Plansmith Blog

I'm thrilled to share a recap of last week’s first-ever Plansmith Forum, which was an incredible success!

Attendance & Experience

We welcomed 21 attendees representing a wide range of leadership and management roles from financial institutions across the country. Hosted at the Renaissance Hotel near our corporate offices in Schaumburg, IL, the event delivered two full days of learning, collaboration, networking, and social engagement with the Plansmith team — and, most importantly, with industry peers.

“Can’t stress enough the importance of talking with other Compass users.”

“Wonderful event for new and experienced users!”

As we navigate 2026, the financial landscape continues to evolve at a breakneck pace. From my time as a Senior Examiner and Capital Markets Specialist, I've seen firsthand what separates institutions that thrive from those that merely survive. In 2026, financial leaders must prioritize what I’ll call the "4 Ds": Deposits, Data, Decay, and Documentation. This new order reflects the true hierarchy of risk and strategic necessity. Ignore these at your peril; master them, and you secure a competitive and regulatory advantage.

I’ve always said that deposit pricing (a/k/a “betas”), decay rates, and asset prepayments are “the big three” when it comes to interest rate risk (IRR) model assumptions. Why is that? Well, it’s because those are the ones that most people think have the greatest impact on model results, and, as a result, those are the ones that examiners tend to look at the closest. And while I don’t always agree that prepayments matter all that much (depending on the duration of any given institution’s intermediate- and longer-term assets), the current falling rate environment is certain to again shine the spotlight on them at regulatory examinations. As such, we thought it would be a good time to review a few key concepts and then go through the best practices to be sure you’re exam ready. So first, the key concepts:

For many bank leaders, "peer analysis" has long been treated as just another checkbox – useful for satisfying board expectations or preparing for exams, but rarely central to true strategic planning. That mindset, however, is rapidly shifting, and for good reason.

When approached strategically, peer data becomes a potent force. It can uncover hidden inefficiencies, highlight competitive strengths, and drive sharper, more confident decisions. This isn't about comparing for comparison's sake; it's about understanding your bank's performance in its true context and leveraging that clarity to lead more effectively.

At Plansmith, we're helping institutions transform this process. With the BankersGPS Peer Module, we turn raw peer data into powerful decision-making support, empowering leadership teams to elevate both performance and accountability.

What do massive shifts in deposits, economic uncertainty, and falling interest rates have in common? The potential to wreak absolute havoc on your institution’s liquidity position. One unplanned or mismanaged situation could mean falling out of policy limits, or worse.

Over the past several years, the banking industry has seen seismic shifts in deposits as trillions of dollars in Government stimulus were released into the economy, followed by a period of dramatic increases in market rates which then resulted in massive amounts of low yielding balances migrating into higher-paying CDs and non-bank investment products. Now, as deposit rates have begun to fall, we're seeing depositors look for higher yields both inside and outside the banking industry.

"Which measurements would you consider highest priority in 2026?"

I’d say that Net Interest Margin (NIM) changes and Economic Value of Equity (EVE) should continue to be the primary focus of IRR management in 2026. Gap calculations rarely give the full picture (they're focused on timing of repricing, not magnitude), and Duration measurements can be difficult to understand. Given the rate drops we've seen so far and the expectations for further decreases, all financial institution managers and directors should have a clear understanding of how future market rate changes could impact both shorter-term earnings (i.e., NIM in the next one and two years) and longer-term capital values (i.e., EVE).

As another summer fades into the review mirror, I think back to all those family vacations my wife and I took our kids on and the all too familiar question that came every year as we got closer to our destination (and the end of my patience); “Are we there yet?” And just like how we never seemed to get to that destination fast enough, the banking industry just can’t get to a place of deposit stability fast enough either.

Planning for opportunities drives growth; preparing for challenges ensures survival. Despite lingering unknowns like tariffs, governmental tensions, and stubborn inflation, community bankers are entering 2026 with optimism. This positive outlook is supported by the ABA Economic Advisory Committee (2025), which expects modest economic gains in 2026, driven primarily by stronger consumer spending.

The question is: how can you leverage new opportunities while preparing for inevitable challenges?

You've spent countless hours crafting the perfect strategic plan – the one that will drive growth and secure your institution's future. But what happens when that brilliant strategy stalls, derails, or simply fades away due to resource limitations, miscommunication, or a lack of oversight?

That frustrating gap between a great idea and a successful outcome is what we call Execution Risk. 

For lean community banks and credit unions, this isn't just a threat; it's the single biggest obstacle to momentum – and success.