Ingram's July 2026

The lending numbers themselves sug gest another subtle but important develop ment. Assets have generally grown faster than loans, implying that institutions have become somewhat more conservative in deploying capital than during earlier peri ods. That may reflect higher interest rates, economic uncertainty, stronger liquidity positions following the pandemic, or les sons learned during the banking disrup tions that affected several high-profile institutions in 2023. Whatever the explanation, many bor rowers perceive a more selective lend ing environment than existed only a few years ago. Capital remains available, but borrowers increasingly find themselves expected to demonstrate stronger cash flow, greater equity participation and more detailed business planning before credit is extended. For many businesses, the question is no longer simply whether financing is available. It is whether they have posi tioned themselves to qualify in a more disciplined credit environment. That reality may become one of the

defining characteristics of commercial banking over the remainder of this decade. Taken together, these trends point toward an industry undergoing structur al—not cyclical—change. Consolidation is unlikely to reverse. Technology investment will continue to escalate. Regulatory expec tations will almost certainly become more demanding rather than less. Artificial intel ligence promises both remarkable efficien cies and new operational risks. Customer expectations will continue shifting toward digital convenience combined with highly personalized expertise. In that environment, success will depend on something that cannot eas ily be measured on a balance sheet. The central challenge facing regional bank ing is not simply becoming larger. It is becoming large enough to compete while remaining personal enough to matter. Banks must build the scale neces sary to finance billion-dollar technology investments, defend against increasing ly sophisticated cyber threats and sat isfy complex regulatory requirements. Yet those same institutions must also con

vince a business owner considering an acquisition, expanding a manufacturing facility or financing the next generation of family leadership that someone inside the organization understands not only the numbers on a financial statement but the aspirations behind them. That balance between institutional scale and personal relationships may ulti mately determine which banks thrive in the years ahead. For borrowers, it will shape where they choose to place depos its, seek advice and secure the capital needed for growth. For bankers, it repre sents perhaps the industry’s defining chal lenge: proving that as banking becomes increasingly driven by technology and scale, its greatest competitive advantage remains fundamentally human. Perhaps the most significant change isn’t that there are fewer banks or that balance sheets are larger. It’s that banking has quietly become one of the nation’s most technology-intensive service indus tries while still asking customers to judge it by one of the oldest business metrics imaginable: trust.

Put Ingram’s On the Payroll The Corpoorate Report 100 in this edition of Ingram’s includes an unprecedented 26 banks, and 40 percent of these ranked firms hail from banks and wealth management and financial services enterprises. Why That Matters: Ingram’s reaches 42% more readers than all audited business publications in Missouri and Kansas—COMBINED! Our readership comprises one the the nation’s most affluent demographics: Executives from the region’s most successful public and private companies, and owners of small, mid-size and large businesses with significant revenues. If your organ ization’s marketing message is trying to reach them, there’s only one effective solution in the Kansas City region media mix: Ingram’s . THEY ARE EDUCATED: Fully 95 percent of our readers have at least a bachelor’s degree, and 70 percent work for companies that provide tuition assistance toward completion of basic or advanced degrees. And 80 percent say they plan to take additional courses to further their own careers. THEY ARE INFLUENTIAL: More than 80 percent of readers are CEOs, company presidents, owners or partners in their enterprises. At least 75 percent serve on two or more boards—corporate, civic and charitable. THEY ARE AFFLUENT: Ingram’s readers have 40 percent more in investment assets than the national average for Business Journals nationwide. Historically, they dine out an average of nine times a week. Ingram’s readers are “the players”. THEY ARE RESPONSIVE: 85 percent of readers say they have used ads in Ingram’s to guide purchases, and an identical number say they acquire business leads from the editorial and advertising content in Ingram’s every month. If you’re not reaching these readers with Ingram’s, there’s a hole in your marketing strategy. Partnering with us can help you fill it. Contact us today to learn more about positioning your company with our targeted ad and sponsorship programs. (See pages 44 & 45)

KANSAS CITY’S BUSINESS MAGAZINE

phone: 816.842.9994 / 816.679.1828 n JSweeney@Ingrams.com n www.Ingrams.com

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Kansas City’s Business Media

July 2026