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SU administrator named to board of national group
SYRACUSE — The secretary to the Syracuse University (SU) board of trustees and the school’s vice president of principal gifts has been elected to the
Cazenovia Equipment Co. plots path to growth after fire
CAZENOVIA — Cazenovia Equipment Co. is plowing ahead toward growth despite having to build a new base of operations after a fire decimated its headquarters last year. The farm and landscaping equipment dealer is on pace to generate about $80 million in sales in its current fiscal year, which ends Nov. 1 — up from
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CAZENOVIA — Cazenovia Equipment Co. is plowing ahead toward growth despite having to build a new base of operations after a fire decimated its headquarters last year.
The farm and landscaping equipment dealer is on pace to generate about $80 million in sales in its current fiscal year, which ends Nov. 1 — up from $68 million in the previous year. It also wants to add 15 employees across its nine locations within the next calendar year, a move that would bring its total employee count to 185.
Cazenovia Equipment, which is a John Deere dealership, has already hired employees to fill 25 new positions since the start of 2012, according to Michael Frazee, the company’s president and co-owner. But the dealer’s current revenue projections of
$80 million are behind its initial forecasts, which called for it to generate $84 million in this fiscal year, he says.
“It was a very aggressive growth goal, even in a normal year,” Frazee says. “The dairy market is softening a little bit, and the dry weather isn’t helping us at all. That, coupled with a very mild winter — those are some things impacting the forecast.”
And Cazenovia Equipment spent much of its current fiscal year contending with the aftermath of an August 12, 2011 blaze that destroyed its 16,000-square-foot headquarters at 3200 U.S. Route 20 in Nelson. Investigators could not reach a conclusion on the cause of the fire, instead stating it may have been caused by “spontaneous combustion” in a trash can or by an electrical issue,
Frazee says.
“The damage was pretty extensive,” Frazee says. “They do know, based on the way some things melted, that it was over 2,000 degrees inside the building during the fire. So it was hot. There was not a lot left.”
A detached 2,000-square-foot warehouse and an office trailer were all that survived the flames. The fire caused about $3 million in damage, including equipment, and left Cazenovia Equipment running its Cazenovia–area operations from the surviving trailer. The company also brought in a second trailer to house sales and parts pickups.
The dealer decided to build a new, larger headquarters a few miles up the road at 2 Remington Park Drive in Cazenovia. Company leaders previously considered constructing a new home there, and had even optioned the purchase of nearly 70 acres at that address, says Frazee. Still, they had not intended to pursue that project for several years, he says.
They decided not to rebuild at 3200 U.S. Route 20 because Cazenovia Equipment did not have enough space there, he adds. While the equipment dealer does not need all of the acreage it purchased at 2 Remington Park Drive, the land gave it the ability to build its new home on a larger scale.
Crews broke ground on the new facility last October and opened it for business on April 9 of this year. Dalpos Architects & Integrators of Syracuse designed the building, which stands at 28,500 square feet, and Nelson–based Patriot Enterprises of NY, LLC filled the role of general contractor.
Cazenovia Equipment opened the building early to be ready for the spring planting season, Frazee says. Contractors put finishing touches on the facility for about a month after it opened, and Cazenovia Equipment hosted its grand opening July 19, he continues.
Construction cost about $2.3 million, Frazee says. Cazenovia Equipment financed the project with insurance payments for its burned-out former headquarters along with a loan from Farm Credit East.
A total of 39 employees work at the new building. That’s up from 31 at Cazenovia Equipment’s former headquarters. The new facility’s additional employees were relocated from the company’s other locations, Frazee says.
However, the equipment dealer would like to add about five new positions at its new headquarters in the next year. It eventually wants to boost staffing at the facility to 50 people.
The land on which the new headquarters sits cost about $10,000 per acre, according to Frazee. A holding company, Love Frazee Associates, LLC, purchased the land from a private owner without a broker, he says. Frazee’s father, Robert Frazee, owns the holding company, which leases the land to Cazenovia Equipment. Michael Frazee co-owns the equipment company along with his father and brother, James Frazee.
Love Frazee Associates, LLC is selling Cazenovia Equipment’s former headquarters site at 3200 U.S. Route 20, Michael Frazee says. It is almost ready to close on a deal with a private buyer, he adds, declining to discuss the transaction’s specifics.
Cazenovia Equipment also operates locations in Chittenango, Cortland, Clinton, Oneonta, LaFayette, Sandy Creek, Lowville, and Watertown.
Its products include tractors, combines, commercial mowers, hay and forage machines, and planting and tillage equipment.
New milk plant planned for Cayuga County
AURELIUS — Work could begin soon on a new milk-processing plant that will employ more than 50 people initially and could attract other new businesses to Cayuga County. A group of 26 dairy farmers in Cayuga, Onondaga, Tompkins, and Wayne counties formed a company, Cayuga Milk Ingredients, to build and run the planned plant. The
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AURELIUS — Work could begin soon on a new milk-processing plant that will employ more than 50 people initially and could attract other new businesses to Cayuga County.
A group of 26 dairy farmers in Cayuga, Onondaga, Tompkins, and Wayne counties formed a company, Cayuga Milk Ingredients, to build and run the planned plant. The $87 million project will transform the farmers’ raw milk into products like milk protein isolates and powders.
Those powders and isolates are subsequently used in production of items like cheese, yogurt, and nutritional products.
Work on the plant could begin as soon as September, Cayuga Milk Ingredients CEO Kevin Ellis says.
The goal is for the facility to be up and running by January 2014. The Cayuga Economic Development Agency is working on an incentive plan for the project and the plant was included in the Central New York Regional Economic Development Council’s strategic plan for the area last year.
The milk-processing plant received $4 million as part of that plan, according to the state. Cayuga Milk Ingredients is finalizing additional financing now, Ellis says.
The facility will be built on a 125-acre industrial site in Aurelius, says Terence Masterson, executive director at the Cayuga Economic Development Agency. The plant will occupy about 35 acres.
The hope, Masterson says, is that other dairy-related businesses and processors will eventually set up shop near the site to take advantage of the milk produced by the farmers and the new products the plant will create.
“I think it’s huge,” Masterson says of the plant’s potential impact. “These are high-value jobs. It’s an entire new industry for the
county.”
The 108,000-square-foot plant will initially employ 52 people and have an estimated economic impact of more than $220 million in its first year, Ellis says.
The dairy farmers involved in the project were looking for a way to add value to their milk supply. The new products produced at the plant will create a new revenue stream for the farms, Ellis says.
Having a milk-processing plant in the area will also help cut transportation costs. Ellis says farmers can spend as much as 10 percent for their gross revenue annually to transport their milk to processors.
The farmers involved in the plant project currently send their milk to 43 different destinations throughout the Northeast for processing, Ellis says.
“They want to remove food miles,” he says.
In addition to creating milk powders and other products, the plant will remove water from skim milk, Ellis says. The result will allow for more efficient transportation over longer distances.
In addition to the business reasons for the plant, the farmers want to see growth in Central New York, Ellis says.
The construction project will employ about 285 people and take about 15 months, he adds.
Cayuga Milk Ingredients is in the process of finalizing the construction companies that will work on the project.
New owners aim for turnaround at Cortland Line Co.
CORTLAND — A group of private investors is hoping to spark a turnaround at Cortland Line Co. after acquiring the business from its employees. A group of seven investors bought the fishing-line manufacturer July 18 from the firm’s employee stock ownership plan. Financial terms were undisclosed. The new owners are all friends and fishermen, says
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CORTLAND — A group of private investors is hoping to spark a turnaround at Cortland Line Co. after acquiring the business from its employees.
A group of seven investors bought the fishing-line manufacturer July 18 from the firm’s employee stock ownership plan. Financial terms were undisclosed.
The new owners are all friends and fishermen, says Randy Brown, Cortland Line president and chief operating officer and a member of the ownership group. Three of the new owners are based in Central New York with others located elsewhere in New York, New Jersey, Connecticut, and Texas.
The buyers were motivated by the desire to help boost a brand well-known among anglers and to be involved in a business that can encourage people to get outside, Brown says.
He acknowledges the company’s new owners are taking on a significant challenge. Although Cortland Line is one of the most recognized brands in the business and generates sales all over the world, the firm has been out-marketed by younger companies, Brown says.
Competition from overseas has also been a challenge, he says.
The poor economy hit the company as did a weak fly-fishing season last year, Brown adds. In addition, new products from other companies have taken a bite out of Cortland Line’s market share.
The firm has also had issues with delivery and consistency, Brown says. The result has been four years of financial losses.
“Our goal this year is just to stabilize that,” Brown says. “If we were to break even, that would be a win. We really need to earn back customers. That’ll be the challenge.”
Of dozens of potential new owners that looked at Cortland Line when it was up for sale, Brown says his group was one of just two to make an offer. But the company has the potential for a strong return to growth, he says.
Many of Cortland Line’s employees have been with the business for more than 30 years. About half have worked there more than 20 years.
“There’s a lot of knowledge here that really will be the strength of the company,” Brown says. “They know exactly what to do as far as manufacturing is concerned.”
Cortland Line generates annual sales of about $7.5 million and has customers all over the world, including in Australia, Japan, and Europe.
One of the top priorities for the new owners will be a major equipment upgrade. Some of the manufacturing equipment used at
the company’s plant is more than 100 years old.
Heating and cooling systems and lighting all need work, Brown says. Cortland Line, founded in 1915, has gone at least 10 years without a major equipment overhaul, he adds.
The company needs to develop new sales and business plans and ensure better communication across its manufacturing, shipping, and sales operations, Brown says. The new owners are hoping that if they show the potential for growth, New York state might step in with some aid.
The new owners themselves also might pour more capital into the business at some point, Brown says.
Long term, the goal is to expand Cortland Line’s work force. The company employs 52 people now. The hope is to retain all of those positions and add new ones, Brown says.
Cortland Line is based in a 146,000-square-foot building at 3736 Kellogg Road in Cortland.
The company occupies about 80,000 square feet of the building, with tenants taking up other space.
Smokers Choice tobacco retailer buys former Sleep City building for $350,000
DeWITT — Smokers Choice Cigarette & Tobacco Outlets, a tobacco and accessory retailer, recently purchased the 3,848-square-foot former Sleep City building located at 3188 Erie Blvd. East in the town of DeWitt. Robert Falcone sold the property for $350,000. Tom Lischak, and Alex Lischak of Pyramid Brokerage Company, in association with Keller Williams Realty, brokered
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DeWITT — Smokers Choice Cigarette & Tobacco Outlets, a tobacco and accessory retailer, recently purchased the 3,848-square-foot former Sleep City building located at 3188 Erie Blvd. East in the town of DeWitt. Robert Falcone sold the property for $350,000. Tom Lischak, and Alex Lischak of Pyramid Brokerage Company, in association with Keller Williams Realty, brokered this sale transaction.
Smokers Choice Cigarette & Tobacco Outlets has locations across upstate New York, including Syracuse, Ithaca, Binghamton, Norwich, Oswego, and Yorkville.
SUNY Oswego SBDC to offer small- business training course online
OSWEGO — The State University of New York (SUNY) Oswego Small Business Development Center (SBDC) will offer an online small-business training course starting Aug. 13. The first 10 people to sign up will receive a scholarship to cover the $200 cost of the class, according to the university. The course will help guide prospective entrepreneurs
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OSWEGO — The State University of New York (SUNY) Oswego Small Business Development Center (SBDC) will offer an online small-business training course starting Aug. 13.
The first 10 people to sign up will receive a scholarship to cover the $200 cost of the class, according to the university. The course will help guide prospective entrepreneurs through the aspects of starting and managing a small business.
Topics will include business planning, accounting and tax issues, business law, marketing, and other basic business startup concepts, the school said.
For more information or to register, email obcr@oswego.edu with “online training course” in the subject line.
New owners revamp ‘run down’ Days Inn near Oneida Lake
CICERO — SUN Development and Hospitality Management (SUNdhm) knew it had a major project on its hands when it purchased the Days Inn Brewerton/Syracuse/Airport hotel late last year. “It was run down pretty badly,” says Kayur Patel, vice president, COO, and co-owner of Cicero–based SUNdhm. “We couldn’t just throw wallpaper up and walk away.” The
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CICERO — SUN Development and Hospitality Management (SUNdhm) knew it had a major project on its hands when it purchased the Days Inn Brewerton/Syracuse/Airport hotel late last year.
“It was run down pretty badly,” says Kayur Patel, vice president, COO, and co-owner of Cicero–based SUNdhm. “We couldn’t just throw wallpaper up and walk away.”
The hotel’s new owner closed on the Days Inn, which is located at 5552 Bartel Road in the town of Cicero, last December. It put plans into motion to perform $650,000 in renovations right away, starting work on the 40,000-square-foot building’s second floor immediately after New Year’s Day, according to Patel.
Two phases of renovations have been completed. The first overhauled the hotel’s interior and the living spaces in its 64 guest rooms. The second phase refreshed its exterior.
Patel expects that by the end of the summer, workers will finish the renovation project’s third and final phase: refurbishing the guest rooms’ bathrooms.
Interior work was extensive, Patel says. The entire hotel received new wallpaper and carpeting, and guest rooms were outfitted with new furniture, televisions, lighting, and drapery. Additionally, crews attacked problems behind the walls.
“There was barely any insulation in the attic, they kept having floods every couple of years, and the sprinklers would pop,” Patel says. “We fixed all of that. We put in another two inches of insulation.”
Crews also repainted the building’s exterior and redid its landscaping. And they gave its parking lot a new layout to accommodate boaters who stay at the hotel on the way to nearby Oneida Lake.
“We found out the hard way that there were usually 20 to 30 boats here on a weekend,” Patel says. “They were parking in all of the parking spots, and when we sold out we had 30 guests without parking.”
Employees of SUNdhm performed some of the work, which it financed using a loan from Empower Federal Credit Union, according to Patel. The company also hired a Utica–based contractor specializing in hotel renovations, RJ National.
SUN Development and Hospitality Management acquired the Days Inn Brewerton/Syracuse/Airport hotel from U M A Hotels Inc. for $2.5 million, Patel says. No brokers were involved in the deal, which SUNdhm financed using loans from the U.S. Small Business Administration and Empower Federal Credit Union.
Patel has few details on U M A Hotels Inc.’s owners. They do not live in the Syracuse area — one lives in Texas, and the other resides in New Jersey, he says.
U M A Hotels Inc.’s owners managed the Days Inn remotely, he adds. They decided to sell the hotel because it was facing health violations and U M A Hotels was nearing bankruptcy, he says.
“We started negotiating with them in August,” Patel says. “They originally wanted us to manage the property for them.”
After taking ownership of the Days Inn, SUNdhm cleaned the hotel and started hiring new staff members. The hotel now has 22 employees, up from seven when SUNdhm took over.
SUNdhm is in the process of changing the hotel’s name from the Days Inn Brewerton/Syracuse/Airport to the Days Inn Syracuse/Brewerton/Oneida Lake, Patel says.
The lake brings in many of the people who stay at the Days Inn, according to Beth Funk, SUNdhm’s director of sales and marketing.
“We have a great relationship with Oneida Shores Park,” she says. “They do a lot of letting people know about us when they ask about accommodations.”
Kayur Patel owns SUNdhm along with his parents, Sam Patel and Deena Patel. Sam Patel is the company’s president and CEO, while Deena Patel is its CFO.
SUNdhm is headquartered at 5875 Carmenica Drive in the town of Cicero, where it owns a Comfort Suites hotel. It also owns a Super 8 at 7360 Oswego Road in the town of Clay, a Best Western Plus at 136 Transistor Parkway in the town of Salina, and a Comfort Inn near Buffalo.
SUNdhm employs a total of 82 workers, including those at its hotels. The firm also offers development services like construction management and interior design, as well as hotel-management services.
Kayur Patel declined to share SUNdhm’s revenue totals. The company typically targets growth between 5 percent and 10 percent each year, he says. He also declined to share the occupancy rate of the Day’s Inn at 5552 Bartel Road.
He did say that the business would like its recently renovated Days Inn to generate $1 million in revenue in 2012. But he concedes the goal may be more realistic for 2013.
“Overall guest satisfaction is what our main target was this year,” he says. “We just wanted to fix the reputation of the hotel. The revenue will come after the reputation.”
The travel website TripAdvisor lists the Days Inn Brewerton/Syracuse/Airport hotel with an “average” rating among area hotels. Several recent user reviews mention friendly front-desk workers, but some complain about the construction in the building.
Letter to the Editor: Applauding Poltenson’s column on how entrepreneurs build their own businesses
Dear Norm [Poltenson]: After some time on the road, I spent last evening catching up on my reading. This included a few recent issues of The Central New York Business Journal. Your column, entitled “Somebody Else Built My Business” [in the July 20 issue], was truly a highlight. You did a superb job of
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Dear Norm [Poltenson]:
After some time on the road, I spent last evening catching up on my reading. This included a few recent issues of The Central New York Business Journal. Your column, entitled “Somebody Else Built My Business” [in the July 20 issue], was truly a highlight.
You did a superb job of expressing the risks, sacrifices, and efforts that each entrepreneur takes every day to maintain a glimmer of hope for success. As I read about your experiences of building your business over the years, I could not help but think of watching my father work ridiculous hours and take all kinds of risks to build Fay’s Drug Company. His work created opportunity within all the communities in which we operated.
The fact that President Barack Obama does not understand how entrepreneurs have built our nation is more than infuriating. It is downright frightening, as it demonstrates how the president fails to grasp the fundamental makeup of our economy.
Thanks for, once again, expressing so well, what so many of us feel.
Keep up the good work.
David Panasci
Camillus
Tompkins Financial completes Pennsylvania acquisition
ITHACA — Tompkins Financial Corp. (NYSE Amex: TMP) closed its acquisition of VIST Financial Corp. (NASDAQ: VIST) of Wyomissing, Pa. on Aug. 1 and Tompkins’ leader says the banking company’s top priority moving ahead is clear. “Our job one is to get this right,” Tompkins Financial President and CEO Stephen Romaine says. “We need to
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ITHACA — Tompkins Financial Corp. (NYSE Amex: TMP) closed its acquisition of VIST Financial Corp. (NASDAQ: VIST) of Wyomissing, Pa. on Aug. 1 and Tompkins’ leader says the banking company’s top priority moving ahead is clear.
“Our job one is to get this right,” Tompkins Financial President and CEO Stephen Romaine says. “We need to integrate this properly and make it grow and make sure it provides all the benefits we feel there will be.”
Tompkins Financial first announced its plans to acquire VIST in January in an all-stock deal worth $86 million. It’s the first push into Pennsylvania for Ithaca–based Tompkins.
Although the priority in the months ahead will be integration, more acquisitions in the market could emerge in the future, Romaine says.
“We feel we will be well positioned to take advantage of other opportunities down the line in that market,” he says.
Tompkins Financial was able to retain most of VIST’s 300 employees and add them to its work force of 750. Romaine also expects to retain “the lion’s share” of VIST deposits.
Tompkins Financial, based in Ithaca, operates 46 offices in the Central, Western, and Hudson Valley regions of New York through three subsidiary banks: Tompkins Trust Co., The Bank of Castile, and Mahopac National Bank. The company also owns insurance and wealth-management subsidiaries and has total assets of more than $3.5 billion.
VIST Financial had $1.4 billion in total assets, $1.2 billion in deposits, and
$960 million in loans. It’s the parent of VIST Bank, VIST Insurance, and VIST Capital Management.
VIST Bank operates as a community bank with 21 branch offices in southeastern Pennsylvania, serving Berks, Montgomery, Philadelphia, Chester, Delaware, and Schuylkill counties. VIST now operates as a Tompkins subsidiary with local leadership.
Tompkins Financial now has $5 billion in total assets, $3.8 billion in deposits,
$2.9 billion in loans, and 67 branches.
Tompkins Financial and VIST employees have been working together since the companies publicly announced the deal, Romaine notes. Bank leaders have been encouraged by the cultural fit between the organizations, he says.
That fit is one of Tompkins’ prime filters when considering acquisitions, Romaine adds.
“We feel good about where it’s headed,” he says.
Southeast Pennsylvania had been on Tompkins Financial’s radar screen for several years, Romaine says. It’s about the same distance as Mahopac National Bank’s market area in the Hudson Valley.
For the second quarter, Tompkins Financial earned $8.8 million, down 6.1 percent from a year earlier. Earnings per share for the period totaled 72 cents, down from 85 cents in the second quarter of 2011.
Expenses of $703,000 related to the VIST acquisition helped push profit down. The company also recorded $243,000 after-tax income related to reversal of a liability involved with a recent settlement of litigation between VISA, Inc. and certain merchants.
Excluding the merger expenses and after-tax income, Tompkins earned $9.3 million, or 76 cents per share, for the quarter.
VIST hasn’t released earnings for the first or second quarter this year.
Acquiring HSBC branches helps Community Bank build “density”
DeWITT — The addition of 16 HSBC branches across Western, Central, and Northern New York will help Community Bank System, Inc. (NYSE: CBU) grow in markets where it already has a strong foothold, the company’s CFO says. DeWitt–based Community Bank completed its acquisition of the locations in July. All the branches are in markets where
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DeWITT — The addition of 16 HSBC branches across Western, Central, and Northern New York will help Community Bank System, Inc. (NYSE: CBU) grow in markets where it already has a strong foothold, the company’s CFO says.
DeWitt–based Community Bank completed its acquisition of the locations in July. All the branches are in markets where the bank is already a player or where it has a nearby presence, CFO Scott Kingsley says.
Community Bank leaders say they know their approach works in those markets and the acquisition will help the bank grow its business in those communities.
“We’re big believers in the power of density,” Kingsley says.
The new branch offices are in Adams, Alexandria Bay, Avon, Fulton, Geneseo, Gowanda, Lowville, Newark, Oswego, Palmyra, Plattsburgh, Springville, Watertown, Watkins Glen, and Westfield. The branches brought Community Bank $697 million in deposits and $107 million in loans.
All of the offices were part of the recently completed acquisition of 195 HSBC locations in upstate New York, Westchester County, and Connecticut by First Niagara Bank of Buffalo.
First Niagara made deals with Community Bank, KeyBank, and Five Star Bank (based in Warsaw, NY — east of Buffalo) to sell off some of the HSBC branches involved as well as some of its own offices. The bank made the divestitures to comply with anti-trust rules.
First Niagara leaders also said some of the branches were in markets, including the North Country, where they were not interested in competing.
In addition to the HSBC locations, Community Bank will acquire three First Niagara locations in Geneva and Canandaigua in September as part of the same deal. Community Bank leaders decided to separate the two groups of branches because the acquisition involves conversions from two different technical systems, Kingsley says.
It made sense to space them out, he notes.
After adding the HSBC locations, Community Bank has $7.5 billion in assets and 190 branches in upstate New York and northeastern Pennsylvania. The banking company also operates subsidiaries in employee benefits, insurance, investment management and advising, and wealth management.
Community Bank has a strong track record of retaining the customers it picks up in acquisitions, Kingsley says. A year after Community Bank’s 2011 purchase of Wilber National Bank of Oneonta and its 22 branches, the deposit base at those locations was actually higher, he adds.
And in Community Bank’s 2008 acquisition of 18 branches in Northern New York from Citizens Financial Group, Inc., the bank retained 99 percent of the deposit base.
The HSBC deal includes somewhat higher risk for customer defections, Kingsley says. The acquisition involved a number of moving parts and the multiple deals sparked confusion among some customers over whether they would end up at First Niagara, KeyBank, Five Star, or Community Bank.
The deal added 120 employees to Community Bank, which now employs more than 1,800 people. Community Bank was able to retain nearly all of the HSBC employees involved, Kingsley says.
The bank may look to consolidate some of the branches in the deal with existing locations, but Community leaders generally prefer to make those decisions after they have a chance to gauge customer traffic and response at the new branches, Kingsley says.
Even if some locations close down the line, Kingsley says Community Bank would probably have a spot for all affected employees.
Community Bank has been able to expand in the current banking and economic environment even as other banks have pulled back by paring their branch networks or trimming expenses.
“We haven’t been slowed down by that,” Kingsley says.
Community’s performance has been stable and earnings have increased in one of the more challenging periods for the banking industry in recent years, he adds. In addition, bank leaders talk with potential acquisition targets even before a definite opportunity to buy them arises.
It’s not a conversation to be had with just anyone, Kingsley says, but if Community’s executives see a potential match, they explore it proactively.
The strategy has positioned the banking company well for expansion, he contends.
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