Tag Archive for: Wisconsin Banker

Paul Northway

By Paul Northway, president and CEO of American National Bank Fox Cities and the 2025–2026 WBA Chair

Relevance. It’s the theme I chose to guide my year as Chair of the Wisconsin Bankers Association, and it’s an idea that has taken on more meaning with each conversation I’ve had with bankers. In an industry defined by constant change — economic shifts, new technology, ever-increasing regulatory pressures — relevance is not static. It is earned and re-earned through intentional connection, continuous learning, and a commitment to staying engaged with the broader banking community.

One of the most effective ways to maintain relevance is through networking. Networking is often misunderstood as an act of handing out business cards or exchanging LinkedIn invitations. True networking is about creating relationships that help us grow, think differently, and strengthen both our individual careers and our institutions.

The Wisconsin Bankers Association plays a vital role in making those relationships possible. WBA creates spaces where meaningful networking happens, like leadership development programs, peer groups, advocacy events, or statewide conferences.

Networking as a Strategic Imperative
Banking has always been a relationship business, but the value of internal, industry-focused relationships has never been higher. Today’s environment requires leaders to think beyond their own institutions. We are managing rapid digital transformation, recruiting and retaining new generations of talent, and building a balance sheet that weathers all storms. None of us can solve these challenges alone.

That is why networking is not a “nice to have”— it is a strategic imperative. When we talk with peers, share best practices, and learn from one another’s successes and failures, we sharpen our ability to lead. We also gain a broader perspective on the trends shaping our industry and the strategies that may help our banks outperform.

The Power of WBA Programs
The Wisconsin Bankers Association has long recognized that networking is a catalyst for leadership. Many of WBA’s most successful programs are built around structured, high-value peer connection. Three offerings, in particular, stand out as powerful examples:

• BOLT: Building Our Leaders of Tomorrow
  BOLT is one of the industry’s strongest leadership pipelines, designed to equip emerging banking professionals with the skills, confidence, and connections needed to grow into leadership roles. Participants gain practical insight through expert-led sessions while building networks that become career-long support systems. BOLT embodies the philosophy of “growing our own” by helping future leaders understand that relevance and strategic thinking must be cultivated early.
• CEOnly and CFOnly Peer Groups
  WBA’s CEO-Only and CFO-Only peer groups provide confidential forums where senior leaders can engage in candid discussions with others who understand the pressures of executive decision-making. These groups move beyond surfacelevel networking to explore strategy, regulation, succession planning, capital management, and market trends that directly impact institutional performance. The exchange of perspectives strengthens leadership effectiveness and reinforces a sense of community across banks of all sizes.
• Networking Through Advocacy
  Advocacy events such as Capitol Day, Washington, D.C. visits, and legislative roundtables offer powerful networking opportunities by bringing bankers together around a shared mission. Standing side by side to communicate the real-world impact of policy decisions strengthens relationships while amplifying the industry’s collective voice. These experiences foster cross-functional learning, deepen understanding of the regulatory landscape, and reinforce the importance of unity in advancing banking’s role in our communities.

The Bottom Line
My challenge to each of you is simple: lean into these opportunities. Attend one more event. Join a peer group. Reach out to a banker you met at a conference last year. Invite a rising leader at your bank to attend BOLT. Sign up for Capitol Day. Share your experiences and ask about someone else’s. Our relevance as an industry depends on our willingness to show up for one another — and there is no better community than the one we have right here in Wisconsin banking.

Scott Birrenkott

By Scott Birrenkott, WBA director – legal

One of the consumer protection rights afforded by Truth in Lending is the right of rescission. While there are no changes to this rule, it is a frequent topic for questions received through the WBA legal call program. In this month’s legal column, we discuss this rule and some important aspects to consider.

The right of rescission can be found under Regulation Z for both closed-end and open-end credit (citations follow at the end of this article). Generally speaking, rescission applies in a credit transaction secured by a consumer’s principal dwelling. For purposes of rescission, each consumer whose ownership interest is subject to the security interest shall have the right to rescind the transaction, unless exempt.

One of the most common questions WBA receives is: Who gets rescission? All consumers receive the right of rescission. Reg Z defines “consumer” as a natural person to whom consumer credit is offered or extended. However, for purposes of rescission, the term also includes a natural person in whose principal dwelling a security interest is or will be retained or acquired, if that person’s ownership interest in the dwelling is or will be subject to the security interest. In short, any consumer with an ownership interest in the dwelling taken as security receives the right of rescission. This could include a non-borrower.

For example, consider a situation where a borrower’s parents pledge their house as security for a covered transaction. The parents are not borrowers and thus, not obligated to the transaction. However, because their ownership interest in the house is subject to the security interest, they must be provided with the right of rescission. It is also worth noting that sometimes a trust can be considered a consumer for purposes of rescission. Credit extended to trusts established for tax or estate planning purposes or to land trusts is considered to be extended to a natural person for purposes of the definition of consumer. In the case where the property is held by a trust, the lender should make sure to review Reg Z to see whether the trust might be a consumer for purposes of rescission.

WBA also receives questions of whether a consumer can waive the right to rescind. In certain rare circumstances this is possible, but only in the case of a bona fide personal financial emergency. The rule does not provide examples, but the situation must present a true emergency. As a result, whether such an emergency exists is a fact-specific question. WBA has heard of situations where the borrowers are going on vacation and want to close without a waiting period, or where the seller is growing anxious and does not want to wait any longer. Such situations are not emergencies. A true, bona fide financial emergency must exist for it to be possible to waive rescission.

Another common question regarding rescission involves the exemption for residential mortgage transactions. Any transaction to construct or acquire a principal dwelling, whether considered real or personal property, is exempt from rescission. However, it’s important to consider the definition of “principal dwelling.” Reg Z includes commentary going into the aspect at length. The regulation draws distinctions between a vacation or other second home, as well as construction of a new principal dwelling, and “bridge loan” scenarios. For the full discussion, see the citations below.

For reference, consider the following citations to Regulation Z:

Rescission for open-end credit: 1026.15
Rescission for closed-end credit: 1026.23

Robb Kahl

By Robb Kahl, Executive Director of Construction Business Group

Wisconsin’s commercial construction industry helps shape the state’s public works, commercial real estate, residential development, telecommunication advancements, and energy production.  However, new construction demand is not limited to these traditional market segments. In Wisconsin — as elsewhere — data centers have emerged as a major growth engine. A large $3.3 billion data-center campus broke ground near Mount Pleasant in 2024, employing thousands of Wisconsin union construction trade workers daily. Additional data-center projects are underway or planned elsewhere in the state, including Port Washington, Beaver Dam, DeForest, and Janesville.  These projects also bring demand for supporting infrastructure like energy, water and sewer, fiber-optic networks, and transportation. That diversification should help cushion against slowdowns in any single market segment in 2026.

While data centers are driving growth, challenges in other segments of the construction industry continue to persist. Nationwide, nonresidential construction spending is softening in many categories outside data centers and infrastructure-focused work. In the Midwest, nonresidential construction is projected to continue to shrink in 2026 — highlighting potential downward pressure for traditional commercial construction. Meanwhile, a challenging interest rate environment, inflation, and uncertainty around tariff and clean energy policies continue to discourage some large private-sector investments.

These factors likely will lead to continued strong reliance on road, sewer, water, and other infrastructure, energy production, and data center construction while we will see ongoing pressure in traditional commercial and residential segments. Because much of 2026 construction growth depends on infrastructure, utilities, and tech-driven projects, investors, developers, and policy makers are likely to gravitate toward projects and legislation related to data centers, broadband/fiber optic, renewable-energy infrastructure, and critical utilities — rather than retail or traditional commercial development like office space.

State policymakers could help improve Wisconsin’s economic and construction outcomes through several strategic actions.  First, we must sustain and prioritize infrastructure investment through adequate funding for roads, bridges, water and sewer upgrades, and broadband networks. This continued investment will support construction jobs and improve long-term economic development.  We also need to streamline permitting and regulatory approvals for infrastructure and utility projects, reducing bureaucratic delays that raise costs and hinder progress.  We should continue to support and incentivize clean energy projects, including offering tax incentives or grant programs for renewable energy, energy storage, and utility-scale projects where Wisconsin construction workers are utilized.  We should also encourage data-center expansion while addressing the concerns about water and energy demands these projects present.  Finally, Wisconsin must support the building trades in their efforts to expand and diversify apprenticeship training programs, including programs aimed at high school students, veterans, and other underemployed and unemployed adults.

Wisconsin enters 2026 with a foundation of strength: low unemployment, stable wage growth, a diversified economy, and a construction sector anchored by infrastructure, utilities, and growing demand for data centers. For the state to fully capitalize on its potential, policymakers should lean into long-term infrastructure investment, clean energy transition, data center development, and construction workforce expansion.  Construction Business Group is prepared to work with our industry partners and elected officials in 2026 to enhance the impact that the construction industry has on the state, private industry, and individuals.

Kahl is executive director of Construction Business Group.

The Construction Business Group works to promote and protect the construction industry by ensuring fair contracting laws are followed on public construction projects. CBG works cooperatively with contractors, employees, and public entities by educating them on fair contracting laws; monitors projects for fair contracting compliance; and aids to resolve compliance issues.

Tom Still

By Tom Still, Past President of the Wisconsin Technology Council

By some national measures, Wisconsin looks like an economist’s version of “Midwest nice.” Its unemployment rate is below the U.S. average, its workforce participation rate generally exceeds the norm, its median wage is higher than in many states and its indebtedness rate is well below average.

In short, Wisconsin people go to work – mostly, for a fair wage – don’t over-borrow, and pay their debts.

That doesn’t mean Wisconsin is immune from larger economic trends, however. With its historic manufacturing and agricultural base, it can be susceptible to influences beyond in-house control. Here are some larger forces that could hit home in 2026:

• President Trump imposed tariffs on many foreign-made goods in hopes of luring manufacturing back to the United States. That’s helping to bring some factories home but continues to raise many consumer prices. Global retaliation makes it harder to sell some goods and commodities as buyers find other sources. The immigration crackdown has proven overly broad in some industries, such as Wisconsin dairy farms.
• Large data centers that power artificial intelligence are being planned or built across Wisconsin, creating jobs for many but raising worries for others. Can enough electricity be generated to satisfy AI’s appetite as well as society’s overall power needs? With a balanced approach engaging solar, wind, hydro, battery storage, natural gas and – eventually – a rebirth of nuclear power, the answer is a qualified “yes.” Wisconsin utilities are heavily regulated, so solutions that shift costs or hurt the environment are unlikely to be accepted.
• Speaking of AI, some opponents portray it as little more than a plaything for techies or a tool for graphics-minded scammers. Wrong. The growth of “physical AI” can make Wisconsin’s core industries such as manufacturing, food production and construction more efficient. That trend will mature in coming years.
• As “Baby Boomers” age out, are there enough workers in Wisconsin’s Generations X, Y, Z and Alpha to fill the workforce gap? That’s a major question in northern and central Wisconsin, where workforce participation rates are lower. Keeping younger people in Wisconsin is vital, even in an era when online workers can be recruited around the world.
• It’s not your father’s college degree anymore. Amid reports of recent graduates not landing jobs to fit their education, some college-age students are wondering if they would rather be an electrician or plumber versus an anthropologist or historian. Wisconsin’s excellent technical colleges and trade schools may see an enrollment spike.
• Private and public research will become everyone’s business. Skepticism over medical science has found a home in Trump’s remodeled White House, with potentially dangerous results. Wisconsin is home to some of the nation’s best public and private research centers, which collectively help to save lives and power the next generation of companies. Whether those companies are startups – or major firms acquired for billions of re-invested dollars – they’re vital to our economy. Let’s hope 2026 reverses the anti-science trend.

Still is the past president of the Wisconsin Technology Council and the former associate editor of the Wisconsin State Journal.

Mike Semmann

By Mike Semmann, President and CEO of the Wisconsin Grocers Association

The Wisconsin grocery industry could really use a moment of rest. For real. The past year has been a test of endurance, shaped by uncertain supply chain policy, tight margins, shifting consumer sentiment, and some serious competition. Those forces are not fading. Instead, they look like they will continue, although the rate of change is still in question. Success will belong to operators who turn pressure into progress through smarter cost control, sharper differentiation, and new revenue streams.

Food price inflation has cooled from its peak, and holiday staples offered a brief sigh of relief, but households still feel the weight of cumulative increases. Consumer sentiment remains fragile and sensitive to headlines about tariffs and broader economic trends. The flight to value will continue, especially among middle- and lower-income families who build their baskets around promotions, store brands, and clear unit pricing. Retailers who can pivot quickly by adjusting prices, communicating transparently, and managing inventory with precision will be best positioned to ride these swings. The wild card in the consumer space is the battle over marketing dollars, which currently favors the most influential (largest) stores in the market.

The policy machine will add another layer of uncertainty. Every move (or lack thereof) sends ripples through logistics, packaging, and center-store categories. The smart play for 2026 is flexibility: hedge where possible, maintain supplier agility, and prioritize categories that can absorb volatility without eroding loyalty.

Competition remains Wisconsin’s hidden advantage for consumers. The state boasts some of the nation’s lowest weekly grocery expenses, thanks to lower living costs, smaller households, proximity to Midwestern producers, and fierce rivalry for the shopper’s dollar. That rivalry is only intensifying. Expect localized pricing battles, expanded private-label tiers, and assortment strategies, especially in perishables where quality and local sourcing resonate deeply. Wisconsin saw this exact situation during the avian flu when some local egg producers provided relief for consumers.

Brick-and-mortar transformation and growth are returning, but slowly and deliberately. In 2026, expansion will be selective: infill locations in growth corridors, remodels that elevate fresh departments, and back-of-house upgrades to support e-commerce and prepared foods. Capital projects must do more than add square footage. They need to advance differentiation through service counters, local vendor showcases, and frictionless checkout.

Larger state independent stores and regional players will scoop up fatigued owners and pursue “tuck-ins” that deliver a wider footprint and operational scale. For independents, this is both risk and opportunity. Strong operators can command attractive valuations, while others can double down on niche strengths such as specialty service to defend its market share.

Cost control remains non-negotiable, but 2026 will demand more than trimming expenses. Grocers must turn pilot programs into dependable alternative profit streams. Retail media networks, membership programs, and financial services affiliates/partnerships can no longer be experiments. As a result, differentiation will favor the agile. Winning in 2026 means iterating faster by testing specialized service models, expanding local and regional assortments that celebrate Wisconsin’s food culture, and doubling down on convenience along with time-targeted promotions. Those who learn quickly and operationalize what works will thrive.

Why Public Ownership Fails in Grocery, Just Like It Would in Banking
Some are advocating for publicly-owned grocery stores and say a new ownership model will create opportunities to bolster food insecure areas. History and economics suggest otherwise. Grocery retail is a low-margin, high-complexity business that demands operational excellence, quick decision-making, and efficiency. Public ownership introduces layers of bureaucracy and political influence that slow innovation and dilute accountability. The results are higher costs, weaker customer experience, and ultimately failure. The same logic that applies to banking applies to grocery. In both cases, success depends on speed, expertise, and adaptability. These are qualities that thrive in competitive markets, not government-run enterprises.

The bottom line is that 2026 will not ease margin pressure, but it will reward operators who keep the customer at the center, translate value into differentiated experiences, and build durable revenue streams. In a market where competition is a tailwind for shoppers and consolidation reshapes cost structures, resilience will belong to those who learn faster, execute cleaner, and never lose sight of what matters most: the shopper.

Semmann is president and CEO of the Wisconsin Grocers Association.

The Wisconsin Grocers Association represents over 500 independent grocers, retail chain stores, warehouses and distributors, convenience stores, food brokers, and suppliers in Wisconsin.