Triad Chapter Newsletter November 2012

Inside this issue: Letter from the President — New Member Spotlight 2 Barnes Harris Community Outreach 2 Successful Events Held 3 Characteristics of High Achieving CREDIT Departments 4 It is hard to believe that we are closing in on the Women In Business Update 8 end of another year and that the year 2013 is just Other News & Announcements 8 over 30 days away. Just as quickly as the passage Credit Risk Certification 9 of time is the acceleration of the dynamics that im- Education Corner 9 pact the financial services industry and all of the professionals who make their living within this pro- 2nd Annual WIB Holiday Market 10 fession. In my role as an officer for your Triad Carolinas- 2013 Spring Conference 11 Chapter of RMA, I am honored to serve along side Triad Chapter Board Listing and RMA Contacts 12 such a dedicated and committed group of profes- Triad Chapter Young Professionals Listing 13 sionals that make up the Board of Directors and various Committees for your chapter. This group exhibits the commitment and energy required to sus- tain and advance the relevance of RMA to our membership and to the marketplace. We have high- lighted this group on pages 11 and 12 of the newsletter.

As a Chapter of RMA, we are committed to offering quality training programs, informative professional events (speaker series; panel events; women in business) and interactive networking events to help our members navigate through the ever changing industry dynamics and enhance your own personal devel- opment. Please be on the lookout for our upcoming events. We have a great year planned!

A growing part of our chapter’s initiative to advance our relevance to our members is our community out- reach program. A part of the RMA mission is to reach out into our communities where we live and work and offer support to the critical needs within the community. As you read through this newsletter you will see where your Chapter has made meaningful financial and time contributions to various agencies that support early education programs, financial literacy and those in need. I would like to personally thank our Community Outreach Committee, our Young Professionals Committee, the Women in Business Committee and our Board of Directors for their commitment to this very important initiative for your Chap- ter. I encourage our members to get involved in this initiative by reaching out to a Board member or Committee Chairperson to find out how you can participate and partner with your Triad Chapter to make a positive contribution to the Triad community.

Enjoy the Newsletter! It is full of information about your Chapter. It also includes a very informative arti- cle from Nevin Sheppard, the winner of the RMA National paper writing contest. We are off to a good start for the 2012-2013 chapter year and we have a lot of exciting events planned. All of these opportu- nities that you get by being a member of RMA will help to build your own professional career and it will present you with the opportunity to make a positive impact within your community. Make sure that you take the initiative to fully utilize your RMA membership.

I hope you and your family have a wonderful holiday season and a healthy and prosperous 2013! Meet Craig Alden—Triad Chapter Board Member Page 2

Craig Alden is the current RMA Triad Chapter Treasurer and has been with BB&T for 11 years. Craig joined BB&T in 2001 as a Teller while attending college at NC State University in Raleigh, NC. Craig relocated with his wife to Winston- Salem, NC in 2004 as she began pursuing her medical degree at Wake Forest University. Since moving to Winston- Salem, which also happens to be the home of BB&T's corporate headquarters, Craig has performed several differ- ent roles with the . In addition to being a graduate of BB&T's Leadership Development Program, Craig has worked as a Relationship Banker in the branch network, a Services Business Analyst, an Internal Auditor specializing in Commercial Credit and most recently as a Loan Administration Officer in both Commercial Credit and Commercial Real Estate. Also, while continuing to work full time at BB&T, Craig completed his MBA at Wake Forest University in 2010.

Native to Chicago, Illinois, but having moved all over the country growing up, Craig is excited to have found a long term home in Winston-Salem. Craig enjoys traveling, NC State and Carolina Panther football, and spending as much time as possible with his family. Craig is very excited to be an officer in the Triad Chapter of the RMA and is honored to be a part of leading our chapter forward!

Community Outreach

The Young Professionals of the RMA Triad Chapter have been hosting an annual charity golf tournament since 2006. In tournaments past we have always donated a portion of the proceeds to a local non-profit organization and used the re- maining balance to help fund our events over the remainder of the year.

In late 2011 we decided to use our 2012 golf tournament as a platform for growing our chapter’s community outreach program. As we began interviewing local non-profits we determined that the Greensboro Children’s Museum best aligned with the RMA’s core values. Our Chapter embraces the advancement and use of sound risk principles in the financial services industry through education and awareness. We believe that the next generation of Americans will face a more complex and technologically integrated financial services industry than any other group in history. Managing per- sonal alone will require a level of math skill and complex comprehension never seen before. Preparing the next generation starts with our children and developing those comprehension skills at a very young age. The Greensboro Children’s Museum embraces that charge and has purposefully incorporated “S-T-E-M” (Science, Technology, Engineer- ing and Mathematics) based learning activities into all of their interactive exhibits.

Over the first several months of 2012 our Young Professionals Board worked Pictured from closely with the Greensboro Children’s left to right: Museum and successfully held the first Todd Rangel - th NewBridge Bank, “Chipping In” golf tournament on June 4 , Marian King - 2012. This event represented a radical GCM, Jed Orman change from our prior tournaments, but - YP Chair 2011- the support and energy we received from 2012, June Bas- both our community and the RMA Triad den - Carruthers Chapter was tremendous. When the day & Roth, and Gray of the tournament finally arrived we had McCaskill - Senn fourteen teams, thirty one sponsors, and Dunn collected over $15,000 in donations and prizes. After all costs and expenses were Reserve your spot for the 2013 tour- netted out, we were able to present net proceeds to the children’s museum in the nament today by contacting Lauten amount of $7,478. This year’s tourna- Crow at [email protected]. ment has set the tone for years to come, and we look forward to expanding the A special thanks goes out to our Present- RMA Triad Chapter’s influence in the communities we serve. ing Sponsor - Carruthers & Roth, P.A.! Successful Events Held Page 3

Young Professionals - Lending Horror Stories Unfold

The Young Professionals held their second annual Lending Horror Stories event at BB&T in downtown Winston-Salem on October 23rd. This year’s event was sponsored by Blanco Tackabery & Matamoros, P.A. and all of the proceeds, totaling $861, were donated to Financial Pathways of the Piedmont. Our panelists provided a record crowd of fifty-one attendees with some very spooky reminders of how much risk exists within the financial services industry and some very helpful pointers on how to make sure we don’t become the topic of future stories! A special thanks to our panelists: Barnes Harris of BB&T, Bill Vasaly of the Bank of Oak Ridge, Timothy Moore of Spilman Thomas & Battle PLLC, and Ashley Rusher of Blanco Tackabery & Matamoros, P.A. Thank you!

Our speakers pic- tured from left to right: Bill Vasaly - Bank of Oak Ridge, Ashley Rusher - Blanco Tackabery & Matamoros, P.A., Barnes Harris - BB&T, and Timothy Moore - Spilman Thomas & Battle PLLC.

General Membership Meeting & CEO Panel Our first General membership meeting was held on Octo- ber 3rd. It was a success! We had 85 participants for our CEO Panel held at The Hawthorne Inn & Conference Cen- ter in Winston-Salem. Swope Montgomery from Bank of , Pressley Ridgill from NewBridge Bank and Louis Moore from BB&T were excellent panelists and pro- vided the audience plenty to consider as it relates to the current state of banking. Timothy Moore served as the moderator for our CEO Panel and did an excellent job!

Pictured from left to right: Barnes Harris - Triad Chap- ter President 2012- 2013, Louis Moore - BB&T, Swope Mont- gomery - Bank of North Carolina, Pressley Ridgill - NewBridge Bank, and Timothy Moore - Our Moderator. Page 4 2011-2012 Article Writing Competition Winner “Characteristics of High Achieving CREDIT Departments” Nevin C. Sheppard, CFA March 5, 2012 The primary purpose that have always played in society is as an intermediary between customers with capital surpluses who need a secure home for their deposits and customers with capital deficits who need to borrow money. The efficient reallocation of this capital within prudent risk tolerances creates the need for a credit department. When executed properly this system results in a competitive free-market system where borrowers can seek out their preferred balance between quality (service levels, convenience, technology, ex- pertise, etc.) and cost of funds (loan rates and terms) and depositors can similarly seek out the best balance between quality and return on funds (deposit rates primarily). The banks which manage risks appropriately and have the best value proposition (the relationship between quality and price) will realize more profits and have the ability to reward their employees and shareholders financially while also likely being a strong sup- porter of the communities in which they do business via direct donations and the volunteer work of their em- ployees. This article will focus on how banks can improve the lending side of their business. More specifically, how they might focus on strengthening their credit departments so that they do manage loan portfolio risks better than their competitors while simultaneously encouraging the relationship managers and credit department staff to have mutually beneficial relationships. Creating an environment where highly skilled credit personnel treat their internal clients (the relationship managers) as teammates while maintaining the objectivity and in- dependence required to make difficult decisions is easier said than done, but here are a few characteristics, that if trained and reinforced, can create that bond. And since bankers love acronyms (EBITDA, ROE, and unfortunately OREO these days), here’s one more for the repertoire. Collaborative The banks with the best performing loan portfolios are likely to have relationship managers and credit staff which share a common vision of appropriate implementation of the bank’s credit culture. While periodic dis- agreements over specific transactions are inevitable and sometimes very constructive, ultimately the relation- ship must be one built on trust and open communication. Relationship managers who recommend every loan application for approval regardless of merit and credit officers who do nothing but try to find ways to turn down (the dreaded credit prevention department) both lose credibility and set the stage for routine confronta- tion. Members of the bank’s credit department can and should take the lead in cultivating more valuable and productive relationships. There are several ways to do so. Credit officers can encourage a more collaborative relationship by making themselves available to the relationship managers to discuss loan opportunities for clients/prospects early in the sales cycle to determine appropriateness and fit. They should be willing to pre- screen loan opportunities without perfect information in order to keep the process moving along and prevent unnecessary delays in responding to the client or prospect. Depending on the circumstances, they may want to make themselves available to go on joint sales calls or market visits to really get to know the dynamics of the market and to demonstrate to the relationship managers that they will make time to add value to their sales efforts. After all, credit officers must always remember that interest income from loan outstandings is a major source of revenues to keep shareholders happy, and without a loan portfolio there is no need for a credit department. So mutual respect between sales and credit is important. When one succeeds the other wins and vice versa; they are truly mutually dependent. The credit staff should also be held partially account- able for the development of the lenders’ credit skills and underwriting abilities. The credit staff sees a large volume of deal flow relative to the relationship managers and can quickly identify specific lenders’ deficiencies

Article Continues on Page 5 Page 5 in underwriting or negotiating. It should be their responsibility to take the time to address these growth oppor- tunities so that relationship managers can learn and improve and become more effective bankers. In order to do this, credit officers should provide immediate and honest feedback on performance. Make any feedback specific, timely, and constructive, and don’t shy away from generous doses of positive reinforcement when good work is delivered. Reasonable Reason is defined as the rational motive for a thought or act, the key being “rational”, i.e. based on facts and not emotions. Credit officers should avoid introducing unfounded biases into the process (i.e. “loans to start- up restaurants never work”). Experience provides a valuable frame of reference for decision-making, but each opportunity should be examined on its own merits. This can only be accomplished when one is aware of pre- conceived notions and biases that may creep into the decision-making process and be unfair to the client and relationship manager. The foundation for a quality decision is a careful examination of the facts and logical consideration of what is really important. Another important and often misunderstood consideration is that loan policies provide guidelines to act by and should be followed most of the time. However policies are differ- ent than rules or laws (which must be followed all of the time) and not all transactions will fit the loan policy standards all the time. Use good judgment in tandem with loan policies and attempt to minimize exceptions. This will provide much-needed flexibility to differentiate the bank’s product (loans) in the marketplace and fur- ther demonstrate to the relationship managers a desire to be pro-business. Being reasonable also means that without fail one acts fairly, consistently, honestly, and respectfully. Empathetic Listen sincerely to the relationship managers and be sensitive to their feelings. In the vast majority of cases the relationship managers are talented people working really hard on behalf of their clients and the bank. Theirs is a difficult job, balancing the demands of a highly competitive marketplace with the needs of the bank for the best priced, highest quality loans (and lots of them, by the way). They deserve a competent credit de- partment that will listen to their needs, add value by engineering solutions that work for the bank and the cli- ent, and keep them focused and between the lines when they lose sight of the aforementioned credit culture and appropriate risk tolerances. In addition to the relationship managers, be considerate of the impact of credit decisions on the client. Try to remain consistent and work with them through the inevitable highs and lows of their business cycles. If clients have good character and a willingness to do everything within their power to repay the bank in full, show as much flexibility as possible in helping them through tough times. Rarely will a long-term lending relationship be without a periodic need for some flexibility on the bank’s part. Whether it is a covenant default waiver, a brief principal deferral, some additional short-term credit, etc, show- ing clients that the bank understands their business and is there to support them when they need them cre- ates real lasting loyalty. Appreciate the importance to the client and relationship manager of every transaction that crosses one’s desk and treat it with respect and professionalism. While the credit officer may support many (sometimes hundreds) of account officers and see a large volume of credit requests, the individual rela- tionship managers may only handle several per month. So these opportunities are precious to them and de- serve to be treated accordingly. If it is not an acceptable opportunity pick up the phone and explain why and acknowledge the work that went into developing the opportunity nonetheless. Do not deliver bad news by voice mail or e-mail. Give the relationship manager the courtesy of a conversation. Any “surprises” should be positive ones for the lender and the client. It has become cliché, but try to under promise and over deliver. Decisive Whatever the decision is, make it and communicate it as quickly as possible. A “slow no” is the worst possible outcome. The anxious client has probably been quizzing the relationship manager, who in turn may have

Article Continues on Page 6 Page 6 been responding with cautiously optimistic updates. This sets the stage for a very uncomfortable situation if a negative message is ultimately delivered. It is tempting to keep setting aside the really tough loan package in favor of the ones that require less difficult decision-making, however good credit officers take them head-on, work through the issues, and make a decision using their best judgment combined with the facts. Delaying the analysis of those tough requests doesn’t make them any easier, it just makes delivering an adverse re- sponse more difficult for the relationship manager if that is the ultimate decision. Don’t let the fear of making a mistake become paralyzing and prevent decision-making altogether or contribute to making only unnecessar- ily conservative decisions. If a mistake is made learn from it, don’t repeat it, and consider it tuition paid for a valuable educational experience. All credit officers will eventually make a decision that with the benefit of hindsight they wish they hadn’t. These experiences are hopefully not too costly and are incredibly valuable the next time a similar circumstance arises. No banks budget for zero loan losses, and they hire credit officers to manage the risks in the loan portfolio, not to avoid risk altogether. Have conviction in your decisions. It is OK to change one’s mind for the right reasons (more information is provided, structure changes, etc.), but never should one change their mind because the original decision was unpopular or becomes politically charged. Remain objective and explain the decision in the context of the facts. Never approve a suspect loan just to please the client or relationship manager. As important as empathy and collaboration are, the credit officer’s primary responsibility is to administer the bank’s loan policies and to manage an appropriate balance between growth, profitability, and quality. Routinely focusing on only one of these objectives at the expense of the other two will always lead to long-term failure. As long as any decision is supported by an analysis of the facts and the answer is delivered in a reasonable amount of time in a consistently respectful manner that the counterparts in the sales force can reasonably expect. Independent The willingness and ability to make a rational independent decision based on the facts is of supreme impor- tance in a credit role. This is why some credit officers prefer to be segregated from the relationship managers and the clients, and this may be appropriate depending on the credit culture of the organization. It is usually more difficult for a credit officer to make an adverse decision when they know the client, and it takes a keen ability to judge the facts independent of the personalities or other circumstances that are often observed when credit officers take a more active approach to the sales effort. Regardless of the way it is executed, the final decision-maker must maintain independence and objectivity. Independent thought also fosters creativity, which often leads to positive change. Try to add value by suggesting alternatives or unique approaches to loan structuring, covenants, and prospecting strategies. This type of idea generation is often stifled in a group setting where independent thought and analysis is more difficult to accomplish. That being said, while every highly successful organization requires self-motivated and independent thinking individuals, in reality most work is accomplished within teams so mutual supportiveness is vital. Good credit officers don’t operate in a vacuum. They use their peers to talk through ideas, to probe for recommendations based on other’s past ex- periences, to get second opinions, and to commiserate if they are having a tough time making a final decision or actually make a bad decision. Isolation can lead to blind risk taking and can also promote inconsistency of decisions among individuals on a credit team. A bank doesn’t want the same credit request receiving different answers from different credit officers on the same team simply because they aren’t on the same page regard- ing risk tolerance or industry-specific insights that can and should be shared. While it is a very empowering and fulfilling, independence also requires that one prepare to be held accountable for their decisions. Ac- countability is important but must not result in fear of responsibility or being overly conservative. Technically skilled Many of the issues discussed earlier in the article could rightly be described as intangibles. Combined, they

Article Continues on Page 7 Page 7 create a framework for effective delivery and implementation of the bank’s loan policies and credit culture. But this is all predicated on having highly skilled and technically competent people in credit jobs. A really great credit officer is well-trained, experienced, and has mastered many key elements of loan underwriting and other credit issues to include: Financial statement and cash flow analysis Industry-specific risk nuances Collateral analysis, lien perfections, appropriate advance rates, etc. Problem loan management and workout negotiations Documentation and unique structural issues (syndications/participations for example) Appropriate use of loan covenants A thorough understanding of the organization’s loan policies Awareness of the myriad regulations and laws governing the lending business Appropriate loan pricing, lending limits, concentration concerns The successful execution of any lending program is fundamentally dependent on hiring people who are moti- vated by credit work, training them thoroughly, and giving them appropriate levels of responsibility based on their experience and abilities. Training can take the form of on-the-job experience under the watchful eye of a more experienced credit officer. It can be an in-house formal curriculum based on a bank’s unique credit ob- jectives. It might take the form of external seminars, coursework, or graduate banking school. Whatever the method, the continuous education and improvement of credit personnel must be a priority within the bank. Banking in general, and credit specifically, is still a people business. There are no statistical models or soft- ware packages that can substitute for well-trained, insightful individuals making reasonable decisions based on the facts. In summary, one common goal of all banks is to have robust loan portfolios full of expertly underwritten loans that are structured appropriately and priced according to the level of risk and servicing intensity so that the bank’s shareholders are rewarded long-term for the use of their capital. Requiring the bank’s credit depart- ment and credit officers to develop the six characteristics of CREDIT outlined above will result in a lending environment in which relationship managers and credit officers work seamlessly together to provide clients and communities with the capital that they need to grow and be successful. Excelling at this will ultimately lead to higher quality service delivery to the clients and prospects, making loan pricing a relatively less impor- tant component of the value equation. The bank wins, the client wins, and the credit department can be cred- ited with taking an active leadership role in making it happen.

Be on the lookout for our 2012-2013 Writing Competition! More information coming soon! Women In Business Update Page 8

Holiday Market When: November 29, 2012 5:30pm-7:30pm Where: NewBridge Bank Corporate Office - Greensboro The Holiday Market is a great opportunity to get Christmas Shopping done and support Fox 8 gifts for kids. We ask each person to bring an un- wrapped gift. There will be a great selection of vendors to complete your holiday shop- ping. Be on the look out for a detailed flyer. Other Upcoming Events February – Breakfast to support Go Red for Women – Details to follow

Other News and Announcements

Platinum Chapter Award The Triad Chapter of the RMA was recognized as a Platinum Chapter for the 2011-2012 STAR Pro- gram- the most prestigious recognition possible! This is a great achievement, and Bill Vasaly (Bank of Oak Ridge) and Ben Barbee (NewBridge Bank) attended the Annual Risk Management Conference in Dallas on October 28th to accept the award on behalf of the chap- ter. We are hoping to continue this success into the 2012-2013 year and thank everyone for their continued support! Young Professionals Achieve Gold Status In addition to the Triad Chapter’s Platinum status, the Young Professionals of the Triad Chapter achieved Gold Status for the 2011- 2012 STAR Program! This is an outstanding accomplishment and signifies the enormous contribution that fellow YP committee members made to RMA during the year. The YP of the Triad Chapter will receive a special 2011-12 award along with certificates for each of the 2011-2012 Committee members. In addition, the YP Group will be recognized at the 2013 Chapter Leaders Conference in Scottsdale, AZ. Again, thanks to everyone for their continued sup- port! Page 9

Credit Risk Certification

Why RMA-CRC? In today’s rapidly changing financial services industry, you need practical, day-to-day knowledge that will help you excel in your profession. You need the latest skills, skills that are current and complete. And you need the demonstrated ability to serve a diverse base of clients. Plus, you need all of these knowledge, skills, and abilities to be validated by a respected organization like RMA.

Get the Recognition You Deserve The Risk Management Associate is proud to introduce our Credit Risk Certification Program.

To take the RMA-CRC examination, you must have at least three years’ experience as a credit professional. You can also benefit from the re- wards of earning your RMA-CRC if you have 5, 10, 15, or even 20 years or more as a: Lender Credit officer Credit analyst Credit risk manager Supervise credit risk professionals? Your stall will profit from certification, too!

Validate Your Credit Risk Skills There are many benefits of RMA’s Credit Risk Certification. The RMA-CRC will: Validate your skills. Reward your professional achievement Reflect positively on your employer. Set you apart from other candidates for promotions. Show your ongoing commitment to staying current. Help you hire candidates you’re sure have the right knowledge and skills. Stand out in a crowd with RMA’s stamp of approval – CRC, Credit Risk Certified.

For more information visit to the RMA Credit Risk Certified web site.

Education Corner October 9th-10th – Cash Flow Analysis II: Applied Concepts. Course held and hosted by NewBridge Bank. November 8, 2012 – Cash Flow Refresher for Experienced Bankers. Course held and hosted by the Bank of Oak Ridge. February 21, 2013 – Commercial Loan Structuring I. Course hosted by Carolina Bank. Register Online For additional information on courses held or to request specific courses, contact Ben Barbee at [email protected].

The Women in Business of the RMA Triad Chapter presents 2nd Annual Holiday Market Decorating Demo Thursday, November 29

Join us as we learn new and innovative holiday decoration tips from

In addition, you will have the opportunity to beat the crowds and

NewBridge Bank 5:30 - 6:00 PM Horsd’oeuvres & Shopping 1501 Highwoods Blvd. 6:00 - 6:30 PM Decorating Demo Suite 400 with June DeLugas Interiors

All participants are ask to bring a new, unwrapped toy to be do- nated to

www.tastefullysimple.com/web/chancock

AND MANY, MANY MORE...

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View the catalog and place your order ONLINE from the comfort of home 24/7 . www.mysilpada.com/jennifer.welch

RMA Carolinas-Virginias Page 11 2013 Spring Conference April 25—26, 2013 Charleston, South Carolina

Location

Learn About RMA National address by Bill Githens, RMA CEO Latest hot and emerging credit and lending topics in the Carolinas-Virginias Regional economic update Sales in a competitive marketplace Opportunities for peer to peer discussions

Local Attractions

Patriots Point Naval & Maritime Museum The WWII aircraft carrier USS Yorktown is home to the Congressional Medal of Honor Museum. Breathtaking views of Charleston Harbor and Historic District. Event space for 15 to 1,500, aboard ship and on the grounds. Catering services and group rates available.

Old South Carriage Company Charleston's premier carriage company, since 1983. One hour tours of Charleston's historic residen- tial district, fully narrated by city licensed guides in Confederate Uniform. Specializing in group tours, corporate events and large party transportation. Our professionalism and hospitality ensure a memorable Charleston experience.

Charleston Pirate Tours

Use the guide Travel Channel, Lifetime, A&E and ETV use! In authentic costume, master story- teller Eric Lavender & his parrot lead you on a walk that brings Blackbeard & Charleston’s many other pirates to life.

Local attraction information taken from http://www.charlestoncvb.com/visitors/tripplanner/what_to_see_do~31/attractions~31/

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2012-2013 RMA Triad Board Contact List

Officers & Chairs Board of Directors Board of Directors Continued

President June Basden Jennifer Weaver Barnes Harris Carruthers & Roth, PA BB&T Corporation BB&T Corporation Greensboro, NC Winston-Salem, NC 200 W. Second Street - 8th Floor Winston-Salem, NC 27101 Robert Gray Jennifer Johnston Phone: 336-733-2556 NewBridge Bank BB&T Corporation [email protected] Greensboro, NC Winston-Salem, NC

First Vice President/Programming William Harvey Paul Neil Chair Capital Bank Bank of North Carolina Cheryl Hancock Winston-Salem, NC High Point, NC NewBridge Bank Greensboro, NC Jeff McDowell David Mann Capital Bank BB&T Corporation Second Vice President/Secretary Winston-Salem, NC Winston-Salem, NC Bill Vasaly Bank of Oak Ridge Timothy Moore RMA Contacts Oak Ridge, NC Spilman Thomas & Battle, PLLC Winston-Salem, NC Cindee Munro Treasurer Regional Manager Southeast Region Craig Alden Christine O'Brien Phone: 210-499-1300 BB&T Corporation Bank of North Carolina [email protected] Winston-Salem, NC High Point, NC Priscilla Poole Education/Young Rob Turner Member Relations Professionals Chair BB&T Corporation Phone: 215-446-4018 Ben Barbee Winston-Salem, NC [email protected] NewBridge Bank Greensboro, NC Mike Hendricks Anna Shuman NewBridge Bank Member Relations Communications/Marketing Chair Greensboro, NC Phone: 215-446-4051 Jed Orman [email protected] NewBridge Bank Lyrnn Carter Greensboro, NC BB&T Corporation RMA Website: Winston-Salem, NC Community Outreach Chair www.rmahq.org Ashley Rusher Jennifer Welch Blanco Tackabery NewBridge Bank Triad Chapter Website: Winston-Salem, NC Greensboro, NC community.rmahq.org/Triad/Home Membership Chair Tol Broome Dan Hornfeck BB&T Corporation Carolina Bank Winston-Salem, NC Greensboro, NC

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2012-2013 RMA Triad Young Professionals Contact List

Chairs Board Members

Chair Blake Montgomery Ben Barbee BB&T NewBridge Bank Winston-Salem, NC 1501 Highwoods Blvd., Suite 400 [email protected] Greensboro, NC 27410 Phone: 336-369-0911 Rachael Dimont [email protected] Blanco Tackabery & Matamoros, P.A. Winston-Salem, NC Vice Chair [email protected] Jed Orman NewBridge Bank Jeff Guernier Greensboro, NC Capital Bank [email protected] Greensboro, NC [email protected] Secretary Tyson Hammer NewBridge Bank ARE YOU WORKING TO FURTHER YOUR CAREER IN: Greensboro, NC [email protected] Accounting? Programming Subcommittee Chair Business? Lauten Crow Carolina Bank ? Greensboro, NC [email protected] Law?

Communications Subcommittee Chair The logical place to call home as you begin to Erin Lungren climb the ladder of success is with the Carruthers & Roth, P.A. RMA Triad Chapter Young Professionals. Greensboro, NC [email protected] That’s because each step is easier with the support and as- sistance they can provide through networking opportuni- Membership Subcommittee Chair ties and training events. Jessica Kimble Spilman Thomas & Battle, PLLC Find out more about upcoming events or how to get in- Winston-Salem, NC [email protected] volved by contacting one of our committee members.

Stay tuned for upcoming events hosted by the Young Professionals - and be sure to check us out on