Tag Archive for: Wisconsin Banker

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WBA-EBC: Your “Win-Win” Employee Benefits Choice for Investment in Your Team

Daryll Lund

By Daryll Lund, WBA-EBC president

As banks around Wisconsin begin planning their 2027 budgets, now is the perfect time to evaluate one of the most important investments you can make in your workforce: employee benefits. A strong benefits package does more than support your bottom line, it shows employees that you value their health, well-being, and financial security. That’s where WBA’s subsidiary, the WBA Employee Benefits Corporation (WBA-EBC) can help.

WBA-EBC works with member banks to provide comprehensive, high-quality benefit solutions, including medical, dental, vision, prescription coverage, life insurance, and disability protection. Through the combined purchasing power of Wisconsin’s banking community, your bank can offer premium-level benefits that help attract and retain the people who help make your bank great.

What truly sets WBA-EBC apart from others is its understanding of the challenges banks face today when it comes to hiring and keeping great talent. The team is focused on delivering practical solutions, personalized support, and responsive service every step of the way. From enrollment and billing assistance to an easy-to-use online portal, managing benefits becomes simpler and more efficient.

One standout offering is WBA-EBC’s Association Health Plan, serviced by UnitedHealthcare (UHC), which allows employees and their covered spouses to earn up to $1,000 each through UHC Rewards for participating in healthy activities. Whether it’s tracking daily steps, completing a wellness assessment, or scheduling an annual checkup, participants can earn incentives at no additional cost through the UHC plan.

It’s a win-win: employees are encouraged to prioritize their health while being rewarded for doing so, and your bank reinforces a meaningful commitment to your team’s overall well-being.
WBA-EBC also partners with Lincoln Financial Group to provide life and disability insurance options that include valuable added benefits such as Travel Connect and Life Keys (included with life insurance), and employee assistance programs (included with long-term disability).

Delta Dental of Wisconsin and WBA-EBC have partnered together for the past 20 years to offer important dental benefits. Delta Dental is known for innovative high-value plan designs that offers WBA members benefit options that are otherwise only available to the state’s largest employers.

If you’re looking to strengthen your benefits offerings and show employees that their well-being truly matters, WBA-EBC can help.

To learn more about the options available, reach out to Jeff Wagner, vice president of WBA-EBC at jwagner@wisbank.com or 608-279-8148.

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Community Advocate Spotlight: Dan Ravenscroft, President & CEO of Royal Bank

Wisconsin bankers are the definition of “community advocates” in all that they do every day to improve their local economy through bank products and services, as well as through generous philanthropy of time and money. The “Community Advocate Spotlight” feature shares and celebrates the diverse backgrounds, experiences, perspectives, and innovation of some of the extraordinary bankers in the state.

The following is a brief interview between WBA President and CEO Rose Oswald Poels and Dan Ravenscroft, president & CEO of Royal Bank.

 

Rose Oswald Poels

Rose: How did you first get into the banking industry?
Dan: Banking is practically in my blood. I say that somewhat jokingly, but there may be some truth to it. I come from a long line of bankers, with the most influential being my mom. She worked at our local community bank, and through her, I had a front-row seat to what community banking is all about. Some of my earliest memories involve representing the bank alongside her. From walking in community parades, volunteering at local events, and seeing firsthand the relationships the bank built within the community. Those experiences showed me that community banking is about much more than financial services; it’s about being present, building trust, and making a positive impact where you live and work.

My own banking journey started when I was 12 years old, mowing the lawn for my hometown bank. You could say that was my first foot in the door. Later, I joined Royal Bank as a customer service representative, which further sparked my interest in the industry. I attended the University of Wisconsin–Eau Claire and earned a degree in finance, knowing I wanted to combine my education with the experiences that shaped me growing up.

Beyond my connection to community banking, I’ve always had a natural affinity for numbers and enjoy solving problems. Banking provides the perfect opportunity to bring those interests together with my personal values of investing in and supporting local communities. Following in my mother’s footsteps and pursuing a career in community banking felt like a natural fit. It allowed me to combine my passion for people, community involvement, and problem-solving into meaningful work. It’s a decision I’ve never regretted.

Dan Ravenscroft

What is your favorite aspect of your role at the bank?
One of my favorite aspects of being a community banker is seeing the impact we make reflected throughout the communities we serve. Whether it’s our logo on a sponsorship banner at a local event, community members proudly wearing our apparel, or our employees volunteering and actively participating in their communities, those visible reminders represent something much deeper. They reflect the relationships we’ve built, the trust we’ve earned, and our ongoing commitment to supporting the people and places we call home.

I enjoy the challenge of bringing together people, ideas, and resources to solve complex problems and find the best path forward. Every day presents opportunities to think strategically, support our team, and help position the organization for long-term success. What makes that especially meaningful is knowing that our work extends beyond the walls of the bank. Community banks play a vital role as trusted partners and pillars within our communities. By keeping capital local and reinvesting in local businesses, farms, families, and community initiatives, we help strengthen the local economy and contribute to the long-term vitality of our communities. Being part of that work, and seeing the difference it makes, is incredibly rewarding.

What do you wish the general public understood about the banking industry?
While most people think of banks as a place to deposit money or obtain a loan, community banking is much more than that. In many ways, community banks serve as the economic
engines for the communities we serve.

One of the most important roles banks play is how we reinvest in the places we call home. Deposits made by local customers are reinvested back into the community through loans that help families purchase homes, entrepreneurs start and grow businesses, farmers acquire land and equipment, and local governments fund infrastructure improvements and community projects. That cycle of local deposits fueling local investment is what helps communities grow and thrive.

Banking is also a highly complex industry that operates largely behind the scenes. Every day, banks are managing risk, protecting customers, safeguarding financial assets, navigating regulations, and ensuring capital is available to support economic growth. While much of that work isn’t visible, it has a direct impact on the opportunities available to individuals, businesses, and communities.

At its core, community banking is about helping people achieve their goals and strengthening the places we call home. When local businesses succeed, families purchase homes, farms expand, and communities invest in their future, community banks are often part of making those opportunities possible.

Where do you believe the industry’s greatest challenges are in the next three to five years?
Over the next three to five years, I believe the banking industry’s greatest challenges will center around fraud, cybersecurity, and keeping pace with rapidly evolving technology. Fraudsters are becoming increasingly sophisticated, and advances in artificial intelligence (AI) are giving bad actors new tools to create convincing scams, launch cyberattacks, and exploit vulnerabilities at a
scale we haven’t seen before.

At the same time, AI will be one of the most valuable tools available to financial institutions. It presents both a difficult challenge and is a necessary asset. Banks will need to become true digital warriors, using technology and AI-driven solutions to detect threats, strengthen cybersecurity, and protect customer information while staying one step ahead of emerging risks.

Beyond security, AI and automation will also help banks improve efficiency by streamlining routine tasks and allowing employees to focus more of their time on serving customers and building relationships. The institutions that will thrive are those that can successfully balance innovation with security, embracing new technology while maintaining the trust and personal relationships that have always been at the heart of community banking.

Please describe your current role at your bank and share with us one of your more rewarding experiences (e.g., A time you had to go above and beyond to help a customer, a memorable customer interaction, stepping in to help the local community after a disaster, or something more personal, etc.).
This year, I’m proud to celebrate 30 years with the bank. Over the course of my career, I’ve had the opportunity to serve in a variety of roles, each providing valuable experiences and a deeper understanding of our customers, employees, and communities. Today, I have the privilege of serving as president and CEO, where I work alongside an exceptional team to continue building on the strong relationships and community-focused values that define our organization.

One of the most rewarding experiences of my career came when several of the communities we serve were impacted by record-breaking flooding. The devastation was heartbreaking. Families were displaced from their homes, businesses were forced to close their doors, and many people lost belongings they had spent a lifetime accumulating. At the same time, first responders and community volunteers worked tirelessly to help those affected and begin the long road to recovery.

What stands out most to me is how our employees stepped up without hesitation to support those communities. Our team rolled up their sleeves and helped with cleanup and rebuilding efforts, provided meals to those affected, supported first responders, and looked for every opportunity to help meet immediate needs. It was inspiring to see so many people
come together with a shared commitment to helping our neighbors recover and rebuild.

While community banks are often known for helping people achieve their financial goals, moments like these remind me that our role extends far beyond banking. We are part of the fabric of the communities we serve. Seeing our employees, customers, and neighbors unite during such a difficult time reinforced what community banking is truly about which is people helping people. Knowing that we were able to make a meaningful difference in the lives of those affected and help our communities begin to rebuild is something I will always be proud of

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Connect with Others and Amplify Your Engagement with WBA

By Heather MacKinnon, WBA executive vice president and general counsel

The start of WBA’s new fiscal year is an ideal time to spotlight the many opportunities available from WBA for both new and experienced bankers to grow professionally and expand your networks.

On June 10, 2026, Joe Peikert, CEO of Wolf River Community Bank, Hortonville, was installed as Chair of WBA’s Board of Directors. Centered on the theme amplify, Peikert encouraged members to stay connected and invested in the industry’s success. As the banking landscape evolves, WBA and our members play a critical role in shaping a stronger future. WBA remains a trusted partner, providing resources to help members navigate both challenges and opportunities.

Become a WBA Advocacy Officer. Attend WBA’s Capitol Day or a Washington, D.C. advocacy trip. Amplify your voice by sharing real-life examples with lawmakers about how their decisions affect your bank, your customers, and your communities.
Attend a WBA event. WBA hosts more than 82 conferences, schools, and educational programs. These events connect bankers with industry experts, practical resources, and each other.

Connect with other bankers. WBA offers specialized opportunities, leadership development programs, and an online portal creating spaces to exchange ideas and learn from one another. These relationships strengthen individual institutions while building a more connected banking community.

Whether you are attending a conference, mentoring a colleague, or advocating for your bank, your engagement strengthens WBA and helps amplify our collective voices.

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Strategic Connections: Growing Without Losing What Makes You Local

Emily Zucchi

By Emily Zucchi

Growth is a good thing. For community banks, it often reflects strong relationships, smart decisions, and new opportunities to better serve customers.

Whether that growth comes through expansion into new markets, adding locations, or bringing teams together through acquisition, it signals momentum. But growth also introduces an important challenge: how do you continue to grow without losing the local feel that sets community banking apart?

Without intention, growth can slowly dilute identity. Messaging becomes more generic. Customer experiences can vary from market to market. Connections to the community may start to feel less personal over time. It rarely happens all at once, but small inconsistencies can gradually change how a bank
is perceived.

Defining What Stays Consistent
As banks grow, it becomes important to define what should remain consistent across markets. Messaging, visual identity, and customer experience all contribute to familiarity and trust. Customers should feel like they are interacting with the same organization whether they walk into a branch in one town or visit the website from another.

Having clear brand standards and expectations helps create that consistency. It gives teams the confidence to communicate effectively while helping ensure the customer experience feels connected across the organization.

Allowing for Local Flexibility
At the same time, maintaining a strong local presence requires flexibility. Every community is different. Local events, partnerships, and priorities vary by market, and that is part of what makes community banking successful in the first place. A one-size-fits-all approach rarely resonates at the local level.

Marketing teams can help strike the right balance by providing local teams with tools, resources, and support while still allowing room for customization. Shared templates and marketing materials create consistency, while local teams bring the relationships and community knowledge that make messaging meaningful.

Keeping Community Connections Strong
Even as banks grow, employees remain one of the strongest connections to the community. Customers recognize familiar faces. They see bankers involved in local events, supporting organizations, and building relationships beyond the branch walls. That visibility reinforces the idea that the bank is still part of the community, not separate from it.

Marketing can help amplify those moments by highlighting employee involvement, sharing local stories, and extending that community presence into digital channels. In many cases, those authentic, local moments resonate more than any polished campaign ever could.

Growth does not have to come at the expense of identity. It simply requires being intentional about protecting and reinforcing what makes your bank unique. With the right balance of consistency and flexibility, community banks can continue to grow while staying true to the local relationships that built their success in the first place.

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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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A Week That Lasts a Year: WBA Power of Community Week Spotlights Bankers’ Year-Round Service

Elizabeth Fenton

By Elizabeth Fenton, WBA communications coordinator

When major road construction disrupted local businesses in downtown Gillett this spring, The Peshtigo National Bank sprang into action. Bankers asked one important question: What does our community need most right now?

The answer led to a creative and unconventional project for Wisconsin Bankers Association’s (WBA’s) Power of Community Week. The bank purchased $600 worth of “Chamber Bucks” from the local chamber of commerce and distributed them to customers who shopped at businesses affected by the construction. The effort helped drive awareness and foot traffic into Gillett’s businesses that were experiencing a challenging season.

“Power of Community Week is all about giving back, and this year we approached it a little differently,” said Samantha Routheau, marketing communications specialist at The Peshtigo National Bank. “We focused on what our communities needed most and looked for simple ways to make a positive impact.”

This spirit of service was on display across the state in spring. Wisconsin bankers came together for the WBA Power of Community Week, a statewide campaign dedicated to showcasing the industry’s involvement in their own communities. During the ninth annual campaign, held April 20–25, 2026, WBA-member banks, Associate Members, and WBA staff participated in volunteer projects to support local businesses and charities. Banks from every corner of the state shared their efforts, ranging from donating money to non-profit organizations in their neighborhoods, to food drives, to crafting blankets for animal shelters, and more. The week also coincides with National Teach Children to Save Day, observed on Thursday, April 23, when bankers made dedicated visits to classrooms to teach the fundamentals of money management.

WBA created an interactive map online to showcase the breadth of participation from large and small communities across the state. The map illustrated a statewide network of service stretching from the shores of Lake Michigan to communities along the Mississippi River, with each bank responding to the unique needs of their own residents.

For The Peshtigo National Bank, WBA Power of Community Week involved a mix of projects across their six branches. Employees lent their time at animal shelters, cleaned and landscaped community facilities, donated money to youth organizations, assisted elderly residents with yardwork, and celebrated community volunteers whose efforts often go unnoticed.
“We really looked at where there was a need,” Routheau explained.

The Peshtigo National Bank — a well-known institution in their community — already had long-established ties with many charitable organizations and businesses in the area, and the bank habitually volunteers for the same initiatives year after year. Employees also recognize that community needs evolve over time. Routheau reached out to local mayors and community leaders months ahead of WBA Power of Community Week to identify projects and organizations that could benefit from additional support.

“We don’t want to assume we know what every community needs,” Routheau said. “We try to listen first, have conversations with local leaders, and find ways to support the people and organizations making a difference. Our goal is to be a community partner that shows up where we’re needed most.”

One of the projects that left a strong impression on volunteers involved assisting elderly residents with yardwork and house maintenance. Beyond labor, many of these residents enjoyed the conversation and company.

“One of the most meaningful parts was the opportunity to connect with people who may not have a strong support system nearby,” Routheau said. “A few hours of help can make a difference, but so can a conversation and a friendly face.”

The Peshtigo National Bank’s commitment to community extends beyond its own workforce. As part of WBA Power of Community Week, the bank recognized local volunteers who consistently give their time to community organizations, surprising them with gift cards and handwritten notes of appreciation.

“We wanted to let those volunteers of our community know that they are supported, and we do appreciate the work they do,” Routheau said. “They keep our communities thriving.”

However, for banks across Wisconsin, community involvement is not limited to a single week in April. Throughout the year, bankers serve on nonprofit boards, coach sports teams, volunteer at local events, and provide financial education to children and adults alike. Many banks, including The Peshtigo National Bank, encourage their employees to get involved in an initiative that is meaningful to them by providing paid volunteer time.

“We want our employees to be engaged in the communities they care about,” Kelly Heroux, president & CEO at The Peshtigo National Bank, said. “Their involvement helps us better understand local needs, and when the bank can help support those efforts. It’s a win for the entire community.”

Whether teaching second graders about wants versus needs, helping first-time homeowners understand the lending process, or spending an afternoon cleaning kennels at an animal shelter, Wisconsin bankers embody the spirit of civic leadership that inspired WBA Power of Community Week nearly a decade ago.

Routheau captured the ethos of Wisconsin banking best: “It doesn’t stop for us.”

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Chair’s Column: Amplifying the Strength of Wisconsin Banks

Joe Peikert

By Joe Peikert

It is hard to believe that I am already two months into my term as the Chair of WBA. I have spent considerable time reflecting on the tradition of WBA Chairs selecting a theme to advise their year of service. This exercise challenged me to really think about the value WBA brings to membership, and the role I hope to play in the months ahead.

After much contemplation, I am excited to announce my theme: amplify.

The dictionary defines amplify as “to make more powerful” or “to increase the strength of something.” The word captures what I hope to achieve as Chair and also reflects what WBA does every day on behalf of Wisconsin banks.

No bank needs to operate in isolation. We all face many of the same issues — from day-to-day challenges of protecting our customers from fraud, to addressing the competitive imbalance created by tax-exempt credit unions. We each have our individual voice that reflects our respective communities, and WBA works to unify our many voices and advocate for our industry.

I chose amplify for its breadth of meaning. While amplify describes how WBA heightens our collective voice, I also seek to amplify the day-to-day stories of banks across our state. Banks remain the respected institution in our communities — we help customers purchase homes for their families, support the businesses that make our local economies thrive, and our bankers volunteer in countless ways, whether providing financial education or lending a hand with local non-profit organizations. Together, we can amplify the positive impact bankers make across Wisconsin.

During my six years of service on the WBA Board, I have witnessed firsthand the important work and meaningful change the Association brings to the industry. I continue to be grateful for the confidence placed in me by the Board and thankful for WBA’s excellent leadership team. I look forward to having conversations with many of you this year as we continue to amplify the strength of our banks.

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

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Strategic Connections: Turning Internal Communication Into a Strategic Advantage: How Community Banks Can Use Microsoft 365 to Strengthen Employee Marketing

By Gwen Fischer

Gwen Fischer

When community banks think about marketing, the focus is often external — customers, prospects, and community visibility. Yet one of the most influential audiences already exists inside the organization. Employees are the first ambassadors of a bank’s brand, products, and culture, and how well they are informed directly affects customer experience.
For many banks, Microsoft 365 is viewed primarily as a productivity platform. When used intentionally, however, it can also serve as a powerful internal marketing tool — one that improves alignment, consistency, and employee engagement without adding complexity.

Why Internal Marketing Matters
Even the strongest marketing campaign can lose momentum if employees are unsure how to explain it or unaware it exists. Internal marketing bridges that gap by ensuring employees understand not only what the bank is promoting, but why it matters to customers.
Microsoft 365 supports this effort by centralizing information and reducing reliance on scattered emails or outdated documents. When employees know where to find accurate, current information, they are better equipped to represent the bank confidently.

SharePoint as a Central Hub
SharePoint often serves as the foundation for effective internal communication. Instead of relying on inbox searches or shared drives, marketing teams can use SharePoint as a single source of truth for campaign summaries, product resources, brand standards, and community involvement highlights.

Using Teams to Support Conversation and Clarity
Microsoft Teams allows communication to move beyond one‑way announcements and into real‑time dialogue, helping marketing teams share updates, provide talking points, and respond to questions efficiently.

Outlook and Planner: From Awareness to Action
Email, paired with Planner and To Do, helps translate awareness into execution by clarifying expectations and improving accountability.

Efficiency for Lean Marketing Teams
Microsoft 365 enables content reuse and centralized updates, allowing marketing teams to focus more on strategy and collaboration.

Culture and Engagement Benefits
Clear and consistent internal communication strengthens employee engagement and supports stronger customer experiences.

A Strategic Opportunity
For community banks, using Microsoft 365 intentionally can turn internal communication into a meaningful strategic advantage.

AI Disclosure: This article was written by the author with the assistance of artificial intelligence tools for editing, clarity, and organization. The author reviewed and verified all content and is solely responsible for the final work.

Gwen Fischer, AVP of Marketing at Premier Community Bank, Marion and a member of the WBA marketing committee.

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USDA Rural Development Programs Boost Rural Prosperity

The St. Croix Electric Cooperative receiving a $1 million loan through the Rural Economic Development Loan and Grant program.

By Veronica Hinke, public information officer, USDA Rural Development Wisconsin 

The U.S. Department of Agriculture Rural Development has programs that can help increase rural prosperity throughout rural America. Rural Development has partnered with businesses across Wisconsin that have helped create jobs and expand market access.

Rural Development programs promote economic development by supporting loans to businesses through banks and community-managed lending pools. The agency offers technical assistance to help agricultural producers and cooperatives get started and to improve the effectiveness of their operations.

“Our mission is to unleash the potential of rural Wisconsin,” said Rural Development Wisconsin State Director Andrew C. Iverson. “Rural Development’s programs under the leadership of President Trump and Secretary Rollins will support the economy and quality of life for people in rural Wisconsin.”

Investing in Rural Businesses

Rural Development’s business programs support the creation and preservation of high-quality jobs in rural Wisconsin. In fiscal year 2025, Rural Development invested more than $73 million to help rural businesses and cooperatives in Wisconsin build stronger, more resilient communities, creating or saving hundreds of jobs along the way.

Rural Economic Development Loan and Grant Program Highlight

• The Rural Economic Development Loan and Grant program provides funding for rural projects through local utility organizations. In Wilson, the St. Croix Electric Cooperative received a $1 million loan through the Rural Economic Development Loan and Grant program. The electric cooperative will reloan the funds to Sailer Food Market and Meat Processing Inc. to expand
its meat processing operation into the snack meats market. The project will save 28 jobs and create an additional five jobs.

Business and Industry Guaranteed Loan Program Highlight

• This Business and Industry Guaranteed Loan program offers loan guarantees to lenders for their loans to rural businesses. Farmer-owned Westby Cooperative Creamery, the only cottage cheese
manufacturer in Wisconsin, will expand and modernize its manufacturing facility with a nearly $15.5 million Business and Industry Guaranteed Loan through Security Financial Bank.

“Our current equipment is continuing to age. Before it meets end-of-life, we want to modernize and, just as important, we want to meet customer demand for this dairy food,” said Westby Cooperative Creamery’s Chief Executive Officer and President JD Greenwalt. “We’ve been making cottage cheese the same way for 100 years. This new system reduces the physical strain on employees and enhances consistency in product quality. By modernizing and investing in the plant, the creamery is protecting current jobs and ensuring long-term stability for our farmer-owners.”

Timber Production Expansion Guaranteed Loan Program Highlight

• The Timber Production Expansion Guaranteed Loan program provides financial support to qualified lenders to make loans to eligible borrowers seeking to establish, reopen, retrofit, expand
or improve a sawmill or other wood processing facility who uses ecosystem restoration byproducts from the USDA Forest Service National Forest System lands, along with Indian forest and
rangelands. In Tilleda, Timber Professionals Cooperative Enterprises will re-establish and expand the former Hoffman Wood Fiber LLC sawmill with an $800,000 Timber Production Expansion Guaranteed Loan. Six jobs will be created initially, with more added as the sawmill expands. The mill will help ease the strain of timber processing in Wisconsin, where multiple sawmills have closed in recent years.

“Transportation is a big cost, so the more mill capacity we can have at a local level, that reduces transportation, it brings the cost of raw material down, and it helps, overall, to keep the industries that are there operating,” said Great Lakes Timber Professionals Association and the Forest Industry Safety Training Alliance Executive Director Henry Schienebeck.

Value-Added Producer Grant Program Update

• The Value-Added Producer Grant program helps agricultural producers turn raw commodities into higher-value products, expand market opportunities, and strengthen rural economies. The
Value-Added Producer Grant program supports planning activities, such as feasibility studies, business plans, and marketing strategies, or working capital needs, including processing, packaging, advertising, inventory, and personnel.

For more information on the Value-Added Producer Grant program, contact wi-rd-bcp-so@usda.gov.

Contact Information

Rural Development programs help to expand access to high-speed internet, electricity, and infrastructure, and support economic growth, healthcare, education, housing and other community essentials. You can find contact information for local Rural Development staff in Wisconsin on our website at https://www.rd.usda.gov/contact-us/state-offices/wi or email us at RD.WI.General.Inquiries@usda.gov

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Strategic Connections: Five Generations, One Workplace: Learning to Bridge the Gap

By Sarah Meyer

Sarah Meyer

For the first time in history, the workplace is home to five distinct generations working side by side. This is not only unprecedented, but also a fascinating opportunity to learn from one another. But it also brings challenges, as differences in communication styles, values, and work habits can sometimes cause misunderstandings.

At Pillar Bank, we know that our strength lies in our people, and that means investing in ways to work better together. That’s why our recent all-employee training day included something a little different — an educational session with Dr. Katherine Jeffery, a generational strategist and business consultant. Her firm specializes in helping organizations like ours navigate the complexities of having multiple generations under one roof, with the ultimate goal of increasing retention and decreasing tension.

Dr. Jeffery’s Gen Shift program was engaging, insightful, and eye-opening. She walked us through the five generations currently in the workplace:

  • Traditionalists (1925–1945) — Known for their loyalty, discipline, and respect for authority, this generation values stability and long-term commitment. Many have retired, but those still in the workforce bring invaluable institutional knowledge.
  • Baby Boomers (1946–1964) — Often recognized for their work ethic and competitive spirit, Boomers prefer face-to-face communication and tend to value organizational hierarchy and personal interaction.
  • Generation X (1965–1980) — Independent and resourceful, Gen X grew up during significant societal changes. They appreciate efficiency, flexibility, and work-life balance, and they are comfortable blending both traditional and digital communication styles.
  • Millennials (1981–1995) — Tech-savvy, collaborative, and feedback-driven, Millennials value purpose in their work and thrive in team environments where growth and development are encouraged.
  • Generation Z (1996–2012) — The newest entrants to the workforce are true digital natives. They are entrepreneurial, socially conscious, and value authenticity, diversity, and flexible work options.

Dr. Jeffery encouraged us to see these differences not as obstacles but as strengths. Each generation brings its own perspective shaped by the events, technology, and culture of its formative years. For example, while a Boomer may prefer a phone call to discuss a project, a Gen Z team member might be more comfortable with a quick text or instant message. Neither approach is “better,” but recognizing and respecting these preferences can strengthen workplace relationships.

Our training day also included interactive exercises where we shared our own work experiences and discussed how our generational backgrounds influence the way we communicate. Many of us had “a-ha” moments when we realized that a misunderstanding with a colleague might simply be a difference in communication style — not a conflict in values.

For me, the biggest takeaway was the reminder that a thriving workplace requires flexibility and empathy. It’s about meeting people where they are — whether that’s adjusting how we share information, how we give feedback, or even how we celebrate achievements.

At Pillar Bank, we’re proud of our diverse team. Having five generations under one roof means we have decades of experience alongside fresh, innovative ideas. With the insights from Dr. Jeffery’s program, we can better harness the strengths of every generation, ensuring that all employees feel valued, understood, and empowered to do their best work.

This training was more than just a session — it was a step toward building a stronger, more connected team. And that benefits not only us, but every customer who walks through our doors.

Sarah Meyer, marketing coordinator, Pillar Bank, is a member of the WBA Marketing Committee.

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608-441-1200

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Madison, WI 53718

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