Raise Your Hand To Become A Top 5 Percenter™

You work hard. Your bank serves your community. What if you could take it to a whole new level—to join the TOP 5 PERCENTERS™? Here are some of those that paved the way for you.

Click on the case study category that matches your most pressing need.

We have helped hundreds of banks become Top 5 Percenters™

 
 
“We increased our average cross-sales ratio in 7 weeks from 2.9 to 5.1. In two years, loans are up 34%, assets are up 21%, and we’ve added 60 basis points to Net Interest Margin, but the really dramatic change is our cross-sales. We tripled cross-sales, from 2.9 to 8.4, on average across the bank—we view this as the ultimate vote of trust from our customers. It’s unbelievable, but very real.”

K. KNUDSEN

CHIEF EXECUTIVE OFFICER, SECURITY BANK
“We have seen a significant increase in our cross-sales since implementing your proven Retails Sales process. We have increased from a team-wide average of less than 3 to finishing 2020 at 5.91. We have also seen individual teammates grow from being fearful of “sales” to routinely building customer trust resulting in individual cross-sales of +10! Utilizing weekly huddles, our leaders follow the Retail Sales process with precision, leading to a deeper understanding that these are win-win interactions.”

B. CALDERARA

PRESIDENT & CEO, ULSTER SAVINGS BANK
 
 
 
“Roxanne showed us how to double our growth. We hit our loan growth goal for the year by the end of June…in our first year with Roxanne Emmerich’s help! We’ve had employees in banking for 20 to 30 years who say they wish they’d started this program 20 years ago.”

C. Floyd

President & CEO, Dream First Bank
“Over the last decade as an Emmerich Group client, we have more than doubled assets while becoming very profitable. We look like we’ll end the year with a 5 NIM and a 2 ROA. We had a record year for earnings and growth.”

P. Steele

President & CEO, Builtwell Bank
 
“Our loan growth was up $100 million in less than five months during the heart of a recession while we improved loan quality. Return on equity increased from 7.18% to 10.44% in a year. Net interest margin increased from 3.63 to 3.95% in a year.”

J. Marcuccilli

Chief Executive Officer, STAR Financial Bank
M Scheopner
“Since working with TEG our culture scores have improved and we’ve had tremendous success with commercial loans without having to change our rates.”

J. Rios

Chief Financial Officer, First National Bank of Syracuse
M Scheopner
“We landed a $10 million loan, the biggest we’ve ever had! We’re focusing on our Top 100 and Top 1000 and we now know what they look like, smell like and feel like. It’s easier than ever to go after the people and companies that look just like our most profitable customers.”

N. Grigsby

President, Farmers State Bank
M Scheopner
“In the last three years, the ‘Blueprint’ has helped us have a breakthrough we never dreamed possible. Assets have grown 44%, loan growth is up 64%, net income has doubled, AND we were ranked #2 by SNL for banks under $1 billion. Best of all, we were named the 2019 Extraordinary Bank of the Year™, and our clients are all thrilled to see what our bank in our small community has accomplished!”

C. Floyd

President & CEO, First National Bank of Syracuse
M Scheopner
 
 
“We were able to capture a floating rate in a rising rate environment. That was just as big a deal as getting the $10 million loan. Since then, interest rates have gone up 100 basis points. It’s the only floating rate that company has. [We were] able to negotiate that by making sure we stuck to your sales process and held tight…and it worked.”

N. Grigsby

President, Farmers State Bank
“The real progress on the margin is on the deposit side. We have the second lowest cost of funds of any community bank in Utah. And even though rates have moved up, we’ve managed to keep customers.”

J. Jones

President & CEO, First National Bank of Layton
 
“Our net interest margin is now over 5.0—an increase of over 40 basis points in the past year. We realized our three-year goal for net income in the first year working with The Emmerich Group.”

C. Floyd

President & CEO, First National Bank of Syracuse
M Scheopner
“We increased net interest margin from the 27th to 82nd percentile in the time we have been working with you. We drew the line in the sand about matching rates—that was huge. We drove our deposit costs down. I don’t think we could have come out of those tough couple of years without The Emmerich Group.”

J. Burnett

Chief Executive Officer, Libertyville Savings Bank
M Scheopner
 
 
“It was an incredible recognition by Forbes… [when they ranked our bank #1 for client experience out of almost 6,000 banks]. We were shocked when we got the #1 rating. It was an amazing announcement when we found that out.”

S. Lewis

President & CEO, Thomaston Savings Bank
“When I got here four years ago, it really was an organization that had a lot of culture issues. That was one of the big drivers for going with [The Emmerich Group]. I was the seventh president in 10 years. This has really helped us bring it all together, break down the silos, and really get everybody on the same page and working as a team.

Our culture scores have really gone up since we’ve [joined The Emmerich Group]… And last year, we were voted one of America’s best banks to work for in American Banker magazine. [A customer in one of our branches said:] ‘You guys are always so happy. This is such a fun place to come to. I like banking here. This is a great place to work…and that’s why it’s a great place to bank.’”

B. Calderara

President & CEO, Ulster Savings Bank
 
“The High-Performance Bank Executive Program is like no other executive development program. It makes us examine ourselves inside-out and become a better version of ourselves.”

B. Penney

Chief Executive Officer, Marine Bank
“We have been partners with TEG for 6 months and employee engagement has increased thanks to implementing morning huddles and bank wide celebrations. We really exceeded expectations on the impact to our culture.”

T. Rudy

EVP, Citizens & Northern Bank
“One of the key phrases of our strategic plan is: “Do more with less.” We’ve done just that. That shows up in our culture scores, and it shows up in our productivity, based on the amount of assets under management per employee. And because we’re doing more with less, we have higher-paid people.”

N. Grigsby

President, Farmers State Bank
“Today, profits have increased 44% over last year! All this in a market with many tough competitors. All because we decided to change our culture.”

P. Steele

President & CEO, Builtwell Bank
“Thriving through challenges like those we face today is exactly why we have this long-term relationship. The Emmerich Group is all about culture, and they have helped us establish systems, processes, and people development so that we can differentiate BY our culture.”

K. Knudsen

Chief Executive Officer, Security Bank
“Since working with TEG, our culture scores have improved and we’ve had tremendous success.”

J. Rios

Chief Financial Officer, First National Bank of Syracuse
“We’ve always had a good culture but especially the last few years it’s been wonderful and people have wanted to come to work for us because they hear the good things we’re doing, and we have Roxanne and her approach to culture transformation to thank for that.”

B. Grimstad

CEO, Decorah Bank and Trust
“Before The Emmerich Group, we had great people, but we didn’t have an accountability culture. Now, 79% of our employees are at target or above on their critical drivers.”

B. Monts

President & CEO, Hoosier Heartland State Bank
“The professional development I gained from the High-Performance Bank Executive Program is better than any other program I have attended.”

C. Holland

Chief Executive Officer, Farmers State Bank of Alto Pass
“In just 18 months, we improved our ROA from 1.35 to 2.6 and our efficiency ratio from 73% to 56% – far exceeding the utopian goals we set. We never would have thought we could have come so far in so little time. And our people are on fire – we have the best culture we’ve ever had.”

J. Jones

President & CEO, First National Bank of Layton
 
 
“In our first year, we had almost 18% core deposit growth. Now my team brings in a $2 million to $3 million checking account every single week using what you taught us.”

C. Holland

Chief Executive Officer, Farmers State Bank of Alto Pass
“We had almost 18% deposit growth. We had two individuals from our team who took the Accredited Banking ProfessionalTM course and, while ‘practicing,’ brought in $20 million in deposits—$15 million of which were low-cost deposits.”

C. Holland

Chief Executive Officer, Farmers State Bank of Alto Pass
 
“Before we worked with The Emmerich Group, we had tried many consultants and training programs with little or no improvement. Within 30 days of our Kick-Butt Kick-Off®, we grew more than we had in the previous 10 years combined—35% annualized in 30 days! The growth of deposits and loans can only be described as a miracle and the profits were up 44%. Ongoing growth has soared from there. The systems keep taking us further.”

P. Steele

President & CEO, Builtwell Bank
“Before Roxanne, we had lost direction. We knew we needed growth and a culture shift. Since joining The Emmerich Group, our deposits are up 22%, our customer satisfaction rating is 9.90 out of 10, and we are experiencing our most profitable year on record. This is the best investment we’ve ever made.”

J. Burnett

CEO, Libertyville Savings Bank
“Since 2015, we have gone from $6.2 million to over $8.18 million in assets per employee. Our profitability has gone up from about $357,000 in the first half of 2015 to $1.1 million in the first half of 2018. Core deposits are up from $182 million to $263 million and assets have increased from $256 million to $422 million. Our non-interest-bearing deposits grew 34% in 2015, 36.8% in 2016, and 26% in 2017. This has exceeded even our lofty expectations!”

L. Harrison

President & CEO, Virginia Partners Bank
M Scheopner
“Our focus on the sales process has led to growth in our core deposits, adding significant value to our organization in the long run. Twenty-six of our twenty-nine banks are in excess of their target levels.”

M. Scheopner

Chief Executive Officer, Landmark National Bank
M Scheopner
“Since 2015, we have gone from $6.2 million to over $8.18 million in assets per employee. Our profitability has gone up from about $357,000 in the first half of 2015 to $1.1 million in the first half of 2018. Core deposits are up from $182 million to $263 million and assets have increased from $256 million to $422 million. Our non-interest-bearing deposits grew 34% in 2015, 36.8% in 2016, and 26% in 2017. This has exceeded even our lofty expectations!”

S. Jones

Chief Executive Officer, Home State Bank
M Scheopner
“For the first time in 25 years, we really have a strategic plan with a purpose and a roadmap.”

R.C. Burson

Chief Executive Officer, Valley Bank of Commerce
M Scheopner
“The focus time dedicated to the strategic planning process is second to none. Having Roxanne and her team at your side for two days keeps the focus and keeps you out of the weeds.”

B. Monts

President, Hoosier Heartland State Bank
M Scheopner
“[Strategic Planning] Think Tank allows you to get laser focus and walk away with clarity on what is going to be important for the bank moving forward the next several years. It allows you to walk away with a plan.”

C. Adams

Senior Vice President, SouthEast Bank/h5>
M Scheopner
“The focus time dedicated to the strategic planning process is second to none. Having Roxanne and her team at your side for two days keeps the focus and keeps you out of the weeds.”

H. Wirtz

Chief Experience Officer, Richwood Bank
M Scheopner
“The process [taught during Strategic Planning Think Tank] removes barriers in the executive management team and empowers all of us to create strategy. The structure encourages us to stay on a path to design strategy.”

C. Holland

Chief Executive Officer,Farmers State Bank of Alto Pass
M Scheopner
“Historically, the leadership team would spend months—plus two days together in-person—struggling over a 50+ page annual strategic plan. Once we finalized it, the board would approve it and everyone would put the doggone thing in a folder until the next strategic planning time the following summer. Today, it’s a one-pager. And we’re now a working, functioning leadership team that is very engaged in the strategic direction we are following. We know what to focus on. Now we hit every outcome on the plan.”

B. Koopman

Senior Vice President, MetaBank
M Scheopner