Florida Banking December 2025/January 2026

FBA Update Halfway Mark for the Strategic Plan and Investing in Infrastructure PRESIDENT'S PERSPECTIVE

budget and financial systems must support more forecasting and analysis while maintaining our strong audit capability. I am proud to say that we have a Technology Roadmap in place and are beginning implementation. Second, we are taking a fresh look at the FBA Headquarters building. It has been a phenomenal investment for the organization and our home for 30 of our 137 years. Some of you saw the welcome refresh of our main floor at last year’s Capitol Day+ Capitol Night, which included painting and a lobby sitting room. Before we committed to the third-floor refresh, the FBA received an unsolicited offer to purchase our building — one that is enabling us to look at our needs going forward. While the plan to refresh gave us a new look, we have to acknowledge our FBA headquarters is not ideally structured to support our team and the way we work. Our building is aging, larger than we need, configured as individual offices on two floors, not easily wired for technology upgrades, and not in an optimal location for Capitol access. This move would be made only after careful consideration of what will best support the FBA’s staff, mission, membership and future. We are exploring options that could: • Put FBA downtown in sight of the Capitol • Improve meeting and entertaining capacity • Support hybrid work and flexible use • Enhance technology and security • Continue to honor our history • Minimize building maintenance and management responsibilities • Create a modern environment President's Perspective, Continued on page 11

It may sound obvious, but if athletes don’t keep adapting to new competition, training methods and conditions, their performance will decline. In business as in sports, yesterday’s strength does not guarantee tomorrow’s wins. To position FBA to adapt, we developed our 2024-2027 strategic plan — focused not just on our outcome goals, but on shaping the organization to be successful in the face of changes ahead. We set our values, realigned roles, and set expectations for improved communication. The people powering FBA are featured in this issue; I appreciate the commitment they bring to our team and to serving all of you every day! To meet the future, we must invest in the infrastructure to support our staff, including our IT and our headquarters building. I have talked with many of you about establishing a community platform for our members that would enable more efficient communication and engagement. To make that a reality, we have to assess and potentially replace our association management and communication platforms that are not functioning or serving us well. Technology should enhance — not complicate — how we work, and our goal is to make every interaction with the association smoother, faster and more intuitive. FBA also needs to improve data management and reporting — for example, tracking our membership as people change roles and banks, banks as their business changes in Florida, and our members’ engagement with FBA. We are looking to report more meaningful measures — not just how many members FBA has at a point in time, but the trends over time. Our

FBA PRESIDENT & CEO “

KATHY KRANINGER

I always had to keep improving my skills in order to remain competitive and keep winning.”

— EDWIN MOSES, AMERICAN OLYMPIC GOLD-MEDALIST

Upcoming Event Florida Supervisors Academy

Orlando Marriott Lake Mary 1501 International Pkwy Lake Mary, FL Learn more: floridabankers.com Jan. 21-23, 2026

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