Level 3 Freedom

Bank CEOs face unique challenges in maintaining the balance between long-term sustainability and short-term flexibility.

What if today's strategy and tactics block future strategy and tactics, or vice-versa?

This balancing act requires not just foresight but a nuanced understanding of both the immediate and future strategic needs.

I help bank CEOs implement a three-phased approach so they benefit from a precise, actionable plan tailored to enhance their bank's strategic position.

This dual focus on today's performance and tomorrow's opportunities ensures that your bank is not only thriving but also strategically prepared for future flexibility.

Our approach includes an initial assessment of your bank, followed by a review pinpointing and prioritizing the areas that can enhance your bank's value drivers, growth opportunities and potential challenges.

Then we'll work with you to create a strategic plan of action based on your circumstances, available resources, and strategic objectives.

This isn't theoretical - it's practical.

You don't need to stop what you're doing to implement the plan.

The entire process can be completed in 90 - 180 days, depending on your availability and determination.

Founder and CEO

Strategic Options

I share observations and information to help bank CEO's and boards understand the process of preparing for the sale of the bank, whether they're selling or not, from a banker's perspective. The more time in advance of contemplating a liquidity event, the better. Planning, whether selling or not - now or in the future, allows for the best results if things do move that direction.

Having an understanding of the process puts the CEO and the board in a position to ensure they are meeting their fiduciary duties to the shareholders and are able to preserve and maintain their strategic options as well as strengthening their capital plan.

I am not an accountant, lawyer or investment banker, and am not advising in that regard. Nor, do I have a stake in the decision or the outcome.

Clements Worldwide

Clements International is the leading provider of insurance solutions for expatriates and international organizations. Founded in 1947, Clements offers worldwide auto, property, life, health and commercial insurance with superior customer service and claims response to customers in more than 170 countries.

Board Member

Kansas Chamber of Commerce

The mission of the Kansas Chamber of Commerce is to continually strive to improve the economic climate for the benefit of every business and citizen and to safeguard our system of free, competitive enterprise. 

The Chamber is member-driven and its strength comes from hundreds of Kansas employers of every size. The Chamber listens to its members, forms policy and a Legislative Agenda and then takes the issues and concerns of Kansas businesses directly to the policy-makers.

Freedom Bank - Overland Park, Kansas

Organized the founding of the bank. Raised $8.8 million from sophisticated investors, the majority of which are in the local community, to capitalize the bank. Also raised an additional $700,000 to purchase the real estate and for the construction of our bank headquarters. Our team developed the real estate and constructed our headquarters building. 

As Founder and CEO I am the keeper of our culture. Accountable for all aspects of the institution. Leader of an industrious and enthusiastic team of people who are responsible for all aspects of the bank. We are a meritocracy. Our management team averages 45 years of age compared to the industry average of 70+. 

We have loaned out over a half of a billion dollars to local businesses in our first 16 years of operation. We achieved profitability in our third full year of operation, during a tumultuous (if not the most tumultuous) time in the banking industry. 

We developed a retail delivery model from whole cloth, designing out the elements distasteful to customers. We make banking fun. We actively focus on and participate in our local community, and assist privately-held established businesses throughout the greater Kansas City metropolitan area. 

If we don't understand your business, we're not taking care of ours!

Founder, Chairman and CEO

American Bankers Association

The Government Relations Council (GRC) is the leadership committee with the exclusive responsibility for recommending annual policy priorities to ABA’s Board of Directors. The Council provides ongoing policy guidance to ABA leadership as policy issues arise during the year.

Government Relations Council

Kansas Bankers Assn

Elected by peers as the Chairman of the banking trade association. The Kansas Bankers Association, organized on Feb. 22, 1887, in Topeka, was one of the first five state bankers associations in the country. Kansas continues to rank in the top five nationally with 228 banks chartered in the state. The Kansas Bankers Association is the leading advocate for the banking industry in Kansas.

Chairman

Elected by peers as the Chairman-Elect of the banking trade association. The Kansas Bankers Association, organized on Feb. 22, 1887, in Topeka, was one of the first five state bankers associations in the country. Kansas continues to rank in the top five nationally with 228 banks chartered in the state. The Kansas Bankers Association is the leading advocate for the banking industry in Kansas.

Chairman-Elect

The Kansas Bankers Association Federal Affairs Committee provides a forum for the identification and discussion of federal legislative policy issues of interest to Kansas Bankers Association members. The Committee makes recommendations regarding those polices to the Kansas Bankers Association Board.

Federal Affairs Committee

The Kansas Bankers Association State Affairs Committee provides a forum for the identification and discussion of state legislative policy issues of interest to Kansas Bankers Association members. The Committee makes recommendations regarding those polices to the Kansas Bankers Association Board.

Chairman, State Affairs Committee

Elected by peers as a regional representative on the banking trade association. The Kansas Bankers Association, organized on Feb. 22, 1887, in Topeka, was one of the first five state bankers associations in the country. Kansas continues to rank in the top five nationally with 228 banks chartered in the state. The Kansas Bankers Association is the leading advocate for the banking industry in Kansas.

Office of the State Bank Commissioner

Appointed by the Governor and confirmed by the State Senate, to the board in 2011, re-appointed by the Governor in 2013 and 2017. Served as Chairman from 2013 through 2017. The Banking Board serves in an advisory capacity to the Office of the State Bank Commissioner (OSBC). Among the Banking Board's main responsibilities is the approval of new charters and branches in Kansas. 

The OSBC is responsible for ensuring the safety and soundness of state-chartered financial institutions, thereby safeguarding depositors' funds and maintaining public confidence.  The OSBC regulates all state-chartered banks and trust companies, savings and loan companies, mortgage businesses, supervised lenders, and money transmitters.

Kansas Banking Board

Appointed by the Governor and confirmed by the State Senate, to the board in 2011, re-appointed by the Governor in 2013. Elected by Banking Board members as Chairman in 2013. The Banking Board serves in an advisory capacity to the Office of the State Bank Commissioner (OSBC). Among the Banking Board's main responsibilities is the approval of new charters and branches in Kansas. 

The OSBC is responsible for ensuring the safety and soundness of state-chartered financial institutions, thereby safeguarding depositors' funds and maintaining public confidence.  The OSBC regulates all state-chartered banks and trust companies, savings and loan companies, mortgage businesses, supervised lenders, and money transmitters.

Chairman - Kansas Banking Board

Enterprise Bank & Trust

Responsible for all aspects of the operation of the Plaza Bank, a member of the legal bank board of directors, and a member of the credit committee of the legal bank board.  Achieved asset growth of $40MM during first eighteen months of employment, and a $600M increase in net operating income of the Plaza Bank.  Duties include the recruitment and training of personnel, business development activities in both commercial banking services, focused on the middle-market, wealth management services and the protection of the asset quality of the bank.  Additional responsibilities include the recruitment and development of an advisory board of directors for the Plaza Bank.  Recruited to this position.

President - Plaza Bank

First National Bank of Olathe

Responsible for all facets of the commercial, SBA and consumer lending departments of the bank, credit administration, cash management and loan operations.  Duties included strategic planning, establishing a middle-market commercial business development effort, and all aspects of human resource development (managing, training, motivating and attracting new staff as needed).  During time of my employment, the Bank had over $500 million in assets with 9 facilities throughout Johnson County, Kansas, with a loan portfolio exceeding $310 million.  Managed 15 direct reports, and 15 indirect reports.  Recruited to this position.

Executive Vice President & Chief Lending Officer

Master the art of selling your bank

Kurt Knutson was a banker for forty years. He started a de novo bank, built, and successfully sold it.

He understands the challenges that bank CEOs and board members face when considering the sale of the bank.

Concerns about confidentiality and the fear of making costly mistakes or missing out on opportunities can be overwhelming, but it doesn’t have to be that way.

Kurt is now dedicated to developing educational resources and providing tools to help bank CEOs and board members gain clarity on the process of selling the bank in order to achieve the best results.

His first offering is his recently published book, "The Art of Selling Your Bank: A Bank CEOs Step-By-Step Guide".

Selling your bank can make you feel like you are standing naked in public. You must always have your bank in the best shape possible, in other words, “swimsuit-ready”.

When you understand how the process works, you will know if you are ready or what you need to do to get ready. This will reduce the “noise” of the process, calming your mind and allowing you to move forward freely and confidently for the best results.

You will be able to find answers to questions like:

●    What is our bank’s value, and what are the drivers of our value?

●    Who is interested in buying us, and what is the best method?

●    When is the best opportunity to pursue a sale?

The process of gathering this information is high-risk due to the fear of word leaking out, losing customers, and damaging value. Asking advisors for advice may feel like asking a barber if you need a haircut.

His hope is that this book will help bank CEOs gain the confidence and peace of mind so they can use their skills when it matters most.

Kurt Knutson

Just a little over 30 days until the launch.

The Community Bank Value™ Playbook - Season 1, 11 foundational 
episodes. All free.

Audio + Video
Podcast + YouTube

I founded a community bank as CEO and chairman. I've navigated 
the strategic decisions you face every day: 
- Raising capital. 
- Building a strong shareholder base. 
- Developing an engaged team. 
- Growing successfully with customers who proudly called us their 
bank. 

I have been in your seat through every phase of a bank's 
lifecycle. 

That's the perspective you'll hear every episode.

We'll cover strategic positioning, buyer perspectives, deal 
structure, team protection, and how to maintain leverage when 
opportunities arrive—whether you're pursuing them or they're 
pursuing you.

Season 1 available Tuesday, December 30th.

======
Today, in my free newsletter, “The Savvy Banker,” I break down topics like this for leaders who want to take charge of their bank’s future.

This week's topic:

"Community Bank CEOs: The 198 Laps Between Deal Announcement and Closing"


(Link to subscribe in comments below)


Kurt Knutson

I’m not a lawyer, accountant, or investment banker. I’m just a banker who’s been through it.

I post here daily at 7:10am and 4:10pm, weekends too.

And if you want the full roadmap, my book “The Art of Selling Your Bank” has you covered.

Available on Amazon, Audible, and Spotify.

li_at

JSESSIONID

Talks about #bank, #bankceo, #bankers, #bankingindustry, and ##communitybanks

I help bank CEOs master their bank’s future today, by design.

31 days.

Tuesday morning, December 30th, at 7am CT, the Community Bank Value™ Playbook goes live.

Podcast and YouTube channel.

Season 1 - 11 foundational episodes. All free. 

What I learned about strategic positioning, valuation, protecting your team, and maintaining leverage -- whether you're building for growth or navigating a transition.

If you're a community bank CEO, CFO, or director — this is for you.

Whether you're building for growth, planning succession, exploring opportunities, or staying the course -- knowing your strategic position gives you control over your bank's future.


======

Kurt Knutson

I’m not a lawyer, accountant, or investment banker. I’m just a banker who’s been through it.

I post here daily at 7:10am and 4:10pm, weekends too.

And if you want the full roadmap, my book “The Art of Selling Your Bank” has you covered.

Available on Amazon, Audible, and Spotify.

I said 11 episodes. It's now 15.

24 days until launch.

Quick update on the Community Bank Value™ Playbook:

I said 11 episodes.

It's now 15.

The content kept growing because the questions kept coming.

Valuation. Timing. Deal structure. Talent protection. Legacy. The conversations you can't have with anyone else.

I couldn't stop at 11. There was too much ground to cover.

Season 1: 15 foundational episodes. All dropping at once.

Tuesday, December 30th. 7am CT.

Podcast + YouTube. Free on all platforms.

======
Kurt Knutson

I'm not a lawyer, accountant, or investment banker. I'm just a banker who's been through it.

I post here daily at 7:10am and 4:10pm, weekends too.

And if you want the full roadmap, my book "The Art of Selling Your Bank" has you covered.

Available on Amazon, Audible, and Spotify.

Here's what's coming on Tuesday, December 30th:

🎙️ Podcast (Apple, Spotify, everywhere)
📺 YouTube (full video versions)
📥 New Listener Guide (free download)

The Community Bank Value™ Playbook - Season 1: All 11 
foundational episodes drop at once.

I spent 40 years in community banking -- founding, leading, and 
eventually selling the bank to one of eleven qualified buyers.

These episodes draw on what I learned navigating capital raises, 
board dynamics, team building, M&A, and all the strategic decisions 
that come with the CEO chair.

My focus is helping you understand all of your options so you can 
make strategic decisions from a position of strength, not urgency.

Whether you're building for growth, planning succession, exploring 
opportunities, or staying the course -- knowing your strategic 
position gives you control over your bank's future.

The best decisions come from knowing all your options.
======
Today, in my free newsletter, “The Savvy Banker,” I break down topics like this for leaders who want to take charge of their bank’s future.

This week's topic:

"Community Bank CEOs: The 198 Laps Between Deal Announcement and Closing"


(Link to subscribe in comments below)


Kurt Knutson

I’m not a lawyer, accountant, or investment banker. I’m just a banker who’s been through it.

I post here daily at 7:10am and 4:10pm, weekends too.

And if you want the full roadmap, my book “The Art of Selling Your Bank” has you covered.

Available on Amazon, Audible, and Spotify.

Unpopular Opinion: Every CEO Should Have an Exit Strategy

Not to leave. To lead better.

Two CEOs get an unexpected offer.

CEO #1 has no plan. Doesn't know their value. Scrambles.

CEO #2 prepared for years. Knows their worth. Negotiates from strength.

Who's in control?

Having an exit strategy gives you confidence and options. You make choices from strength, not desperation.

Build a company you could own forever. Or sell tomorrow.

#ExecutiveLeadership #UnpopularOpinion #BankingLeadership


- Kurt Knutson

I’m not a lawyer, accountant, or investment banker. I’m just a banker who’s been through it.

I post here daily at 7:10am and 4:10pm, weekends too.

And if you want the full roadmap, my book “The Art of Selling Your Bank” has you covered.

Available on Amazon, Audible, and Spotify.

I help bank CEOs master their bank’s future - by design, not by default.

Strong Companies Have Options

Most companies build for one strategy. Then markets change. They're stuck.

One bank planned to acquire others. Markets shifted. They ended up being acquired instead. It worked perfectly.

Why? They built for strength, not for one path.

Strong team. Clean operations. Sustainable growth.

When their plan stopped working, they adapted.

Companies that build for one strategy struggle when it changes.

Companies that build for strength succeed regardless of path.

#ExecutiveLeadership #CorporateStrategy #BankingLeadership


- Kurt Knutson

I’m not a lawyer, accountant, or investment banker. I’m just a banker who’s been through it.

I post here daily at 7:10am and 4:10pm, weekends too.

And if you want the full roadmap, my book “The Art of Selling Your Bank” has you covered.

Available on Amazon, Audible, and Spotify.

The CEO Who Thought the Hard Part Was Over

The deal was announced Monday. One bank CEO felt relief. The hard part was over.

Tuesday, his attorney sent the closing checklist. Seventy-eight items. Each required documents and coordination.

Three months of checklists while running the bank. If performance slipped, the buyer could walk away.

He learned: the announcement was lap 1 of a 200-lap race.

The real work comes after. Stay organized. Stay patient. Keep your eye on the finish line.

#ExecutiveLeadership #BankingLeadership #MergersAndAcquisitions


- Kurt Knutson

I’m not a lawyer, accountant, or investment banker. I’m just a banker who’s been through it.

I post here daily at 7:10am and 4:10pm, weekends too.

And if you want the full roadmap, my book “The Art of Selling Your Bank” has you covered.

Available on Amazon, Audible, and Spotify.

You've carried this weight for seven months. Now it's time to share it.

Your racing mind is normal. You're ending something you built. Relationships, roles, and identity will change.

But you're not just ending - you're honoring what you've built.

Employees will benefit. Customers gain resources. Shareholders realize value. Community gets greater capacity.

You've done your duty, followed process, made informed decisions.

The secret becomes reality. Trust the work done. Trust the decision made.

This milestone deserves acknowledgment.


#ExecutiveLeadership #BankingLeadership #Leadership


Tomorrow, in my free newsletter, “The Savvy Banker,” I break down topics like this for leaders who want to take charge of their bank’s future.

This week's topic:

" "

(Link to subscribe in comments below)


- Kurt Knutson

I’m not a lawyer, accountant, or investment banker. I’m just a banker who’s been through it.

I post here daily at 7:10am and 4:10pm, weekends too.

And if you want the full roadmap, my book “The Art of Selling Your Bank” has you covered.

Available on Amazon, Audible, and Spotify.

You're building something bigger than yourself.

Your greatest achievement isn't being irreplaceable - it's building something that doesn't need you.

When leaders run meetings without you, you've succeeded. 

When systems work without you, you've built value.

When teams solve problems independently, you've done your job.

This proves leadership greatness, not diminishes it.

Buyers pay premiums for independent teams, clear systems, documented processes, lasting cultures.

Your legacy isn't what you did personally. It's what continues because you built it right.


#ExecutiveLeadership #BankingLeadership #Leadership


Tomorrow, in my free newsletter, “The Savvy Banker,” I break down topics like this for leaders who want to take charge of their bank’s future.

This week's topic:

"Community Bank CEOs: The 3-Step Plan That Keeps Customers Calm During Mergers"

(Link to subscribe in comments below)


- Kurt Knutson

I’m not a lawyer, accountant, or investment banker. I’m just a banker who’s been through it.

I post here daily at 7:10am and 4:10pm, weekends too.

And if you want the full roadmap, my book “The Art of Selling Your Bank” has you covered.

Available on Amazon, Audible, and Spotify.

Managing during M&A then vs. now:

THEN: Signed LOI and assumed deal done, made decisions without considering constraints, shared information broadly

NOW: Recognize LOI as beginning of most dangerous phase, filter every decision through terms, maintain absolute confidentiality

The shift: From "LOI means we're done" to "LOI means real work begins."

You must run business as if deal might fail AND protect deal as if it's done.

Period between LOI and announcement breaks more deals than any other phase.

#ExecutiveLeadership #BankingLeadership #MergersAndAcquisitions


Yesterday, in my free newsletter, “The Savvy Banker,” I break down topics like this for leaders who want to take charge of their bank’s future.

This week's topic:

"Community Bank CEOs: The 3-Step Plan That Keeps Customers Calm During Mergers"

(Link to subscribe in comments below)


- Kurt Knutson

I’m not a lawyer, accountant, or investment banker. I’m just a banker who’s been through it.

I post here daily at 7:10am and 4:10pm, weekends too.

And if you want the full roadmap, my book “The Art of Selling Your Bank” has you covered.

Available on Amazon, Audible, and Spotify.

A CEO faced a choice at closing: throw away all the old branded items or let employees keep them.

One bank dumped everything. Employees arrived Monday to find their past erased.

Another bank invited people to take items home. The message: "You built something valuable. Take these as keepsakes. Now help us build together."

Same weekend. Same new brand. Different Monday morning.

The first bank fought low morale for months. The second had employees who championed the new brand.

Small gestures create big results during major change.

#ExecutiveLeadership #ChangeManagement #BankingLeadership


- Kurt Knutson

I’m not a lawyer, accountant, or investment banker. I’m just a banker who’s been through it.

I post here daily at 7:10am and 4:10pm, weekends too.

And if you want the full roadmap, my book “The Art of Selling Your Bank” has you covered.

Available on Amazon, Audible, and Spotify.

7 critical elements of final board approval:

1. Legal Duty Reminder - Good faith, care, loyalty framework

2. Fairness Opinion - Financial analysis showing informed decision

3. Agreement Review - Key terms and restrictions until closing

4. Timeline Explanation - Steps from approval through closing

5. Confidentiality Reinforcement - Deal stays secret until confirmed

6. Milestone Acknowledgment - Recognize significance and emotions

7. Mental Preparation - Racing thoughts are normal, prepare for public transition

This represents months of work and years of building. It deserves recognition.


#ExecutiveLeadership #BankingLeadership #BoardGovernance


- Kurt Knutson

I’m not a lawyer, accountant, or investment banker. I’m just a banker who’s been through it.

I post here daily at 7:10am and 4:10pm, weekends too.

And if you want the full roadmap, my book “The Art of Selling Your Bank” has you covered.

Available on Amazon, Audible, and Spotify.

Unpopular Opinion: CEOs Should Disengage After a Sale

That's wrong.

Until the deal closes, the CEO still has full legal duties to shareholders. They can't coast.

But they also can't act like nothing changed.

The truth? 

This in-between period isn't about stepping back. It's about balance.

Stay engaged with current duties. Stay professional with the transition. Stay ready to lead if things change.

Being a CEO after a sale announcement is harder than before it.

#ExecutiveLeadership #MergersAndAcquisitions #BankingLeadership


- Kurt Knutson

I’m not a lawyer, accountant, or investment banker. I’m just a banker who’s been through it.

I post here daily at 7:10am and 4:10pm, weekends too.

And if you want the full roadmap, my book “The Art of Selling Your Bank” has you covered.

Available on Amazon, Audible, and Spotify.

Unpopular Opinion: The Deal Announcement Is the Easy Part

Everyone thinks negotiating is the hardest part.

Wrong.

The three months between announcement and closing are harder.

Seventy-plus items on a closing checklist. Running the bank at full performance. Managing constant buyer requests. Coordinating with outside parties.

More deals fail during this phase than during negotiation.

If you can't handle the grind, you're not ready to sell.

Getting the deal is exciting. Closing it is hard.

#ExecutiveLeadership #MergersAndAcquisitions #BankingLeadership


- Kurt Knutson

I’m not a lawyer, accountant, or investment banker. I’m just a banker who’s been through it.

I post here daily at 7:10am and 4:10pm, weekends too.

And if you want the full roadmap, my book “The Art of Selling Your Bank” has you covered.

Available on Amazon, Audible, and Spotify.

5 Things That Change When Your Sale Is Announced

1) Employees stop coming to you
2) Your team knows more than you do
3) You have responsibility without control
4) Everyone expects answers you don't have
5) The timeline feels forever

You're leading a team moving toward a future you're not part of.

It's strange. It's uncomfortable. But it's temporary.

Stay professional. Support your team. Keep things running smoothly.

That's what leaders do.

#ExecutiveLeadership #BankingLeadership #MergersAndAcquisitions


- Kurt Knutson

I’m not a lawyer, accountant, or investment banker. I’m just a banker who’s been through it.

I post here daily at 7:10am and 4:10pm, weekends too.

And if you want the full roadmap, my book “The Art of Selling Your Bank” has you covered.

Available on Amazon, Audible, and Spotify.

7 Ways Directors Fail Shareholders During a Sale

1) Rubber-stamping management's pick
2) Not getting expert opinions
3) Failing to check other buyers
4) Letting personal benefits affect votes
5) Protecting management over shareholders
6) Not documenting decisions
7) Not knowing what shareholders want

All easy to avoid.

Get expert help. Ask tough questions. Consider all options. Document everything. Stay independent.

Protect your shareholders.

#BoardGovernance #ExecutiveLeadership #BankingLeadership


- Kurt Knutson

I’m not a lawyer, accountant, or investment banker. I’m just a banker who’s been through it.

I post here daily at 7:10am and 4:10pm, weekends too.

And if you want the full roadmap, my book “The Art of Selling Your Bank” has you covered.

Available on Amazon, Audible, and Spotify.

You've carried a secret for seven months. Now comes your hardest test.

The relief of finally sharing news will be overwhelming. You'll want to celebrate, express emotion, share everything.

That's when you need maximum discipline.

Your audiences hear this for the first time today. They think everything changes tomorrow.

How you manage next 24 hours determines success or chaos.

Stay disciplined. Set realistic expectations. Provide resources.

You've managed brilliantly for seven months. Don't lose control now.

There's time for celebration later. Right now, lead with clarity.


#ExecutiveLeadership #BankingLeadership #Leadership


Tomorrow, in my free newsletter, “The Savvy Banker,” I break down topics like this for leaders who want to take charge of their bank’s future.

This week's topic:

"Community Bank CEOs: How to Handle Closing Day Without Destroying Morale"

(Link to subscribe in comments below)


- Kurt Knutson

I’m not a lawyer, accountant, or investment banker. I’m just a banker who’s been through it.

I post here daily at 7:10am and 4:10pm, weekends too.

And if you want the full roadmap, my book “The Art of Selling Your Bank” has you covered.

Available on Amazon, Audible, and Spotify.

17 days.

Here's what the Community Bank Value™ Playbook is NOT:

❌ Investment banker pitch deck
❌ Attorney billing hours
❌ Consultant selling a retainer
❌ Theory from someone who's never sat in your chair

Here's what it IS:

A peer walking you through what I learned in 40 years — including founding, leading, and selling my own bank.

No pitch. No agenda. Just frameworks.

15 episodes. Free. December 30th.

======
Kurt Knutson

I'm not a lawyer, accountant, or investment banker. I'm just a banker who's been through it.

I post here daily at 7:10am and 4:10pm, weekends too.

And if you want the full roadmap, my book "The Art of Selling Your Bank" has you covered.

Available on Amazon, Audible, and Spotify.

Final board meetings then vs. now:

THEN: Focused purely on documents and votes, rushed through formalities, treated as routine, ignored emotional weight

NOW: Balance legal with human recognition, allow emotional processing, acknowledge relationship transformations, prepare for confidential-to-public shift

The shift: From "get votes and move on" to "honor what's ending while approving what's beginning."

After seven months of confidential work, this is where everything becomes real.

What are you planning? Business formality or human milestone?


#ExecutiveLeadership #BankingLeadership #BoardGovernance


Yesterday, in my free newsletter, “The Savvy Banker,” I break down topics like this for leaders who want to take charge of their bank’s future.

This week's topic:

""

(Link to subscribe in comments below)


- Kurt Knutson

I’m not a lawyer, accountant, or investment banker. I’m just a banker who’s been through it.

I post here daily at 7:10am and 4:10pm, weekends too.

And if you want the full roadmap, my book “The Art of Selling Your Bank” has you covered.

Available on Amazon, Audible, and Spotify.

Leadership value then vs. now:

THEN: CEOs proved value by being essential, handled all important relationships, were needed for every decision, being irreplaceable meant valuable

NOW: CEOs create value by building independence, develop relationship-managing teams, teams make decisions without CEO, being replaceable makes business valuable

The shift: From "I am the business" to "I built a business that works without me."

Example: CEO-dependent business 20% below market, system-dependent 25% above market - 45% difference based on operational independence.

What value are you creating? Essential or replaceable?


#ExecutiveLeadership #BankingLeadership #Leadership


Yesterday, in my free newsletter, “The Savvy Banker,” I break down topics like this for leaders who want to take charge of their bank’s future.

This week's topic:

"Community Bank CEOs: How to Handle Closing Day Without Destroying Morale"

(Link to subscribe in comments below)


- Kurt Knutson

I’m not a lawyer, accountant, or investment banker. I’m just a banker who’s been through it.

I post here daily at 7:10am and 4:10pm, weekends too.

And if you want the full roadmap, my book “The Art of Selling Your Bank” has you covered.

Available on Amazon, Audible, and Spotify.

AutoZone

My duties include management and deployment of SAS software and Merchandise Planning environments.  We maintain five unix deployments and one windows-based deployment.

SAS Administrator

Accenture

I deployed SAS System upgrades, hot fixes, and additional support for SAS Installations to meet the client needs.  Duties included design, configure, implement, maintain and monitor SAS production and development environments.  I also advised and directed client projects in cloud computing, cloud infrastructure, and provided details in cloud strategy and assessment

Associate Manager, Cloud Technology Architecture Delivery

U.S. Bank

I developed and led training for all SAS users for the company.  This process included assisting with day-to-day issues and identifying what needs improvement at the user level, then providing company-wide support for the prevailing issues.

My role included leading primary in-house SAS training sessions for new users, beginners, advanced users, and managers.

I also completed ongoing support for SAS Users, including installations and user access.  This involved using tools such as SAS Management Console and SAS Deployment Manager.  Our team worked togetehr to maintain five seperate SAS Grid environments for over 1,000 users company-wide.

SAS Application System Administrator, RCA Professional and Assistant Vice President

Pinnacle Financial Partners

Our team managed and updated existing software to read and create a daily end-of-day reporting system from Jack Henry SilverLake® Xperience™ core banking software. This complex system was handed to our team with zero documentaiton.  We included several server migrations including a physical move from North Carolina to Tennessee.

I created a robust data validaiton process to ensure that daily loads were properly executed and maintained a fully-documented audit trail.  The project was supplemented by the creation of complex reports to meet user needs and to run on regularly scheduled basis.

At the end of the project I handed control over to the company's full-time staff to start the third quarter of 2018.

SAS Software Consultant

USDA

I provide SAS administration support to the Office of the Inspector General, specifically helping the OIG team connect and interface with SAS and their Netezza database.  Later the role has increased to forensic analysis of historical data usage and data security.

I set up and oversee installation and connectivity of SAS Software to IBM Netezza servers, provide training and support for SAS Software System and SAS programming team, and work with 700 million+ record data files, creating key summary statistics in under 5 seconds

I also validate security of data storage and document potential security holes while verifying that any potential security holes were not abused and that exposed servers are cleaned of data.

SAS System Administrator

YRC Freight

At YRC Freight, I provided timely data to senior management for supporting fast, high-impact decisions. My reports were the first reports viewed of the day by Senior Management and were used to drive daily critical business decisions.

I also provided rapid turnaround reports for sales representatives in the field who need answers quickly to close a sale.  

My responsibilities include administering existing production mainframe SAS jobs and upgrade system to a more production-friendly and economical environment.

I count among my achievements my ability to provide rapid turn-around of key data and reports to help our front-line sales representatives close business more quickly and assuredly.  This goes a long way to helping them secure a solid relationship with our customers.

Sales Application Analyst

Missouri Gas Energy

I was brought in on a short term contract to direct the current staff with migration of DYL-280 programs to the SAS environment.  While there I provided several examples and crash-course training to get the team up to speed rapidly.

SAS Programming Consultant

Scryer Analytics, LLC

Provide advice for SAS-programming related issues and technology solutions as required by the firm.

Consultant

PRA Health Sciences

As the SAS System Administrator, I was responsible for the operation and management of PRA International's global SAS Software platform.  We have users in locations throughout the world with various license configurations and the challenges that result from the deployment.

Prior to working as the System Administrator, I worked at the same firm as an Analysis Programmer.  I completed basic tables/listing/graphs for new drug application studies as well as ad-hoc assignments of highly detailed statistical analysis.  I also worked closely with the publishing group to create define.xml files for electronic submissions.

SAS System Administrator/Analysis Programmer

W.E. Upjohn Institute for Employment Research

Created and delivered SAS server sizing report based on recommendations from SAS Institute Inc and a review of current operations

Guided selection of hardware purchase and architecture to coordinate SAS and STATA software systems

Provided insight and recommended training for improving on-site SAS functionality

SAS Consultant

Thirty years of solving hard problems for companies with extensive skill and understanding of information technology systems. The secret? Take the extraordinary complex and make it excruciatingly simple.

- Helped stakeholders move a $4 billion decision ahead by 5 days
- Identified and closed a $10 million security gap
- Found $4 million in annual EBITA from lost sales to 9.7% of customers
- Uncovered and fully documented $250,000 internal fraud ring in 24 hours
- Customized forecasting system for global company with over 10,000 outlets
- Managed global SAS Software platform on 5 continents from one location
- Set up Big Data platform to summarize 700 million records of data in 3.55 seconds
- Recruited over 200 Realtors™ in 9 weeks to build a regional sales force
- Take over leadership on combination of systems from bank merger
- Served on fundraising committee of nonprofit to raise $20 million annually
- Published over 300 industrial-strength SAS macros
- Created and instructed training system for over 1,000 users of SAS Software

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