropolitan markets
that fit our business model.
Some other strategic
S E L E C T E D C O N S O L I D AT E D F I N A N C I A L D ATA
2004
2003
December 31,
2002
(Dollars in thousands)
2001
2000
Summary Statement of Condition Information:
Assets
Loans receivable, net
Allowance for loan losses
Available-for-sale securities
Held-to-maturity securities
Foreclosed assets held for sale, net
Allowance for foreclosed asset losses
Deposits
Total borrowings
Stockholders’ equity (retained
earnings substantially restricted)
Average loans receivable
Average total assets
Average deposits
Average stockholders’ equity
Number of deposit accounts
Number of full-service offices
$1,845,679
1,287,443
23,489
355,104
48,610
2,035
---
1,294,838
401,625
139,187
1,215,138
1,704,703
1,223,895
130,600
76,769
31
$1,540,723
1,094,197
20,844
259,600
53,944
9,034
---
1,137,427
276,584
119,548
1,056,338
1,437,869
1,057,798
113,822
74,822
29
$1,402,638
997,647
21,288
236,269
52,587
4,328
---
1,021,957
268,494
104,709
1,000,044
1,344,989
963,255
95,728
73,861
29
$1,323,103
964,886
21,328
233,805
37,465
3,057
150
886,870
333,666
85,254
936,117
1,193,772
802,286
79,484
71,998
28
$1,130,178
890,784
18,694
126,409
27,758
2,688
---
751,042
291,573
71,049
843,170
1,013,963
676,633
69,208
73,394
27
The tables on pages 5, 6, and 7 set forth selected consolidated financial information and other financial
data of the Company. The selected balance sheet and statement of income data, insofar as they relate
to the years ended December 31, 2004, 2003, 2002, 2001, and 2000, are derived from our consolidated
financial statements, which have been audited by BKD, LLP. See Item 7, "Management's Discussion and
Analysis of Financial Condition and Results of Operations," and Item 8, "Financial Statements and
Supplementary Information" in the company’s Annual Report on Form 10-K. Results for past periods
are not necessarily indicative of results that may be expected for any future period. All share and per
share amounts have been adjusted for the two-for-one stock split in the form of a stock dividend
declared in May 2004.
5
P R E S I D E N T ’ S L E T T E R
initiatives will include
further utilizing our
branches to make
residential lending more
accessible to customers,
evaluating our customers’
satisfaction and enhancing
our customer relationship
tools to better understand
our customers’ needs.
Finally, I would like to
thank our customers, who
give us the opportunity to
serve their financial needs;
and our associates who
work hard every day to
ensure that we continue to
hit the mark. We will not get
complacent in our current
success and we are
committed to always make
Great Southern a greater
company for you, our
shareholders.
I welcome your thoughts
and suggestions.
Joseph W. Turner
PRESIDENT AND CHIEF
EXECUTIVE OFFICER
S E L E C T E D C O N S O L I D AT E D F I N A N C I A L D ATA
2004
$71,112
15,947
87,059
18,196
6,091
1,580
610
26,477
60,582
4,800
For the Year Ended December 31,
2001
2002
2003
(Dollars in thousands)
$63,283
12,896
76,179
16,582
5,400
588
594
23,164
53,015
4,800
$64,062
16,099
80,161
22,244
6,852
555
686
30,337
49,824
5,800
$76,107
13,390
89,497
32,405
10,339
2,483
680
45,907
43,590
5,200
2000
$77,399
8,751
86,150
32,244
14,312
2,305
---
48,861
37,289
3,106
55,782
48,215
44,024
38,390
34,183
7,793
12,726
992
(373)
403
1,751
23,292
22,007
7,247
1,784
761
794
811
903
1,309
485
3,160
39,261
39,813
12,933
$26,880
5,859
11,214
2,187
795
161
1,775
21,991
18,739
6,335
1,691
683
735
855
797
1,078
1,939
2,901
35,753
34,453
11,362
$23,091
5,786
8,430
1,575
3,443
57
1,186
20,477
15,842
5,337
1,426
514
622
828
769
808
597
2,245
28,988
35,513
12,301
$23,212
5,765
8,352
1,756
139
(87)
1,237
17,162
15,126
4,730
1,233
485
686
774
628
1,073
216
2,368
27,319
28,233
9,475
$18,758
7,024
5,968
570
(9)
(206)
1,135
14,482
13,642
4,529
1,152
521
713
703
690
1,311
(295)
2,037
25,003
23,662
8,184
$15,478
Summary Income Statement
Information:
Interest income:
Loans
Investment securities and other
Interest expense:
Deposits
Federal Home Loan Bank advances
Short-term borrowings
Subordinated debentures
issued to capital trust
Net interest income
Provision for loan losses
Net interest income after
provision for loan losses
Noninterest income:
Commissions
Service charges and ATM fees
Net realized gains on sales of loans
Net realized gains (losses) on sales
of available-for-sale securities
Net gain (loss) on sales of fixed assets
Other income
Noninterest expense:
Salaries and employee benefits
Net occupancy expense
Postage
Insurance
Advertising
Office supplies and printing
Telephone
Legal, audit and other professional fees
(Income) expense on foreclosed assets
Other operating expenses
Income before income taxes
Provision for income taxes
Net income
6
S E L E C T E D C O N S O L I D AT E D F I N A N C I A L D ATA
Per Common Share Data:
Basic earnings per common share
Diluted earnings per common share
Cash dividends declared
Book value
Average shares outstanding
Year-end actual shares outstanding
Year-end fully diluted shares outstanding
Earnings Performance Ratios:
Return on average assets(1)
Return on average stockholders’ equity(2)
Non-interest income to average total assets
Non-interest expense to average total assets
Average interest rate spread(3)
Year-end interest rate spread
Net interest margin(4)
Adjusted efficiency ratio (excl. foreclosed assets)(5)
Net overhead ratio(6)
Common dividend pay-out ratio
Asset Quality Ratios:
Allowance for loan losses/year-end loans
Non-performing assets/year-end loans and foreclosed assets
Allowance for loan losses/non-performing loans
Net charge-offs/average loans
Gross non-performing assets/year-end assets
Non-performing loans/year-end loans
1.79%
.50
524.43
.18
.35
.34
2004
$1.96
1.92
.44
10.16
13,702
13,699
13,995
1.58%
20.58
1.37
2.30
3.57
3.08
3.77
46.23
.94
22.92
At or For the Year Ended December 31,
2002
(Dollars in thousands, except per share data)
2001
2003
$1.68
1.66
.36
8.72
13,707
13,703
13,887
1.61%
20.29
1.53
2.49
3.68
3.60
3.89
45.08
.96
21.32
1.87%
1.46
282.02
.50
1.07
.66
$ 1.69
1.67
.35
7.64
13,726
13,714
13,880
1.73%
24.25
1.52
2.16
3.59
3.70
3.85
40.38
.63
20.81
2.09%
1.84
146.60
.58
1.34
1.43
$ 1.36
1.35
.25
6.21
13,780
13,726
13,858
1.57%
23.60
1.44
2.29
3.37
3.44
3.80
44.61
.85
18.52
2.16%
1.22
237.03
.27
.91
.91
2000
$1.08
1.06
.25
5.15
14,332
13,794
14,196
1.53%
22.36
1.43
2.47
3.26
3.26
3.81
48.87
1.04
23.58
2.06%
1.66
149.72
.20
1.34
1.37
Balance Sheet Ratios:
Loans to deposits
Average interest-earning assets as a percentage of
average interest-bearing liabilities
Capital Ratios:
Average stockholders’ equity to average assets
Year-end tangible stockholders’ equity to assets
Great Southern Bank:
Tier 1 risk-based capital ratio
Total risk-based capital ratio
Tier 1 leverage ratio
Ratio of Earnings to Fixed Charges:(7)
Including deposit interest
Excluding deposit interest
99.43%
96.20%
97.62%
108.80%
118.61%
112.52
112.30
111.22
110.67
111.06
7.61%
7.52
10.60
11.86
8.38
2.50x
5.81x
7.92%
7.75
10.86
12.12
8.88
7.12%
7.47
10.32
11.58
8.22
2.49x
6.23x
2.17x
5.39x
6.66%
6.44
6.83%
6.26
8.93
10.20
7.18
1.62x
3.09x
8.91
10.17
7.36
1.48x
2.42x
(1) Net income divided by
average total assets.
(2) Net income divided by
(4) Net interest income divided
by average interest-earning
assets.
average stockholders’ equity.
(5) Non-interest expense
(7)
(3) Yield on average interest-
earning assets less rate on
average interest-bearing
liabilities.
divided by the sum of net
interest income plus non-
interest income.
7
(6) Non-interest expense less
non-interest income divided
by average total assets.
In computing the ratio of
earnings to fixed charges: (a)
earnings have been based on
income before income taxes
and fixed charges, and (b)
fixed charges consist of
interest and amortization of
debt discount and expense
including amounts
capitalized and the estimated
interest portion of rents.
F O C U S I N G O N S E R V I C E
In southern
Missouri, nobody
offers a greater
portfolio of financial
products and services to
their customers than Great
Southern. In fact, in terms
of overall consumer
convenience, we outscore
our nearest competitors in
so many areas they may
well imagine we’re using a
shotgun to target the
market.
That’s partly true. As our
customer base has grown
to include more and more
people from all walks of life,
so too has our portfolio of
products and services. We
cover a broad spectrum.
But more to the point, as
our customers’ needs,
lifestyles and demands are
shifting, Great Southern’s
product and service
offerings are evolving too.
Gone are Christmas Club
accounts and midnight
tellers. At one time, they
were right on target. But
they miss the mark today.
In their places are a host of
more flexible savings and
investment alternatives,
along with the modern
conveniences of round-the-
clock, round-the-corner
ATM networks and online
banking.
Keeping a sharp focus on
service continues to reveal
additional opportunities for
growth as our customer
relationships build, and
drives the ongoing
development of targeted
new products and services
specifically designed to
attract, retain and serve our
customers more fully.
Already the dominant
provider of consumer
checking accounts in our
service area – and a major
player at the other end of
the spectrum in corporate
finance and services – Great
Southern introduced Free
Business Checking in 2004
to target the growing small
business market in
between. A TV and direct
mail campaign featuring
Grand Slam.
Baseball fans can show their true colors with the
bank’s exclusive Springfield Cardinals Checking
package, sporting Redbird checks, a special
CardsCard debit card and, for new customer sign-
ups, a free all-weather sports radio.
9
F O C U S I N G O N S E R V I C E
shredded currency and a
free office shredder with
new accounts urged
prospects to “Shred your
banking fees,” and
generated significant
increases in small business
relationships. Importantly,
we are able to follow-up,
develop and strengthen
these new relationships
with a dedicated Corporate
Services department
already in place, offering
big-business financial
expertise and on-site
service to our business
clients large and small.
For some companies, tax
and depreciation
advantages make it smarter
to lease new equipment
than to buy it outright. A
new leasing program adds
depth to our commercial
lending portfolio and hits
the mark for businesses
needing to expand
operating resources, from
computers and software to
heavy machinery and
medical equipment, while
preserving their cash and
credit lines.
On the retail front, one of
the more notable trends in
consumer behavior has
been the shift to online
purchasing, and our online
banking, bill pay, travel
booking and stock trading
services are all sharing
strong growth in sales and
popularity. The trend
suggests a desire for
consumer conveniences
like our new E-statement
service, and leads us to
electronic product
development ideas in other
areas as well.
Just in time for the
holiday shopping season,
Great Southern introduced
its own line of Visa® Gift
Cards, encouraging gift
givers to “send a card with
the gift they really want.”
Pre-paid gift cards eliminate
the hassle and guesswork of
shopping for the perfect
gift, a new consumer
convenience that was well
received. For the first time
since their inception, gift
cards became the gift
purchase of choice among
consumers nationally – 64%
bought gift cards during the
2004 holiday season. Unlike
many store-issued cards,
Great Southern Gift Cards
The banker is in.
VIP Banking specialist Heather
Ramsey streamlines banking and
financial services for busy VIP
clients, providing on-call
assistance, personal service
and insightful familiarity with
the specific needs of their
business or practice.
Cutting to the chase.
Targeting small business
prospects who feel their bank is
“nickeling and diming” them with
fees, Great Southern introduced
Free Business Checking – with no
minimum balance requirement, no
monthly service charges, no per-check
fees and a free paper shredder for their
office with their new account at our bank.
10
can be used universally, at
ATMs, online and wherever
Visa® cards are accepted.
Product enhancements
such as our new Great
Equity Card also zero-in on
consumer desires for more
convenience and control,
offering our home equity
loan customers debit-card-
easy access to their equity
funds, as needed.
An exclusive partnership
with Missouri’s new Double
A baseball franchise
heralds the timely
introduction of Springfield
Cardinals Checking, a
distinctive product
enhancement available to
all Great Southern checking
customers that includes a
Springfield Cardinals
checkbook, Redbird logo
checks, a special CardsCard
debit card and exclusive
discounts at the Springfield
Cardinals team store. Local
interest in the return of
affiliated minor league
baseball to Springfield after
a 50-year absence has made
it the No. 1 sports story
around here ... and a natural
for Great Southern support,
visibility and relationship-
building opportunities.
Importantly, our
commitment to customer
service is genuine, and
acknowledges an underlying
win-win reality that is
sometimes lost on other
innovators in the rush to
target key prospects. New
products like our Second
Chance Account actually
focus on credit-challenged
customers who have been
turned down by other banks
and simply need the
opportunity to prove
themselves with a fresh
start.
From an outside
perspective, it might look
like we’re trying to be all
things to all people. And to
some extent, we are. But it’s
not a shotgun approach. It
just looks that way because
we’re hitting so many
targets at once.
Christmas Card.
Our Visa® Gift Cards make it easy
for gift shoppers to check names
off the list, all in one stop at the
nearest Great Southern branch.
Cards are available in value
amounts from $25 to $500, and
let recipients choose what they
really want, whether it’s from a
favorite store, shopping online
or simply for cash.
Unlocking home equity.
Our new Great Equity Card
effectively lets homeowners
”borrow-and-pay-as-they-go“ for
remodeling projects, home
improvement expenses and other
needs, with the global access and
convenience of a combo
credit/debit card.
11
S C O R I N G D I R E C T H I T S
Along with the
Beach and Joplin markets,
sharpening of our
and at loan production
consumer banking
offices in the key markets of
Kansas City, St. Louis, and
Rogers, Arkansas.
skills, Great Southern
explores a number of
strategic initiatives
designed to focus resources
on other targets within each
of our business units, where
the potential is greatest.
In commercial real estate
and construction, the bank
has positioned dedicated
loan officers in our core
Springfield, Branson, Osage
On the heels of a stellar
year in 2003, commercial
lending recorded 18%
growth in overall loan
volume for the year,
including a $129 million
increase in construction
loan balances and an $8
million increase in
commercial real estate loan
balances. The year marks a
notable milestone for our
company as we surpassed
the billion dollar mark in
our commercial loan
portfolio.
A similar initiative in our
Corporate Services Division
is scoring equally
impressive results. This
team of specially trained
officers coordinates
services, referrals and
hand-off procedures
between departments to
offer every business client
our full array of corporate
services and conveniences,
regardless of their initial
product relationship or
personal contact point with
us. The team’s mission is
simple: Build on a winning
relationship. With the
expertise to address nearly
any financial need, they’re
hitting the mark. Corporate
Services generated $44
million in new deposits for
the year, with $17 million in
Best of the Ozarks
It’s not like we wait anxiously for the results every year. We already
know when we’re doing good, and where we can do better.
But it’s still gratifying to win outside recognition for being the best at
something. Especially when it looks like a habit.
13
S C O R I N G D I R E C T H I T S
business deposits and $27
million in public funds.
Now in its second year,
our “Partners for Success”
initiative focuses on the
bank’s extensive branch
network, arming local
managers with a dedicated
commercial loan officer on-
call to support their small
business development
efforts with our big bank
lending resources and
expertise. Branch liaison
Kent Lammers teamed with
branch managers to
develop millions of dollars
in additional loan business
for 2004.
Great Southern Financial
Services is also capitalizing
on the growth potential a
strong branch network
provides. A training
initiative to help branch
managers and personal
bankers attain insurance
licensing lets Financial
Services offer fixed
annuities and alternative
financial products to our
customers, on-the-spot at
the nearest Great Southern
branch.
Branch sales of Financial
Services products
increased nearly 400% –
and contributed to a banner
year for the division overall
as customers have also
enthusiastically embraced
our partnership with
Raymond James. Revenue
generation through the
Investment Division was up
73% over 2003.
Our initiative to target
correspondent banking
business has turned out to
be another direct hit.
Capitalizing on our internal
processing capabilities,
Great Southern serves as a
“bank’s bank,” offering
other local banks and credit
unions a full range of
services including check,
coin and currency
processing, ACH
origination, credit services
and assistance with
account reconciliation and
analysis. With a 30%
increase in annual business
volume - up from $95
million to $136 million for
the year, Great Southern
has become the dominant
player in southwest
Missouri.
For Great Southern
Travel, 2004 was largely a
year of reorganization and
refining procedures to
capitalize on acquisitions
made in 2003, including the
The price is right
With advance tickets to the Wheel
of Fortune and The Price is
Right shows as part of their
western excursion in 2004,
Summit Club travelers teamed
up in look-alike t-shirts to stand
out in the audience and beg
national TV exposure. To
everyone’s delight, including
Springfield native Bob Barker’s,
it worked.
14
incorporation of House of
Travel and McDaniel Travel
agencies and their clients
into the big picture. The
division consolidated
corporate sales personnel
from multiple offices into
the new Corporate
Reservation Center offices
at the Kelly Plaza. This also
allows for the expansion of
our leisure sales staff at The
Vacation Center.
The division’s
commitment to staying at
the cutting edge of
technology led to the
introduction in September
of a new corporate Internet
booking engine for key
clients, enabling them to
book and confirm travel
arrangements directly
through our Web site.
Already listed among the
nation’s Top 75 agencies,
Great Southern Travel
added more than $15
million in corporate sales
for the year. On the leisure
side, for the second year in
a row, Great Southern was
voted Springfield’s Best
Travel Agency by readers of
the Springfield News-Leader.
Great Southern Travel also
received recognition as one
of the nation’s top
producers by Carnival
Cruise Lines, Princess
Cruise Lines, Holland
America Cruises, Classic
Custom Vacations, MLT
Worry Free Vacations and
FunJet.
The performance of our
Insurance Division is always
subject to dramatic and
uncontrollable events that
impact the industry as a
whole, including the
ongoing ramifications of the
World Trade Center
disaster, the unusually high
incidence of hurricanes in
Florida, brokerage scandals
and even local hail storms.
Nevertheless, Great
Southern Insurance was
able to post an 8% increase
in annual commission
income for 2004 and passed
the $13 million mark in
written premiums.
That Insurance’s major
strategic initiative for the
year was simply to maintain
its reputation for excellent
service reinforces an
important understanding
that all our business units
share. New products,
services and sales
initiatives aside, the bottom
line is still top-notch
customer service.
Home page hits
Corporate Travel clients are able to
access their own personal web
page online for arranging business
travel plans, with tech assist from
the staff at the Corporate
Reservation Center.
Aiming high
Armed with the unparalleled research
and investment management service
provided by our partnership with
Raymond James, the Great Southern
Financial Services team posted record
revenue growth in 2004, and for the
second year in a row, won Best Investment
Services/Brokerage Firm honors in the
annual Springfield News-Leader reader poll.
15
TA R G E T I N G O P P O R T U N I T Y
In the 1990’s,
many in the
banking industry
During the 1990’s, Great
Southern continued
investing in its branch
network, just as we are
today.
predicted a trend that brick
and mortar branches would
become less and less
important to customers and
the number of branches
would sharply decline.
Today, studies show that
those predictions were
inaccurate. Customers
strongly indicate that they
prefer having a local office
to open relationships, and
branch banking is still
preferred as the primary
way of doing business.
In December, Great
Southern opened a new
facility on central Kearney
Street, the company’s 31st
branch and our 13th
location serving the
Springfield market. Future
branch sites are already on
the drawing board to serve
customers in areas where
we’re growing the fastest.
As we continue to
expand our presence within
a primary service area
encompassing all of
southwest Missouri, we’re
also keeping a sharp eye
out for new growth
opportunities outside the
broad footprint of our
current retail branch
network.
Since their opening in
2003, our loan production
offices (LPOs) in
metropolitan Kansas City
and the Northwest
Arkansas region have
flourished. These markets
are not entirely new to us.
Over the years, we’ve
financed a variety of
commercial projects in both
markets for Great Southern
customers who have either
moved there or share
interests in their
development. Establishing
full-time local offices lets us
improve client loan
servicing and
simultaneously explore
additional business
opportunities firsthand as
our local relationships
grow. It’s a win-win that also
allows us to geographically
diversify our loan portfolio
and broaden our pricing
strategy.
Open Presidents’ Day
The Grand Opening of our new Kearney Central branch
was intentionally timed to coincide with Presidents’ Day
(when banks are traditionally closed) to help underscore the
many everyday conveniences of banking at Great Southern,
including more branches and longer hours. Also open every
Presidents’ Day, all our other branches joined in the
celebration, all across the Ozarks.
17
18
TA R G E T I N G O P P O R T U N I T Y
In 2004, both LPO offices
added to staff and
expanded services. We have
been able to capitalize on
our niche in commercial
real estate and construction
lending in these markets,
and are seeking to expand
and develop new
relationships with the
addition of local residential
lending services and
officers.
At the beginning of 2005,
Great Southern entered the
St. Louis market with a new
loan production office in
Creve Coeur. As in our
other LPO markets, Great
Southern enjoys a history
of serving customers with
interests in the St. Louis
area.
Another growth initiative
targets southern Missouri’s
fast growing Hispanic
population. In 2004, we
expanded services to this
market with the addition of
a Hispanic Services
Coordinator to foster our
grassroots outreach
program, and a dedicated
loan officer to assist our
Hispanic customers with
consumer, home mortgage
and business loan requests,
along with all the unfamiliar
paperwork and requirements
that can serve as an artificial
barrier to them.
As our business has
grown and services expand,
one of the more important
growth initiatives we
achieved in 2004 was
internal. With the
completion of our new
70,000 square foot
Operations Center in
Springfield, our associates
now enjoy a work
environment that facilitates
teamwork, internal
communication and many
operational efficiencies.
Our move into the building,
a vacated grocery store,
has not only been
welcomed by the
community, but has made a
positive economic impact
in the immediate area all by
itself, with more than 200
associates coming to work
there every day.
Spirit of cooperation
Our new LPO in the
St. Louis market is
headquartered at Four City
Place in Creve Coeur, a
new $100 million business
office complex in which the
bank partners with others to
provide development
financing. That makes it
even easier for Vice
President Kevin Baker,
shown here with William
Koman Jr. of The Koman
Group, to deliver Great
Southern’s trademark
on-site project attention.
Here we come
The Accardos, developers
of the upscale 1819
Baltimore Lofts in Kansas
City’s Arts District, enjoy a
close working relationship
with Vice Presidents Jim
Conley and Cal Glasco.
Other recent commercial
partnerships around town
include the Crestwood
Condominiums on
Brookside Boulevard and
the elegant Metropolitan
Condominium tower on 8th
Street (shown left).
Big hitters
Ron Pender (standing
second from left) is
developing important client
relationships for Great
Southern out of our Rogers,
Arkansas office. Over the
last few years, developers
Bill Schwyhart, Bob
Thornton, Tim Graham and
J.B. Hunt have literally
changed the face of the
business climate in
northwest Arkansas.
On the home front
Vice President Cyd
Blackburn, shown here
with Morelock-Ross
Builders, Inc. partner
Kenny Ross, joined the
Great Southern Team in
2004 to help us handle
a growing list of
important development
projects in our own
backyard, including the
new National Park Plaza
on Medical Mile.
19
A I M I N G AT C O R E VA L U E S
Our corporate
mission recognizes
four principal
constituencies that we view
as having equal importance.
Along with Shareholders,
Associates and Customers,
our dedication to
Communities reflects a core
value our company has
always respected that is
deeply rooted and widely
spread across the Ozarks.
We are a part of the
communities we serve and
are dedicated to helping
make them better places to
live, work and do business.
It is a proud Great
Southern tradition that
everyone chips in toward
the further development of
this constituency each year,
including our shareholders,
associates and customers.
Great Southern associates
volunteered thousands of
hours of their personal time
to local organizations in
2004, doing such things as
reading to a child, painting
a room, teaching a class,
counting money and
wrapping holiday gifts.
We’re eager to be in the
middle of it all at
established community
volunteer events like United
Way’s Day of Caring and the
American Cancer Society’s
Relay for Life, and many of
our associates serve in
leadership roles. As a
company, we support and
encourage this
participation in the sure
knowledge that it provides
great personal growth
opportunities, and also
benefits Great Southern as
our associates grow their
leadership skills and
develop closer community
ties.
In addition to their
personal time involvement,
our 600-plus associates can
have a significant financial
impact when they stand
behind a cause. In 2004,
Great Southern associates
gave thousands of dollars
to selected nonprofit
organizations we support
through our internal
monthly “Caring & Sharing”
program alone. In last
year’s local United Way
annual campaign drive,
Great Southern and its
associates proudly stepped
up and increased annual
giving by more than 400%
to help hit a new mark.
As Great Southern has
grown, so too has our
capacity to help. Backing
the ongoing efforts of our
associates, our company
was able to contribute more
than $330,000 in support of
local charitable
organizations in 2004. We
measure each of our
charitable contributions as
an investment, and enjoy
confidence in knowing the
organizations we benefit
will maximize the return on
our investment by
effectively helping those
they serve.
Have care. Will travel.
Great Southern celebrates nearly two decades as a major corporate sponsor
of the Children’s Miracle Network Telethon, the CARE mobile clinic and
children’s hospital services at Cox Health System. In September, the bank
kicked in an extra $10,000 to help fund a new, second CARE mobile. Since
1986, the bank has helped raise over $8.1 million for family care grants,
outreach programs and medical services and equipment for area children.
21
22
A I M I N G AT C O R E VA L U E S
In addition to charitable
giving and volunteerism,
Great Southern is able to
play a significant role in the
economic prosperity of our
region as the area’s largest
home-owned bank. Working
with communities and their
leaders, our company
brings practical know-how
and specialized expertise to
the table to help them map
economic development
strategies and plan for
future growth.
In 2004, we established
the Great Southern
Community Development
Corporation (CDC), a wholly-
owned for-profit subsidiary
of Great Southern Bank. As
the first Springfield-based
bank CDC, we are able to act
as a contact and a catalyst
between neighborhood
groups, financial institutions,
developers and government
entities to help stimulate
economic revitalization and
community growth. Unlike
conventional bank financing,
the CDC provides greater
flexibility in that it can
participate in equity
investments and real estate
development, which are not
normally permitted by bank
regulators.
Our CDC recently
launched its inaugural
project as a developer and
owner of a new building in
downtown Springfield that
will be occupied by the
Community Foundation of
the Ozarks.
Great Southern
Community Development
has also been instrumental
in the rebuilding of the
Stockton, Missouri
community, which was
devastated by severe
storms in 2003. Stockton’s
entire downtown district,
including our branch, was
destroyed by a tornado.
Overnight, Great Southern
stepped up to provide
leadership, expertise and
help with a new vision for
the town’s rebirth. Today,
the Stockton community is
celebrating a new era of
growth and progress,
including the establishment
of a new Great Southern
branch which opened in
March of 2005.
Traffic Relief
Highway Department
work at Sunshine and
Kansas backed traffic
up in front of our nearby
Elfindale branch for
days. Sympathetic
branch associates hit
the street to give
stressed drivers a little
relief with cups of
Andy’s Frozen Custard.
Feliz Navidad
Outreach Coordinator
Ana Perry can teach us
all something about real
values, as she simply
shares her Hispanic
heritage of genuine
appreciation – and time
taking – for family and
friendship.
Team spirit
When the cameras
zoom in on the action
during televised
coverage of major local
college and high school
sports contests, the
Great Southern sun often
shines proudly in the
background.
Commitment
Operating out of a
“mobile home branch”
at the job site during
construction, Great
Southern is underscoring
its dedication to the
Stockton community with
the completion of a
permanent new branch.
Creating a dream
“This is so cool!” Jackson Carlton was impressed with his signed original
artwork from Disney cartoonist Stacia Martin (left), during the Disney Day’s
celebration. Great Southern and associates raised $3,000 to help make
Disney World a wish come true for the heroic 7-year old Make-A-Wish
recipient, his sister Taylor and their family.
23
DIRECTORS AND EXECUTIVE OFFICERS
DIRECTORS OF GREAT
SOUTHERN BANCORP, INC.
AND GREAT SOUTHERN BANK
Back row
Earl A. Steinert, Jr.
Board Member
Co-owner, EAS Investment
Enterprises, Inc./CPA
William V. Turner
Chairman of the Board
Joseph W. Turner
President and
Chief Executive Officer
Larry D. Frazier
Board Member
Retired – Hollister, MO
Julie T. Brown
Board Member
Shareholder, Carnahan, Evans,
Cantwell & Brown, P.C.
Front row
Thomas J. Carlson
Board Member
Partner, Carlson Gardner, Inc.
Mayor of Springfield, MO
William E. Barclay
Board Member
Retired – Springfield, MO
EXECUTIVE OFFICERS OF
GREAT SOUTHERN BANK
Left to right
Joseph W. Turner
President and
Chief Executive Officer
Doug Marrs
Vice President, Operations
William V. Turner
Chairman of the Board
Rex Copeland
Senior Vice President and
Chief Financial Officer
Steve Mitchem
Senior Vice President and
Chief Lending Officer
24
KEY MEMBERS OF THE GREAT SOUTHERN BANK
MANAGEMENT TEAM
Mary Allison
Vice President and Consumer
Lending Manager
Kevin Baker
St. Louis LPO
Vice President and Commercial
Lending Officer
Tammy Baurichter
Vice President and Controller
Mike Bennitt
President - Great Southern
Financial Services
Cyd Blackburn
Vice President and Commercial
Lending Officer
Jill Bolding
Northwest Arkansas LPO
Vice President and Commercial
Lending Officer
Renee Boyce
Assistant Vice President of Loan
Operations
Teresa Chasteen-Calhoun
Vice President and Director of
Marketing
Emily Clayton
Director of Training
Jim Conley
Kansas City LPO
Vice President and Commercial
Lending Officer
Kris Conley
Executive Vice President and
General Manager
Great Southern Travel Services
Rex Copeland
Senior Vice President and Chief
Financial Officer/Treasurer
Debbie Flowers
Vice President and Credit Risk
Manager
Brian Fogle
Vice President of Community
Development
Cal Glasco
Kansas City LPO
Vice President and
Commercial Lending Officer
Henry Heimsoth
Assistant Vice President and
Commercial Lending Officer
Craig Kesner
Branson
Assistant Vice President and
Commercial Lending Officer
Larry Larimore
Vice President and Compliance
Officer/Secretary
Gary Lewis
Director of Commercial Lending
Doug Marrs
Vice President of Bank
Operations
Steve Mitchem
Senior Vice President and Chief
Lending Officer
Bob Ogden
Vice President and Commercial
Lending Officer
Denie' Patrick
Assistant Vice President and
Regional Services Manager
Ron Pender
Northwest Arkansas LPO
Vice President and Commercial
Lending Officer
Barby Pohl
Vice President of Branch
Administration
Kelly Polonus
Vice President and Director of
Corporate Communications
Paul Potthoff
Vice President and Commercial
Lending Officer
Heather Ramsey
Assistant Vice President and
Director of VIP Banking
Byron Robison
Vice President and Agency
Manager
Great Southern Insurance
Matt Snyder
Vice President and Director of
Human Resources
Lin Thomason
Vice President and Director of
Information Services
Joe Turner
President and Chief Executive
Officer
Coleen Viefhaus
Assistant Vice President and
Regional Sales Manager
Kim Warren
Assistant Vice President and
Residential Lending Manager