West Coast Community Bancorp · NASDAQ:WCCB

West Coast Community Bancorp — Investor Presentation (January 2025)

36 slides from West Coast Community Bancorp's investor presentation, January 2025

1. Slide 1: Investor Presentation January 2025

   I N V E S T O R P R E S E N T AT I O N JA NUARY 20 2 5

2. Slide 2: Disclaimer

   DISCLAIMER This investor presentation has been prepared by West Coast Community Bancorp (traded as "SCZC" on the OTCQX, the "Company"), and its wholly owned subsidiary, Santa Cruz County Bank, (the “Bank”, or "SCCB"), solely for informational purposes based on its own information, as well as informa

3. Slide 3: Santa Cruz County Bank

   S A N TA C R U Z CO U N T Y B A N K Community bank headquartered in Santa Cruz, CA Opened in 2004 Approximately 220 employees as of December 31, 2024 $2.7 billion in assets as of December 31, 2024 West Coast Community Bancorp was established as SCCB's bank holding company in Q3 2023 Acquired 1st Cap

4. Slide 4: Leadership Team

   EADERSHIP TEAM Kri sta Sne lling Cecil ia Situ Jon P. Sisk Angelo De Bernardo, Jr. President & Chief Executive Officer EVP Chief Financial Officer EVP Chief Banking Officer EVP Chief Lending Officer Shamara van der Voort Shawn Lipman Maxwel l Sinclair £VP Chief Operiltlons Officer £VP Chief Credit O

5. Slide 5: Q4 2024 Consolidated Financial Results

   Q 4 2 0 2 4 C O N S O L I DAT E D FINANCIAL RESULTS ĂůĂŶĐĞ ^ŚĞĞƚ ^ƚƌĞŶŐƚŚ ŽŶƐŝƐƚĞŶƚ WƌŽĨŝƚĂďŝůŝƚLJ ^ƚƌŽŶŐ ĂƌŶŝŶŐƐ DĞƚƌŝĐƐ ,ĞĂůƚŚLJ ƌĞĚŝƚ YƵĂůŝƚLJ $2.680 Billion $34.1 Million 0.57% / 2.08%(1) 0.02% Total Assets Q4 Net Interest Income Q4 ROAA / Q4 Non-GAAP NPAs/Assets Merger Adjusted ROAA $2.045 Billion

6. Slide 6: Attractive Markets

   AT T R A C T I V E M A R K E T S ŽƵŶƚLJ η ŽĨ ƌĂŶĐŚĞƐ ĞƉŽƐŝƚ DĂƌŬĞƚ ^ŚĂƌĞΎ WŽƉƵůĂƚŝŽŶΎΎ DĞĚŝĂŶ ,ŽƵƐĞŚŽůĚ /ŶĐŽŵĞΎΎ Santa Cruz County 5 15.12%*** 271K $106K Monterey County 3 7.93%*** 439K $88K San Luis Obispo County 1 0.63% 282K $93K Santa Clara County 1 0.06% 1.9M $155K *Per FDIC data as of June 30, 2

7. Slide 7: Financial Highlights

   FINANCIAL HIGHLIGHTS

8. Slide 8: Solid Liquidity Position

   SOLID LIQUIDITY POSITION ($ in 000s) Ɛ ŽĨ ĞĐĞŵďĞƌ ϯϭ͕ ϮϬϮϰ Strong on-balance-sheet As of liquidity position 12/31/2024 9/30/2024 coupled with available Cash and due from banks $ 85,007 $ 134,446 external contingency Unencumbered AFS securities 302,386 126,086 liquidity capacity of Total on-balance-s

9. Slide 9: Investment Portfolio Composition

   INVESTMENT PORTFOLIO COMPOSITION ^ďĂĐŬĞĚ ƐĞĐƵƌŝƚŝĞƐϮй Ɛ ŽĨ ĞĐĞŵďĞƌ ϯϭ͕ ϮϬϮϰ DƵŶŝĐŝƉĂůďŽŶĚƐ Ϯϱй ƐƐĞƚďĂĐŬĞĚƐĞĐƵƌŝƚŝĞƐ Chart includes available-for-sale ϭй (AFS) securities at market value WƌŝǀĂƚĞůLJůĂďĞůĞĚDKϮй and held-to-maturity securities at amortized cost. ŽƌƉŽƌĂƚŝŽŶϰй Modified duration of 4.4 year

10. Slide 10: Attractive Deposit Mix

    AT T R A C T I V E D E P O S I T M I X Ɛ ŽĨ ĞĐĞŵďĞƌ ϯϭ͕ ϮϬϮϰ Money Market 29% Top 10 deposit relationships CDs 7% (excluding government agency deposits that are fully collateralized) represent Savings approximately 13% of total deposits. Interest Bearing 8% Growth opportunities include: Demand 12% •

11. Slide 11: Deposit Characteristics

    DEPOSIT CHARACTERISTICS ($ in 000s) Insured deposits $2,500,000 includes fully collateralized balances. $2,000,000 IntraFi reciprocal $1,108,725 deposit (48%) network products $1,500,000 maximize depositors' FDIC $690,342 $627,202 (43%) $622,321 (45%) insurance (43%) $1,000,000 protection. Increase

12. Slide 12: Strong Deposit Franchise

    STRONG DEPOSIT FRANCHISE Granular Deposit Account Composition ($ in 000s) 34% Personal Ɛ ŽĨ ĞĐĞŵďĞƌ ϯϭ͕ ϮϬϮϰ Deposits Total Personal Deposits $ 794,990 # of Accounts 15,423 Average Balance Per Account Average $ 52 Total Business Deposits Total $ 1,515,493 # of Accounts 8,749 Average Average Balance

13. Slide 13: Exceptional Credit Culture

    E XC EP T ION AL C RE D IT C U LT U R E EŽŶƉĞƌĨŽƌŵŝŶŐ >ŽĂŶƐ /ŶĐůƵĚŝŶŐ ĞĨĞƌƌĞĚ >ŽĂŶ &ĞĞƐ ĂŶĚ ŽƐƚƐ Ɛ ŽĨ ĞĐĞŵďĞƌ ϯϭ͕ ϮϬϮϰ ($000) 2019 2020 2021 2022 2023 2024Q1 2024Q2 2024Q3 2024Q4 Nonaccrual Loans 1-4 Family $0 $0 $0 $808 $0 $0 $0 $0 $554 Nonperforming loans to total CRE & Multifamily 0 0 0 0 6,526 0

14. Slide 14: Loans by Type

    LOANS BY TYPE Agriculture 3.5% 1-4 SFR 6.2% KƵƚƐƚĂŶĚŝŶŐ >ŽĂŶƐ ĂƐ ŽĨ ĞĐĞŵďĞƌ ϯϭ͕ ϮϬϮϰ Q4 2024 loan yield of 7.44%, up 42 bps from 7.02% in Q3 2024. CRE, Non-Owner Construction Increase was driven by post- Occupied 43.9% 9.4% Consumer, merger accretion of purchase Municipal, & discount on acquired loa

15. Slide 15: Real Estate Loan Detail

    R E A L E S T AT E L O A N D E TA I L 1-4 SFR Bay Area* 5.7% Farmland 2.9% 3.0% Retail 11.8% Hotel Santa Cruz County Monterey Other CRE, OO 17.9% 34.7% County 15.9% 33.1% Multifamily Other CRE, NOO 16.9% 19.0% Santa Clara County Other CA Office 8.9% 15.8% 9.9% Out of State 4.5% Total Weighted Averag

16. Slide 16: Fixed vs. Variable Rate Loans and Repricing

    F I X E D V S . VA R I A B L E R AT E LO A N S AND REPRICING ϭϲ

17. Slide 17: Fixed vs. Variable Rate Loans and Repricing

    F I X E D V S . VA R I A B L E R AT E LO A N S AND REPRICING ϭϳ

18. Slide 18: Upcoming CRE Interest Rate Repricing

    U P C O M I N G C R E I N T E R E S T R AT E REPRICING 1 1 1 Based on borrowers’ most recent available net operating income data. ϭϴ

19. Slide 19: Non-Owner-Occupied CRE Loans

    NON-OWNER-OCCUPIED CRE LOANS *The loan with a stressed LTV > 90% is a newly opened hotel in the stabilization period. Upon stabilization, the stressed LTV would be 83% using the 2023 appraised value. The borrower is maintaining a year’s worth of payments in deposits until stabilization is met and th

20. Slide 20: Changes in the Credit Reserve

    CHANGES IN THE CREDIT RESERVE Q4 Changes in the ACL ($ in Thousands) Ψϯϰ͕ϬϬϬ ΨϮϵϮ Ψϭϲϰ ΨϯϴϬ Ψ;ϭϮͿ ΨϯϮ͕ϬϬϬ Ψϴ͕ϰϳϯ Increase in Ψϯϭ͕ϲϮϮ Change in ACL Ψ;ϳϳϰͿ Provision Increase in methodology individually Charge offs/ to loan volume analyzed recoveries Change in ΨϯϬ͕ϬϬϬ from an establish post-merger loa

21. Slide 21: Consistent Balance Sheet Growth

    CONS I ST E NT BAL ANCE SH EE T GROWTH dŽƚĂů ƐƐĞƚƐ ;ΨDDͿ 'ƌŽƐƐ >ŽĂŶƐ džĐů͘ WWW Θ WƵƌĐŚĂƐĞ ŝƐĐŽƵŶƚƐ ΨϮ͕ϲϴϬ ΨϮ͕ϬϳϲΎ Ψϵϵϰ Ψϲϯϵ Ψϭ͕ϳϬϭ Ψϭ͕ϳϰϰ Ψϭ͕ϳϵϰ Ψϭ͕ϰϭϭ Ψϭ͕Ϯϲϱ Ψϭ͕ϰϮϯ Ψϭ͕ϭϬϵ Ψϭ͕Ϭϳϭ Ψϵϭϳ Ψϳϱϴ ΨϯϮϮ ΨϮϮϳ ϮϬϭϵz ϮϬϮϬz ϮϬϮϭz ϮϬϮϮz ϮϬϮϯz ϮϬϮϰz ϮϬϭϵz ϮϬϮϬz ϮϬϮϭz ϮϬϮϮz ϮϬϮϯz ϮϬϮϰz dŽƚĂů ĞƉŽƐŝƚƐ ;ΨDDͿ dĂŶŐŝďůĞ

22. Slide 22: Strong Profitability

    S T R O N G P R O F I TA B I L I T Y EĞƚ /ŶĐŽŵĞ ;ΨDDͿ ŝůƵƚĞĚ ĂƌŶŝŶŐƐ ƉĞƌ ^ŚĂƌĞ ;W^Ϳ Ϯ͘Ϭϱй ϭ͘ϵϵй Ψϭ͘ϯϮ Ϯ͘Ϭϴй ϭ͘ϵϰй Ϯ͘ϭϰй ϭ͘ϵϯй ϭ͘ϴϳй Ψϭϰ͘Ϭ Ψϭ͘ϬϬ Ψϭ͘Ϭϭ Ψϴ͘ϰ Ψϴ͘ϲ Ϭ͘ϱϳй Ψϴ͘ϯ Ψϵ͘ϭ Ψϴ͘ϴ Ψϵ͘ϯ Ψϴ͘Ϯ Ψϴ͘ϵ Ψϴ͘Ϯ Ψϭ͘Ϭϱ ΨϬ͘ϵϴ Ψϭ͘Ϭϴ Ψϭ͘Ϭϱ Ψϭ͘ϭϬ ΨϬ͘ϵϳ ΨϬ͘ϵϲ Ψϯ͘ϴ ΨϬ͘ϯϲ ϮϬϮϯYϭ ϮϬϮϯYϮ ϮϬϮϯYϯ ϮϬϮϯYϰ ϮϬϮϰYϭ ϮϬϮϰYϮ ϮϬϮϰ

23. Slide 23: Disciplined Pricing Drives NIM and Loan Yields

    DISCIPLINED PRICING DRIVES NIM AND LOAN YIEL DS ϱͲzĞĂƌ zŝĞůĚ ŽŶ >ŽĂŶƐ ĂŶĚ EĞƚ /ŶƚĞƌĞƐƚ DĂƌŐŝŶΎ dƌĞŶĚ ŽŵƉĂƌĞĚ ƚŽ WĞĞƌƐ ϴ͘ϬϬй ϳ͘ϬϬй 7.44% ϲ͘ϬϬй 5.38% ϱ͘ϬϬй ϰ͘ϬϬй 4.50% ϯ͘ϬϬй Ϯ͘ϬϬй ϭ͘ϬϬй Ϭ͘ϬϬй ϮϬϭϵ ϮϬϮϬ ϮϬϮϬ ϮϬϮϬ ϮϬϮϬ ϮϬϮϭ ϮϬϮϭ ϮϬϮϭ ϮϬϮϭ ϮϬϮϮ ϮϬϮϮ ϮϬϮϮ ϮϬϮϮ ϮϬϮϯ ϮϬϮϯ ϮϬϮϯ ϮϬϮϯ ϮϬϮϰ ϮϬϮϰ ϮϬϮϰ ϮϬϮϰ Yϰ Yϭ

24. Slide 24: Disciplined Pricing Drives Low Cost of Funds

    DISCIPLINED PRICING DRIVES LOW COST OF FUNDS ϱͲzĞĂƌ ŽƐƚ ŽĨ &ƵŶĚƐ dƌĞŶĚ ŽŵƉĂƌĞĚ ƚŽ WĞĞƌƐ Ϯ͘ϱϬй Ϯ͘ϬϬй ϭ͘ϱϬй 1.37% ϭ͘ϬϬй Ϭ͘ϱϬй Ϭ͘ϬϬй ϮϬϭϵ ϮϬϮϬ ϮϬϮϬ ϮϬϮϬ ϮϬϮϬ ϮϬϮϭ ϮϬϮϭ ϮϬϮϭ ϮϬϮϭ ϮϬϮϮ ϮϬϮϮ ϮϬϮϮ ϮϬϮϮ ϮϬϮϯ ϮϬϮϯ ϮϬϮϯ ϮϬϮϯ ϮϬϮϰ ϮϬϮϰ ϮϬϮϰ ϮϬϮϰ Yϰ Yϭ YϮ Yϯ Yϰ Yϭ YϮ Yϯ Yϰ Yϭ YϮ Yϯ Yϰ Yϭ YϮ Yϯ Yϰ Yϭ YϮ Yϯ Yϰ ^

25. Slide 25: Robust Capital Position Even Post-Merger

    R O B U S T C A P I TA L P O S I T I O N EVEN POST-MERGER d ZĂƚŝŽ dŝĞƌ ϭ ZĂƚŝŽ ϭϱ͘Ϭϭй ϭϰ͘ϯϰй ϭϯ͘ϳϮй ϭϭ͘ϲϵй ϭϯ͘ϲϮй ϭϯ͘ϲϵй ϭϭ͘ϰϳй ϭϮ͘Ϯϰй ϭϬ͘Ϭϯй ϭϬ͘ϭϰй ϵ͘ϰϰй ϵ͘ϵϬй ϮϬϭϵz ϮϬϮϬz ϮϬϮϭz ϮϬϮϮz ϮϬϮϯz ϮϬϮϰz ϮϬϭϵz ϮϬϮϬz ϮϬϮϭz ϮϬϮϮz ϮϬϮϯz ϮϬϮϰz dŽƚĂů ĂƉŝƚĂů ZĂƚŝŽ >ĞǀĞƌĂŐĞ ZĂƚŝŽ ϭϲ͘Ϯϲй ϭϱ͘ϱϵй ϭϰ͘ϴϴй ϭϰ͘ϵϰй ϭϰ͘ϵϴ

26. Slide 26: Tangible Book Value Per Share Continues to Trend Up

    TA N G I B L E B O O K VA LU E P E R S H A R E CONTINUES TO TREND UP ΨϮϱ͘Ϭϵ ΨϮϰ͘ϭϬ ΨϮϬ͘Ϭϰ Ψϭϴ͘ϱϬ Ψϭϲ͘ϱϬ Ψϭϰ͘ϯϴ ϮϬϭϵz ϮϬϮϬz ϮϬϮϭz ϮϬϮϮz ϮϬϮϯz ϮϬϮϰz dĂŶŐŝďůĞ ŽŽŬ sĂůƵĞ ƉĞƌ ^ŚĂƌĞ с (Shareholder’s Equity Ͳ 'ŽŽĚǁŝůů Θ /ŶƚĂŶŐŝďůĞƐͿͬKƵƚƐƚĂŶĚŝŶŐ ^ŚĂƌĞƐ ĚũƵƐƚĞĚĨŽƌƐƚŽĐŬĚŝǀŝĚĞŶĚƐĂŶĚƐƉůŝƚƐ Ϯϲ

27. Slide 27: Shareholder Focused

    SHAREHOLDER FOCUSED ^ƵƉĞƌŝŽƌ WƌŝĐĞ WĞƌĨŽƌŵĂŶĐĞ ĂƐŚ ŝǀŝĚĞŶĚ ϭϬϬй $0.19 ϳϳ͘Ϭй $0.18 ϴϬй $0.17 $0.17 $0.17 $0.16 ϲϬй $0.15 $0.15 ϰϬй ϮϬй Ϭй ͲϮϬй:ĂŶͲϮϯ ƉƌͲϮϯ :ƵůͲϮϯ KĐƚͲϮϯ :ĂŶͲϮϰ ƉƌͲϮϰ :ƵůͲϮϰ KĐƚͲϮϰ ;ϭϭ͘ϭйͿ ͲϰϬй ͲϲϬй 2023Q1 2023Q2 2023Q3 2023Q4 2024Q1 2024Q2 2024Q3 2024Q4 ^ E^YĂŶŬ ZĞůĂƚŝǀĞWƌŝĐĞWĞƌĨŽƌŵĂ

28. Slide 28: Community Reinvestment

    COMMUN ITY REIN VESTMENT Nearly 2,300 Hours of Community Service in 2024 Outstanding CRA Rating – Corporate Leadership Through volunteerism and service on boards and committees, we reinvest our time and financials into the communities we serve by supporting local nonprofits, service clubs, chambers

29. Slide 29: Rankings and Recognition

    RANKINGS AND RECOGNITION EĂƚŝŽŶĂů ĂůŝĨŽƌŶŝĂ AMERICAN BANKER MAGAZINE BANK PERFORMANCE REPORT (formerly FMC) Top 100 Best Performing Community Banks in the United Ranked 11th of 118 California banks for overall financial States, based upon 3-year average return on equity for banks performance for the

30. Slide 30: Rankings and Recognition

    RANKINGS AND RECOGNITION >ŽĐĂů 2024 LEGACY AWARD SILICON VALLEY BUSINESS JOURNAL Volunteer Center of Santa Cruz County recognized the Bank Ranked 13th among Top 20 Banks for deposits in Silicon Valley for 20 years of community giving and service. for the period October 1, 2023, to September 30, 2024

31. Slide 31: Appendix

    WEST COAST

32. Slide 32: Merger Purchase Price Allocation

    MERGER PURCHASE PRICE A L L O C AT I O N ($ in 000s) WƵƌĐŚĂƐĞ ƉƌŝĐĞ Ψ ϴϬ͕ϳϵϰ ƐƐĞƚƐ ĂĐƋƵŝƌĞĚ͗ ^ƚĂƌƚŝŶŐ ŽŽŬ sĂůƵĞ DĂƌŬƐͬĚũƵƐƚŵĞŶƚƐ &Ăŝƌ sĂůƵĞ ĂƐŚĂŶĚĐĂƐŚĞƋƵŝǀĂůĞŶƚƐ Ψϰϯ͕ϭϭϲ ΨͲ ϰϯ͕ϭϭϲ /ŶǀĞƐƚŵĞŶƚƐĞĐƵƌŝƚŝĞƐ ϮϲϬ͕Ϭϰϯ ;ϭ͕ϳϭϬͿ Ϯϱϴ͕ϯϯϯ >ŽĂŶƐ ϲϯϰ͕ϵϯϵ ;ϯϭ͕ϴϳϴͿ ϲϬϯ͕Ϭϲϭ ŽƌĞĚĞƉŽƐŝƚŝŶƚĂŶŐŝďůĞ Ͳ Ϯϳ͕ϳϬϬ Ϯϳ͕ϳϬϬ KƚŚĞƌĂƐ

33. Slide 33: Merger Balance Sheet

    MERGER BALANCE SHEET ($ in 000s) tĞƐƚ ŽĂƐƚ ŽŵŵƵŶŝƚLJ ϭƐƚ ĂƉŝƚĂů ĂŶĐŽƌƉ dŽƚĂů ĚũƵƐƚŵĞŶƚƐ WƌŽ &ŽƌŵĂ ŽŵďŝŶĞĚ ĂŶĐŽƌƉ ϬϵͬϯϬͬϮϰ ϬϵͬϯϬͬϮϰ ĂƐŚĂŶĚĐĂƐŚĞƋƵŝǀĂůĞŶƚƐ Ψϭϯϰ͕ϰϰϲ Ψϰϯ͕ϭϭϲ Ψ;ϲͿ Ψϭϳϳ͕ϱϱϲ dŽƚĂůŝŶǀĞƐƚŵĞŶƚƐĞĐƵƌŝƚŝĞƐ ϮϬϱ͕ϴϮϳ ϮϲϬ͕Ϭϰϯ ;ϭ͕ϳϭϬͿ ϰϲϰ͕ϭϲϬ >ŽĂŶƐŚĞůĚͲĨŽƌͲƐĂůĞ Ϯϰ͕ϭϱϰ Ͳ Ͳ Ϯϰ͕ϭϱϰ >ŽĂŶƐŚĞůĚͲĨŽƌͲŝŶǀĞƐƚŵĞ

34. Slide 34: Highlights

    HIGHLIGHTS ĂƉĂĐŝƚLJ ƚŽ 'ƌŽǁ WƌŽĨŝƚĂďŝůŝƚLJ • Consistent growth via organic • Profitability metrics are best expansion and strategic mergers amongst peers • Robust capital levels • Disciplined expense • Attractive markets management &ĞĂƚƵƌĞĚ ƵƐŝŶĞƐƐ >ŝŶĞƐ ůĞĂƌ sŝƐŝŽŶ • SBA lending expertise • New produ

35. Slide 35: Non-GAAP Reconciliation

    N O N - G A A P R E CO N C I L I AT I O N Tangible common equity to tangible assets (the "tangible common equity ratio") and tangible book value per share are non-U.S. GAAP financial measures derived from U.S. GAAP-based amounts. We calculate the tangible common equity ratio by excluding the balance

36. Slide 36: Non-GAAP Reconciliation (Continued)

    N O N - G A A P R E CO N C I L I AT I O N ( CONT INUED ) All dollars in thousands, except per share data All dollars in thousands, except per share data Q4 2024 Q4 2024 QTD Net income $3,840 QTD Net interest income reported per GAAP $34,076 Add: Day 1 provision for credit losses on acquired non- PCD

West Coast Community Bancorp — Investor Presentation (January 2025) on 6ix