The Bottom Line - Banking on Strengths
Banking On Strengths
Country Club Bank and FNBO: A merger built on shared values, purposeful growth, and new possibilities
You may have recently heard that Country Club Bank will merge into FNBO (First National Bank of Omaha), pending regulatory approval anticipated later this year. I want to personally share what this means for you and why this next chapter represents an exciting step forward for our bank, community, and, most importantly, our customers.
Country Club Bank and FNBO are multi-generational, family-led institutions with deep Midwestern roots. We share a business model and a mission: to serve our communities with integrity, compassion, and long-term vision.
After decades of mutual respect and collaboration, our families—the Thompsons and the Lauritzens—have chosen to combine our strengths to honor our past while preparing for the future. We’re proud to remain family-led and to continue making our decisions locally and in the best interest of our local customers.
Pending regulatory approval, which is expected by the end of 2025, Country Club Bank will become part of FNBO, with systems and operations conversions occurring throughout 2026.
So, why is this merger such a powerful opportunity?
By joining forces with FNBO, we unlock greater capabilities—scaling up our technology, expanding access to capital, and broadening our financial services. Together, we’ll serve our clients with even more speed, efficiency, and innovation while upholding the personal relationships and community focus that define who we are.
FNBO is more than ten times our current size, with $32 billion in assets and a presence in eight states. However, their culture and values mirror ours. Like us, FNBO believes in doing the right thing for its customers, employees, and communities. This cultural alignment is rare and real and is why we’re confident in this union.
This merger is special because it’s built on long-standing trust. Over the years, our teams have partnered on numerous lending initiatives and seen firsthand the deep alignment between our organizations.
In Kansas City, this combination will form a powerful financial engine. FNBO brings robust retail banking capabilities to complement our strength in commercial lending, wealth management, capital markets, asset management, and trust services. The result? More resources, expertise, and opportunity for you and our region.
At Country Club Bank, our commitment to Kansas City is unwavering. This merger doesn’t change that; it amplifies it. We are excited about the future and are grateful to take this next step with you.
Whether you're growing a business, supporting your family, or investing in your community, we’re honored to be part of that journey—today, tomorrow, and for decades to come.
Thank you for your continued confidence and trust. As always, we’ll do everything we can to continue earning it.
— Paul Thompson, Chairman & CEO, Country Club Bank, Member FDIC
Economic Insights
A clear-eyed view of the economy. Are tariff clouds lifting?
The U.S. economy continues to navigate a complex landscape marked by persistent inflation, flat to slowing growth, and continued uncertainty stemming from ongoing policy shifts. However, recent breakthroughs in trade policy negotiations and easing of tariff pressures may give markets, businesses, and consumers what they are looking for in the coming weeks and months.
The most recent data indicates a U.S. inflation rate of 2.3% for April 2025. This is a decrease from 2.4% in March 2025, and also below the 2.4% economists had predicted. Core inflation, which excludes food and energy prices, remained at 2.8% in April, matching predictions. Though closer to the Fed’s 2% target, the stubborn elevation is enough to still make markets and consumers hesitant about long-term decisions on housing and other big-ticket items.
Despite these easing inflationary pressures, the Fed has maintained a cautious stance on interest rate adjustments, still projecting only two quarter-point rate cuts for the remainder of 2025.
The labor market remains relatively stable, with the unemployment rate holding at 4.2% as of April, with 177,000 nonfarm payroll jobs added. However, job growth has decelerated, averaging 150,000 new positions per month in the first quarter and we have also seen the JOLTS (Job Openings) to unemployed rate fall from a peak of 2.03 in July 2022 to now only 1.02 as of March 2025 (which shows the labor market is loosening on an underlying basis). Sectors such as manufacturing and construction are experiencing increased layoffs, partly due to rising input costs and policy-induced undulations in decision-making.
Existing home sales for the latest reporting period in March dropped 5.9%—the sharpest decline since November 2022—dimming hopes for a spring rebound. High prices and elevated mortgage rates continue to deter buyers, raising the prospect of a third consecutive year of sluggish sales. However, markets in Texas and Florida are beginning to see price declines as inventories climb.
Economic growth has weakened with first quarter 2025 GDP decreasing 0.3 percent, but the Federal Reserve Bank of Atlanta’s GDPNow estimate for real GDP growth (seasonally adjusted annual rate) in the second quarter of 2025 now sits at 2.3% as of May 8.
Bottom Line: The introduction of extensive tariffs (10% is the baseline) on imports from multiple countries will likely lead to increased costs for both businesses and consumers. However, new developments and policies with trade partners seem to be emerging and driving new optimism.
While the U.S. economy demonstrates resilience, it still faces significant challenges from trade policy fluctuations, international geopolitical instability, and slowed business decision-making.
Despite all these domestic and international economic pressures building, solutions still exist. Revised trade agreements, more disciplined federal deficit control, and evolving monetary policies can still improve certainty, shore up softness, and stimulate consumer and business spending.
The stock market needs more certainty, and as of today, it appears to be improving.
— Marcus Scott, CFA, CFP®, Chief Investment Officer (CIO) for Country Club Trust Company
CFA® and Chartered Financial Analyst® are registered trademarks owned by CFA Institute.
Certified Financial Planner Board of Standards Inc. (CFP Board) owns the certification marks CFP®, CERTIFIED FINANCIAL PLANNER®, CFP® (with plaque design), and CFP® (with flame design) in the U.S., which it authorizes use of by individuals who successfully complete CFP Board's initial and ongoing certification requirements.
The opinions and views expressed herein are those of the author and do not necessarily reflect those of Country Club Trust Company, a division of Country Club Bank, or any affiliate thereof. Information provided is for illustrative and discussion purposes only; should not be considered a recommendation; and is subject to change. Some information provided above may be obtained from outside sources believed to be reliable, but no representation is made as to its accuracy or completeness. Please note that investments involve risk, and that past performance does not guarantee future results.
Investment products are not insured by FDIC/other federal agencies; are not deposits of/nor guaranteed by CCB or any of its subsidiaries/affiliates; and may lose value.
Partnership Profile
Why Environmental Works switched to Country Club Bank and what makes the relationship thrive
When Jamie Sivils took the helm of Environmental Works in 2013, he brought a background in commercial construction, real estate development, and law, along with a vision for solving complex environmental problems quickly, expertly, and with heart.
With less than 100 employees at the time and a reputation for tackling challenging problems with superb service, he knew the potential was there. The question was how to best develop and grow it.
Since then, hard work, prescient moves, and solid partnerships have paid off. Under Sivils’ leadership, the firm has expanded its capabilities and footprint, now employing over 370 people across 11 offices throughout the Midwest and Southwest.
Environmental Works has two main areas of focus: environmental consulting and industrial cleaning, which includes emergency response, environmental drilling, vacuum truck services, and waste disposal.
About one-third of its business is focused on consulting, where it helps companies comply with federal and state environmental regulations. From stormwater monitoring to Phase I assessments for commercial real estate transactions to environmental compliance and remediation, the firm acts as an outsourced environmental department for clients like Bass Pro Shops and other Fortune 1000 companies.
The remaining two-thirds of the business is where Environmental Works rolls up its sleeves, cleaning up industrial waste, performing environmental drilling, and responding to environmental emergencies. It also deploys heavy equipment and field teams nationwide when spills, derailments, or other disasters strike.
Good people, environmental expertise, logistics proficiency, and capital from Country Club Bank keep operations smooth and well-funded.
When COVID hit in 2020, Sivils was already in the process of moving Environmental Works’ banking relationship from a large national institution to Country Club Bank.
The timing turned out to be both stressful and serendipitous.
“Even though the world was shut down, Country Club Bank stuck with us and funded everything — including our PPP loan — in April 2020,” Sivils said. “It saved us. And it confirmed that we were working with the right partner.”
Today, Environmental Works uses nearly every service Country Club Bank offers, from operating and treasury accounts to equipment financing and strategic credit facilities. Sivils said the company’s banking relationship, led by Joe James, is casual, collaborative, and consistent.
“We talk monthly with Joe James and his team, usually over lunch,” said Sivils. “It’s not structured. It’s not stuffy. It’s real. And I like to bring my team into those meetings so they can see that our bankers are here to help us.”
This responsive, relationship-driven approach has paid off. When Sivils needed to quickly acquire a $750,000 sonic drill rig in a competitive bidding situation, Country Club Bank delivered fast access to capital.
“They made it happen within days,” Sivils said. “That ability to move quickly has helped us buy better and grow smarter.”
With a steady 10–15% annual growth rate, Environmental Works is now expanding into two emerging areas: flammable dust mitigation and industrial construction contracting. Both services fill vital gaps in the industrial sector and reflect the company’s forward-thinking approach.
Sivils said it's more proof of the value of clear and consistent communications with the Bank.
“Country Club Bank understands how we operate today and where we’re going tomorrow,” Sivils said. “That makes them more than a bank. They’re a true strategic partner.”
Succession Planning Insights
Building for Tomorrow: Best Practices in Leadership Team Succession Planning
Succession planning for your executive leadership team isn’t just about replacing top talent; it’s about building a foundation for sustainable success in the future.
Those who excel at leadership transitions do so by thinking beyond resumes, titles, and past histories. Yes, the current needs of the business need to be addressed, but anticipated changes, opportunities, and a long-term vision for success must also be considered.
Here are some best practices that high-performing organizations follow when developing succession plans for their Executive Leadership Teams (ELTs):
1. Start Early, Plan Continuously
Succession planning among your key leaders should be treated as an ongoing strategic process, rather than a reactive checklist when someone retires or exits unexpectedly. Build a pipeline of internal talent early and identify potential leaders well before they are needed. Also, look for ways to create developmental experiences that develop confidence and readiness.
2. Seek Complementary Strengths, Not Clones
One of the most powerful frameworks for leadership succession is drawn from President Abraham Lincoln’s approach as outlined in Doris Kearns Goodwin’s book “Team of Rivals: The Political Genius of Abraham Lincoln.” Rather than surrounding himself with allies who agreed with him on everything, Lincoln chose advisors with differing views and backgrounds, knowing that actual progress comes from challenges, diverse perspectives, and debate.
Don’t try to replicate the existing team’s mindset or skill set. Instead, seek diversity in professional experiences, thinking styles, and risk management approaches. A well-rounded executive leadership team is stronger when its members don’t all see the world the same way.
3. Create a Succession-Ready Culture
Succession planning shouldn’t be a siloed project for the CEO or HR; it should be part of the leadership culture. Leadership team members should actively mentor emerging leaders, promote cross-functional experiences, and support lateral growth. Encourage executives to develop potential successors for their roles, and recognize those who foster growth in others.
4. Align Talent Strategy with Business Strategy
Succession planning, especially among leadership team members, should align with your long-term goals. Are you expanding into new markets? Navigating regulatory change? Digitizing your operations? The future ELT needs to reflect the capabilities and leadership traits required to navigate those challenges, not just manage the status quo.
5. Assess with Objectivity
Bias—conscious or unconscious—can easily creep into succession planning. Use structured, transparent criteria to evaluate team members based on leadership competencies, decision-making under pressure, adaptability, and cultural alignment. Consider executive coaching assessments, consultants, and external benchmarking to support fair and data-driven evaluations.
Lead Succession Planning With the Future In Mind
To be sure, leaders are measured while performing their roles, but the ultimate measure of a leader is how well they’ve prepared the organization for what comes next. A thoughtful, inclusive, and forward-looking succession plan ensures that the executive team is ready not just for transition but also for new growth and progress in the years to come.
Fraud Awareness & Prevention
Stay Smart, Stay Safe: Top Scams of 2024 You Need to Know
Scammers are getting bolder and more sophisticated, and the numbers prove it. In 2024, reported fraud losses reached a record $12.5 billion. One in three people who reported fraud stated they had lost money, a significant increase from the previous year.
At Country Club Bank, we’re committed to helping our clients stay informed and protected. From payment fraud to job and investment scams, we’ve summarized the top fraud trends of 2024 and the key takeaways to keep you and your loved ones safe.
Quick Snapshot:
Electronic payments and crypto topped the list for the most significant dollar losses.
Social media was the riskiest point of contact.
Fake job offers and investment scams led to staggering losses.
Younger adults reported losses more frequently, but older adults lost more money per incident.
Learn what to watch for and how to protect yourself. Read the full article here.