Plansmith Blog

As a financial leader, you’re no stranger to balancing strategy, compliance, and performance. But if there’s one task that continues to demand more of your time than it should, it’s likely CECL reporting.

You’re not alone. Across the country, CFOs, controllers, and entire CECL committees are hitting a breaking point with their current CECL solutions, especially as the original wave of contract renewals comes due. If you’re stuck wrestling with expensive, clunky platforms, endless spreadsheets, and reporting tools that seem more confusing than helpful, this might be the best opportunity you’ll get to reassess.

Here’s why now is the right time to take a closer look, and why so many financial institutions are making the switch to Plansmith’s all-in-one CECL solution.

Uncertainty and volatility seem to be the only consistent elements concerning the post-COVID economy. So, how do you adequately measure the financial impact today’s economic landscape will have on your business? By utilizing a true planning model.

A professional forecasting platform for Budgeting and ALM/IRR adapts to changing conditions. As it is relationship-driven, it can be set to react to environmental changes, including rates. As the rate environment shifts, so should your balance sheet growth and product mix. Planning models help you test the impact of such changes and measure results in minutes, not hours.

In 2022 and 2023, the Fed increased the target Fed Funds rate by a total of 525 basis points. Those moves were aimed at tempering the overheated economy in the wake of the COVID pandemic. As a result of those increases, we saw massive shifts in deposit balances as consumers became more aware of opportunities to move balances from lower yielding non-maturity deposits into higher yielding CDs and alternative investment products. Now, as the Fed has begun cutting rates, depositors are actively looking both inside and outside their bank or credit union for the highest rate(s) they can find, significantly impacting financial institution liquidity levels and planning strategies.

Risk is inevitable in banking; in fact, it’s what makes banking profitable. The question is, how much risk is acceptable? Recognizing that existing techniques of measurement were sometimes misleading and arbitrary, Plansmith developed a simple calculation called "Margin Risk Tolerance" that defines how much risk each bank can take. Despite the wealth of banking information Plansmith has at hand, we believe risk relates to the individual bank, and cannot be measured to any peer standard or magic number.

Margin risk tolerance calculates the minimum net interest income and net interest margin necessary to maintain continuing operations. Minimum margin consists of two basic components: 1) earnings needed to maintain an acceptable capital ratio and pay dividends, and 2) earnings needed for overhead.

Why Your Financial Institution Needs a Playbook in 2025

The financial landscape is set to undergo significant shifts in 2025, driven by fluctuating interest rates, evolving economic conditions, and a changing political environment. These factors present both opportunities and challenges for financial institutions, making it essential to have a comprehensive playbook. A playbook not only provides guidance, but ensures that institutions remain agile and focused on key objectives, especially during fluctuating rate environments. While we don’t know how much rates may fluctuate, we do know it’s important to be prepared for any scenario.

Establishing and maintaining a sound interest rate risk (IRR) management program is crucial to ensure proper balance sheet structure and comply with Regulatory expectations. During my 20+ years as a senior FDIC examiner, I routinely saw organizations experiencing issues with their ALM/IRR practices, ranging from loose misunderstandings of the guidance to critical errors that put the health of the organization at risk. Unfortunately, in my current advisory role, all too often, I see the same issues.

Are you really planning, or are you just budgeting?

By this I mean, are you filling out the numbers on a spreadsheet or planning the actions needed to make it a reality?

It’s always gratifying when all the numbers come together in a neat package showing expected growth and earnings for next year. And, there were likely many contributors who verbally expressed their goals and plans on how they are going to reach them. The compiled financial targets are then presented to and accepted by the board, and your monthly comparisons begin. Budget “predictions” are compared to reality. Variances from “budget” are explained, and business continues as usual. In essence, that’s budgeting.

Our recent blog discussed Product Profitability, or the process of analyzing your product line by looking at each asset category and adjusting its yield by adding non-interest income, and subtracting applicable loan losses and overhead. The overhead we associated with the asset was its funding liability cost less applicable service charges. This gave us a more heightened awareness of the true earning potential of each earning asset.

As increased competition and consolidation challenge the financial industry, your business must continue to adapt using strategies for success, not unlike those of other businesses.

Manufacturing and retail have long used product management techniques to meet competitive pressures for pricing, product planning, and growth strategies. If financial institutions are to survive and prosper in this highly charged competitive environment, management must understand and control all components of profitability. Margin and equity risks have been addressed using regulatory rate shock methodologies, as well as recommended and required stress testing of the loan portfolio, including loan losses. Product profitability combines these concepts with an often-overlooked element of cost – overhead.

For banks and credit unions, navigating the ever-evolving financial landscape requires more than just intuition and experience. It demands a clear vision, a roadmap etched with achievable goals, and a dedicated pursuit of those objectives. Goal setting emerges as the compass guiding organizations through market volatility, technological disruptions, and changing customer expectations. Effective goal setting empowers banks and credit unions to not only survive but thrive in a dynamic financial ecosystem.