Archive for category: News

From the Fields: I Believe in the Future of Agriculture

By Amy Austin

Each summer, Lake Ridge Bank’s Ag Team dedicates countless hours volunteering at county dairy breakfasts, local fairs, meat animal auctions, and many other agriculture-related events. Through these experiences, we have the opportunity to support the next generation of agricultural leaders and the future of farming. As summer comes to a close, it’s worth recognizing the bright future represented by our youth involved in agriculture.

Many of us in agricultural banking grew up on farms, showed livestock at county fairs, or spent time in 4-H and FFA. While there’s often discussion about whether today’s youth work as hard as previous generations, what I continue to see tells a different story. Our youth involved in agriculture are developing the same strong values, work ethic, and sense of responsibility that have long been the foundation of our industry.

Take county dairy breakfasts, for example. While many community members are just arriving, 4-H members have often been hard at work for hours, helping set up, serve food, clean tables, and represent their clubs.

The same is true during fair season. Whether showing livestock or exhibiting projects, our youth invest months of planning, budgeting, preparation, and daily responsibility for just a few moments in the spotlight. Along the way, they gain valuable lessons in financial management, sportsmanship, leadership, and the reality that hard work often leads to rewarding results.

As ag bankers, community members, parents, and volunteers, we should be proud of our youth in agriculture. They are learning how to set goals, overcome challenges, and contribute to something bigger than themselves. No matter where their paths lead, they give me great confidence in the future of agriculture and our rural communities.

Austin is AVP ag and business portfolio specialist with Lake Ridge Bank in Evansville. She also currently serves on the WBA Agricultural Bankers Section Board of Directors.

 

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Beyond Hype: How to Make AI Work

By Aaron Colcord, CFO and founder of Voyager AI, a WBA Associate Member

Aaron Colcord

Let’s get real for a second. Community and regional banks aren’t dragging their feet on Artificial Intelligence (AI).

The real problem is that banks are complicated. It’s like running a restaurant with a 50-page menu but only two chefs in the kitchen. Eventually, you stop offering the fancy dishes, not because you don’t want to sell them, but because you just don’t have the staff or the time to cook them.

Everyone in tech says, “AI is the solution!” You can’t go one to two minutes without someone saying the word AI now. It’s also not a secret, we probably have a subscription to ChatGPT, Claude, or even Google’s Gemini on our phone and we’re giving it our own personal information in return for a better cake recipe (You are probably wondering, is this a true story? Not mine, but yep).

Did I name one of the elephants in the room? That basic ability to keep our bank information completely safe inside the vault. We didn’t copy customer information over to Google when search engines first showed up. Even today, you can do a basic Google search for internal bank information and find absolutely nothing.

Or how about this other elephant?

If you ask a standard AI model a question on Monday, and then ask it the exact same question on Tuesday, you might get two completely different answers. That’s totally fine if you’re asking it to write a funny poem about a cat. It’s absolutely terrifying if you are asking it to evaluate a $5 million commercial loan.

Imagine a bank auditor knocking on your door to ask why a specific deal was structured the way it was. If your answer is, “I don’t know, the computer just felt like it today,” you’d be fired before lunch. Banks cannot run on guesses or probabilities. You can’t audit the missing person. You need cold, hard certainty.

So, how do we make AI safe for a bank to actually use? We create a hard architectural separation between processing data and making decisions.

Think of AI like a super-smart, caffeinated intern. This intern is amazing at doing the exhausting busywork. They can speed-read messy tax returns, dig through 50-page PDFs, and instantly pull out the key numbers you need. But, and this is the important part, you do not let the intern make the final call on the deal.

To make a system reliable, the actual decision-making part (the rules engine) cannot be run by an AI brain.

Instead, once the AI intern gathers the data, it hands those numbers over to a strict, perfectly predictable calculator. This is where we write the actual math and logic. There is no guessing. There is no “AI magic.” If you feed the exact same financials and risk profiles into this strict rules engine one thousand times, it will spit out the exact same answer one thousand times.

This hybrid approach changes everything. You use AI to do the exhausting work of organizing messy data, but you use strict, hard-coded logic to execute your lending rules.

Sorry, it’s not groundbreaking. We have been trusting computers to do this exact work for decades. AI is the interface and the helper to the human which leads to…

The Problem With the “Loop”

But if the AI is the intern and the rules engine is the boss, where does that leave the actual human lender?

This is where the tech industry gets it completely wrong. Most tech companies talk about putting a “human-in-the-loop.” Sound comfortable and reasonable. We still have the human checking the system, not part of the system, they are sitting on the loop. Your highly experienced lending team babysitting the robot.

You need your lending team’s experience. You need a way for them to grow their experience. That is what will make your bank grow. Your unique way of approaching the business problem. Your relationships.

Putting the Human in the Lead

We need to throw out the loop and adopt a “human-in-the-lead” approach instead.

In a human-in-the-lead system, the technology works for the lender, not the other way around. The AI intern gathers the messy files. The deterministic rules engine crunches the policies and immediately flags what is missing or what hurdles exist.

Then, the technology gets out of the way.

The human lender takes the lead. Armed with all the right information instantly, they can apply their years of institutional knowledge, look the business owner in the eye, and figure out how to make the deal work. They aren’t spending hours searching for a missing schedule in a tax document; they are spending their time advising a local business on how to expand their warehouse.

This is all about the fundamentals of what being a bank is really about: trust and relationships. It’s about putting the customer first. The whole point of computers is to handle the tedious stuff so people can be better people with each other. When your systems handle the heavy lifting safely and predictably, your team kills the “long no.” More importantly, they get back to providing incredible service and building the real relationships that community banking is built on.

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The Votes Are In: Wisconsin Primary Election Results

Wisconsinites took to the polls yesterday in our state’s highly watched primary election.

At the top of the ticket was the highly contested race for the democratic nominee for governor. The consistent polling leader, Francesca Hong, a Democratic socialist from Madison and current state representative, lost in a shocking turn of events to Milwaukee County Executive David Crowley, who was endorsed by Governor Tony Evers. Crowley won by the narrowest of margins.

State Senator Kelda Roys and former Department of Administration Secretary Joel Brennan were also on the ballot.

This was a much closer race than anticipated. All recent polling had Hong beating Crowley between 15-20%.

This is certainly a big sigh of relief for the Democratic establishment who had grave concerns about the electability of Hong in a general election.

This sets up a November faceoff between Milwaukee County Executive David Crowley and Republican Congressman Tom Tiffany. Wisconsin’s gubernatorial election in November will be one of, if not the most, watched races in America.

State Level Primaries of Note

Assembly District 37: Incumbent Republican Mark Born (Beaver Dam), who is co-chair of the powerful budget-writing committee and a friend to the WBA, faced a primary challenge from a familiar opponent. Born was once again successful in fending off the challenger.

Senate District 1: Four Republicans competed for André Jacque’s open seat. Nic Cravillion won the highly competitive primary. No Democrat filed in the first Senate district.

Senate District 11: In a bid to replace longtime GOP Senator Nass, there was a highly divisive race between former State Representative Ellen Schutt and Sandy Wiedmeyer. The winner of the primary was Ellen Schutt.

Senate District 17: Several Democrats vied for the opportunity to take out Senator Howard Marklein, who is the senate counterpart to Born. State Representative Jenna Jacobson won the primary yesterday and will look to unseat longtime Senator Marklein, who is up for reelection in a newly drawn district that is bluer than in years past. This will be a race that receives significant attention and resources. Marklein has been a consistent friend of the banking industry over the years.

Senate District 25: This open seat is a Democratic target and could help decide senate control. Two former assembly members competed in the Republican primary: Angie Sapik, who lost her seat in 2024, and Erik Severson, a physician. Severson won the competitive primary and now faces Democrat Charly Ray, a forester and bookstore owner backed by the State Senate Democratic Campaign Committee.

Congressional Primaries of Note

Congressional District 7: Tiffany’s decision to run for Governor left the 7th open for the first time since 2020. Five Republicans and three Democrats are competing across 26 counties in northern and central Wisconsin. However, the race was effectively between three individuals: Michael Alfonso, Kevin Hermening, and Jessi Ebben.

Alfonso is the son-in-law of former congressman and current U.S. Secretary of Transportation Sean Duffy. Alfonso is also endorsed by President Trump.

Alfonso won the Republican primary in the 7th.

Given the district’s strong Republican lean, yesterday’s Republican primary is effectively the decisive contest.

Congressional District 3: In the 3rd, two democrats were competing to challenge Rep. Derrick Van Orden in western Wisconsin. The 3rd is rated a toss-up and is a national priority for both parties, with fundraising on the Democratic side already exceeding the incumbents. Emily Berge and Rebecca Cooke will face off. Cooke won the primary.

Cooke has run against Van Orden previously, losing to him by 11,000 votes in 2024. In 2022, Van Orden overcame Brad Pfaff by 12,000 votes. This will surely be a close race.

Looking Ahead

The WBA is well-positioned to continue to engage effectively with lawmakers regardless of the outcome of November’s election. The Government Relations team has already been meeting with candidates for office to introduce ourselves, the industry, and our issues, and will continue to do so over the next couple of months. When all is said and done, the WBA team will have met with nearly 20 candidates from safe districts who will be lawmakers come January.

We will continue to keep membership updated as the election season unfolds.

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Asset Recycling Renaissance: Q2–Q3 2026

By Tom Evans, CFA, senior consultant at HUB Taylor Advisors, a Division of HUB Financial Services, a WBA Associate Member

For the past year, many financial institutions have taken advantage of the opportunity to recycle legacy assets into higher coupon loans and investments. With that framework in mind, it is important to understand the key contributors to overall earning asset yield, as yield drives margin. Mix, selection and pricing are the three primary levers that bankers have to pull to affect net interest margin on both sides of the balance sheet. This article will focus on the asset side of the balance sheet, given the continued runway for asset cash flow repricing.

1. MIX
Intentionally listed first, the asset mix is generally the largest contributor to overall earning asset yields. The mix is as simple as the asset allocation: loans, investments, and cash. Despite sounding rather elementary, many factors contribute to each institution’s unique asset mix, including geography, market area, competition, credit risk tolerance, and other important ALCO risk factors. Given that most financial institutions accept the bulk of financial risk within the loan portfolio, higher allocations to loans over investments and cash largely translates to a higher overall earning asset yield. As an added benefit, lending creates opportunities for related deposits, which can and should provide margin benefit. The chart below illustrates the breakdown of the earning asset mix through time for all banks under $10B. As we can see, when liquidity builds, and the share of loans on the balance sheet shrinks, earning asset yield compresses as the balance sheet
shifts towards a suboptimal mix.

2. SELECTION
Once the target mix is established, selection becomes the next critical lever. Not all loans are created equal from a yield and structure perspective, and the same is true for investments. Within the loan portfolio, selection involves evaluating risk-return tradeoffs across product types: commercial real estate, commercial & industrial, residential, construction, and consumer lending all carry different yield profiles, duration characteristics, optionality, and risk weights. Additionally, the selection within the loan portfolio can have an outsized impact on the mix, selection, and pricing within a bank’s liabilities.

Non-owner-occupied CRE, construction, and participation loans are generally not deposit-rich lending verticals. Selection extends to the investment portfolio as well. The decision among agency MBS, municipal bonds, US Treasuries, or alternative sectors has meaningful implications for yield, duration, liquidity, and pledgeability, all of which contribute to net interest margin and risk management.

Importantly, selection also considers the repricing, maturity, amortization and cash flow nature of a particular asset, which is an integral part for charting the path for earning asset yields through various interest rate cycles.

3. PRICING
Pricing is the most visible lever and often the most contested. Financial institutions routinely face competitive pressures to match or undercut competitors’ pricing, and, oftentimes, pricing discussions can dominate an ALCO meeting. While a disciplined approach to pricing is important, mix and selection should largely be prioritized. Institutions should keep in mind that pricing can be flexible and should be reflective of each institution’s unique risk profile, balance sheet mix, and balance sheet selection. Two important concepts related to pricing include:

  • How else can we get compensated for a loan beyond just yield? Origination fees? New deposit relationship or larger deposit balances? Treasury management services? Call protection via prepayment penalties? All of these ancillary items add value to lending beyond just yield.
  • Typical bank investment products have very transparent markets. Investment execution can have a lasting impact on yield for the life of the security. Sometimes, investment markups can translate to 10-30bps of annual yield give up.

The Author’s Take:

Tom Evans, CFA

The liability side of the net interest margin demanded outsized attention for the better part of the last four years. That urgency is fading. Institutions that outperform will be those that turn focus to assets with equal intensity. Mix, selection, and pricing work in concert, but have a hierarchy. An institution can have the right mix but still lose yield due to poor selection/structure. It can have the right selection but deliver lower yields due to improper pricing, leading to a suboptimal mix. A strong ALCO should consistently evaluate the mix, selection, and pricing within the asset base. The decisions made today will impact earning asset yields for years to come. The window is still open…make it count!

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Reminder: Wisconsin Consumer Act Right to Cure Requirements

By Scott Birrenkott, WBA director – legal

Scott Birrenkott

While there have been no changes to Wisconsin’s right to cure provisions under the Wisconsin Consumer Act (WCA), recent litigation makes this a good time to provide a reminder of those requirements. In summary, the WCA requires specific notice and procedures before a bank may act against a covered loan in default. This article will provide a summary of those requirements, as well as recap recent litigation in this area, including preemption and the interplay between Uniform Commercial Code (UCC) notices and the WCA.

The WCA governs consumer loans and credit sales made primarily for personal, family, or household purposes where the amount financed is $25,000 or less and the loan is not secured by a first lien or first lien equivalent real estate mortgage. Note that the $25,000 threshold will increase to $50,000 as of January 1, 2027. See the March 2026 “WBA Compliance Journal” for more information.

Default for purposes of the WCA is defined as a loan with an outstanding amount greater than one full payment, which remains unpaid for more than 10 days, if the interval between scheduled payments is two months or less. It also includes a failure to pay the first payment or the last payment, within 40 days of its scheduled or deferred due date. For loans where an interval between scheduled payments is more than two months, default is defined when all or any part of one scheduled payment remains unpaid for more than 60 days after its scheduled or deferred due date. Or, if the transaction is scheduled to be repaid in a single payment, to have all or any part of the payment unpaid for more than 40 days after its scheduled or deferred due date. The amount outstanding shall not include any delinquency or deferral charges and shall be computed by applying each payment first to the installment most delinquent and then to subsequent installments in the order they come due.

Generally speaking, before a lender may take any action on the default, it must provide the customer a written notice of right to cure default. The specific notice must include the creditor’s name, address, and telephone number, a brief identification of the account, the nature of the alleged default, the total amount required to cure, with itemization of any delinquency charges, the exact date by which cure must occur, and contact information for where payment must be made. Notice is deemed given on the date of mailing.

Following notice, the customer has 15 days to cure the default by paying all past due installments plus any applicable charges. Curing the default restores the account to good standing as if no default occurred. Because a customer mailing payment on the fifteenth day satisfies the cure requirement, lenders should wait a reasonable period beyond the 15-day window before proceeding.

The WCA’s right to cure requirements are well-established, but recent litigation in this area is worth including with this reminder. In Bank of America, N.A. v. Jean-Pierre Riffard, the Wisconsin Court of Appeals concluded that the National Bank Act (NBA) does not preempt the WCA’s notice of right to cure default requirements. In this case, Bank of America filed small claims actions to collect on two defaulted credit card accounts, without first providing a WCA notice of right to cure. The borrower argued the complaints were barred as a result. The circuit court ruled in the bank’s favor, concluding that the NBA preempts the WCA. The Court of Appeals reversed this decision, instead finding that the WCA applied. The decision means that nationally-chartered banks operating in Wisconsin must ensure they comply with the WCA notice requirements for covered consumer credit transactions, regardless of their federal charter. See the April 2025
“WBA Compliance Journal” for more information.

In a separate matter, the Court of Appeals addressed a WCA right to cure issue in Birges v. Simplicity Credit Union. There, a borrower challenged a credit union’s pre- and post-sale
repossession notices (a UCC requirement which provides model language), arguing they were legally insufficient because they did not incorporate the WCA’s fair market value standard for calculating deficiencies. The Court disagreed, affirming that the UCC’s statutory safe-harbor notice language is legally sufficient on its own, and that the WCA’s deficiency judgment provision does not alter or supplement the UCC’s notice requirements. This case upheld longstanding understanding and practices regarding use of the UCC model notice and language and its interplay with the WCA. See the October 2025 “WBA Compliance Journal” for more information.

In conclusion, while there has been no change to the WCA or UCC in terms of right to cure requirements, recent litigation serves as a good reminder for banks to ensure they are properly meeting right to cure notice requirements for covered loans, reviewing policies and procedures, and utilizing model language where appropriate.

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2025–2026 WBA Year in Review

President’s Message:
The WBA’s 2025–2026 fiscal year recently ended, and I am once again struck by all that WBA and its members have accomplished together to support a strong and resilient banking industry in Wisconsin. Like the pieces of a puzzle, each member contributes unique talents and efforts that help strengthen our association. When these interconnected pieces fit together, a clear and focused image emerges as one of collaboration and shared success. The 2025–2026 “Year in Review” is organized to reflect how engagement and action by WBA staff and the membership fit together to collectively fulfill board initiatives of WBA. I am grateful for the support and commitment of our members, whose contributions continue to help bring our collective vision into focus.

I also want to thank WBA Board Chair Joe Peikert who began his term a few months ago, Past Chair Paul Northway, the officers, and the rest of the 2025–2026 WBA Board, for their involved leadership. I am proud of what the membership, Board, and WBA staff have accomplished together for the benefit of the industry.

Rose Oswald Poels, WBA President and CEO

WBA Board Chair Message:
When looking back on WBA’s 2025–2026 fiscal year, I am reminded of a puzzle. Throughout the year, each member, committee or section member volunteer, Board member, and WBA staff contributed an important piece. Individually, those pieces represent unique strengths and perspectives; together, they form a complete picture of a strong, vibrant industry and Association. Thanks to your engagement in advocacy efforts, we amplified our collective voice and advanced issues that matter to our industry. Your participation in WBA programs and your continued use of the Association’s services further strengthened the foundation of a successful association. On behalf of the Board, thank you for being an essential part of the picture.

I also wish to thank Paul Northway for his leadership over the past year and for the foundation he left behind. As WBA enters a new fiscal year, I look forward to continuing to work alongside the membership to ensure that community banking remains a vital part of Wisconsin’s future.

Joe Peikert, 2026–2027 WBA Chair and CEO at Wolf River Community Bank, Hortonville

The Unified Voice for Wisconsin Bankers:

• 58 banks earned WBA’s Gold Triangle Award, our highest level of recognition for bank fundraising, apportioned by bank asset size.
• 58 banks earned the Bankers Involved in Grassroots and Government Award (BIGG), WBA’s highest achievement level for bank involvement and advocacy.
• $304,295 in contributions given by WBA-member employees, directors, WBA staff, and others to WBA’s Wisbankpac and ABW political conduit.
• 25 bankers earned the Leadership Circle Award for contributing at least $3,000 to Wisbankpac, ABW, or issue advocacy funds.
• 98 bankers earned the Silver Triangle Award for contributing at least $1,000 to Wisbankpac, ABW, or issue advocacy funds.
• 173 banks designated Advocacy Officers.
• 251 members attended WBA Capitol Day in Madison, and 43 attended a Washington, D.C. trip.
• 69 candidates and 4 legislative party candidate committees — on both sides of the aisle — at the state level received support from WBA political action funds.
• 42 bills tracked or monitored by WBA of 2,423 bills introduced during 2025–26 legislative session.
• One WBA legislative priority introduced and passed.
• 22 comment letters filed on behalf of the membership.
• 41 press releases issued.
• 50 “WBA Advocacy Reports” were emailed to members.

The Solution for Banking Education and Professional Development:
• 1,672 Legal Call Program calls answered.
• Nearly 6,000 took part in WBA-hosted training events.
• 82 educational opportunities hosted by WBA.
• 556 bankers completed a multi-day WBA school or boot camp.
• More than 350 members participated live or on-demand for the two complimentary member webinars.
• 100+ bankers participated in each of two Legal Live events.
• 84 CEOnly/CFOnly questions facilitated.
• Three Consumer Content pieces were created for members’ use.
• Six issues of “Wisconsin Banker” published.
• 253 issues of “Wisconsin Banker Daily” e-newsletter sent to 3,000+ subscribers.
• 94 Banconomics reports covering seven Midwest states published by the Wisconsin Bankers Foundation in partnership with Navanta (formerly known as UFS).
• 19 videos produced.
• Nearly 100 students attended Careers in Banking events hosted at four UW campuses.
• Six free legal content pieces created and 11 FAQs added to a reformatted FAQ resource.
• 10 Agri-Banker updates, 12 CBC updates, and 11 Associate Member newsletters delivered.

Build a Culture to Grow and Retain Talent and to Create a Dynamic Infrastructure to Best Serve WBA Members:
• WBA named a Top Workplace by “Wisconsin State Journal” for third time in three years.
• WBA obtained Net Promoter Score of 29.
• All WBA staff participated in Career Potential DISC assessment, training, and given follow-up resources.
• Built new Fonteva system with WBA data, importing data into the new system.
• Created portal for bankers to connect directly with WBA for education and resource materials.
• Connected with all members and Associate Members to collect and update data for launch of new Fonteva data system.

Improved Engagement Across All Forms of Membership:
Wisconsin Bankers Association (WBA)
• 188 banks and savings institutions are members of WBA, representing 96% of banks in the state.
• 900+ members belong to the BOLT Section.
• 176 members served on a WBA section board, committee, or advisory group.
• 6,984 followers on LinkedIn, 1,975 on Facebook, and 2,125 on X.
• 286 branches of 44 banks participated in the WBA Power of Community Week, hosting service events across the state.

WBA Insurance Services: Employee Benefits Corporation, Inc (WBA-EBC) and Midwest Bankers Insurance Services (MBIS)
• $2.8 million in annual savings achieved with WBA Association Health Plan through United Healthcare.
• 110 banks completed over 4,000 benefit transactions through WBA-EBC benefits portal.
• 220 community banks helped by MBIS with complex insurance renewal negotiations, internal control guidance, best practices, coverage education, and policy placement.

Financial Institution Products Corporation (FIPCO)
• 2,894 loan applications totaling $321,800,000,000 submitted via FIPCO ConnectFI – a customer-facing digital lending SaaS that integrates with Compliance Concierge.
• 92 financial institutions utilize Compliance Concierge Loan, Mortgage, and Deposit software as part of their compliance management programs for loan origination and deposit account opening.
• ShareFI provided services to 55 clients, representing over 122 engagements. Banks saved over $900,000 with ShareFI’s compliance officer (and other roles) services to reduce their
personnel expenses. 12 banks improved and/or maintained CMS ratings with their primary regulator with ShareFI support.
• 39 clients benefited from FIPCO InfoSecurity and IT Audit engagement services, representing over 65 engagements. Expanded services to include Office 365 Audits.
• 35 banks participated in one or more FIPCO software training sessions.

Wisconsin Bankers Foundation (WBF)
• 100 banks participated in WBF’s Reading Raises Interest program.
• 2,700+ copies of “The Berenstain Bear’s Trouble with Money” by Stan and Jan Berenstain donated by WBF.
• 51 applications submitted for WBF scholarships, and $11,000 awarded to six recipients.
• $30,500 in grants awarded to 7 nonprofit programs, including Asset Builders’ Finance and Investment Challenge Bowl, Economics Wisconsin, Eastbrook Academy, Faith Christian High School,
Northwest Wisconsin Community Services Agency, Inc., and Wisconsin Women’s Business Initiative Corporation.
• 222 individuals and 47 organizations supported WBF in auctions and raffles at three WBA conferences collectively raising $18,202.
• $13,665 raised during the annual Foundation Gala.

Associate Members
180 Associate Members provided quality products and services to WBA bank members and had a 94% retention rate and a 6% growth rate. For a complete list, please visit www.wisbank.com/associates.

Platinum Associate Member
• FHLBank Chicago

Gold Associate Members
• Bankers’ Bank
• Bell Bank
• BMO — Correspondent Banking
• BOK Financial Capital Markets
• FIPCO
• Godfrey & Kahn
• ICBA Services Network
• Midwest Bankers Insurance Services
• WBA Employee Benefits Corporation, Inc.

Silver Associate Members
• Cinnaire
• Integris
• Midwestern Securities
• Performance Trust
• Navanta

Bronze Associate Members
• ADVANTAGE, powered by JMFA
• BHG Financial
• Boardman & Clark LLP
• Delta Dental of Wisconsin
• Eide Bailly LLP
• Executive Benefits Network (EBN)
• Forvis Mazars
• Hovde Group, LLC
• Jefferson Wells
• Locknet – An EO Johnson Company
• Northland Securities, Inc.
• Plante Moran
• Quad City Bank & Trust
• Reinhart Boerner Van Deuren S.C.
• SHAZAM
• The Baker Group
• Vibrancy Unlocked
• Wipfli

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First Graduating Class at New BankWork$ Location!

In partnership with Employ Milwaukee, WBA is proud to bring the nationwide BankWork$ program to Wisconsin. BankWork$ is a free, eight-week training program to prepare participants — primarily individuals from under-resourced communities — for retail banking careers.

Pictured (left to right): Anissa McClain, Jocelynn McGuire, WBA’s Heather MacKinnon, Alma Lopez, Aaron Ross, and Adriene Wright, BankWork$ instructor

In late May, four students, including Aaron Ross, Alma Lopez, Anissa McClain, and Joceyln McGuire, graduated from the program. WBA’s Executive Vice President and General Counsel Heather MacKinnon attended the ceremony and congratulated the graduates on their achievement.

Over the course of the eight-week program, students learn the hard and soft skills necessary for entry-level retail and operations positions. Upon graduation, each graduate can take part in on-the-spot interviews with BankWork$ employer partners.

BankWork$® is a public-private partnership that primarily trains adults from underserved neighborhoods for careers in retail banking. Learn more about the program and how your bank can get involved at employmilwaukee.org/BankWorks.htm.

To learn more about the program, or how your bank can get involved, please click here.

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Chris Borgerding Joins Wisconsin Bankers Association as Vice President – Government Relations

Chris Borgerding

The Wisconsin Bankers Association (WBA) is pleased to announce the hiring of Chris Borgerding as Vice President – Government Relations. Borgerding brings over a decade of experience to the role and will lead WBA’s advocacy efforts at the state level. He starts his new role with WBA on July 6, 2026.

“Chris is a well-respected, talented professional in the field of government relations, and we are very excited to have him join our association,” said Rose Oswald Poels, WBA president and CEO. “We look forward to what he will be able to accomplish together with our team and members on behalf of Wisconsin’s banking industry.”

Borgerding began his career in the Wisconsin State Legislature for a short time followed by nearly a year as a government affairs assistant at the Wisconsin Credit Union League. After that, he transitioned to work back in the Wisconsin State Legislature for six years. He then went on to lobby for the Wisconsin Dental Association and has spent the past four years in a national role, more recently as senior director of government relations for the Association of Dental Support Organizations. Borgerding is known as a trusted government relations professional with a proven track record, who is successful in reaching across political aisles and building coalitions to achieve positive results.

Borgerding earned his degree in political science at the University of Wisconsin-Madison. He and his wife currently reside in Sun Prairie and have two young children. He enjoys spending time with his family, golf, and cooking.

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