By Katie Reiser

Ten years ago, two powerful banking organizations in Wisconsin took a bold step — one that would reshape the landscape of Wisconsin’s financial industry. As we celebrate a decade since the historic merger of the Community Bankers of Wisconsin (CBW) and the Wisconsin Bankers Association (WBA), we look back on the successes, challenges, and the bright future ahead for Wisconsin’s banking community.

A Vision for a Stronger Industry
Reflecting on the merger, former President and CEO of CBW and current WBA Executive Vice President and Chief of Staff Daryll Lund emphasized the driving force behind the decision, “From the start, this was about serving our members better. We took two strong organizations and created one even stronger voice for Wisconsin’s banks.”

From advocacy to education to member services, the merger aimed to create a single, unified association that could champion the needs of banks across the state.

Overcoming Challenges with a Shared Focus
Merging two long-standing organizations was no small task. But through clear communication and a commitment to member value, the transition was a success. Lund said, “Our guiding principle was simple — every decision we made had to be in the best interest of our members. That focus kept us on track through the integration process.”

One of the key milestones was gaining member approval. The numbers spoke for themselves: 96% of CBW members and 97% of WBA members voted in favor of the merger. Lund explained, “That overwhelming support was a clear mandate. Our members recognized the value of coming together as one.”

Stronger Together: The Impact on Wisconsin’s Banks
The benefits of the merger were immediate and long-lasting. For many banks, it meant reduced membership costs while maintaining access to the same — if not enhanced — resources. “For joint members, the merger actually resulted in lower dues while providing even greater benefits. That was a win-win,” Lund pointed out.

The consolidation also streamlined advocacy efforts, allowing the Association to present as Lund described, “one clear voice at the state Capitol and on the national level.” The organization maintained affiliations with both the American Bankers Association and the Independent Community Bankers of America, ensuring all members’ interests were represented at the highest levels.

Looking Ahead: A Future of Continued Success
As the industry continues to evolve, WBA remains committed to innovation and service. Lund reflected, “What we built 10 years ago has delivered on its promise. Our members rely on us now more than ever, and we’re ready to meet the challenges of the next decade.”

With a united front, Wisconsin’s banks are stronger, more efficient, and better equipped to serve their communities. Here’s to the next 10 years of growth,

Reflections From Key Players in the Merger
WBA reached out to several of the executive officers from both associations who were closely involved in the merger negotiations to get their perspectives, a decade after their collaborative efforts. From CBW those individuals were Paul Hoffmann, president, Lake Ridge Bank, and Fred Siemers, president/CEO, Paper City Savings Bank, and from WBA, Rob Cera, president, Greenwoods State Bank, and Tom Pamperin, president/CEO, Premier Community Bank.

Looking back over the past decade, what do you see as the most significant achievement of the merger between CBW and WBA?
Cera: As we had hoped and anticipated, the merger gave the combined entity a more unified and significant voice for community banking in the state of Wisconsin. We were able to leverage both leadership and contributed dollars in ways that allowed us to be even more impactful than the two entities could be on a stand-alone basis.

Siemers: I think the most enduring achievement of the merger has been the ability of leadership, of what was originally two associations, to set aside egos and continuously focus on advocating for Wisconsin banks. Both Daryll and Rose, along with their respective boards, kept this ideal front and center in their minds when the merger concept was originally discussed. This has been an enduring legacy upheld by successive boards over the past 10 years.

What was the biggest challenge or concern during the integration process, and how did the leadership team work to overcome it?
Hoffmann: I think the biggest concern was that banks of all size would not get an equal voice when it came to policy decisions. Fortunately, banking is a relatively small world and many of us have either worked or studied with the other bankers around the state. When we sat across the table from each other and talked as colleagues and friends, it was easier to iron out a merger agreement. (For example, Tom Pamperin and I were close friends from GSB.) We all put our egos aside and focused on how we can be stronger, together.

Pamperin: The most significant challenge to overcome was setting aside the history of both organizations for the good of the future of Wisconsin banking. It is a lot like a marriage – our separate history (previous lives) got us here but the future together will be amazing. The selflessness and leadership displayed by Daryll and Rose was the key to success. Both set egos aside, asked everyone else to do the same and led us through the process.

How has the merger strengthened the Association’s ability to advocate for Wisconsin banks at the state and national levels?
Siemers: From an advocacy perspective, I think speaking with one voice allows the association to deliver its message in a clean and concise manner without confusion. I think our lawmakers and regulators appreciate a singular voice from Wisconsin bankers. This also improves our effectiveness and impact.

Pamperin: We are talking about Wisconsin banking and the things that are important to ALL of us, not our differences.

Looking back 10 years later, do you feel the merger met or exceeded your expectations? What has surprised you the most about the impact it has had on Wisconsin’s banking industry?
Hoffmann: I would definitely say the merger exceeded my expectations. Because of the relationship of Daryll and Rose, and the respect that they have for each other, it allowed the combined association to speak with one strong voice for the banking industry. I am proud of how we blended the strengths each organization brought to the table. For example, the WBA already had a strong education division that only got better with the addition of the CBW initiatives like BOLT. It was not an easy decision to feel like we were moving away from all that CBW accomplished over the years, so I am proud of how those accomplishments and ideals were integrated into WBA. The industry has also consolidated over these past 10 years, so I think the leadership at the time acted with foresight to imagine how one association could speak for all Wisconsin banks. The biggest surprise for me is what we accomplished at the state level on a bipartisan basis to position Wisconsin banks to be on an even stronger, more level playing field when it comes to paying state taxes. I am not sure that could have been accomplished with two separate voices for our industry competing for attention. It is the power of one voice, focused on the needs of our members. We are fortunate to have the incredible leadership team and dedicated board members at the WBA. The future looks bright for our industry in Wisconsin in large part because of the WBA.

Cera: I am very proud of the fact that the WBA remains a strong voice for Wisconsin community banks as we had anticipated that it would. The WBA has done a great job in continuing to invest in educational programs that are relevant and impactful. The continued leadership of Rose and Daryll working successfully side by side since the merger remains one of my proudest by-products of the combination. We know the WBA is in great hands for the near term.