Fvcbankcorp, Inc. · NASDAQ:FVCB
Fvcbankcorp — Investor Presentation (September 2020)
20 slides from Fvcbankcorp's investor presentation, Sep 10, 2020
Slide 1: FVCBankcorp, Inc.
FVCBankcorp, Inc. NASDAQ: FVCB Summer 2020
Slide 2: Forward-Looking Statements; Non-GAAP Information
Forward - Looking Statements; Non - GAAP Information This presentation contains forward - looking statements within the meaning of Section 27 A of the Securities Act of 1933 , as amended, and Section 21 E of the Securities and Exchange Act of 1934 , as amended, including statements of goals, intenti
Slide 3: An Attractive Investment Opportunity in the DC and Baltimore MSAs
An Attractive Investment Opportunity in the DC and Baltimore MSAs 3 • Sixth largest MSA with favorable demographics, economic trends and business investments • Recent consolidation in local markets has created growth opportunities for remaining firms • Organic CAGRs in excess of 17 % for assets, loa
Slide 4: Company Snapshot
4 (1) Financial data as of or annualized for the three months ended June 30, 2020, unless otherwise noted (2) Pre - tax pre - provision also excludes branch closure costs of $676,000 recorded during the second quarter of 2020. (3) Nonperforming assets defined as nonaccruals, loans past - due 90 days
Slide 5: Well Positioned In One of the Most Attractive Markets in the U.S.
Well Positioned In One of the Most Attractive Markets in the U.S. 5 Top 10 MSAs By Population Vibrant Economy • Washington D . C . and Baltimore MSAs contain 30 and 7 Fortune 1000 companies, respectively • Over 3 . 3 million private sector employees and nearly 1 million public sector employees in th
Slide 6: Organic Growth Track Record of Exceptional Growth and Strong Profitability
Colombo contribution (1) Annualized growth over the first six months of 2020 Source : S&P Global Market Intelligence; Company documents 6 Total Assets Total Loans, Net of Fees Total Deposits Organic CAGR: 21.7% Organic CAGR: 21.1% Organic CAGR: 21.7% Organic YOY Growth Rate Organic YOY Growth Rate O
Slide 7: Stable Margin and Improving Efficiency Produce An Attractive Earnings Stream
(1) Excludes one - time transaction costs of $3.3 million for 2018 and $0.13 million for 2019 and branch closure costs in 2020 of $0.68 million. (2) Represents YTD 2020Q2 pre - tax pre - provision income Source : S&P Global Market Intelligence; Company documents 7 Pre - Tax Pre - Provision Income ($
Slide 8: Disciplined, Low-Risk Commercial Balance Sheet
8 Positioning For Future Growth Source : S&P Global Market Intelligence; Company documents • 19 loan officers with deep connections to the markets; average experience of over 20 years • Focused effort on commercial, real estate and small business, including government contracting. • Expanded focus o
Slide 9: Proven History of Strong Credit Metrics
9 Net Charge - Offs (Recoveries) / Average Loans Asset Quality Trends Over Time¹ Well - Reserved Loan Portfolio (1) Nonperforming assets defined as nonaccruals, loans past - due 90 days or more, and other real estate owned Source : S&P Global Market Intelligence; Company documents ($s in Thousands)
Slide 10: Payment Deferrals during COVID-19 Pandemic
Disciplined, Low - Risk Commercial Balance Sheet Payment Deferrals during COVID - 19 Pandemic FVCbank implemented loan payment deferral programs to allow customers who were required to close or reduce business operations as a result of pandemic stay - at - home orders to defer loan principal and int
Slide 11: Strong Core Deposit Base
Strong Core Deposit Base • Full service relationships continue to drive core deposit growth ‒ Approximately $901.8mm in loans, or 75% of the commercial loan portfolio, retain a deposit relationship with the bank • Growth in commercial accounts provide cross selling opportunities with FVCB’s technolo
Slide 12: Experienced Leadership Team
Experienced Leadership Team Management Team With Strong Ties to The Market… 12 FVCB’s executive m ana g e me n t t eam c onsi s t s o f seven o ffice r s with o v e r 185 y e a r s o f c o mbined e xperienc e in the W a shin gt on, D. C . m e t r o poli t an a r ea • D a v i d P ij or w a s the f o
Slide 13: Management and Board Biographies
13 David Pijor Chairman & CEO • Served as Chairman of the Board and CEO of FVCB since its organization • Lead organizer, Chairman of the Board and General Counsel of James Monroe Bank from its inception to sale to Mercantile Bankshares L. Burwell Gunn Jr. Vice Chairman • Served as Vice Chairman of t
Slide 14: Appendix: Additional Materials
Appendix: Additional Materials 14
Slide 15: Financial Highlights
Financial Highlights 15 (1) Performance ratios presented are calculated using annualized GAAP net income. (2) Nonperforming assets defined as nonaccruals, loans past - due 90 days or more, and other real estate owned (3) Nonperforming loans defined as nonaccruals and 90+ days past due Source : S&P G
Slide 16: Loan 5-Year History
LOAN 5-YEAR HISTORY ‘Forthe PerlodEnded = 4902015 taaanie.taisu2ot7—taatao1e 302020 (000) 84 Portfolio Commerc & industial S639 $99 8 83.282 “owner Occupied GRE 2.077 204.881 120,955 ‘Commercial Real Estate Portfolio Nonowner Occupied ORE $ 205007 $257.70 8 w6706 Mutaely 28,580 41803 Exc) ‘Gonstucti
Slide 17: FVCB Business Strategy
FVCB Business St r a t egy 17 FVCB aims to capitalize on market opportunities while maintaining disciplined and comprehensive credit underwriting. FVCB’s focus on providing high - touch, responsive, relationship - based client service allows it to compete effectively and exceed the needs of customer
Slide 18: FVCB Franchise History
F V C B F r anchise History Since inc e p t ion, F V C bank has succes s ful l y e x e cu t e d a s t r at e gic pla n f ocuse d o n o r g anic g ro wth and o p p ortu ni s t ic acquisitions without comp r omisin g ass e t quality o r financial discipline 18 (1) $13.00 for existing shareholders, $13
Slide 19: COVID-Update
COVID - 19 Update 19 We provide access to financial tools, financial solutions and exceptional service with proactive and responsive relationship banking matched by a commitment to safely and soundly manage bank assets, liquidity and capital. Now more than ever, these priorities have never been more
Slide 20: COVID-Update (continued)
COVID – 19 Update ( continued) 20 Proactive Bank Management • We activated our Emergency Management Team process in February to establish the framework for social distancing protocols and involved management and necessary third parties to allow for a smooth transition given pandemic • Effectively ma