Tyler Wright - 40 Under 40

  • 14 Sep 2017
  • Posted by Amarasco

Making the BBJ’s 40 under 40 List is an honor. For Tyler Wright, interacting with past and current members of this group feels like an extension of the community-focused and relationship-driven team spirit that is inherent in the Howard Bank DNA.Tyler-Wright

Tyler describes the Howard Bank culture and work ethic this way: “Relationship banking and great service is what makes Howard Bank special. We have talented bankers who all provide great service and expertise.”

Banking at Howard Bank is all about relationships, and Tyler is an expert at building those connections. He started his banking career out of college at Mercantile, one of the biggest and most well-known financial institutions in the area, known for a relationship-focused, community-involved company culture. Tyler is in good company at Howard Bank. Jim Witty, Frank Turner, Rick Botti, and Steve Poynot are also Mercantile alumni.

When he joined the Howard Bank team in 2010 after the recession, Tyler was happy to have a job at a stable, growing, local bank. He could not have predicted the incredible growth that Howard Bank has achieved, and all of it is directly related to that relationship-focus of the organization.

As a Commercial Real Estate Relationship Banker, Tyler is the first point of contact for his clients, whether they have a question about banking services or are seeking help related to a property purchase or refinance. Essentially, he has a quarterback role, and he calls on others on the Howard Bank team to help him provide the great service the Bank is known for.

“Being a banker in a community like Baltimore, you’re right in the middle of everything. You’re connected to many different individuals, many different business leaders, to civic leaders, and it gives you the ability to connect all the dots. With these opportunities to connect people and businesses, it helps me understand and learn more about how the economy drives our community.”

This bond with the community also keeps Tyler energized in his work. “You are faced with the same issues that your customers face and the challenges that are facing the community, so you’re very immersed in that. It keeps me passionate about my job and finding solutions for my clients.”

Committed to the community on a personal level, Tyler volunteers with the Genesee Valley Outdoor Learning Center and the National Collegiate Cancer Foundation. He currently chairs Howard Bank’s United Way employee donation campaign, and he has been honored for his work with the Cystic Fibrosis Foundation.

Ambitious and infinitely enthusiastic about banking, Tyler hopes to become a Chief Lending Officer or Bank President someday. “My grandfather was a banker on the Eastern Shore in Centreville. So, you could say that banking is in my blood.”

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Building Baltimore's Best Business Bank

  • 22 Aug 2017
  • Posted by Amarasco

We are committed to building Baltimore's Best Business Bank. Howard Bank and 1st Mariner Bank jointly announced the signing of an agreement where Howard Bank will acquire 1st Mariner.

The combination of Howard Bank and 1st Mariner Bank enables us to achieve the vision of becoming the region’s leading business bank in a relentless way. Together, we become the largest community bank headquartered in the Baltimore metropolitan market with the 7th largest deposit market share and the second largest commercial loan share. You can read more here.

Best Business Bank

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Meet Frank Turner, EVP, Regional Executive Officer, Lending

  • 11 Jul 2017
  • Posted by Amarasco

Frank Turner knows commercial banking. With a long familial banking history, his father, grandfather, and his great grandfather were all bankers, Frank started with Mercantile in 1978 and remained when the bank was purchased by PNC. Frank joined Howard Bank in February 2013, when President and CEO, Mary Ann Scully invited him to join the Howard team.

“Mary Ann is such an inspiring leader and an extraordinary banker. Having spent my career in Baltimore banking and the commercial side of banking, with Mary Ann’s visions and the decision to focus on greater Baltimore, it was a good fit,” says Frank.Frank Turner

Commercial banking involves advice and relationships, and Frank is happy to join a team that is focusing on that. Frank notes that this attention is key. “Howard Bank’s focus on small and medium sized businesses in the greater Baltimore area advocates relationship building and maintaining. The only way to help a business work through a tough situation or take advantage of an opportunity is by having that relationship. At Howard Bank, our management team knows our borrowers.”

And the borrowers know their bankers. The senior management team meets with the management of the company. This consistency at the account level all the way to the management level keeps the Howard Bank team focused on their borrowers. This is the heart of Howard Bank, and this relationship focus is the differentiator for Howard Bank.

Frank observes, “Mary Ann has assembled a wonderful team of experienced bankers from different backgrounds and banking environments, but the whole team is focused on small to medium sized businesses. And providing banking services to those businesses. We’re a small bank with people that have had long and deep experience in commercial banking. And as we grow we continue to attract talented people.”

With Frank’s lengthy history in banking, he has seen changes in the industry over the years. Consolidation has been a major one. The number of banks has shrunk dramatically, for various reasons, but that loss means existing banks need to be much more focused. Howard Bank is uniquely focused in the commercial space. “We’re small enough to do it, but big enough to have the technology, and also the capability and lending limits to provide credit in the space and grow with the client,” says Frank.

Some of Frank’s favorite memories from Mercantile days underscore the culture of trust that existed there, and that now exists at Howard Bank. Notes Frank, “The relationship banking – that was what everyone remembers about Mercantile. That’s how Mercantile made their reputation.”

While much has changed in banking, there is much that remains the same. Although technology has changed the way clients interact with the bank, think mobile deposits and online banking, at the end of the day, decision-making about extending credit and providing service is people and relationship based. You can’t have a robot provide these relationships. Everyone is different. Each situation is unique. And a lot of it is evaluating the management of the small and medium sized companies that Howard Bank serves.

Regarding the future Frank says, “Mary Ann’s assessment of the marketplace and the need, and given what this management team has accomplished so far, the future looks bright.”

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Howard Bancorp's Mary Ann Scully on Bringing Big-Bank Expertise to Community Banking

  • 02 Dec 2015
  • Posted by Admin

By Kiah Lau Haslett

Mary Ann Scully is a lifelong banker, and for the last 11 years she has brought her big-bank experience and expertise to the community banking space. She cut her teeth at regional Baltimore player First National Bank of Maryland, which later became Allfirst Financial Inc., focusing on large corporate clients in the Midwest. She was then promoted to international banking, in which she worked with European and Japanese companies, eventually heading up the entire group. She eventually returned to Baltimore to work in the bank's M&A and strategic planning departments. The last position she held at AllFirst was executive vice president of regional banking before the bank's sale to M&T Bank Corp. closed in 2003.

Her next move was to start a bank. She gathered a small group of bankers, composed of former colleagues and new partners, to form a community bank headquartered in Howard County that aims to bring a sophisticated experience to small- and medium-sized businesses. Ellicott City, Md.-based Howard Bancorp Inc. was founded in 2004.

Management spent the first seven years mainly focused on the bank's organic growth. But lately, the $924.5 million community bank has focused on strategic transactions to grow assets and expand its footprint, through team lift-outs, failed-bank acquisitions, branch deals and whole-bank deals. SNL spoke with Scully this fall to learn a little bit more about the metropolitan Baltimore area, the transition from big-bank banker to CEO of a community institution and her view of the regulatory landscape. What follows is an edited transcript of the conversation.

SNL Financial: What is it like to be a community bank in Baltimore?
Mary Ann Scully:

The Baltimore market has economically performed well. It's a strong market. It doesn't necessarily get the attention that Washington does, but it's a strong market compared to most markets in the U.S. We saw an opportunity three years ago to position ourselves as a stronger community bank in the Greater Baltimore area.

How does Howard balance organic growth with strategic growth opportunities?

We talk about the three legs of a stool and how important it is to balance all three. You've got the organic growth, which is mostly commercial loan origination but includes retail lending, with demand and transactional funding growth. Then you've got the mortgage revenue piece, and that has grown initially by team lift-outs, and then third is the acquired growth. Our branch acquisitions with Rising Sun Bancorp and Cecil Bancorp Inc. have not been about branch deposits but rather about working with a financially stressed counterparty that needs to deleverage their balance sheet. It's driven by our purchase of a commercial loan portfolio that we selected, and technically that's how [the seller pays] us for the assumption of their deposits. Even the FDIC-assisted transaction of NBRS Financial Bank was obviously a very attractive gain there because of the discount purchase, but we actually consciously diluted some of that gain by preselling almost all of the nonperforming assets; when the deal was consummated, we had presold almost all of the bad loans so we were left with an annuity stream of the performing loans.

Howard announced it agreed to acquire Dundalk, Maryland-based Patapsco Bancorp Inc. in the first quarter, and the deal closed in August. What is the environment like in Baltimore that is motivating banks to sell?

Within the industry, you have people on the small-bank side who feel that they need to partner with someone who can give them some size and efficiency because of the regulatory environment. You also have a number of people who, now that they're on the recovery side of the recession, are realizing that just because their NPA problems are behind them doesn't mean they can attract the capital they need to grow. I always call the first one "the regulatory question" and the second one "the relevance question." Can I attract the capital I need to be relevant? Third, because of all the movement in the market, you have pricing moving up. Boards can feel they are not doing their shareholder base a disservice if they can get book value or a little more that book value, if they can substantially increase their pricing over what their market value might've been or if they can create some liquidity for their smaller, older shareholders. To the extent that we have what we think is an attractive currency, a track record and experiential sophistication, we're very well positioned to take advantage of that convergence in the market.

Even though Howard has just under $1 billion in assets, its strategy seems to reflect a lot of sophistication about its growth, business lines, the bank's footprint and focus — even the split of the mortgage business between traditional retail mortgage and a nationally focused refinance business. What has it been like for you and your team to go from a larger bank to forming a community bank? How that has helped or hurt you, if it has at all?

It has probably provided some moments of culture shock for us as individuals, but I think it's done nothing but help the bank. We have a sophisticated awareness from a corporate finance perspective, strategic planning perspective and an M&A perspective, as well as how to be successful in different segments of the banking industry, and can translate it into a community bank-client model. One thing I learned over the years was whether you're working with a small business down the street or you're working with a Fortune 1,000 company in Chicago or you're working with a Dutch publishing company who has just done their sixth acquisition in the U.S. — in all of those cases, it's the people you're working with that decide to award you with their business. In a tough lending environment, it's the people that frankly decide that they're going to find a way to repay you.

Some of the bank's shareholders include asset managers like Endeavour Capital Advisors Inc. and Stieven Capital Advisors LP, funds that are focused on the bank space. What's it like to have their interest, attention and investment? 

Good, good and good. We have, with Griffin Financial Group's assistance, been able to tap into a number of institutional investors that are well-known for investing smartly in the community bank space. We believe that that is a mark of confidence. We also believe that that is a strategic resource we can tap into. We pay a lot of attention to investor relations and make sure they understand what we're doing. We know that any advice they provide us is experienced advice, so it really doesn't get any better than that. We also have some slightly bigger players — Manulife and T. Rowe Price — locally, which obviously gives us a lot of pride. We think that bodes well for our future as we continue to become increasingly relevant to all of our stakeholders.

You're on the FDIC advisory committee on community banking. What has your involvement in that group been like, what items you're brought to regulators attention and what is your sense of regulators' interest and support of community banking?

I'm on the FDIC community advisory council, and I'm also on the Baltimore advisory board for the Federal Reserve of Richmond. I believe that regulators candidly are focused on not wanting to see the community bank sector disappear and I believe that just about everything they do is well-intentioned and a direct result of trying to make sure what happened in 2007 and 2008 doesn't happen again. I think what bankers can bring to the table is a perspective of what the unintended consequences are of those well-intentioned actions.

For a bank like ours that's operating in higher growth markets and wants to be better than well-capitalized, we're very concerned about the regulators' understanding of what some of these regulations and higher costs signal to existing and potential investors about the attractiveness of the industry. If an industry can't continue to attract capital in the long-term, it's not a sustainable industry.

One of the great things that the FDIC has done under [Chairman Martin] Gruenberg's leadership is point out that community banks statistically play a really important role in lending to certain sectors. When you think about the allocation of capital among small- and medium-sized businesses, it can be very difficult for some of them to be underwritten by large banks. How are we going to make sure those small- and medium-sized businesses keep getting the capital they need? It's by having a strong community banking industry, and that industry in turn needs to have access to its own capital. I do think they're beginning to realize, yes, they obviously have an obligation to the depositors because the FDIC is the insurer of last resort, but they're also taking it upon themselves to say they have a responsibility to small- and medium-sized businesses, and that's the reason to be focused on the capital issue.

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Howard Bank CEO to Speak at Bank Director’s Conference

  • 10 Nov 2015
  • Posted by Amarasco

Scully will be a featured panelist at the Chicago event

ELLICOTT CITY, Md. (Nov. 10, 2015) – Howard Bank Board Chairman, President and Chief Executive Officer Mary Ann Scully will take part in the Bank Executive & Board Compensation Conference Nov. 10-11 at the Swissotel Chicago. Scully will be a featured panelist in a Wednesday session titled What Makes Great Boards Great: Making the Tough Calls.

The conference brings together executives and board members from various parts of the financial community. The program aims to deliver essential information and insight to officers and directors from public and private institutions, prepare financial institutions from across the U.S. to grow and compete in the future and introduce strategies and tactics a bank's HR and executive team can immediately consider or implement.

Scully, whose banking career spans 40 years, has been at the helm of Ellicott City-based Howard Bank since its founding in 2004. This year, Scully oversaw the acquisition of Patapsco Bank, making Howard Bank the largest publicly traded bank headquartered in the Baltimore region.

About Howard Bank:
Howard Bancorp is a bank holding company with total assets of $924 million as of Sept. 30, 2015. Its principal operating subsidiary, Howard Bank is a locally owned and managed, growth-focused community bank serving businesses, professionals and individuals in the Greater Baltimore area through 16 full service branches. Howard Bank is a wholly owned subsidiary of Howard Bancorp (NASDAQ: HBMD). For information visit www.howardbank.com

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Business Spotlight: Joe Posey, President, Terrapin Financial Services...

  • 29 May 2014
  • Posted by Admin

Joe-Posey-headshot-2_ADG-picture-252x300

 

As a trusted community partner it’s not only our privilege to highlight organizations in our region that are making a difference, it’s our responsibility. The success that Howard Bank enjoys is due in no small part to the quality and tenacity of its clients, partners and friends. Today we highlight one such individual and organization, Joe Posey, President of Terrapin Financial Services.


15 years ago, did you expect to be doing what you’re doing now?
No, not at all. I was leading a division of a large bank with no thought of being in business for myself. About eight years ago, we noticed that community banks were being underserved in the merchant processing space so, along with two partners, we formed Terrapin Financial Services and now only work with community banks.

What makes Terrapin Financial Services unique?
Trust. The credit card acceptance business (merchant processing) can be a scandalous business with deceptive sales techniques and no barrier to entry. Our biggest competitor is misinformation. Our biggest asset is trust.

How have you seen a shift in the marketplace in recent years?
Clients have so much information available to them today, they believe they are well informed. Actually, there is more confusion than ever.

The market is climbing back from the recession. Is your organization noticing the effects of that?
Yes. We are in the credit card acceptance business and our sales directly correlate to the local economy. Sales are growing right now. In addition, there is the continued migration to card payments away from cash and check. In fact, we have some clients that have stopped accepting checks altogether.

How has Howard Bank helped Terrapin Financial Services succeed in the marketplace?
Howard Bank is our partner. We provide merchant services to Howard Bank clients and our business philosophies are in sync: to provide great local and personal service with honor and integrity. Together, we have grown the Howard Bank merchant service business. Howard Bank is a great Bank.

What steps do you take to maintain a good work/life balance?
Crossfit. Nothing feels better than throwing down heavy weights, climbing a rope, or burpees after a tough day.

What is the single most important trait for a business leader to have?
Integrity. Our reputation is most important to us. We want every single person or business we come in contact with to know we do what we say we will do. This is the only way to build long-term relationships.

What advice do you have for young professionals just starting out in the financial industry?
Question everything. Understand how things work from the inside out and why they work that way. Don’t assume that the status quo is the best way.

 

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