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000-010 Fundamentals of Applying Tivoli Service Management Solutions 2008

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IBM Fundamentals of Applying Tivoli

IBM unveils Tivoli programs management utility | Real Questions and Pass4sure dumps

How collaboration apps foster digital transformation

IBM launches Watson utility developer certification | Real Questions and Pass4sure dumps


IBM Watson

IBM spoke of it is launching a Watson certification for developers.

The flow comes as IBM is increasingly courting developers and broadening the ecosystem for Watson and cognitive computing.

Enter the IBM Watson utility Developer Certification, on the way to check right here via an exam:

  • Fundamentals of cognitive computing;
  • Cognitive computing use instances;
  • Fundamentals of IBM's Watson Developer Cloud;
  • And setting up cognitive functions by means of IBM's Watson Developer Cloud.
  • The test become created by way of a panel of 20 cognitive computing specialists in quite a lot of industries where Watson performs -- healthcare, banking, commerce, and so forth., in keeping with a blog put up.

    should a developer pass the examination they'll be noted an IBM licensed application Developer and get a digital badge.

    The examination is delivered by means of Pearson VUE and can be taken at its check facilities. IBM will additionally present the examination at its conferences.

    IBM adds autonomic expertise to Tivoli | Real Questions and Pass4sure dumps

    IBM  is mixing its Tivoli management application and autonomic expertise to enable agencies to adapt to changing situations.

    at the Planet Tivoli convention the day prior to this, IBM's Robert LeBlanc, standard supervisor of Tivoli application, spoke of the mixture of its Tivoli platform and autonomic computing for self-managing systems will help corporations to manipulate IT proactively.

    He also cited that IBM is relocating its directory items to the Tivoli division and is unveiling the Tivoli Autonomic Monitoring Engine. this may permit independent software businesses to embed autonomic capabilities of their functions besides being part of the IBM Tivoli Monitoring 5.1 product. The application is designed to give self-managing capabilities.

    LeBlanc observed the times are over when there changed into quite a lot of time to adapt programs to alternate; new features must be supplied immediately. "when you've got a website and you have got a spike in traffic, you should respond in actual time," he pointed out. "you have got acquired to carry variability into IT techniques."

    Chief assistance officers, he observed, have to balance infrastructure wants and costs and maximise supplies such as storage utilisation. "Bridging between IT and company is fitting critical."

    IBM's autonomic computing method gives predictability, he noted. "it's all about relocating from this reactive mode that we're in to being extra predictive and proactive."

    With the brand new Tivoli enterprise manager product, for instance, complications are resolved in an autonomic trend. moreover, the Tivoli carrier stage marketing consultant shows when an utility is drawing near provider-degree contract breach.

    IBM is additionally integrating products such as the Tivoli identification manager, entry supervisor with IBM WebSphere Portal. Portal know-how, LeBlanc said, increases challenges in entrance-conclusion interplay and raises concerns as to what should get via a firewall.

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    The Former CEO of DHL Express on Leading the Company Through an Existential Crisis | real questions and Pass4sure dumps

    It was November 2007, and DHL Express was facing an existential crisis. Their performance across all major markets was deteriorating, and without a fundamental overhaul, their losses were posed to threaten the profitability of the entire Deutsche Post DHL Group. Three hundred and fifty company leaders had gathered in Cincinnati to confront this challenge head-on. As the meeting began, a beating heart appeared on an immense screen at the back of the stage. Strong and steady at first, the pounding heartbeats grew further apart, faltered, and then ceased altogether.

    You could have heard a pin drop.

    I knew I had the crowd’s attention. Now I needed to convey that they had only two choices: act or face extinction.

    The Downward Spiral

    Deutsche Post acquired DHL in 2002 as part of its bold attempt to transition from a state-owned domestic shipping service to a global logistics player. From their founding, they had been an international express business; their expertise lay in navigating cross-border shipping. Deutsche Post’s new strategy of becoming a global “one-stop shop” for logistics, however, required DHL to move into domestic markets.

    To get a foothold in the U.S., they acquired Airborne Express, then the country’s third-largest player in domestic package delivery. The differences in company cultures and operating models proved considerable, and most of the Airborne Express management team left shortly after, taking much-needed expertise with them. Their leadership struggled to grasp the dynamics of the domestic business, and DHL’s performance suffered as a result.

    The basic problem was that they had lost focus. Domestic shipping involves high volumes with thin margins — a challenging environment for any company, let alone one lacking expertise in it. Behind the domestic expansion was the belief that high volumes in domestic shipping would reduce their unit costs for international as well. Due in part to this belief, there was continued pressure to make domestic work, even as the losses began to grow. As the years progressed, the outlook did not improve. By the time of that fateful Cincinnati meeting, 70% of their shipping volume was domestic, which was like having a loss leader as the majority of their business.

    I’ll never forget one of the first management meetings I attended after taking over DHL Express in 2007. The loss that month was $113 million, but the management team was proud — the planned loss had been $116 million! They couldn’t even tell where the problems were because the profit and loss account was just a sea of red.

    It was clear that they had stretched ourselves too thin with the expansion in domestic markets. A sense of resignation had set in within the management team and the general workforce.

    The Power of Simplicity

    For executives, the question of “what to do” is often better thought of as “what not to do.” Every day half a dozen opportunities land on my desk that promise to be the next big thing, but successful managers know how to turn down opportunities that could distract from the sector where they can deliver the most value.

    By 2007 I knew the gaping wound in DHL’s profit and loss account needed more than a Band-Aid. They had to retreat from unprofitable activities and shift into areas where they could better differentiate their company. International express delivery offers a higher revenue per shipment and requires a more customized skill and level of service. For us, domestic shipping turned out to be “what not to do.”

    But dropping domestic shipping would be a major strategic shift. I had to convince other members of senior management that their new direction was worth the enormous price tag of market withdrawals and restructuring. That was my goal at the fateful meeting in Cincinnati, where the still heart projected on the screen conveyed that it was now or never. Paraphrasing management guru Jim Collins, I put a question to everyone in the room: Were they going to be on the bus or not? I offered my colleagues, the leaders of their division, the chance to respond. One by one, they stood and pledged their dedication to the turnaround. It was a moving experience, but more important, it was a visible sign to everyone present that they were in this together.

    We would need support from other stakeholders as well. First, they had to attract new customers with their international express service, while not losing the accounts they had. To do so, they worked with other countries in their network to identify U.S. exporters that were trading with customers in those countries, as well as U.S. companies sourcing from those markets. Many of these customers were shipping 90% of their volumes domestically. Convincing them of the value of sending their international shipments through a different provider was a huge challenge.

    Second, their employees were about to experience a huge cultural and operational adjustment. People who had spent their careers shipping between U.S. states would be learning an international service that involved paperwork and duties for customs clearance, compliance with sanctions, and more-complex routing. They would need training for their new roles, and they started planning for how to provide it.

    In addition — and this was the most difficult decision by far — they had to part ways with 10,000 of their own people. With their complete withdrawal from U.S. domestic shipping in 2008, a number of roles became redundant. Many of the people who would not remain with the team had committed years to DHL Express or Airborne Express. They tried to be as transparent as possible about the decision-making process, basing it on role, expertise, and fit with their strategy. It was incredibly hard, but they knew the company’s survival — and with it, the jobs of employees both in the U.S. and around the world — had to come first.

    Despite these challenges, I knew they were putting ourselves on the right course by concentrating on what they did best. Over my 20 years with DHL Express, I had seen some of the best times of the company’s international expansion. I had also seen the challenges that organizational complexity and incoherence can bring. Their turnaround strategy was based on one central tenet: focus. DHL Express would have the single focus of being the world’s premier international express shipping company.

    Executing the Strategy

    Every second of every day, approximately 17 direct interactions take place between a DHL employee and a customer. Their employees define the customer experience. Recognizing this, their focus strategy positioned their people as the key part of a four-link chain of success: Motivated employees (1) would provide great service (2), leading to loyal customers (3) and, ultimately, a profitable network (4).

    But a new strategy can take many months or even years to trickle down from management to every last employee, and they had to reach 88,000 employees, spread across more than 220 countries and territories. They needed a simple, stirring message that could carry far.

    We organized a series of intranet videos and countless town hall meetings worldwide to share the new strategy. PowerPoint slides and flowcharts aren’t great at inspiring people, so I chose a type of communication that goes straight to the heart: music. Each link in the chain of success was coupled with a song, and they didn’t just play the songs in the background at these meetings — I and the rest of the management team sang them. They belted out Dionne Warwick’s “What the World Needs Now Is Love” to emphasize the loyalty they wanted to inspire in their customers and the Ashford & Simpson classic “Ain’t No Mountain High Enough” for the levels of motivation they needed from their people. Through these famous songs their strategy became clear, catchy, and relatable to thousands of employees across countries and cultures. I still remember the shock — some might say horror — on their managers’ faces when, at a management conference in 2010, I introduced their first landmark profit target by treating them to a solo rendition of the Bruno Mars chorus from “Billionaire,” the Travie McCoy song.

    Enthusiasm Is Contagious

    Once everyone knew the strategy, they set about achieving the first pillar — motivated employees — through their new Certified International Specialist (CIS) program. Through in-house workshops, the foundational CIS course introduces every employee at DHL Express to the fundamentals of international shipping and company strategy — in just two days. Additional modules offer deeper dives into specialized topics like customs clearance. This incredibly successful program is about more than just training, and it is undoubtedly the achievement I am most proud of in my career to date. It was also a risk, as it required an investment of over €100 million in their people at a time when they were struggling to achieve profitability. But since its inception employee engagement and profitability have increased in perfect tandem.

    We based CIS on the premise that for employees to feel engaged, they need to believe in the company, feel valued, and see that their managers are role models for passion and commitment.

    The program helps employees believe in the company by taking them back to DHL’s entrepreneurial roots, teaching them about the leaders who pioneered their international expansion in the 1970s and 1980s. It helps them feel valued by equipping them with knowledge and tools to create more value, using interactive games and audiovisuals to make the information more engaging. And it gives them role models in the form of the 2,000 DHL employees who are trained as program facilitators.

    Most engagement programs fail because of a lack of ownership at the top; early on they decided that if CIS was going to fail, that wouldn’t be the reason. The other directors and I used time at their board meetings to review content and design, and they came to walkthroughs of the activities. This gave us insights into what was and wasn’t working. For example, they learned that the translations of CIS’s content, which had been done by a third-party service, weren’t capturing the language and spirit of their company. So they had the translations — in more than 40 languages — redone in-house to be exactly what they wanted. Most important, the board members and I went through the program ourselves. Like new hires in customer service, they learned about their company’s history, enjoyed spirited discussions with colleagues about the direction it was headed, and got excited about its future.

    To really push management’s involvement in the program, they started holding annual events to celebrate how they had built on their focus strategy year after year. Management teams from every country returned from these events with a clear strategy and the directive to spend more than 70% of their time with employees and customers, which would make them physically accessible and intimately connected to the front line, as they in the board strive to be.

    It wasn’t all smooth sailing, and they learned some important lessons from the aspects that didn’t pan out. It proved difficult, for example, to take frontline staff like couriers out of operations to attend CIS. This meant that in some markets they needed to ask them to commit time on weekends or adjust their schedules in other ways, which in turn meant the program would really need to live up to its promises. They also learned that, depending on what cultures employees come from, there can be major differences in how open they are to sharing ideas in public or how they interact with others in a hierarchy. Having a diverse central team overseeing the program and ensuring that courses were led by a combination of local staff and international facilitators helped us to bridge this gap.

    People Drive Profit

    Investing in their people paid off big time. All the key metrics — market share, EBIT (both absolute and margin), customer satisfaction, and employee satisfaction — have consistently increased over the last 10 years. And their employee engagement efforts resulted in Great Place to Work recognizing DHL Express in 2017 and again in 2018.

    Our efforts to motivate their employees brought us from a loss of over 3 billion dollars in 2008 to a profit of more than half a billion dollars in 2010, and it’s only gone up from there. In 2018 they reached an EBIT of more than 2 billion dollars, taking us to the highest levels of profitability in their history.

    And their focus strategy has remained remarkably consistent over the years; they even use the same internal strategy brochure for their managers, adjusting the date and timelines but keeping all the core elements — such as the four links and the requirement for managers to spend 70% in the field — identical from year to year.

    On January 1 I handed the leadership of DHL Express over to John Pearson, a good friend and instrumental figure in their turnaround story. He was a key member of the leadership team that navigated those challenging times, and he understands the factors that have underpinned the turnaround and the company’s success in recent years. What’s more, his singing voice is better than mine!

    As I move into my new role as CEO of their eCommerce Solutions division, a slew of promising ideas continue to land on my desk each day, but my principles remain the same: Focus on what you do best. Invest aggressively in the right culture. Make sure your management is visible and accessible. These are lessons that apply to all startups and companies embarking on a rapid expansion, and they are lessons that will stay with me for the rest of my career.

    Post-crisis organizers find a whole new de novo ballgame | real questions and Pass4sure dumps

    For Shaza Andersen, starting a new bank is as much a personal decision as a financial one.

    The day after the $2.1 billion-asset WashingtonFirst, the bank she founded 15 years ago, announced it would be sold, Andersen remembers how quiet the office was, the typical chatter among employees muted as they processed the news.

    The decision made sense financially for shareholders — Sandy Spring Bancorp in Olney, Md., agreed to pay 256% of tangible book value in the May 2017 deal — but Andersen struggled with the idea of letting go of the company and the team she built.

    She recalls sitting in the car with her husband, reading aloud some of the letters and emails she received from employees, and crying. Stories of having a child while working for the Reston, Va., bank. Of the support they felt from the team. Of how she had helped advance their careers.

    Now, a year after the deal with Sandy Spring closed, Andersen is starting over again.

    She is leading efforts to form a new bank in the Washington area, and in that idea she has a lot more company lately than there has been in years.

    Regulators are encouraging new bank formations, after a decade of sparse activity in the wake of the financial crisis. The pace is starting to pick up in response, with 15 getting approval last year and dozens more in the pipeline.

    Though the fundamentals of organizing a bank are largely the same as in decades past, none of the details seem to be.

    What organizers like Andersen will find has changed this time around — besides regulators who are eager to be helpful — is the need to raise more initial capital, to have a broader management team signed on while still in the planning stage, to set realistic growth expectations, to have a more diverse business plan that does not rely too heavily on commercial real estate, and to push any plans for an exit strategy further out than in the past.

    Consultants working with organizing banks say the capital needed today is double or triple what might have been considered adequate before the crisis, in part because of the need to scale up to reach profitability more quickly.

    Andersen, though, says she believes all the effort will be worth it.

    "I love my job," she said. "We are helping people realize their dreams."

    Buying is an option

    Historically, consolidation gave rise to new banks, as entrepreneurial management teams would spin off from the acquired bank and start anew. But after the financial crisis, almost nobody chartered a new bank. Instead, they often chose to buy a small bank, add capital and relocate it to a metro area — a workaround that regulators encouraged.

    One recent example of these so-called de facto de novos is the $72 million-asset Bank of Houston, a unit of BOH Holdings.

    James Stein, chairman, president and CEO of Bank of Houston, is a second-time bank builder. He concluded this time around that it would be better to buy a bank than charter one.

    Stein's group raised $17.5 million to purchase and recapitalize the $28 million-asset Dublin National Bank in Texas in April 2018. The bank's headquarters moved to Houston in May 2018 and its name changed to Bank of Houston. But it still serves the Dublin market.

    The group is currently conducting a secondary offering to raise another $15 million to $20 million.

    "It's more difficult to go down the de novo path. So few of them have been chartered," Stein said. "But there are lots of smaller community banks out there that don't have a succession plan and have reached the end of their natural growth progression."

    The benefits of buying included existing core deposits, a bank that is operating day one and an experienced back office, Stein said.

    Still, buying a small, rural, 126-year-old bank presented its own challenges — it wasn't a turnkey solution to the model Stein needed to serve his Houston market this time around.

    "We are going through the process and bringing in all new IT vendors," he said. "We are upgrading technology across the board, making ourselves easier to do business with."

    Data provided by the Federal Deposit Insurance Corp. shows many groups still prefer to buy versus charter. That suggests overall de novo activity is even stronger than the startup numbers alone imply. From July through December last year, 14 organizing groups went through the change-in-control process — meaning they acquired a bank — while deposit insurance was issued to 13 new charters in that same period.

    Regulators prefer organizers to buy a small bank and relocate it, said Dan Bass, managing director in the Houston office of Performance Trust Capital Partners.

    "A lot of small charters don't have long-term plans, and this kills two birds with one stone," he said. "It brings new capital into the banking industry and solves the problem with little banks that don't have succession plans."

    Bass said regulators expect the acquiring group to continue to serve rural communities after the headquarters are moved.

    Besides Bank of Houston, Bass said five other groups acquired small banks in Texas and moved their headquarters to a metro area in 2018. By comparison, there were no newly chartered banks in the state last year.

    But the purchase model isn't right for everyone. Texas did have one fresh charter in 2017, when Bank of Austin opened.

    Kurt Purdom, deputy banking commissioner for the Texas Department of Banking, said he sees many reasons that organizers might not be quick to open despite consolidation in the state — including the daunting regulatory process and thin margins caused by low rates. As rates start to rise again, he expects to see more interest.

    Purdom said a few groups have come in to inquire about chartering a new bank recently, though he hasn't officially received their applications yet.

    But, he stressed, "We are open for business."

    Then and now

    Industry experts don't expect the volume of de novo banks to rise to levels seen before the financial crisis — when an average of more than 100 were approved annually.

    Any fears of a cycle repeating are tempered by the tamer numbers and heightened supervision.

    Today's de novos are subject to more scrutiny and guidance from regulators than their counterparts before the crisis, industry experts said. They must communicate with regulators often to ensure they don't stray from expectations.

    As with the regulators, bankers and de novo organizers also learned lessons from the financial crisis, said Lee Bradley, senior managing director at Community Capital Advisors in Duluth, Ga.

    "I think for bankers that went through the financial crisis, those wounds are still fresh," Bradley said. "We're never going to go back to those days of purely living off of commercial real estate, and the regulators are keenly aware of that past, too."

    Young banks represented an outsize number of bank failures during the crisis. Among banks chartered between Jan. 1, 2000, and Dec. 31, 2006, 15% ended up failing, according to FDIC data. In comparison, 5% of banks chartered before 2000 ultimately failed.

    The more recently chartered banks also tended to fail more often than established banks during the 1980s banking crisis, a pattern the FDIC noted in its analysis after the 2008 meltdown.

    This insight prompted the FDIC to make a change in 2009, lengthening the time that new banks were subject to greater regulatory scrutiny. The agency raised the so-called official de novo period to seven years, from three years.

    That was scaled back to three years in 2016 in a tangible sign that regulators were looking to encourage new charter applications.

    Though industry observers agree that the bar to entrance for a new bank has been significantly raised, they also say regulators are interested in streamlining and making the process as transparent and efficient as they can.

    "There is a true interest from Washington to increase the number of de novos out there," said Randy Dennis, president of DD&F Consulting Group in Little Rock, Ark.

    Most of the de novo bank failures during the crisis were tied to unfeasible growth expectations and decisions to stray from approved business plans. Often the failed de novos also had high concentrations of commercial real estate in their portfolios and relied heavily on brokered deposits to fuel growth. So regulators are even more skeptical of alternative forms of funding for de novos these days and emphasize core deposits more heavily.

    The plan at Bank of Houston — and several other de novos — is to rely on a commercial-and-industrial line of business, along with investors who will both have deposit accounts and help drive business to the bank.

    Find a leader

    Of all the steps in winning approval for a de novo, finding the right leadership is paramount, said Byron Richardson, a senior consultant at Bank Resources who works with de novo groups.

    Regulators look for savvy directors and management teams who have run or started banks before.

    Bankers who are qualified to run de novos — and are interested in it — are harder to find after the long interlude from new bank activity, Richardson said. Just two new banks opened between 2011 and 2016.

    "All these folks who started banks in 2006 or 2007, they are 10 years older and some of them have aged and are not willing to commit the time or effort for a startup venture," Richardson said.

    Still, activity has picked up considerably, by all accounts. Since 2017, at least 36 groups either have opened banks or have started planning to do so, according to data compiled by American Banker. Of these ventures, women are leading five.

    Most of the half-dozen de novo banks that opened in 2018 identified CEOs early in the organization process. Investors are more likely to invest in a business when they know who will be running it, consultants said.

    Investor-led groups that wait too long to hire bank management teams may face a longer approval process.

    Organizers of Scottsdale Community Bank in Arizona have taken a lot of time getting ready to apply to the FDIC — 10 years. But the group hired a CEO in late 2018 and is now in the midst of raising its initial capital.

    The next step will be filing its FDIC application. Mainly the group wanted to wait for better economic conditions before diving into the organization process, said George Weisz, who is expected to become the proposed bank's chairman.

    A change in tone

    Regulators and bankers were rusty on the de novo application process after a nearly 10-year hiatus from new bank formation.

    Besides, for many years, low interest rates and increased regulations made it hard to justify new banks, said Thomas Curry, a partner at the Boston law firm Nutter and former comptroller of the currency.

    The FDIC approved 15 de novo applications in 2018, more than the number of the prior four years combined. By comparison, about 200 applications got approved in 2008, in the months leading up to the financial crisis.

    "There was not a lot of interest on the part of organizing groups after such a scary moment," said David Baris, a partner with the law firm Kennedy Sutherland in Washington.

    The lack of activity is likely not all attributable to the economy and regulatory attitudes, in his view. "Perhaps it's a perception that the future of community banks isn't quite as rosy as it was before," Baris said. "I can't explain it all as to why there is a drop-off like this."

    Pennsylvania's Bank of Bird-in-Hand became the first de novo to get approved after the financial crisis. The bank was organized in 2013 by a group of mostly Amish businessmen who raised $20 million in initial capital with the intention of serving the Amish community east of Lancaster.

    "We started with 10 people and they did everything from changing toilet paper to forecasting — they did it all," said Lori Maley, Bank of Bird-in-Hand's president and CEO. "Now we're up to 50 employees in just over five years."

    Early on, the group sometimes felt like the regulators' guinea pig, Maley said. "We plowed the way" for other de novos, she said.

    One key to getting approval was convincing regulators that the Amish and Mennonite farmers and small-business owners in the Lancaster area were underserved. Despite facing intense regulatory scrutiny and skepticism, the group succeeded — though it would be two more years before another organizing group would manage to get a charter.

    Organizers and industry observers say that attitudes toward de novo banks have improved dramatically since Jelena McWilliams took over as FDIC chair last year. The agency has held roundtable discussions around the country about the de novo application process, recently updated its de novo guidebook and is seeking input about ways the application process could be streamlined or otherwise improved.

    "I do truly believe there has been a change from the top down," Maley said.

    Andersen, the proposed CEO of Trustar Bank in Virginia, was pleasantly surprised when FDIC officials offered to travel to meet with her team in person after she expressed interest in starting another bank.

    "In all my years of working with the FDIC, their case managers and regional directors have never come to visit us," Andersen said, adding that her group typically would have to fly to meet with the regional office in Atlanta. "This was the first time they felt a change in the way they have done business."

    Andersen said she is impressed that the FDIC has adhered to its internally set timetables for the review and comment periods during the application process.

    "Every time they have called them, they have called right back," Andersen said. "The responsiveness I feel has been tremendous."

    Higher costs

    De novos today must have substantially more capital than the ones that opened before the financial crisis. Organizing groups can expect to raise at least $20 million to $25 million initially. Most startup banks before 2009 raised less than $10 million.

    That higher barrier to entry has caused most new bank activity to occur near major metro areas, Baris said.

    Last year, new banks opened in Birmingham, Ala., Nashville, Tenn., and Sarasota, Fla. And the first de novo to open this year was Watermark Bank in Oklahoma City.

    There are four banks being proposed in the Washington area: Trustar Bank, VisionBank, Moxy Bank and Marathon International Bank.

    Several of the newly organizing groups cite Washington's diverse economy and recent bank merger activity as a driving force behind the efforts.

    VisionBank keeps its temporary offices in a WeWork in Tysons, Va. Millennial entrepreneurs and startup founders mingle in the WeWork lobby, where members help themselves to fruit-infused water and kombucha bottles line a glass refrigerator.

    The hip working environment contrasts with the suits worn by VisionBank co-founders Mindi McClure and Richard Horn. Still, the duo said they enjoy being in an innovative atmosphere surrounded by younger entrepreneurs.

    The WeWork office "fits into one of their themes," which is to recruit young employees and clients, said McClure, VisionBank's proposed chairman and CEO.

    "We want to create a great bank for today, for 2019," McClure said, adding that she expects an emphasis on youthfulness to infuse a lot of fresh perspective.

    "A whole generation has come up in those 15 years," where startup banks were nearly nonexistent, she said. "People that age are becoming an important part of the economy and they've never worked with a startup bank."

    McClure, an investment banker, was the founding CEO of MHM Capital in 2009. Before that, she spent 15 years at the investment bank FBR, where she helped small banks raise capital, develop strategic plans and pursue M&A.

    She also served on the board of Bank of Georgetown until its sale to United Bankshares in 2016, and has personally invested in de novo banks.

    The board service "let me see behind the curtain and see what really made community banking work," she said.

    McClure said she is proud that five of VisionBank's 12 directors are women. She also aims to recruit investors and future customers who vary in age and backgrounds.

    VisionBank submitted its application to the FDIC in October and is raising $25 million to $30 million in startup capital.

    The bank plans to serve small and midsize businesses in the Washington market; that's where McClure and Horn, who is the proposed bank's chief operating officer and general counsel, have spent the majority of their careers. Horn had been general counsel at WashingtonFirst.

    The co-founders said their WeWork office neighbors could make great customers. They hope to open the bank by late May.

    The number of banks in Washington has fallen by 25% since June 2008, from 102 to 77, according to the FDIC.

    Lately there has been a wave of consolidation in the market among community banks. WashingtonFirst, Access National, Middleburg Financial, Cardinal Financial and Bank of Georgetown are among the banks with assets below $5 billion that were sold to larger competitors in the last three years.

    "What that means is there are a lot of customer relationships sitting in a bank where they never intended to be," McClure said.

    A familiar model

    Increased regulatory and technology costs have caused hundreds of community banks to sell themselves or merge in the last decade. The total number of banks with assets of less than $1 billion has fallen by 45% since the end of 2004, to 4,632 institutions, according to the FDIC.

    Most bank organizers cite the declining number of community banks as the primary reason for opening new ones. The de novo banks that opened in 2018 all aim to fill a void left in their communities after consolidation.

    Organizers seem undaunted by the tough operating environment that caused such consolidation.

    McClure and Horn said they believe they have a technological advantage over established banks because they can start with new technology platforms rather than trying to improve clunky legacy systems.

    Frank Teas, the proposed CEO of The Millyard Bank in Nashua, N.H., contends there is a lack of local banks serving small and midsize businesses in his area. Of 21 financial institutions with deposits in that market, just seven of those are based in New Hampshire.

    Teas started Nashua Bank in 2007 and sold it in 2012 to New Hampshire Thrift Bancshares, the parent of Lake Sunapee Bank, for $19.4 million.

    Millyard Bank submitted its application to the FDIC in December.

    "I wanted to do it again," said Teas, who grew up two miles down the road from the community bank his grandfather ran. "I am in love with community banking and I have a huge passion for being an integral part in a business owner's success."

    Regulators are more comfortable approving business plans that aim to offer traditional banking services — to replace the financial institutions lost to consolidation. Organizing groups with a fintech slant or de novos hoping to hone in on one particular niche should expect to face more regulatory hurdles, greater costs and longer timetables, Baris said.

    The fintech Varo Money, for example, which plans to offer consumer banking services with no fees, has faced several setbacks in its quest to gain a national bank charter, including having to pull its FDIC application last year to address regulators' concerns.

    The new banks that opened in 2018 embody the traditional community banking model. They are focused on their local communities offering services like commercial lending, private banking and consumer lending.

    Even so, some in the industry would like to see new ventures tackling particular niches or putting an innovative spin on traditional banking services.

    Ray Grace, North Carolina's commissioner of banks, said he would like to see more de novos proposing innovative approaches to banking. He points to two examples of niche models that worked in his state — Live Oak Bank in Wilmington, which uses technology to focus on a few types of small businesses nationwide, and Square 1 Financial in Durham, which targeted entrepreneurs before it sold to PacWest Bancorp in 2015.

    "These are very interesting models. They kind of intrigue me," Grace said. "I like to poke and prod and figure out where the risk points are. I would like to see more of those, because it brings an innovative spirit into a business that badly needs it."

    Community banks need to change the way they approach banking to stay relevant, Grace said, adding that he'd like federal regulators to allow more experimenting.

    "I want to see the FDIC take a more flexible position with respect to that," Grace said.

    Ambitious timetable

    The Trustar team started working together on Jan. 2, and Andersen said her bank could open as early as June. It's an aggressive timetable — it took over a year of work to get WashingtonFirst open in 2004.

    But Andersen feels confident, given the team's previous experience with the de novo process.

    Andersen said she had 75% of her investor subscriptions two weeks after her offering circular was distributed.

    Trustar plans to raise $35 million to $50 million in initial capital. WashingtonFirst raised just $10 million before it opened.

    Many WashingtonFirst investors — who made a lot of money when the $2.1 billion-asset bank sold to Sandy Spring for $489 million in January 2018 — have been eager to invest in Trustar, Andersen said. The new bank aims to win back WashingtonFirst customers, too.

    "Things seem to be moving at a quicker pace than last time and that part has been exciting to me," Andersen said.

    Marissa Fajt contributed to this story.

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