2020
ANNUAL REPORT
UNITED
COMMUNIT Y
BANKS, INC.
BANKING
LOCATIONS
TABLE OF CONTENTS
Letter to Shareholders ......................................................................... 2
- Introduction ....................................................................................................................... 2
- The Paycheck Protection Program ................................................................................ 2
- Flexible Repayment Plans ............................................................................................... 2
- Being a Consistent Partner ............................................................................................. 3
- Enabling Digital Delivery ................................................................................................ 3
- Helping Homebuyers and Homeowners ..................................................................... 3
- Driving Continued Expansion ........................................................................................ 4
- Strengthening Our Team ................................................................................................ 4
- Uniting Around Our Differences ................................................................................... 4
- Giving Back to Our Communities .................................................................................. 5
- Together for Good ............................................................................................................ 5
Customers Sharing the Good ................................................................ 6
Executive Officers .............................................................................. 12
Financial Statements .......................................................................... 13
- Financial Highlights .......................................................................................................13
- Consolidated Balance Sheets ....................................................................................... 14
- Consolidated Statements of Income .......................................................................... 15
- Selected Data—Quarterly Summary..........................................................................16
- Corporate Information .................................................................................................. 17
U N I T E D CO M M U N I T Y B A N K S , I N C . 2 0 19 A N N UA L R E P O R T | 1
2020: A YEAR OF COMMITMENT,
PERSEVERANCE AND CREATIVITY
In 2020, we experienced something that upended our plans and caused us to adjust
the way we work and live. Even now, putting into words the fear and emotion of the
COVID-19 pandemic feels inadequate to express the magnitude of our collective
experience. While we believe 2021 will begin to lessen the economic effects of the
pandemic, many scars remain, and the economic effects that have been unevenly
distributed across populations and industries will linger.
Despite the pain experienced during the year, we also saw hope, perseverance and
creativity. At United, our teams viewed themselves as “financial first responders” and
worked tirelessly to help our customers navigate financial challenges.
Let me share some examples:
United and Seaside
helped nearly 12,000
new and existing
customers secure over
$1.3 billion in first-
round PPP loans.
The Paycheck Protection Program (PPP)
After Congress approved the CARES Act, our teams
jumped into action. We held webinars to educate
customers, built an automated technology program
to process PPP loan applications and forgiveness
and worked in shifts through the night to secure
PPP funds for our customers. All of this was in an
effort to lessen the stress our customers were
feeling. United and Seaside helped nearly 12,000
new and existing customers secure over $1.3 billion
in first-round PPP loans, saving thousands of jobs
and keeping dreams alive.
Flexible Repayment Plans
Following numerous stay-at-home orders and state officials requesting the closure
of businesses, United took an aggressive posture towards helping our customers
alleviate the impact of these orders. Our initial action was to grant our customers
a 90-day payment or interest payment deferral upon request. The total number of
those initially deferred loans was almost 7,000, amounting to $1.7 billion in customer
balances. As the impact of the pandemic extended into the later part of 2020, the
bank created qualifying criteria and approved a second round of deferrals for 582
loans amounting to $326 million. Today, our deferrals are down to $71 million, as our
economies have begun to recover and our customers are finding ways to adjust their
business models.
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We saw an increase
of more than 15% in
visitors to UCBI.com,
and a 132% increase in
online account openings
compared to 2019.
Being a Consistent Partner
In the beginning of 2020, the economy was
experiencing a record expansion. However, the
pandemic ushered
in the fastest and steepest
economic contraction in history. In the middle of
that dramatic reversal, it would be natural to become
conservative and cautious in your lending. We saw
some of our competitors completely stop lending
during that time. We took a more reasoned approach.
We knew that the pandemic would produce effects
on our customers that needed to be understood
and stress tested, but we also believed in the resolve of our customers and that we
would get through this together. As a result of our decision to continue to lend,
we experienced quality loan growth of 8% (not including PPP loans), strengthened
relationships with our customers and established relationships with many new
customers. We believe our financial strength and consistency also attracted depositors
to United, and we ended the year with record deposit growth of 24%, excluding
deposits received through our acquisition of Three Shores Bancorporation, Inc.
I am grateful for our team’s extraordinary response during the pandemic. In addition,
we were able to accomplish some “normal” activities in this decidedly “not normal” year.
Enabling Digital Delivery
United made the decision to close our branch lobbies in late March in response to CDC
recommendations to limit the spread of COVID-19 and protect our branch teams and
customers. To continue to serve as “first responders,” we implemented a drive-thru
service model with appointment-only lobby service. We also leveraged our digital
channels to communicate with and serve our customers. We saw an increase of more
than 15% in visitors to UCBI.com and a 132% increase in online account openings
compared to 2019. During the year, 14% of all new consumer deposit accounts were
opened online.
To be able to continue to connect to our customers more effectively, we also invested
in a marketing automation platform to deliver relevant messaging to our customers
based on their interests and needs. This new system is part of our ongoing digital
transformation and will greatly enhance how we interact with our customers.
Helping Homebuyers and Homeowners
Thanks to our previous investments in digital mortgage delivery, we were able to scale
up and nearly double 2019’s record mortgage loan production. We helped thousands
of people buy new homes, as the pandemic created both the desire for more space
and increased household moves into our market areas in the Southeast. We also
helped thousands refinance their mortgages, taking advantage of low rates to lock in
savings and improve their financial conditions for years to come.
U N I T E D CO M M U N I T Y B A N K S , I N C . 2 0 20 A N N UA L R E P O R T | 3
Driving Continued Expansion
In the middle of the pandemic, we expanded into Florida with our acquisition of
Three Shores Bancorporation, Inc. and its subsidiary Seaside Bank and Trust. This
merger was an opportunity to enter Florida in attractive markets with a unique
business model and, most importantly, the right people to complement our culture.
As our two companies have become one, it is clear that we are not only a great
fit, but we are better together. We believe that clients of both banks benefit from
our merger. Seaside clients will now have access to additional financial solutions
in areas such as residential lending, SBA lending and
enhanced commercial banking solutions. At the same
time, we are now beginning to offer Seaside’s trust
and asset management services to customers in select
United markets.
Columbia, South Carolina
We have also been focused on improving our overall
United branch network and office locations to most
effectively serve our customers across our five-state
footprint. To that end, we opened a new Seaside office
in Tavares, Florida, two new United branches in the
Columbia, South Carolina market and a loan production
office in Lake Norman, North Carolina.
Strengthening Our Team
We continued our efforts in 2020 to hire team members and create roles that will further
our goals and success across the footprint. In addition to welcoming Jim Clements,
president of Clemson University, to our Board of Directors, we added General Counsel
Melinda Davis Lux. We also strengthened our teams in Retail Sales, Retail Credit,
Information Security, Technology Infrastructure and Community Development. We
are excited to continue to build for the future as we strive to be a LEGENDARY bank!
Uniting Around Our Differences
During 2020, we created a new “Power of U” Diversity
and Inclusion Council. The Council is focused on making
United a place where all employees feel they are welcome
and can be successful. In doing so, the Council leverages
diversity of thought, perspective and experience to
enhance our company. This group of talented and diverse
individuals is focused on implementing strategies and
opportunities that create a trusting environment where
we can all be our best and all of our customers feel
welcome, comfortable and empowered.
“Power of U” Diversity and Inclusion Council
4 | U N I T E D CO M M U N I T Y B A N K S , I N C . 20 20 A N N UA L R E P O R T
In addition to being the year of the pandemic, 2020 also saw historic protests for racial
justice. We hope that the attention to this cause will help bring continued and needed
improvement. At United, we are excited to help drive lasting positive change in the
way we see, listen to and interact with each other.
Giving Back to Our Communities
Supporting our communities has always been a top
priority for United. In 2020, we took the opportunity
afforded us from the fees earned through PPP to
create the United Community Bank Foundation. The
foundation’s mission is to improve the economic vitality
and quality of life in our communities, focusing on
economic empowerment, housing, artistic expression
and youth development. We funded the foundation with
$10 million and look forward to making an even greater
impact in the places that United calls home.
Created in 2020
Together for Good
In conclusion, I want to personally thank our team members for their commitment
and determination during one of the most unusual and difficult years any of us has
experienced. I am proud that our culture of connection continues to be recognized
as United was, once again, named one of the “Best Banks to Work For” by American
Banker. We were also designated as a Top Workplace in Atlanta by The Atlanta Journal-
Constitution and in South Carolina by Greenville Business Magazine, Columbia Business
Monthly and Charleston Business Magazine. Great people drive great financial results,
and during 2020, we were also named one of the “100 Best Banks in America” by Forbes.
Finally, our teams earned the coveted J.D. Power Award for the highest customer
satisfaction in retail banking in the Southeast. We have been awarded this recognition
six of the last seven years. I want to recognize our over 2,400 employees for continuing
to make good things happen for our customers and our communities every day.
Lynn Harton
Chairman, Chief Executive Officer and President
United Community Banks, Inc.
U N I T E D CO M M U N I T Y B A N K S , I N C . 2 0 20 A N N UA L R E P O R T | 5
Steve Mussman,
Owner
Megan Mussman,
Owner
“With United Community Bank , you’re
in such good hands. They ’re not going
to steer you in a direction that is not
right for you and your company.”
Megan Mussman, Owner, Dog Culture
CUS TOMER SINCE ‘17
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Christopher G. Simmons, Owner,
Simmons Public Utility Site Work
CUS TOMER SINCE ‘06
“I’d like to thank United Community
Bank just for having a little business
like me because we’re basically like
scratch cornbread. United Community
Bank was the eggs in our cornbread;
that ’s what held it together.”
“What I love about United Community Bank is that I
can call, I can email, I can text and every time I get
a response quickly; and it ’s really nice that I don’t
have to jump through any other channels.”
Dr. Shraddha Patel Kolappa, D.D.S, Clay ton Kids Dentistry
CUS TOMER SINCE ‘19
“It was just nice because they knew us
personally. They knew the company and
most of the bankers shop with us here in
Gainesville, so I think they believed in it
and they wanted to see it grow.”
Amanda Wilbank s, Owner, Southern Baked Pie Company
CUS TOMER SINCE ‘13
U N I T E D CO M M U N I T Y B A N K S , I N C . 2 0 20 A N N UA L R E P O R T | 9
Jennifer Aulick
Etheridge, P.E., MBA ,
President
Kate Henr y, P.E.,
Vice President
“United Community Bank has truly
embraced the “Community ” in
their name. UCB has made banking
feel personal again by developing
relationships and always being there
for us as we grow and face challenges.”
Jennifer Aulick Etheridge, P.E., MBA,
President, Senior Engineer, Aulick Engineering
CUS TOMER SINCE ‘13
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Larry Smith, Jr., President, DRMP
CUS TOMER SINCE ‘08
“Seaside is able to meet the banking
needs of our 500 -person firm through
a variety of products and services
but is also able to offer the personal
touch that can be difficult to capture
from a larger bank.”
Gideon Haymaker,
State President, Florida
Seaside Bank and Trust and
Direc tor of Private Banking,
United Communit y Bank
Lawrence L . Smith, Jr.,
PE, LEED GA , DRMP
Donaldson K . Bar ton, Jr.,
PLS, DRMP
Eric Waldron,
Client Advisor, Seaside
Bank and Trust
EXECUTIVE OFFICERS
Lynn Harton
Rich Bradshaw
Chairman, Chief Executive
Officer, President, UCBI
Chairman and Chief
Executive Officer, UCB
Chief Banking Officer, UCBI
President and Chief
Banking Officer, UCB
Rob Edwards
Chief Risk Officer
Jefferson Harralson
Chief Financial Officer
Melinda Davis Lux
General Counsel
Corporate Secretary
Mark Terry
Chief Information Officer
1 2 | U N I T E D CO M M U N I T Y B A N K S , I N C . 2 0 2 0 A N N UA L R E P O R T
FINANCIAL HIGHLIGHTS
($ in millions, except per share data)
Earnings Summary
Net interest revenue
Provision for credit losses
Noninterest income
Noninterest expense
Income tax expense
Net income—GAAP
Merger-related and non-operating charges, net of tax benefit
Net income—operating(1)
Per Common Share
Diluted earnings—GAAP
Diluted earnings—operating(1)
Cash dividends declared
Book value
Tangible book value(2)
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(3)
Return on tangible common equity—operating(1)(2)(3)
Equity to total assets
Tangible common equity to tangible assets(2)
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
2020
2019
$ 501.8
$ 469.3
(80.4)
156.1
(368.0)
(45.4)
164.1
5.7
(13.1)
104.7
(322.2)
(53.0)
185.7
5.7
$ 169.8
$ 191.4
$ 1.91
1.98
$ 2.31
2.38
0.72
21.90
17.56
0.68
20.53
16.28
3.55 %
4.07 %
1.20
1.04
1.07
9.25
12.24
11.29
8.81
13.10
0.70
1.46
1.51
11.89
15.81
12.66
10.32
13.21
$ 11,371
$ 8,813
3,645
17,794
15,232
2,008
86,675
2,426
160
2,559
12,916
10,897
1,636
79,014
2,341
149
(1) Excludes the effect of merger-related and other non-operating charges of $7.02 million and $7.36 million, respectively, in 2020 and 2019.
(2) Excludes the effect of acquisition-related intangible assets.
(3) Net income less preferred dividends divided by average realized common equity, which excludes accumulated other comprehensive income.
U N I T E D CO M M U N I T Y B A N K S , I N C . 2 0 20 A N N UA L R E P O R T | 13
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 $437,193 and $287,904)
Loans held for sale, 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
Interest-bearing deposits
Total deposits
Long-term debt
Derivative financial instruments
Accrued expenses and other liabilities
Total liabilities
Commitments and contingencies
2020
2019
$ 148,896
1,459,723
1,608,619
3,224,721
420,361
105,433
11,370,815
(137,010)
11,233,805
218,489
201,969
47,672
38,411
86,666
381,823
226,405
$ 17,794,374
$ 125,844
389,362
515,206
2,274,581
283,533
58,484
8,812,553
(62,089)
8,750,464
215,976
202,664
32,660
34,059
35,007
342,247
171,135
$ 12,916,016
$ 5,390,291
9,842,067
15,232,358
$ 3,477,979
7,419,265
10,897,244
326,956
29,003
198,527
15,786,844
212,664
15,516
154,900
11,280,324
Shareholders’ equity:
Preferred stock, $1 par value; 10,000,000 shares authorized; Series I, $25,000 per share
liquidation preference; 4,000 and no shares issued and outstanding, respectively
Common stock, $1 par value; 150,000,000 shares authorized;
86,675,279 and 79,013,729 shares issued and outstanding, respectively
Common stock issuable; 600,834 and 664,640 shares, respectively
Capital surplus
Retained earnings
Accumulated other comprehensive income
Total shareholders’ equity
Total liabilities and shareholders’ equity
96,422
-
86,675
10,855
1,638,999
136,869
37,710
2,007,530
$ 17,794,374
79,014
11,491
1,496,641
40,152
8,394
1,635,692
$ 12,916,016
1 4 | U N I T E D CO M M U N I T Y B A N K S , I N C . 2 0 2 0 A N N UA L R E P O R T
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
Short-term borrowings
Federal Home Loan Bank advances
Long-term debt
Total interest expense
Net interest revenue
Provision for credit losses
Net interest revenue after provision for credit losses
Noninterest Income
Service charges and fees
Mortgage loan gains and other related fees
Wealth management fees
Gains from other loan sales, net
Securities gains (losses), net
Other
Total Noninterest income
Total revenue
Noninterest Expenses
Salaries and employee benefits
Occupancy
Communications and equipment
FDIC assessments and other regulatory charges
Professional fees
Lending and loan servicing expense
Outside services - electronic banking
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
Preferred stock dividends
Undistributed earnings allocated to unvested shares
Net income available to common shareholders
Income per common share:
Basic
Diluted
Weighted average common shares outstanding:
Basic
Diluted
2020
2019
2018
$ 494,212
$ 476,039
$ 420,383
55,031
7,043
1,710
557,996
41,772
3
28
14,434
56,237
501,759
80,434
421,325
32,401
76,087
9,240
5,420
748
32,213
156,109
577,434
224,060
25,791
27,149
5,982
18,032
10,993
7,513
6,779
15,203
4,168
7,018
15,301
367,989
209,445
45,356
$ 164,089
3,533
1,287
69,920
4,564
2,183
552,706
66,856
838
2,697
12,921
83,312
469,394
13,150
456,244
36,797
27,145
6,150
6,867
(1,021)
28,775
104,713
560,957
196,440
23,350
24,613
4,901
17,028
9,416
7,020
6,370
6,170
4,938
6,907
15,092
322,245
238,712
52,991
$ 185,721
-
1,375
73,496
4,189
2,012
500,080
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
8,697
6,623
6,416
5,991
6,846
5,414
17,194
306,285
215,926
49,815
$ 166,111
-
1,184
$ 159,269
$ 184,346
$ 164,927
$ 1.91
1.91
$ 2.31
2.31
$ 2.07
2.07
83,184
83,248
79,700
79,708
79,662
79,671
U N I T E D CO M M U N I T Y B A N K S , I N C . 2 0 20 A N N UA L R E P O R T | 15
SELECTED DATA—QUARTERLY SUMMARY
($ in millions, except per share data)
Earnings Summary
Net interest revenue
Provision for credit losses
Noninterest income
Noninterest expense
Income tax expense
Net income—GAAP
Merger-related & non-operating charges, net of tax benefit
Net income—operating (1)
Q4
Q3
Q2
Q1
2020
$ 145.4
(2.9)
41.4
(106.5)
(17.9)
59. 5
1.9
$ 61.4
$ 128.5
(21.8)
48.7
(96.0)
(11.8)
47.6
2.8
$ 50.4
$ 109.3
(33.5)
40.2
(84.0)
(6.9)
25.1
0.3
$ 25.4
$ 118.6
(22.2)
25.8
(81.5)
(8.8)
31.9
0.6
$ 32.5
2019
Q4
$ 116.6
(3.5)
30.2
(81.4)
(12.9)
49.0
(0.1)
$ 48.9
Performance Measures
Per common share:
Diluted net income—GAAP
Diluted net income—operating (1)
Cash dividends declared
Book value
Tangible book value (2)
$ 0.66
0.68
0.18
21.90
17.56
$ 0.52
0.55
0.18
21.45
17.09
$ 0.32
0.32
0.18
21.22
16.95
$ 0.40
0.41
0.18
20.80
16.52
$ 0.61
0.61
0.18
20.53
16.28
Key performance ratios:
Net interest margin (3)
Return on assets —GAAP (3)
Return on assets—operating (1)(3)
Return on common equity—GAAP (3)(4)
Return on common equity—operating (1)(3)(4)
Return on tangible common equity—operating (1)(2)(3)(4)
Equity to total assets
Tangible common equity to tangible assets (2)
Asset Quality
Non-performing loans
Foreclosed properties
Total non-performing assets (NPAs)
Allowance for credit losses - loans and leases
Net charge-offs
3.55 %
1.30
1.34
12.36
12.77
16.23
11.29
8.81
3.27 %
1.07
1.14
10.06
10.69
13.52
11.47
8.89
3.42 %
0.71
0.72
6.17
6.25
8.09
11.81
9.12
4.07 %
0.99
1.01
7.85
8.01
10.57
12.54
10.22
3.93 %
1.50
1.50
12.07
12.06
15.49
12.66
10.32
$ 61.6
0.6
62.2
137.0
1.5
$ 49.1
0.9
50.0
134.3
2.5
$ 48.0
0.5
48.5
103.7
6.1
$ 36.2
0.5
36.7
81.9
8.1
$ 35.3
0.5
35.8
62.1
3.9
Allowance for credit losses - loans and leases to loans
Net charge-offs to average loans (3)
NPAs to loans and foreclosed properties
NPAs to total assets
1.20 %
0.05
0.55
0.35
1.14 %
0.09
0.42
0.29
1.02 %
0.25
0.48
0.32
0.92 %
0.37
0.41
0.28
0.70 %
0.18
0.41
0.28
At Period End
Loans
Investment securities
Total assets
Deposits
Shareholders’ equity
Common shares outstanding (thousands)
$ 11,371
3,645
17,794
15,232
2,008
86,675
$ 11,799
3,089
17,153
14,603
1,967
86,611
$ 10,133
2,432
15,005
12,702
1,772
78,335
$ 8,935
2,540
13,086
11,035
1,641
78,284
$ 8,813
2,559
12,916
10,897
1,636
79,014
(1) Excludes merger-related and other non-operating charges.
(2) Excludes the effect of acquisition-related intangible assets.
(3) Annualized.
(4) Net income less preferred dividends divided by average realized common equity, which excludes accumulated other comprehensive income.
1 6 | U N I T E D CO M M U N I T Y B A N K S , I N C . 2 0 2 0 A N N UA L R E P O R T
CORPORATE INFORMATION
Financial Information
Stock Price
Analysts and investors seeking financial
information should contact:
Jefferson L. Harralson
Chief Financial Officer
864-240-6208 | jefferson_harralson@ucbi.com
2019
2020
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.
High
Low
Close
Average Daily
Volume
$ 31.66 $ 27.01
$ 30.88
363,152
$ 31.02
$ 15.71
$ 18.31
24.35
20.60
28.94
14.95
15.73
16.69
20.12
16.93
28.44
484,505
555,836
581,462
440,414
4th
1st
2nd
3rd
4th
Investor Information
Registrar Transfer Agent
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. common
stock (Ticker: UCBI) and preferred stock
(Ticker: UCBIO) are listed for trading on
the NASDAQ Global Select Market.
Independent Registered
Public Accountants
PricewaterhouseCoopers LLP,
Atlanta, GA
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.
Disclaimer
This statement has not been
reviewed, or confirmed for accuracy
or relevance, by the Federal Deposit
Insurance Corporation.
Board of Directors
Thomas A. Richlovsky
Lead Director, Retired Chief
Financial Officer and Treasurer
National City Corporation
Robert H. Blalock
Chief Executive Officer
Blalock Insurance Agency, Inc.
James P. Clements, Ph.D.
President
Clemson University
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
Chairman
Chief Executive Officer
President
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
Chairman
Chief Executive Officer
President
Jefferson L. Harralson
Chief Financial Officer
Robert A. Edwards
Chief Risk Officer
Melinda Davis Lux
General Counsel and
Corporate Secretary
Richard W. Bradshaw
Chief Banking Officer
Mark Terry
Chief Information Officer
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