Bankunited, Inc. · NYSE:BKU

Bankunited — Merger or Acquisition (June 2011)

17 slides from Bankunited's merger presentation, Jun 27, 2011

  1. Slide 1: BankUnited, Inc. June 27, 2011

    BankUnited, Inc. June 27, 2011

  2. Slide 2: Forward-Looking Statements

    This presentation contains forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995 that reflect the current views of BankUnited, Inc. (“BankUnited” or “BKU”) with respect to, among other things, future events and financial performance. BankUnited general

  3. Slide 3: About BankUnited: Company Snapshot

    Focused on business banking in metro markets 2nd largest independent bank in Florida 81 branches $10.8 billion of assets $3.7 billion of loans $6.9 billion of total deposits #6 in Miami MSA and #11 in FL by deposit share(2) Well-managed and well-capitalized financial institution Tier 1 Leverage: 10.

  4. Slide 4: BankUnited timeline and key events

    April 28, 2009 – BankUnited, Inc. was organized by a management team led by John Kanas Initially capitalized with $945 million by investors including Blackstone, Carlyle, WL Ross and Centerbridge (management invested $36 million) May 21, 2009 – BankUnited acquired $13.6 billion in assets, assumed $1

  5. Slide 5: What Have We Done So Far?

    What Have We Done So Far? 5 Shifted to Business Banking Model Reconfigured and Expanded Branch Network Rebuilt Technology Platform Cultivated Strong Regulatory Relationships Initial Public Offering Replaced Entire Bank Senior Management Team

  6. Slide 6: Impressive New Loan Growth ($MM)

    Impressive New Loan Growth ($MM) 6 $189 $255 $343 $541 $596 $130 $0 $0 $250 $500 $750 May 2009 Dec 2009 Mar 2010 Jun 2010 Sep 2010 Dec 2010 Mar 2011

  7. Slide 7: Shift to Stable Core Deposits

    Shift to Stable Core Deposits 7 May 2009 March 2011

  8. Slide 8: Replaced Entire Bank Senior Management Team

    Replaced Entire Bank Senior Management Team 8

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  10. Slide 10: Reconfigured and Expanded Branch Network

    Rolled out new company logo Eliminated non-strategic branches Consolidated our non-branch operations into one location Improved the overall presentation of our resulting footprint After 10 New Face...

  11. Slide 11: Rebuilt Technology Platform

    Rebuilt Technology Platform 11 Information Technology Goals Deliver superior products and services to our clients Expand capacity in order to accommodate our expansion strategy and support a large regional financial institution Significant Investments Converted core deposit system to latest Fiserv p

  12. Slide 12: Cultivated Strong Regulatory Relationships

    Ongoing Supervision and Regular Onsite Examinations for Safety and Soundness Examinations and Audits for Compliance with Loss Sharing Agreements and Mortgage Servicing Cultivated Strong Regulatory Relationships Undergone full-scope regulatory examination Approved to open multiple de novo branches Ap

  13. Slide 13: Charter Conversion

    Charter Conversion 13 Today Interim Period (Transaction close through August 2012) Post August 2012

  14. Slide 14: Initial Public Offering

    Initial Public Offering Investor Pre-IPO Ownership Post-IPO Ownership The Blackstone Group 23.6% 14.1% The Carlyle Group 23.6% 14.1% WL Ross & Co. 23.6% 14.1% Centerbridge Partners 18.5% 11.1% Other Investors 7.0% 39.6% Management(1) 3.8% 7.0% Total 100% 100% (1) Post-IPO ownership value excludes ve

  15. Slide 15: We will continue to grow in Florida

    We will continue to grow in Florida 10 75 95 4 95 75 Total Deposits in Florida: $410 billion Growth rate: 2.2% (1) Source: SNL Financial. Deposit data as of June 30, 2010. 15

  16. Slide 16: and we are on our way to New York

    and we are on our way to New York Total Deposits in Manhattan: $493 billion Growth rate: 15.0% (1) Source: SNL Financial. Deposit data as of June 30, 2010. 88 90 495 390 90 81 95 495 9A 495 16

  17. Slide 17: Acquisition of Herald National Bank

    Acquisition of Herald National Bank Strategic rationale of the transaction Clean loan portfolio Herald operates under similar business model Provides platform for market entry into New York Several employees at senior and middle management positions were former employees of North Fork with market kn

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