2018
ANNUAL REPORT
U N I T E D C O M M U N I T Y B A N K S , I N C . 2018 A N N UA L R E P O R T | 1
FINANCIAL HIGHLIGHTS
(dollars in millions, except per share data, employees and banking offices)
CORE EARNINGS SUMMARY
Net interest revenue
Noninterest income
Operating expenses (excluding merger-related and other non-operating charges)
Pre-tax, pre-credit operating earnings
Provision for credit losses
Merger-related and other non-operating charges, net of taxes
Operating income tax expense (excl. benefit on merger and other non-operating charges)
Net income
2018
2017
$ 438.7
$ 355.9
93.0
298.9
232.8
(9.5)
(5.9)
(51.3)
166.1
88.3
252.9
191.3
(3.8)
(52.5)
(67.2)
67.8
PER COMMON SHARE
Diluted earnings—GAAP
Diluted earnings—operating (1)
Cash dividends declared
Book value
Tangible book value
PERFORMANCE MEASURES
Net interest margin
Allowance for loan losses to loans
Return on assets—GAAP
Return on assets—operating (1)
Return on common equity—GAAP
Return on tangible common equity—operating (1)
Average equity to average assets
Average tangible common equity to average assets
Tier 1 risk-based capital ratio
AS OF YEAR-END
Loans
Investment securities
Total assets
Deposits
Shareholders’ equity
Common shares outstanding (thousands)
Employees
Banking offices
$ 2.07
2.14
$ 0.92
1.63
0.58
18.24
14.24
0.38
16.67
13.65
3.91 %
3.52 %
0.73
1.35
1.40
11.60
15.69
11.24
8.92
12.42
0.76
0.62
1.09
5.67
12.02
10.71
9.29
12.24
$ 8,383
$ 7,736
2,903
12,573
10,535
1,458
2,937
11,915
9,808
1,303
79,234
77,580
2,344
149
2,175
156
(1) Excludes the effect of merger-related and other non-operating charges, net of taxes, of $5.9 million and $10.9 million, respectively, in 2018 and 2017; impact of remeasurement
of deferred tax asset resulting from 2017 Tax Cuts and Jobs Act of $38.2 million; and release of disproportionate tax effects lodged in accumulated other comprehensive income (loss)
of $3.4 million in 2017.
2 | U N I T E D C O M M U N I T Y B A N K S , I N C . 2018 A N N UA L R E P O R T
FINANCIAL HIGHLIGHTS
LET TER TO SHAREHOLDERS
OUR PURPOSE
We help our customers live better lives by delivering high-quality financial products and services.
We live by the “Golden Rule of Banking”— we treat our customers the way we want to be treated.
ANNUAL LETTER – LYNN HARTON , CEO
I could not be more proud of the United team’s 2018
accomplishments and I am very optimistic about the future for
our company. Despite ongoing industry challenges such as rapid
technology change, intense competition and increasing interest
rates, we had an outstanding year by nearly every measure.
We set new records for net income, earnings per share, return
on assets and return on equity. We were able to increase our
dividend to $0.58, an increase of $0.20 (or 53%) over last year.
Even at that level, we are paying out only 28% of our earnings and
continue to increase our capital levels and related capital ratios at
a rapid pace. We also met our stated 2018 full-year goal of a 1.40%
Operating Return on Average Assets (ROAA) and posted a fourth
quarter ROAA of 1.45% on an operating basis.
In addition to the financial accomplishments for the year, we continued to improve the long-term
prospects of the company—consistent with our desire to build one of the best financial
institutions in the South. To do that, our strategies are focused on five key areas:
1. Talent Recruitment and Development – our goal is to be the best place for the best
bankers to work
Banking is a service business, which means it is a people business. Sixty percent of our costs are
direct employee costs. Without great people, we would be just an average bank.
We focus on culture in order to create an environment to attract great people. During 2018, we
completed our third comprehensive employee survey since 2013. We ask for honest feedback
and share the results with the entire company. The results continue to be strong, with our teams
showing great confidence in our strategies and our future. We have areas to work on as well, and
we are addressing those directly. We believe that creating an environment where team members
feel free to give honest and direct feedback makes us a better company; one better able to
harness the creative capacity of our teams.
U N I T E D C O M M U N I T Y B A N K S , I N C . 2018 A N N UA L R E P O R T | 3
During 2018, we continued to invest in the development of our teams. We graduated our third
Leadership Academy class—a group of eleven that joins the previous 30 graduates of this
comprehensive program focused on strategy, culture and leadership. We began a new Operational
Excellence program to give a broader segment of our leaders a deeper understanding of our
strategies and goals. To share the benefits of tax reform with our teams, we gave unscheduled
base pay increases or bonuses to 58% of our employees and we increased the company match on
401k contributions by 43%.
Finally, we continued to add talent, not only to our company, but also to our board. We were
very pleased to add Lance Drummond and Jenn Mann to our board this year. Lance is the former
Executive Vice President of Operations and Technology for TD Canada Trust. Prior to that role, he
led online bank and ATM operations at Bank of America and was responsible for the largest bank-
owned network of ATMs in the country. Lance also brings extensive experience in bank operations
such as mortgage processing, digitization and information technology. He currently serves as a
board member of the Federal Home Loan Mortgage Corporation (Freddie Mac) and a Trustee for
the University of Rochester.
Jenn is the Executive Vice President and Chief Human Resources Officer for SAS Institute, Inc.,
a global leader in analytics, business intelligence and data management software in Cary,
North Carolina with a worldwide workforce of more than 14,000. She is widely recognized for
her initiatives in the areas of employee performance, workplace culture and organizational
effectiveness at SAS, which has consistently been recognized as one of the Fortune 100 Best
Companies to Work For® by Fortune magazine.
Both Lance and Jenn bring a significant depth of experience and skilled oversight to our
company’s operations and are valuable additions to our already outstanding board talent.
2. Customer Service – our goal is to have class-leading customer service across our
delivery channels
We not only survey our employees, but also our customers. In 2018, we received and analyzed
5,000 customer surveys and incorporated the feedback into our training and delivery strategies.
We have statistically valid customer service scores for each of our branches and those scores are
both a qualifier and a multiplier for our branch incentive programs. We were honored to be ranked
“best in class” in overall satisfaction by our outside survey company, with the majority of our retail
metrics in the top 25% of peer rankings.
We are also pleased that our culture and employees continue to be recognized by several
meaningful industry publications. We were included on Forbes’ list of America’s Best 100 Banks for
the sixth year in a row. Also, for the fifth year in a row, we earned the top ranking for overall retail
customer satisfaction in the Southeast by J.D. Power. American Banker recognized United as one of
the top 75 “Best Banks to Work For” nationally for the second year in a row.
3. Top Quartile Financial Performance Through Cycles – our goal is to deliver consistent
and predictable high levels of financial performance relative to our peers
4 | U N I T E D C O M M U N I T Y B A N K S , I N C . 2018 A N N UA L R E P O R T
With our 140 basis points Operating ROAA in 2018, we have achieved profitability greater than
peer averages. This has not always been the case, and we have worked hard and with a sense of
urgency to improve our returns—and we will continue to do so. Our goal is to be a top performer
in our group not just in good times, but also through the cycle. To do that, we continue to expand
our footprint into high growth markets, add complementary products and lines of business to
diversify our revenue sources and enhance our strong risk culture.
We are vigilant in managing our concentrations and diversifying our funding sources. In 2018, we
continued to invest in risk management talent and processes and believe we are well positioned
to face any potential recessionary economic pressures, if they arise. During the year, we
strengthened our operational risk management by adding leadership oversight to the area and
investing in fraud mitigation and analytics. We significantly improved our disaster recovery
systems. We prepared for the implementation of CECL, the upcoming new standard for loan loss
accounting and invested in improving our overall project management process.
During 2018, we completed the conversion of Four Oaks Bank, adding a great team and a great
market – Raleigh and the surrounding MSA. We added equipment finance to our product set
through the acquisition of Navitas Credit Corporation. We continued to expand our mortgage
operation, adding mortgage lenders in the newer parts of our footprint. Our deposit base remains
one of the strongest in the Southeast, with a full year deposit cost of only 40 basis points. Our cost
discipline continues to pay dividends, and our operating efficiency ratio dropped to 55.9% for the
year.
As a result, our operating earnings per share increased to $2.14—a 31% increase over the
comparable figure for 2017 (approximately a 10% increase excluding the effects of a lower tax rate
associated with tax reform). Finally, during 2018, our assets increased by 6% to $12.57 billion, our
deposits grew by 7% and our loans increased by 8%.
4. Infrastructure Development – we are committed to having the support, governance and
delivery systems that enable United to grow responsibly
It is easy to see our growth in loans and deposits. It is harder to see the systems, processes and
people that we must have to grow responsibly.
We understand that technology is increasingly critical to the future of the banking business and
we continue to invest in this aspect of our business. In particular, we are improving our customer
experience by investing in new digital capabilities. With our successful mobile improvements, our
mobile customers increased by 26% in 2018, and threefold since 2015. Our customer satisfaction
scores for our digital channels are in the top quartile of our peers according to our outside
survey company. Our technology investments are also improving our efficiency. As an example,
our mortgage processing times were reduced by seven full days due to our new digital
mortgage application and processing system. During the year, we also implemented online
consumer deposit account opening services with plans to make this a bigger sales and
marketing channel over time.
In 2019, we will see continued development in the areas of digital delivery and digital marketing.
We are excited about the opportunities that we see to grow our business with these new tools.
U N I T E D C O M M U N I T Y B A N K S , I N C . 2018 A N N UA L R E P O R T | 5
5. Balance Sheet and Capital Strength – our goal is to maintain a strong capital base
relative to our peers and to be good stewards of that capital
Our risk philosophy extends to our capital planning and we believe in maintaining a strong and
secure balance sheet to help us meet our long-term goals. Our capital ratios compare well versus
peers and we are committed to effectively and efficiently managing our capital. In 2018, we grew
our capital ratios with strong internal capital generation and through a raise of $100 million in Tier
2 capital. We paid for a significant portion of our Navitas Credit Corporation acquisition in cash to
lever our capital intelligently. During the year, we redeemed expensive Trust Preferred debt and
also refreshed our $50 million share repurchase program for opportunistic use in 2019. Finally,
we believe our 80% loan-to-deposit ratio and liquid balance sheet translates into manageable
funding opportunities as we continue to grow.
LOOKING FORWARD
I was honored to take on the role of Chief Executive Officer at United Community Bank in 2018
after almost six years as Chief Operating Officer. Our culture is of tantamount importance to our
company, and I fully understand the responsibility to maintain and reinforce what sets us apart.
I want to thank Jimmy Tallent for his years of service to United and his role in building this great
company.
It would not be an overstatement to say that without Jimmy Tallent, there would be no United
Community Bank. Jimmy’s love for people, passion for excellent customer service and strong
leadership took United from its humble roots as a small, single-office bank headquartered in
the mountains of North Georgia to the $12.6 billion regional bank it is today. And while Jimmy
enjoys some well-deserved time with his family, our unique culture remains his legacy at United
Community Bank.
As we look forward into the remainder of 2019 and beyond, we are excited about our prospects.
We believe we will continue to have opportunities to expand our commercial banking team with
new hires. There continue to be attractive merger opportunities that will enable us to expand
into new markets and deepen our penetration of existing markets. Disruption in our market
from several announced large bank mergers will also provide opportunities for our team to grow
market share. Our investments in digital delivery and marketing are promising for the long-term
growth and success of the company. Most importantly, we believe our team-based culture—with
open communication, a sense of connection and belonging, and a clear shared purpose—will
continue to drive great performance for you, our shareholders.
Many thanks for your support and belief in United!
LYNN HARTON
President, Chief Executive Officer
6 | U N I T E D C O M M U N I T Y B A N K S , I N C . 2018 A N N UA L R E P O R T
EXECUTIVE
OFFICERS
LYNN HARTON
President
Chief Executive Officer
RICH BRADSHAW
Chief Banking Officer
ROB EDWARDS
Chief Risk Officer
JEFFERSON HARRALSON
Chief Financial Officer
BRAD MILLER
General Counsel
Corporate Secretary
MARK TERRY
Chief Information Officer
U N I T E D C O M M U N I T Y B A N K S , I N C . 2018 A N N UA L R E P O R T | 7
CONSOLIDATED STATEMENTS OF INCOME
(in thousands, except per share data)
INTEREST REVENUE
Loans, including fees
Investment securities:
Taxable
Tax exempt
Deposits in banks and short-term investments
Total interest revenue
INTEREST EXPENSE
Deposits:
NOW and interest-bearing demand
Money market
Savings
Time
Total deposit interest expense
Short-term borrowings
Federal Home Loan Bank advances
Long-term debt
Total interest expense
Net interest revenue
Provision for (Release of ) credit losses
Net interest revenue after provision for credit losses
NONINTEREST INCOME
Service charges and fees
Mortgage loan and other related fees
Brokerage fees
Gains from sales SBA/USDA loans
Securities (losses) gains, net
Other
Noninterest income
Total revenue
NONINTEREST EXPENSES
Salaries and employee benefits
Occupancy
Communications and equipment
FDIC assessments and other regulatory charges
Professional fees
Postage, printing and supplies
Advertising and public relations
Amortization of intangibles
Merger-related and other charges
Other
Total noninterest expenses
Income before income taxes
Income tax expense
Net income
2018
2017
2016
$ 420,383
$ 315,050
$ 268,382
73,496
4,189
2,012
500,080
7,390
12,097
150
19,906
39,543
1,112
6,345
14,330
61,330
438,750
9,500
429,250
35,997
19,010
5,191
9,277
(656)
24,142
92,961
522,211
181,015
22,781
21,277
8,491
15,540
6,416
5,991
6,846
5,414
32,514
306,285
215,926
49,815
$ 166,111
70,172
2,216
2,282
389,720
3,365
7,033
135
6,529
17,062
352
6,095
10,226
33,735
355,985
3,800
352,185
38,295
18,320
4,633
10,493
42
16,477
88,260
440,445
153,098
20,344
19,660
6,534
12,074
5,952
4,242
4,845
13,901
26,961
267,611
172,834
105,013
$ 67,821
63,413
614
2,611
335,020
1,903
4,982
135
3,136
10,156
399
3,676
11,005
25,236
309,784
(800)
310,584
42,113
20,292
4,280
9,545
982
16,485
93,697
404,281
138,789
19,603
18,355
5,866
11,822
5,382
4,426
4,182
8,122
24,742
241,289
162,992
62,336
$ 100,656
Net income available to common shareholders
$ 164,927
$ 67,250
$ 100,635
Income per common share:
Basic
Diluted
Weighted average common shares outstanding:
Basic
Diluted
$ 2.07
2.07
$ 0.92
0.92
$ 1.40
1.40
79,662
79,671
73,247
73,259
71,910
71,915
8 | U N I T E D C O M M U N I T Y B A N K S , I N C . 2018 A N N UA L R E P O R T
CONSOLIDATED STATEMENTS OF INCOME
CONSOLIDATED BALANCE SHEETS
(in thousands, except share data)
ASSETS
Cash and due from banks
Interest-bearing deposits in banks
Cash and cash equivalents
Debt securities available-for-sale
Debt securities held-to-maturity (fair value $268,803 and $321,276)
Loans held for sale (includes $18,935 and $26,252 at fair value)
Loans, net of unearned income
Less allowance for loan losses
Loans, net
Premises and equipment, net
Bank owned life insurance
Accrued interest receivable
Net deferred tax asset
Derivative financial instruments
Goodwill and other intangible assets
Other assets
Total assets
LIABILITIES AND SHAREHOLDERS’ EQUITY
Liabilities:
Deposits:
Noninterest-bearing demand
NOW and interest-bearing demand
Money market
Savings
Time
Brokered
Total deposits
Short-term borrowings
Federal Home Loan Bank advances
Long-term debt
Derivative financial instruments
Accrued expenses and other liabilities
Total liabilities
Commitments and contingencies
Shareholders’ equity:
Common stock, $1 par value; 150,000,000 shares authorized;
79,234,077 and 77,579,561 shares issued and outstanding
Common stock issuable; 674,499 and 607,869 shares
Capital surplus
Accumulated deficit
Accumulated other comprehensive loss
Total shareholders’ equity
Total liabilities and shareholders’ equity
2018
2017
$ 126,083
201,182
$ 129,108
185,167
327,265
314,275
2,628,467
274,407
18,935
8,383,401
(61,203)
8,322,198
206,140
192,616
35,413
64,224
24,705
324,072
154,750
$12,573,192
$ 3,210,220
2,274,775
2,097,526
669,886
1,598,391
683,715
10,534,513
-
160,000
267,189
26,433
127,503
11,115,638
2,615,850
321,094
32,734
7,735,572
(58,914)
7,676,658
208,852
188,970
32,459
88,049
22,721
244,397
169,401
$11,915,460
$ 3,087,797
2,131,939
2,016,748
651,742
1,548,460
371,011
9,807,697
50,000
504,651
120,545
25,376
103,857
10,612,126
79,234
10,744
1,499,584
(90,419)
(41,589)
1,457,554
$12,573,192
77,580
9,083
1,451,814
(209,902)
(25,241)
1,303,334
$11,915,460
U N I T E D C O M M U N I T Y B A N K S , I N C . 2018 A N N UA L R E P O R T | 9
SELECTED DATA—QUARTERLY SUMMARY
(in millions, except per share data)
EARNINGS SUMMARY
Net interest revenue
Noninterest income
Total revenue
Operating expenses (1)
Pre-tax, pre-credit operating earnings (1)
Provision for credit losses
Merger-related and other non-operating charges, net of taxes
Operating income tax expense (2)
Net income
PERFORMANCE MEASURES
Per common share:
Diluted net income—GAAP
Diluted net income—operating (3)
Cash dividends declared
Book value
Tangible book value (4)
Key performance ratios:
Net interest margin (5)
Return on assets —GAAP (5)
Return on assets—operating (3)(5)
Return on common equity—GAAP (5)(6)
Return on common equity—operating (3)(5)(6)
Return on tangible common equity—operating (3)(4)(5)(6)
Average equity to average assets
Average tangible equity to average assets (4)
Average tangible common equity to average assets (4)
ASSET QUALITY
Non-performing loans
Foreclosed properties
Total non-performing assets (NPAs)
Allowance for loan losses
Net charge-offs
Allowance for loan losses to loans
Net charge-offs to average loans (5)
NPAs to loans and foreclosed properties
NPAs to total assets
AT PERIOD END
Loans
Investment securities
Total assets
Deposits
Shareholders’ equity
Common shares outstanding
2018
Q4
Q3
Q2
Q1
$ 114.8
23.1
137.9
77.0
60.9
(1.2)
(2.1)
(0.6)
(13.1)
(12.0)
$ 45.1
$ 112.1
24.2
136.3
77.1
59.2
(1.0)
(1.8)
(0.5)
(13.2)
$ 43.7
$ 108.5
23.3
131.8
74.0
57.8
(.8)
(1.8)
(2.8)
(13.6)
$ 39.6
$ 103.3
22.4
125.7
70.8
54.9
(.8)
(3.8)
(2.0)
(11.4)
$ 37.7
2017
Q4
$ 97.5
21.9
119.4
68.5
50.9
(1.2)
(44.4)
(17.3)
$ (12.0)
$ 016)
0.56
0.57
0.16
18.24
14.24
$ 0.54
0.55
0.15
17.56
13.54
$ 0.49
0.53
0.15
17.29
13.25
$ 0.47
0.50
0.12
17.02
12.96
$ (0.16)
0.42
0.10
16.67
13.65
3.97 %
(.40)
1.43
1.45
(3.57)
12.08
12.25
15.88
11.35
9.04
9.04
3.95 %
1.41
1.42
11.96
12.09
15.81
11.33
8.97
8.97
3.90 %
1.30
1.39
11.20
11.97
15.79
11.21
8.83
8.83
3.80 %
1.26
1.33
11.11
11.71
15.26
11.03
8.82
8.82
3.63 %
(0.40)
1.10
(3.57)
9.73
11.93
11.21
9.52
9.52
$ 23.8
1.3
25.1
61.2
1.8
0.73 %
0.09
0.30
0.20
$ 22.5
1.4
23.9
60.9
1.5
0.74 %
0.07
0.29
0.19
$ 21.8
2.6
24.4
61.1
1.4
0.74 %
0.07
0.30
0.20
$ 26.3
2.7
29.0
61.1
1.5
0.75 %
0.08
0.35
0.24
$ 23.7
3.2
26.9
58.9
1.1
0.76 %
0.06
0.35
0.23
$ 8,383
2,903
12,573
10,535
1,458
79.2
$ 8,226
2,873
12,405
10,229
1,402
79.2
$ 8,220
2,834
12,386
9,966
1,379
79.1
$ 8,184
2,731
12,264
9,993
1,357
79.1
$ 7,736
2,937
11,915
9,808
1,303
77.6
(1) Excludes merger-related and other non-operating charges. (2) Excludes the tax effect of merger-related and other non-operating expenses and the 4th quarter 2017 impact of
remeasurement of United’s deferred tax assets following the passage of tax reform legislation. (3) Excludes the impact of remeasurement of United’s deferred tax asset following the
passage of tax reform legislation and the after-tax effect of merger-related and other charges. (4) Excluded the effect of acquisition related intangible assets. (5) Annualized. (6) Net
income divided by average realized common equity, which excludes accumulated other comprehensive loss.
1 0 | U N I T E D C O M M U N I T Y B A N K S , I N C . 2018 A N N UA L R E P O R T
CORPORATE INFORMATION
FINANCIAL INFORMATION
Analysts and investors seeking financial
information should contact:
Jefferson L. Harralson
Executive Vice President and CFO
864-240-6208
jefferson_harralson@ucbi.com
This Annual Report contains forward-looking
statements that involve risk and uncertainty
and actual results could differ materially from
the anticipated results or other expectations
expressed in the forward-looking statements.
A discussion of factors that could cause actual
results to differ materially from those expressed
in the forward-looking statements is included in
the Annual Report on Form 10-K filed with the
Securities and Exchange Commission.
This Annual Report also contains financial
measures that were prepared on a basis
different from accounting principles generally
accepted in the United States (“GAAP”).
References to operating performance measures
are non-GAAP financial measures. Management
has included such non-GAAP financial measures
because such non-GAAP measures exclude
certain non-recurring revenue and expense
items and therefore provide a meaningful basis
for analyzing financial trends. A reconciliation
of these measures to financial measures
determined using GAAP is included in the
Annual Report on Form 10-K filed with the
Securities and Exchange Commission.
STOCK PRICE
Quarter
High
Low
Close
Average Daily
Volume
2017
2018
4th
1st
2nd
3rd
4th
$ 29.60
$ 25.76
$ 28.14
365,725
$ 33.60
$ 27.73
$ 31.65
34.18
31.93
28.88
30.52
27.82
20.23
30.67
27.89
21.46
529,613
402,230
414,541
509,152
INVESTOR INFORMATION
Investor information including this
report, Form 10-K, quarterly financial
results, press releases and various other
reports are available at ir.ucbi.com.
Alternatively, shareholders may contact
Investor Relations at 866-270-5900 or
investor_relations@ucbi.com.
STOCK EXCHANGE
United Community Banks, Inc. (Ticker:
UCBI) common stock is listed for trading on
the NASDAQ Global Select Market.
INDEPENDENT REGISTERED
PUBLIC ACCOUNTANTS
PricewaterhouseCoopers LLP, Atlanta, GA
REGISTRAR TRANSFER AGENT
Continental Stock Transfer & Trust Co.
17 Battery Park, 8th Floor
New York, NY 10004
212-509-4000 | continentalstock.com
EQUAL OPPORTUNITY
EMPLOYER
United Community Banks, Inc. is an
equal opportunity employer. All matters
regarding recruiting, hiring, training,
compensation, benefits, promotions,
transfers and other personnel policies will
remain free from discriminatory practices.
BOARD OF DIRECTORS
Thomas A. Richlovsky
Lead Director
Retired Chief Financial
Officer and Treasurer
National City Corporation
Jimmy C. Tallent
Executive Chairman
Robert H. Blalock
Chief Executive Officer
Blalock Insurance Agency, Inc.
L. Cathy Cox
Dean
School of Law, Mercer University
Kenneth L. Daniels
Retired Chief Credit Risk
and Policy Officer
BB&T Corporation
Lance F. Drummond
Retired Executive Vice President,
Operations and Technology
TD Canada Trust
H. Lynn Harton
President, Chief Executive Officer
Jennifer Mann
Executive Vice President,
Chief Human Resources Officer
SAS Institute, Inc.
David C. Shaver
Chief Executive Officer
Cost Segregation Advisors, LLC
Tim R. Wallis
Owner and President
Wallis Printing Company
David H. Wilkins
Partner
Nelson, Mullins, Riley & Scarborough, LLP
EXECUTIVE OFFICERS
H. Lynn Harton
President, Chief Executive Officer
Jefferson L. Harralson
Executive Vice President,
Chief Financial Officer
Robert A. Edwards
Executive Vice President,
Chief Risk Officer
Bradley J. Miller
Executive Vice President,
General Counsel and Corporate
Secretary
Richard W. Bradshaw
Executive Vice President,
Chief Banking Officer
Mark Terry
Chief Information Officer
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