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Loans and Allowance for Credit Losses | 3 Months Ended
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Mar. 31, 2026
Receivables [Abstract] |
Loans and Allowance for Credit Losses | 4. Loans and Allowance for Credit Losses Loan Origination/Risk Management The Company has certain lending policies and procedures in place that are designed to minimize the level of risk within the loan portfolio. Diversification of the loan portfolio manages the risk associated with fluctuations in economic conditions. Authority levels are established for the extension of credit to ensure consistency throughout the Company. It is necessary that policies, processes, and practices implemented to control the risks of individual credit transactions and portfolio segments are sound and adhered to. The Company maintains an independent loan review department that reviews and validates the risk assessment on a continual basis. Management regularly evaluates the results of the loan reviews. The loan review process complements and reinforces the risk identification and assessment decisions made by lenders and credit personnel, as well as the Company’s policies and procedures. Commercial and industrial loans are underwritten after evaluating and understanding the borrower’s ability to operate profitably and prudently expand its business. Commercial loans are made based on the identified cash flows of the borrower and on the underlying collateral provided by the borrower. The cash flows of the borrower, however, may not be as expected and the collateral securing these loans may fluctuate in value. Most commercial loans are secured by the assets being financed or other business assets such as accounts receivable or inventory and may incorporate a personal guarantee. In the case of loans secured by accounts receivable, the availability of funds for the repayment of these loans may be substantially dependent on the ability of the borrower to collect amounts from its customers. Beginning with the third quarter 2025, commercial and industrial loans include all loans to Non-Depository Financial Institutions (NDFIs), which includes a wide range of financial entities that provide services similar to those of traditional banks but do not accept deposits from the general public and are not regulated by the same federal banking agencies. Previously reported balances have been reclassified for purposes of comparability. Specialty lending loans include Asset-based loans, which are offered primarily in the form of revolving lines of credit to commercial borrowers that do not generally qualify for traditional bank financing. Asset-based loans are underwritten based primarily upon the value of the collateral pledged to secure the loan, rather than on the borrower’s general financial condition. The Company utilizes pre-loan due diligence techniques, monitoring disciplines, and loan management practices common within the asset-based lending industry to underwrite loans to these borrowers. Commercial real estate loans are subject to underwriting standards and processes similar to commercial loans, in addition to those of real estate loans. These loans are viewed primarily as cash flow loans and secondarily as loans secured by real estate. Commercial real estate lending typically involves higher loan principal amounts, and the repayment of these loans is largely dependent on the successful operation of the property securing the loan or the business conducted on the property securing the loan. The Company requires that an appraisal of the collateral be made at origination and on an as-needed basis, in conformity with current market conditions and regulatory requirements. The underwriting standards address both owner and non-owner-occupied real estate. Also included in Commercial real estate are Construction loans that are underwritten using feasibility studies, independent appraisal reviews, sensitivity analysis or absorption and lease rates, and financial analysis of the developers and property owners. Construction loans are based upon estimates of costs and value associated with the complete project. Construction loans often involve the disbursement of substantial funds with repayment substantially dependent on the success of the ultimate project. Sources of repayment for these types of loans may be pre-committed permanent loans, sales of developed property or an interim loan commitment from the Company until permanent financing is obtained. These loans are closely monitored by on-site inspections and are considered to have higher risks than other real estate loans due to their repayment being sensitive to interest rate changes, governmental regulation of real property, economic conditions, completion of the construction project, and the availability of long-term financing. Consumer real estate loans, including residential real estate and home equity loans, are underwritten based on the borrower’s loan-to-value percentage, collection remedies, and overall credit history. Consumer loans are underwritten based on the borrower’s repayment ability. The Company monitors delinquencies on all of its consumer loans and leases. The underwriting and review practices combined with the relatively small loan amounts that are spread across many individual borrowers, minimizes risk. Consumer loans and leases that are 90 days past due or more are considered non-performing. Credit cards include both commercial and consumer credit cards. Commercial credit cards are generally unsecured and are underwritten with criteria similar to commercial loans, including an analysis of the borrower’s cash flow, available business capital, and overall creditworthiness of the borrower. Consumer credit cards are underwritten based on the borrower’s repayment ability. The Company monitors delinquencies on all of its consumer credit cards and periodically reviews the distribution of credit scores relative to historical periods to monitor credit risk on its consumer credit card loans. Credit risk is a potential loss resulting from nonpayment of either the primary or secondary exposure. Credit risk is mitigated with formal risk management practices and a thorough initial credit-granting process including consistent underwriting standards and approval process. Control factors or techniques to minimize credit risk include knowing the client, understanding total exposure, analyzing the client and debtor’s financial capacity, and monitoring the client’s activities. Credit risk and portions of the portfolio risk are managed through concentration considerations, average risk ratings, and other aggregate characteristics. Loan Aging Analysis The following tables provide a summary of loan classes and an aging of past due loans at March 31, 2026 and December 31, 2025 (in thousands):
|  | March 31, 2026 |
|  | 30-89 Days Past Due and Accruing |  |  | Greater than 90 Days Past Due and Accruing |  |  | Nonaccrual Loans |  |  | Total Past Due |  |  | Current |  |  | Total Loans |
Loans |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
Commercial and industrial |  | $ | 8,811 |  |  | $ | 1 |  |  | $ | 55,975 |  |  | $ | 64,787 |  |  | $ | 17,003,977 |  |  | $ | 17,068,764 |
Specialty lending |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | 646,027 |  |  |  | 646,027 |
Commercial real estate |  |  | 8,647 |  |  |  | 959 |  |  |  | 63,436 |  |  |  | 73,042 |  |  |  | 16,554,028 |  |  |  | 16,627,070 |
Consumer real estate |  |  | 11,631 |  |  |  | — |  |  |  | 31,103 |  |  |  | 42,734 |  |  |  | 4,386,994 |  |  |  | 4,429,728 |
Consumer |  |  | 568 |  |  |  | 5,182 |  |  |  | 147 |  |  |  | 5,897 |  |  |  | 230,085 |  |  |  | 235,982 |
Credit cards |  |  | 10,603 |  |  |  | 8,782 |  |  |  | 589 |  |  |  | 19,974 |  |  |  | 697,857 |  |  |  | 717,831 |
Leases and other |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | 408,923 |  |  |  | 408,923 |
Total loans |  | $ | 40,260 |  |  | $ | 14,924 |  |  | $ | 151,250 |  |  | $ | 206,434 |  |  | $ | 39,927,891 |  |  | $ | 40,134,325 |
|  | December 31, 2025 |
|  | 30-89 Days Past Due and Accruing |  |  | Greater than 90 Days Past Due and Accruing |  |  | Nonaccrual Loans |  |  | Total Past Due |  |  | Current |  |  | Total Loans |
Loans |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
Commercial and industrial |  | $ | 36,391 |  |  | $ | 6,417 |  |  | $ | 26,633 |  |  | $ | 69,441 |  |  | $ | 16,201,079 |  |  | $ | 16,270,520 |
Specialty lending |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | 518,237 |  |  |  | 518,237 |
Commercial real estate |  |  | 24,786 |  |  |  | — |  |  |  | 86,838 |  |  |  | 111,624 |  |  |  | 16,264,615 |  |  |  | 16,376,239 |
Consumer real estate |  |  | 10,451 |  |  |  | 244 |  |  |  | 29,910 |  |  |  | 40,605 |  |  |  | 4,395,863 |  |  |  | 4,436,468 |
Consumer |  |  | 689 |  |  |  | 5,237 |  |  |  | 777 |  |  |  | 6,703 |  |  |  | 232,108 |  |  |  | 238,811 |
Credit cards |  |  | 9,194 |  |  |  | 6,505 |  |  |  | 508 |  |  |  | 16,207 |  |  |  | 684,526 |  |  |  | 700,733 |
Leases and other |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | 238,400 |  |  |  | 238,400 |
Total loans |  | $ | 81,511 |  |  | $ | 18,403 |  |  | $ | 144,666 |  |  | $ | 244,580 |  |  | $ | 38,534,828 |  |  | $ | 38,779,408 |
The Company sold consumer real estate loans with proceed s of $27.2 million and $16.4 million in the secondary market without recourse during the three months ended March 31, 2026 and 2025, respectively. The Company has ceased the recognition of interest on l oans with a carrying value of $151.3 million an d $144.7 million at March 31, 2026 and December 31, 2025, respectiv ely. Restructured loans totaled $163 thousand a nd $169 thousand at March 31, 2026 and December 31, 2025, respectively. Loans 90 days past due and still accruing interest amounted to $14.9 million and $18.4 million at March 31, 2026 and December 31, 2025, respectively. All interest accrued but not received for loans placed on nonaccrual is reversed against interest income. There was an insignificant amount of interest reversed related to loans on nonaccrual during 2026 and 2025. Nonaccrual loans with no related allowance for credit losses totaled $76.9 million and $76.8 million at March 31, 2026 and December 31, 2025, respectively. The following tables provide the amortized cost of nonaccrual loans with no related allowance for credit losses by loan class at March 31, 2026 and December 31, 2025 (in thousands):
|  | March 31, 2026 |
|  | Nonaccrual Loans |  |  | Amortized Cost of Nonaccrual Loans with no related Allowance |
Loans |  |  |  |  |  |
Commercial and industrial |  | $ | 55,975 |  |  | $ | 12,640 |
Specialty lending |  |  | — |  |  |  | — |
Commercial real estate |  |  | 63,436 |  |  |  | 33,407 |
Consumer real estate |  |  | 31,103 |  |  |  | 30,094 |
Consumer |  |  | 147 |  |  |  | 147 |
Credit cards |  |  | 589 |  |  |  | 589 |
Leases and other |  |  | — |  |  |  | — |
Total loans |  | $ | 151,250 |  |  | $ | 76,877 |
|  | December 31, 2025 |
|  | Nonaccrual Loans |  |  | Amortized Cost of Nonaccrual Loans with no related Allowance |
Loans |  |  |  |  |  |
Commercial and industrial |  | $ | 26,633 |  |  | $ | 10,870 |
Specialty lending |  |  | — |  |  |  | — |
Commercial real estate |  |  | 86,838 |  |  |  | 35,973 |
Consumer real estate |  |  | 29,910 |  |  |  | 28,661 |
Consumer |  |  | 777 |  |  |  | 777 |
Credit cards |  |  | 508 |  |  |  | 508 |
Leases and other |  |  | — |  |  |  | — |
Total loans |  | $ | 144,666 |  |  | $ | 76,789 |
Amortized Cost The following tables provide a summary of the amortized cost balance of each of the Company’s loan classes disaggregated by collateral type and origination year as of March 31, 2026 and December 31, 2025, as well as the gross charge-offs by loan class and origination year for the three months ended March 31, 2026 (in thousands):
|  | March 31, 2026 |
|  | Amortized Cost Basis by Origination Year - Term Loans |  |  |  |  |  |  |  |  |  |
Loan Segment and Type |  | 2026 |  |  | 2025 |  |  | 2024 |  |  | 2023 |  |  | 2022 |  |  | Prior |  |  | Amortized Cost - Revolving Loans |  |  | Amortized Cost - Revolving Loans Converted to Term Loans |  |  | Total |
Commercial and industrial: |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
Equipment/Accounts Receivable/Inventory |  | $ | 944,324 |  |  | $ | 2,793,596 |  |  | $ | 1,811,310 |  |  | $ | 907,969 |  |  | $ | 874,584 |  |  | $ | 762,205 |  |  | $ | 5,791,960 |  |  | $ | 44,961 |  |  | $ | 13,930,909 |
Agriculture |  |  | 6,744 |  |  |  | 26,657 |  |  |  | 20,970 |  |  |  | 23,301 |  |  |  | 6,582 |  |  |  | 5,492 |  |  |  | 400,425 |  |  |  | 479 |  |  |  | 490,650 |
NDFIs |  |  | 39,118 |  |  |  | 190,987 |  |  |  | 282,494 |  |  |  | 360,651 |  |  |  | 60,399 |  |  |  | 27,655 |  |  |  | 1,674,758 |  |  |  | — |  |  |  | 2,636,062 |
Overdrafts |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | 11,143 |  |  |  | — |  |  |  | 11,143 |
Total Commercial and industrial |  |  | 990,186 |  |  |  | 3,011,240 |  |  |  | 2,114,774 |  |  |  | 1,291,921 |  |  |  | 941,565 |  |  |  | 795,352 |  |  |  | 7,878,286 |  |  |  | 45,440 |  |  |  | 17,068,764 |
Current period charge-offs |  |  | — |  |  |  | — |  |  |  | — |  |  |  | 82 |  |  |  | 117 |  |  |  | 73 |  |  |  | 3,077 |  |  |  | — |  |  |  | 3,349 |
Specialty lending: |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
Asset-based lending |  |  | 51,006 |  |  |  | 45,458 |  |  |  | 5,528 |  |  |  | — |  |  |  | 5,407 |  |  |  | 46,864 |  |  |  | 491,764 |  |  |  | — |  |  |  | 646,027 |
Total Specialty lending |  |  | 51,006 |  |  |  | 45,458 |  |  |  | 5,528 |  |  |  | — |  |  |  | 5,407 |  |  |  | 46,864 |  |  |  | 491,764 |  |  |  | — |  |  |  | 646,027 |
Current period charge-offs |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |
Commercial real estate: |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
Owner-occupied |  |  | 272,512 |  |  |  | 1,130,699 |  |  |  | 594,932 |  |  |  | 553,366 |  |  |  | 938,003 |  |  |  | 1,396,518 |  |  |  | 46,285 |  |  |  | — |  |  |  | 4,932,315 |
Non-owner-occupied |  |  | 486,814 |  |  |  | 1,629,000 |  |  |  | 693,463 |  |  |  | 682,722 |  |  |  | 994,330 |  |  |  | 1,310,146 |  |  |  | 41,608 |  |  |  | — |  |  |  | 5,838,083 |
Farmland |  |  | 27,169 |  |  |  | 274,103 |  |  |  | 72,016 |  |  |  | 81,613 |  |  |  | 120,284 |  |  |  | 230,060 |  |  |  | 45,813 |  |  |  | — |  |  |  | 851,058 |
5+ Multi-family |  |  | 175,875 |  |  |  | 205,422 |  |  |  | 194,712 |  |  |  | 169,618 |  |  |  | 509,376 |  |  |  | 523,346 |  |  |  | 10,198 |  |  |  | — |  |  |  | 1,788,547 |
1-4 Family construction |  |  | 27,446 |  |  |  | 53,800 |  |  |  | 2,036 |  |  |  | 239 |  |  |  | 518 |  |  |  | — |  |  |  | 3,574 |  |  |  | — |  |  |  | 87,613 |
General construction |  |  | 290,623 |  |  |  | 909,104 |  |  |  | 777,647 |  |  |  | 623,551 |  |  |  | 383,963 |  |  |  | 41,025 |  |  |  | 103,504 |  |  |  | 37 |  |  |  | 3,129,454 |
Total Commercial real estate |  |  | 1,280,439 |  |  |  | 4,202,128 |  |  |  | 2,334,806 |  |  |  | 2,111,109 |  |  |  | 2,946,474 |  |  |  | 3,501,095 |  |  |  | 250,982 |  |  |  | 37 |  |  |  | 16,627,070 |
Current period charge-offs |  |  | — |  |  |  | — |  |  |  | 403 |  |  |  | 6,145 |  |  |  | 3,221 |  |  |  | 995 |  |  |  | — |  |  |  | — |  |  |  | 10,764 |
Consumer real estate: |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
HELOC |  |  | 608 |  |  |  | 743 |  |  |  | 393 |  |  |  | 1,718 |  |  |  | 2,555 |  |  |  | 8,562 |  |  |  | 700,318 |  |  |  | 4,329 |  |  |  | 719,226 |
First lien: 1-4 family |  |  | 164,414 |  |  |  | 602,689 |  |  |  | 341,374 |  |  |  | 347,866 |  |  |  | 608,389 |  |  |  | 1,513,971 |  |  |  | 6,914 |  |  |  | 90 |  |  |  | 3,585,707 |
Junior lien: 1-4 family |  |  | 3,985 |  |  |  | 18,623 |  |  |  | 28,274 |  |  |  | 18,352 |  |  |  | 27,443 |  |  |  | 22,443 |  |  |  | 5,675 |  |  |  | — |  |  |  | 124,795 |
Total Consumer real estate |  |  | 169,007 |  |  |  | 622,055 |  |  |  | 370,041 |  |  |  | 367,936 |  |  |  | 638,387 |  |  |  | 1,544,976 |  |  |  | 712,907 |  |  |  | 4,419 |  |  |  | 4,429,728 |
Current period charge-offs |  |  | — |  |  |  | — |  |  |  | — |  |  |  | 367 |  |  |  | 64 |  |  |  | 82 |  |  |  | — |  |  |  | — |  |  |  | 513 |
Consumer: |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
Revolving line |  |  | — |  |  |  | 1,485 |  |  |  | 34 |  |  |  | 22 |  |  |  | 48 |  |  |  | 595 |  |  |  | 147,111 |  |  |  | 2,749 |  |  |  | 152,044 |
Auto |  |  | 2,427 |  |  |  | 7,166 |  |  |  | 6,322 |  |  |  | 8,319 |  |  |  | 4,283 |  |  |  | 876 |  |  |  | — |  |  |  | — |  |  |  | 29,393 |
Other |  |  | 3,150 |  |  |  | 10,712 |  |  |  | 9,891 |  |  |  | 3,037 |  |  |  | 5,632 |  |  |  | 1,796 |  |  |  | 20,327 |  |  |  | — |  |  |  | 54,545 |
Total Consumer |  |  | 5,577 |  |  |  | 19,363 |  |  |  | 16,247 |  |  |  | 11,378 |  |  |  | 9,963 |  |  |  | 3,267 |  |  |  | 167,438 |  |  |  | 2,749 |  |  |  | 235,982 |
Current period charge-offs |  |  | — |  |  |  | 11 |  |  |  | 31 |  |  |  | 45 |  |  |  | 9 |  |  |  | 8 |  |  |  | 981 |  |  |  | — |  |  |  | 1,085 |
Credit cards: |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
Consumer |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | 341,393 |  |  |  | — |  |  |  | 341,393 |
Commercial |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | 376,438 |  |  |  | — |  |  |  | 376,438 |
Total Credit cards |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | 717,831 |  |  |  | — |  |  |  | 717,831 |
Current period charge-offs |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | 5,876 |  |  |  | — |  |  |  | 5,876 |
Leases and other: |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
Leases |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | 1,186 |  |  |  | — |  |  |  | — |  |  |  | 1,186 |
Other |  |  | 22,966 |  |  |  | 166,465 |  |  |  | 17,497 |  |  |  | 7,386 |  |  |  | 7,721 |  |  |  | 11,716 |  |  |  | 173,986 |  |  |  | — |  |  |  | 407,737 |
Total Leases and other |  |  | 22,966 |  |  |  | 166,465 |  |  |  | 17,497 |  |  |  | 7,386 |  |  |  | 7,721 |  |  |  | 12,902 |  |  |  | 173,986 |  |  |  | — |  |  |  | 408,923 |
Current period charge-offs |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |
Total loans |  | $ | 2,519,181 |  |  | $ | 8,066,709 |  |  | $ | 4,858,893 |  |  | $ | 3,789,730 |  |  | $ | 4,549,517 |  |  | $ | 5,904,456 |  |  | $ | 10,393,194 |  |  | $ | 52,645 |  |  | $ | 40,134,325 |
|  | December 31, 2025 |
|  | Amortized Cost Basis by Origination Year - Term Loans |  |  |  |  |  |  |  |  |  |
Loan Segment and Type |  | 2025 |  |  | 2024 |  |  | 2023 |  |  | 2022 |  |  | 2021 |  |  | Prior |  |  | Amortized Cost - Revolving Loans |  |  | Amortized Cost - Revolving Loans Converted to Term Loans |  |  | Total |
Commercial and industrial: |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
Equipment/Accounts Receivable/Inventory |  | $ | 2,989,029 |  |  | $ | 1,901,767 |  |  | $ | 1,039,595 |  |  | $ | 929,230 |  |  | $ | 471,193 |  |  | $ | 321,761 |  |  | $ | 5,636,442 |  |  | $ | 12,186 |  |  | $ | 13,301,203 |
Agriculture |  |  | 30,385 |  |  |  | 22,585 |  |  |  | 24,980 |  |  |  | 7,827 |  |  |  | 3,859 |  |  |  | 3,180 |  |  |  | 426,729 |  |  |  | 2,258 |  |  |  | 521,803 |
NDFIs |  |  | 130,392 |  |  |  | 286,076 |  |  |  | 368,137 |  |  |  | 86,436 |  |  |  | 12,136 |  |  |  | 29,406 |  |  |  | 1,517,283 |  |  |  | 271 |  |  |  | 2,430,137 |
Overdrafts |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | 17,377 |  |  |  | — |  |  |  | 17,377 |
Total Commercial and industrial |  |  | 3,149,806 |  |  |  | 2,210,428 |  |  |  | 1,432,712 |  |  |  | 1,023,493 |  |  |  | 487,188 |  |  |  | 354,347 |  |  |  | 7,597,831 |  |  |  | 14,715 |  |  |  | 16,270,520 |
Specialty lending: |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
Asset-based lending |  |  | 46,480 |  |  |  | 5,639 |  |  |  | — |  |  |  | 5,801 |  |  |  | 25,763 |  |  |  | 22,632 |  |  |  | 411,922 |  |  |  | — |  |  |  | 518,237 |
Total Specialty lending |  |  | 46,480 |  |  |  | 5,639 |  |  |  | — |  |  |  | 5,801 |  |  |  | 25,763 |  |  |  | 22,632 |  |  |  | 411,922 |  |  |  | — |  |  |  | 518,237 |
Commercial real estate: |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
Owner-occupied |  |  | 1,151,075 |  |  |  | 529,761 |  |  |  | 599,178 |  |  |  | 955,385 |  |  |  | 775,378 |  |  |  | 724,775 |  |  |  | 39,505 |  |  |  | — |  |  |  | 4,775,057 |
Non-owner-occupied |  |  | 1,664,285 |  |  |  | 656,031 |  |  |  | 847,458 |  |  |  | 1,018,831 |  |  |  | 769,616 |  |  |  | 736,502 |  |  |  | 41,093 |  |  |  | 1,054 |  |  |  | 5,734,870 |
Farmland |  |  | 258,796 |  |  |  | 74,542 |  |  |  | 85,814 |  |  |  | 131,009 |  |  |  | 83,613 |  |  |  | 163,318 |  |  |  | 66,403 |  |  |  | 75 |  |  |  | 863,570 |
5+ Multi-family |  |  | 329,902 |  |  |  | 179,107 |  |  |  | 171,945 |  |  |  | 554,125 |  |  |  | 434,660 |  |  |  | 96,475 |  |  |  | 10,441 |  |  |  | — |  |  |  | 1,776,655 |
1-4 Family construction |  |  | 75,849 |  |  |  | 11,564 |  |  |  | 240 |  |  |  | 520 |  |  |  | — |  |  |  | — |  |  |  | 1,301 |  |  |  | — |  |  |  | 89,474 |
General construction |  |  | 1,099,253 |  |  |  | 868,115 |  |  |  | 719,128 |  |  |  | 373,196 |  |  |  | 28,313 |  |  |  | 16,273 |  |  |  | 32,335 |  |  |  | — |  |  |  | 3,136,613 |
Total Commercial real estate |  |  | 4,579,160 |  |  |  | 2,319,120 |  |  |  | 2,423,763 |  |  |  | 3,033,066 |  |  |  | 2,091,580 |  |  |  | 1,737,343 |  |  |  | 191,078 |  |  |  | 1,129 |  |  |  | 16,376,239 |
Consumer real estate: |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
HELOC |  |  | 2,748 |  |  |  | 399 |  |  |  | 756 |  |  |  | 2,075 |  |  |  | 577 |  |  |  | 7,784 |  |  |  | 698,503 |  |  |  | 5,331 |  |  |  | 718,173 |
First lien: 1-4 family |  |  | 653,333 |  |  |  | 368,156 |  |  |  | 364,405 |  |  |  | 631,555 |  |  |  | 735,751 |  |  |  | 830,570 |  |  |  | 6,864 |  |  |  | 13 |  |  |  | 3,590,647 |
Junior lien: 1-4 family |  |  | 20,458 |  |  |  | 31,221 |  |  |  | 19,212 |  |  |  | 28,538 |  |  |  | 17,405 |  |  |  | 6,048 |  |  |  | 4,766 |  |  |  | — |  |  |  | 127,648 |
Total Consumer real estate |  |  | 676,539 |  |  |  | 399,776 |  |  |  | 384,373 |  |  |  | 662,168 |  |  |  | 753,733 |  |  |  | 844,402 |  |  |  | 710,133 |  |  |  | 5,344 |  |  |  | 4,436,468 |
Consumer: |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
Revolving line |  |  | 1,485 |  |  |  | 34 |  |  |  | 23 |  |  |  | 49 |  |  |  | 24 |  |  |  | 526 |  |  |  | 160,454 |  |  |  | 102 |  |  |  | 162,697 |
Auto |  |  | 8,179 |  |  |  | 7,292 |  |  |  | 9,743 |  |  |  | 5,307 |  |  |  | 1,118 |  |  |  | 248 |  |  |  | — |  |  |  | — |  |  |  | 31,887 |
Other |  |  | 12,907 |  |  |  | 11,197 |  |  |  | 3,514 |  |  |  | 5,917 |  |  |  | 853 |  |  |  | 1,272 |  |  |  | 8,567 |  |  |  | — |  |  |  | 44,227 |
Total Consumer |  |  | 22,571 |  |  |  | 18,523 |  |  |  | 13,280 |  |  |  | 11,273 |  |  |  | 1,995 |  |  |  | 2,046 |  |  |  | 169,021 |  |  |  | 102 |  |  |  | 238,811 |
Credit cards: |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
Consumer |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | 347,749 |  |  |  | — |  |  |  | 347,749 |
Commercial |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | 352,984 |  |  |  | — |  |  |  | 352,984 |
Total Credit cards |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | 700,733 |  |  |  | — |  |  |  | 700,733 |
Leases and other: |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
Leases |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | 1,214 |  |  |  | — |  |  |  | — |  |  |  | 1,214 |
Other |  |  | 181,160 |  |  |  | 16,408 |  |  |  | 8,588 |  |  |  | 8,713 |  |  |  | 7,344 |  |  |  | 1,671 |  |  |  | 13,302 |  |  |  | — |  |  |  | 237,186 |
Total Leases and other |  |  | 181,160 |  |  |  | 16,408 |  |  |  | 8,588 |  |  |  | 8,713 |  |  |  | 7,344 |  |  |  | 2,885 |  |  |  | 13,302 |  |  |  | — |  |  |  | 238,400 |
Total loans |  | $ | 8,655,716 |  |  | $ | 4,969,894 |  |  | $ | 4,262,716 |  |  | $ | 4,744,514 |  |  | $ | 3,367,603 |  |  | $ | 2,963,655 |  |  | $ | 9,794,020 |  |  | $ | 21,290 |  |  | $ | 38,779,408 |
Accrued interest on loans totaled $180.1 million and $176.1 million as of March 31, 2026 and December 31, 2025, respectively, and is included in the Accrued income line on the Company’s Consolidated Balance Sheets. The total amount of accrued interest is excluded from the amortized cost basis of loans presented above. Further, the Company has elected not to measure an allowance for credit losses for accrued interest receivable. Credit Quality Indicators As part of the on-going monitoring of the credit quality of the Company’s loan portfolio, management tracks certain credit quality indicators including trends related to the risk grading of specified classes of loans, net charge-offs, non-performing loans, and general economic conditions. The Company utilizes a risk grading matrix to assign a rating to each of its commercial, commercial real estate, and construction real estate loans. Changes in credit risk are monitored on a continuous basis and changes in risk ratings are made when identified. The loan ratings are summarized into the following categories: Pass, Special Mention, Substandard, and Doubtful. Any loan not classified in one of the categories described below is considered to be a Pass loan. A description of the general characteristics of the loan rating categories is as follows: • Special Mention – This rating reflects a potential weakness that deserves management’s close attention. If left uncorrected, these potential weaknesses may result in deterioration of the repayment prospects for the asset or the borrower’s credit position at some future date. The rating is not adversely classified and does not expose an institution to sufficient risk to warrant adverse classification. • Substandard – This rating represents an asset inadequately protected by the current sound worth and paying capacity of the borrower or of the collateral pledged, if any. Assets so classified must have a well-defined weakness or weaknesses that jeopardize the liquidation of the debt. Loans in this category are characterized by the distinct possibility that the Company will sustain some loss if the deficiencies are not corrected. Loss potential, while existing in the aggregate amount of substandard assets, does not have to exist in individual assets classified as substandard. • Doubtful – This rating represents an asset that has all the weaknesses inherent in an asset classified as substandard, with the added characteristic that the weaknesses make collection or liquidation in full, based on currently existing facts, conditions and values, highly questionable and improbable. The possibility of loss is extremely high, but because of certain important and reasonably specific pending factors, which may work to the advantage of strengthening the asset, its classification as an estimated loss is deferred until its more exact status may be determined. Pending factors include proposed merger, acquisition, liquidation procedures, capital injection, or perfecting liens. Commercial and industrial A discussion of the credit quality indicators that impact each type of collateral securing Commercial and industrial loans is included below: Equipment, accounts receivable, and inventory General commercial and industrial loans are secured by working capital assets and non-real estate assets. The general purpose of these loans is for financing capital expenditures and current operations for commercial and industrial entities. These assets are short-term in nature. In the case of accounts receivable and inventories, the repayment of debt is reliant upon converting assets into cash or through goods and services being sold and collected. Collateral-based risk is due to aged short-term assets, which can be indicative of underlying issues with the borrower and lead to the value of the collateral being overstated. Agriculture Agricultural loans are secured by non-real estate agricultural assets. These include shorter-term assets such as equipment, crops, and livestock. The risks associated with loans to finance crops or livestock include the borrower’s ability to successfully raise and market the commodity. Adverse weather conditions and other natural perils can dramatically affect farmers’ or ranchers’ production and ability to service debt. Volatile commodity prices present another significant risk for agriculture borrowers. Market price volatility and production cost volatility can affect both revenues and expenses. Non-Depository Financial Institutions NDFI loans are secured by working capital assets and non-real estate assets. The general purpose of these loans is for financing capital expenditures and current operations. The repayment of debt is reliant upon converting assets into cash or through services being sold and collected. Collateral-based risk is due to aged short-term assets, which can be indicative of underlying issues with the borrower and lead to the value of the collateral being overstated. Other risks consist of collateral that is secured by the stock of a NDFI, which can be unlisted stock with a limited market for the stock, or volatility of asset values driven by market performance. Overdrafts Commercial overdrafts are typically short-term and unsecured. Some commercial borrowers tie their overdraft obligation to their line of credit, so any draw on the line of credit will satisfy the overdraft. Based on the factors noted above for each type of collateral, the Company assigns risk ratings to borrowers based on their most recently assessed financial position. The following tables provide a summary of the amortized cost balance by collateral type and risk rating as of March 31, 2026 and December 31, 2025 (in thousands):
|  | March 31, 2026 |
|  | Amortized Cost Basis by Origination Year - Term Loans |  |  |  |  |  |  |  |  |  |
Risk by Collateral |  | 2026 |  |  | 2025 |  |  | 2024 |  |  | 2023 |  |  | 2022 |  |  | Prior |  |  | Amortized Cost - Revolving Loans |  |  | Amortized Cost - Revolving Loans Converted to Term Loans |  |  | Total |
Equipment/Accounts Receivable/Inventory |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
Pass |  | $ | 896,316 |  |  | $ | 2,765,221 |  |  | $ | 1,765,479 |  |  | $ | 863,551 |  |  | $ | 817,668 |  |  | $ | 746,156 |  |  | $ | 5,567,354 |  |  | $ | 36,429 |  |  | $ | 13,458,174 |
Special Mention |  |  | — |  |  |  | 3,542 |  |  |  | 34,684 |  |  |  | 9,158 |  |  |  | 1,950 |  |  |  | 5,344 |  |  |  | 87,796 |  |  |  | 495 |  |  |  | 142,969 |
Substandard |  |  | 48,008 |  |  |  | 20,662 |  |  |  | 7,077 |  |  |  | 35,179 |  |  |  | 54,962 |  |  |  | 10,705 |  |  |  | 136,347 |  |  |  | 8,037 |  |  |  | 320,977 |
Doubtful |  |  | — |  |  |  | 4,171 |  |  |  | 4,070 |  |  |  | 81 |  |  |  | 4 |  |  |  | — |  |  |  | 463 |  |  |  | — |  |  |  | 8,789 |
Total Equipment/Accounts Receivable/Inventory |  | $ | 944,324 |  |  | $ | 2,793,596 |  |  | $ | 1,811,310 |  |  | $ | 907,969 |  |  | $ | 874,584 |  |  | $ | 762,205 |  |  | $ | 5,791,960 |  |  | $ | 44,961 |  |  | $ | 13,930,909 |
Agriculture |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
Pass |  | $ | 5,737 |  |  | $ | 25,070 |  |  | $ | 20,673 |  |  | $ | 23,022 |  |  | $ | 6,439 |  |  | $ | 4,912 |  |  | $ | 384,267 |  |  | $ | 60 |  |  | $ | 470,180 |
Special Mention |  |  | 383 |  |  |  | 1,413 |  |  |  | — |  |  |  | 160 |  |  |  | 44 |  |  |  | 52 |  |  |  | 4,287 |  |  |  | — |  |  |  | 6,339 |
Substandard |  |  | 124 |  |  |  | 174 |  |  |  | 297 |  |  |  | 119 |  |  |  | 99 |  |  |  | 528 |  |  |  | 11,871 |  |  |  | 419 |  |  |  | 13,631 |
Doubtful |  |  | 500 |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | 500 |
Total Agriculture |  | $ | 6,744 |  |  | $ | 26,657 |  |  | $ | 20,970 |  |  | $ | 23,301 |  |  | $ | 6,582 |  |  | $ | 5,492 |  |  | $ | 400,425 |  |  | $ | 479 |  |  | $ | 490,650 |
NDFIs |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
Pass |  | $ | 39,118 |  |  | $ | 190,605 |  |  | $ | 274,405 |  |  | $ | 357,842 |  |  | $ | 57,247 |  |  | $ | 27,160 |  |  | $ | 1,642,072 |  |  | $ | — |  |  | $ | 2,588,449 |
Special Mention |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | 32,686 |  |  |  | — |  |  |  | 32,686 |
Substandard |  |  | — |  |  |  | 382 |  |  |  | 8,089 |  |  |  | 2,809 |  |  |  | 3,152 |  |  |  | 495 |  |  |  | — |  |  |  | — |  |  |  | 14,927 |
Doubtful |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |
Total NDFIs |  | $ | 39,118 |  |  | $ | 190,987 |  |  | $ | 282,494 |  |  | $ | 360,651 |  |  | $ | 60,399 |  |  | $ | 27,655 |  |  | $ | 1,674,758 |  |  | $ | — |  |  | $ | 2,636,062 |
|  | December 31, 2025 |
|  | Amortized Cost Basis by Origination Year - Term Loans |  |  |  |  |  |  |  |  |  |
Risk by Collateral |  | 2025 |  |  | 2024 |  |  | 2023 |  |  | 2022 |  |  | 2021 |  |  | Prior |  |  | Amortized Cost - Revolving Loans |  |  | Amortized Cost - Revolving Loans Converted to Term Loans |  |  | Total |
Equipment/Accounts Receivable/Inventory |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
Pass |  | $ | 2,958,147 |  |  | $ | 1,842,768 |  |  | $ | 982,320 |  |  | $ | 874,006 |  |  | $ | 462,210 |  |  | $ | 302,753 |  |  | $ | 5,404,325 |  |  | $ | 4,492 |  |  | $ | 12,831,021 |
Special Mention |  |  | 4,962 |  |  |  | 37,671 |  |  |  | 7,883 |  |  |  | 6,085 |  |  |  | 893 |  |  |  | 9,535 |  |  |  | 63,256 |  |  |  | 6,635 |  |  |  | 136,920 |
Substandard |  |  | 21,647 |  |  |  | 17,207 |  |  |  | 49,292 |  |  |  | 49,139 |  |  |  | 8,090 |  |  |  | 9,473 |  |  |  | 168,348 |  |  |  | 1,059 |  |  |  | 324,255 |
Doubtful |  |  | 4,273 |  |  |  | 4,121 |  |  |  | 100 |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | 513 |  |  |  | — |  |  |  | 9,007 |
Total Equipment/Accounts Receivable/Inventory |  | $ | 2,989,029 |  |  | $ | 1,901,767 |  |  | $ | 1,039,595 |  |  | $ | 929,230 |  |  | $ | 471,193 |  |  | $ | 321,761 |  |  | $ | 5,636,442 |  |  | $ | 12,186 |  |  | $ | 13,301,203 |
Agriculture |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
Pass |  | $ | 26,921 |  |  | $ | 22,252 |  |  | $ | 24,757 |  |  | $ | 7,254 |  |  | $ | 3,824 |  |  | $ | 2,622 |  |  | $ | 406,985 |  |  | $ | 815 |  |  | $ | 495,430 |
Special Mention |  |  | 2,464 |  |  |  | — |  |  |  | — |  |  |  | 71 |  |  |  | 35 |  |  |  | — |  |  |  | 5,374 |  |  |  | — |  |  |  | 7,944 |
Substandard |  |  | 1,000 |  |  |  | 333 |  |  |  | 223 |  |  |  | 502 |  |  |  | — |  |  |  | 558 |  |  |  | 14,370 |  |  |  | — |  |  |  | 16,986 |
Doubtful |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | 1,443 |  |  |  | 1,443 |
Total Agriculture |  | $ | 30,385 |  |  | $ | 22,585 |  |  | $ | 24,980 |  |  | $ | 7,827 |  |  | $ | 3,859 |  |  | $ | 3,180 |  |  | $ | 426,729 |  |  | $ | 2,258 |  |  | $ | 521,803 |
NDFIs |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
Pass |  | $ | 129,859 |  |  | $ | 277,053 |  |  | $ | 364,738 |  |  | $ | 82,934 |  |  | $ | 11,470 |  |  | $ | 29,289 |  |  | $ | 1,489,473 |  |  | $ | 221 |  |  | $ | 2,385,037 |
Special Mention |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | 2 |  |  |  | — |  |  |  | 27,810 |  |  |  | 50 |  |  |  | 27,862 |
Substandard |  |  | 533 |  |  |  | 9,023 |  |  |  | 3,399 |  |  |  | 3,502 |  |  |  | 664 |  |  |  | 117 |  |  |  | — |  |  |  | — |  |  |  | 17,238 |
Doubtful |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |
Total NDFIs |  | $ | 130,392 |  |  | $ | 286,076 |  |  | $ | 368,137 |  |  | $ | 86,436 |  |  | $ | 12,136 |  |  | $ | 29,406 |  |  | $ | 1,517,283 |  |  | $ | 271 |  |  | $ | 2,430,137 |
Specialty lending A discussion of the credit quality indicators that impact each type of collateral securing Specialty loans is included below: Asset-based lending General asset-based loans are secured by accounts receivable, inventory, equipment, and real estate. The purpose of these loans is for financing current operations for commercial customers. The repayment of debt is reliant upon collection of the accounts receivable within 30 to 90 days or converting assets into cash or through goods and services being sold and collected. The Company tracks each individual borrower credit risk based on their loan to collateral position. Any borrower position where the underlying value of collateral is below the fair value of the loan is considered out-of-margin and inherently higher risk. The following table provides a summary of the amortized cost balance by risk rating for asset-based loans as of March 31, 2026 and December 31, 2025 (in thousands):
|  | Asset-based lending |
Risk |  | March 31, 2026 |  |  | December 31, 2025 |
In-margin |  | $ | 646,027 |  |  | $ | 518,237 |
Out-of-margin |  |  | — |  |  |  | — |
Total |  | $ | 646,027 |  |  | $ | 518,237 |
Commercial real estate A discussion of the credit quality indicators that impact each type of collateral securing Commercial real estate loans is included below: Owner-occupied Owner-occupied loans are secured by commercial real estate. These loans are often longer tenured and susceptible to multiple economic cycles. The loans rely on the owner-occupied operations to service debt which cover a broad spectrum of industries. Real estate debt can carry a significant amount of leverage for a borrower to maintain. Non-owner-occupied Non-owner-occupied loans are secured by commercial real estate. These loans are often longer tenured and susceptible to multiple economic cycles. The key element of risk in this type of lending is the cyclical nature of real estate markets. Although national conditions affect the overall real estate industry, the effect of national conditions on local markets is equally important. Factors such as unemployment rates, consumer demand, household formation, and the level of economic activity can vary widely from state to state and among metropolitan areas. In addition to geographic considerations, markets can be defined by property type. While all sectors are influenced by economic conditions, some sectors are more sensitive to certain economic factors than others. Farmland Farmland loans are secured by real estate used for agricultural purposes such as crop and livestock production. Assets used as collateral are long-term assets that carry the ability to have longer amortizations and maturities. Longer terms carry the risk of added susceptibility to market conditions. The limited purpose of some Agriculture-related collateral affects credit risk because such collateral may have limited or no other uses to support values when loan repayment problems emerge. 5+ Multi-family 5+ multi-family loans are secured by a multi-family residential property. The primary risks associated with this type of collateral are largely driven by economic conditions. The national and local market conditions can change with unemployment rates or competing supply of multi-family housing. Tenants may not be able to afford their housing or have better options and this can result in increased vacancy. Rents may need to be lowered to fill apartment units. Increased vacancy and lower rental rates not only drive the borrower’s ability to repay debt but also contribute to how the collateral is valued. 1-4 Family construction 1-4 family construction loans are secured by 1-4 family residential real estate and are in the process of construction or improvements being made. The predominant risk inherent to this portfolio is the risk associated with a borrower’s ability to successfully complete a project on time and within budget. Market conditions also play an important role in understanding the risk profile. Risk from adverse changes in market conditions from the start of development to completion can result in deflated collateral values. General construction General construction loans are secured by commercial real estate in process of construction or improvements being made and their repayment is dependent on the collateral’s completion. Construction lending presents unique risks not encountered in term financing of existing real estate. The predominant risk inherent to this portfolio is the risk associated with a borrower’s ability to successfully complete a project on time and within budget. Commercial properties under construction are susceptible to market and economic conditions. Demand from prospective customers may erode after construction begins because of a general economic slowdown or an increase in the supply of competing properties. Based on the factors noted above for each type of collateral, the Company assigns risk ratings to borrowers based on their most recently assessed financial position. The following tables provide a summary of the amortized cost balance by collateral type and risk rating as of March 31, 2026 and December 31, 2025 (in thousands):
|  | March 31, 2026 |
|  | Amortized Cost Basis by Origination Year - Term Loans |  |  |  |  |  |  |  |  |  |
Risk by Collateral |  | 2026 |  |  | 2025 |  |  | 2024 |  |  | 2023 |  |  | 2022 |  |  | Prior |  |  | Amortized Cost - Revolving Loans |  |  | Amortized Cost - Revolving Loans Converted to Term Loans |  |  | Total |
Owner-occupied |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
Pass |  | $ | 219,452 |  |  | $ | 1,109,580 |  |  | $ | 592,413 |  |  | $ | 508,506 |  |  | $ | 886,752 |  |  | $ | 1,328,977 |  |  | $ | 45,920 |  |  | $ | — |  |  | $ | 4,691,600 |
Special Mention |  |  | 47,975 |  |  |  | 4,092 |  |  |  | — |  |  |  | 684 |  |  |  | 28,202 |  |  |  | 42,032 |  |  |  | 115 |  |  |  | — |  |  |  | 123,100 |
Substandard |  |  | 5,085 |  |  |  | 17,027 |  |  |  | 2,519 |  |  |  | 44,176 |  |  |  | 23,049 |  |  |  | 25,509 |  |  |  | 250 |  |  |  | — |  |  |  | 117,615 |
Doubtful |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |
Total Owner-occupied |  | $ | 272,512 |  |  | $ | 1,130,699 |  |  | $ | 594,932 |  |  | $ | 553,366 |  |  | $ | 938,003 |  |  | $ | 1,396,518 |  |  | $ | 46,285 |  |  | $ | — |  |  | $ | 4,932,315 |
Non-owner-occupied |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
Pass |  | $ | 476,564 |  |  | $ | 1,593,597 |  |  | $ | 689,553 |  |  | $ | 659,208 |  |  | $ | 957,239 |  |  | $ | 1,273,746 |  |  | $ | 36,646 |  |  | $ | — |  |  | $ | 5,686,553 |
Special Mention |  |  | 2,140 |  |  |  | 23,348 |  |  |  | 1,924 |  |  |  | 16,508 |  |  |  | 7,676 |  |  |  | 9,284 |  |  |  | — |  |  |  | — |  |  |  | 60,880 |
Substandard |  |  | 8,110 |  |  |  | 12,055 |  |  |  | 1,986 |  |  |  | 7,002 |  |  |  | 29,415 |  |  |  | 27,116 |  |  |  | 4,962 |  |  |  | — |  |  |  | 90,646 |
Doubtful |  |  | — |  |  |  | — |  |  |  | — |  |  |  | 4 |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | 4 |
Total Non-owner-occupied |  | $ | 486,814 |  |  | $ | 1,629,000 |  |  | $ | 693,463 |  |  | $ | 682,722 |  |  | $ | 994,330 |  |  | $ | 1,310,146 |  |  | $ | 41,608 |  |  | $ | — |  |  | $ | 5,838,083 |
Farmland |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
Pass |  | $ | 24,816 |  |  | $ | 241,285 |  |  | $ | 64,835 |  |  | $ | 61,873 |  |  | $ | 105,761 |  |  | $ | 188,096 |  |  | $ | 44,750 |  |  | $ | — |  |  | $ | 731,416 |
Special Mention |  |  | 1,634 |  |  |  | 23,809 |  |  |  | 888 |  |  |  | — |  |  |  | 113 |  |  |  | 1,989 |  |  |  | — |  |  |  | — |  |  |  | 28,433 |
Substandard |  |  | 719 |  |  |  | 9,009 |  |  |  | 6,293 |  |  |  | 19,740 |  |  |  | 14,410 |  |  |  | 39,975 |  |  |  | 1,063 |  |  |  | — |  |  |  | 91,209 |
Doubtful |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |
Total Farmland |  | $ | 27,169 |  |  | $ | 274,103 |  |  | $ | 72,016 |  |  | $ | 81,613 |  |  | $ | 120,284 |  |  | $ | 230,060 |  |  | $ | 45,813 |  |  | $ | — |  |  | $ | 851,058 |
5+ Multi-family |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
Pass |  | $ | 175,875 |  |  | $ | 205,422 |  |  | $ | 194,405 |  |  | $ | 113,380 |  |  | $ | 498,243 |  |  | $ | 515,373 |  |  | $ | 10,198 |  |  | $ | — |  |  | $ | 1,712,896 |
Special Mention |  |  | — |  |  |  | — |  |  |  | — |  |  |  | 38,068 |  |  |  | 2,178 |  |  |  | 7,973 |  |  |  | — |  |  |  | — |  |  |  | 48,219 |
Substandard |  |  | — |  |  |  | — |  |  |  | 307 |  |  |  | 18,170 |  |  |  | 8,955 |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | 27,432 |
Doubtful |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |
Total 5+ Multi-family |  | $ | 175,875 |  |  | $ | 205,422 |  |  | $ | 194,712 |  |  | $ | 169,618 |  |  | $ | 509,376 |  |  | $ | 523,346 |  |  | $ | 10,198 |  |  | $ | — |  |  | $ | 1,788,547 |
1-4 Family construction |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
Pass |  | $ | 27,446 |  |  | $ | 52,853 |  |  | $ | 1,578 |  |  | $ | — |  |  | $ | 518 |  |  | $ | — |  |  | $ | 3,574 |  |  | $ | — |  |  | $ | 85,969 |
Special Mention |  |  | — |  |  |  | 947 |  |  |  | 458 |  |  |  | 239 |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | 1,644 |
Substandard |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |
Doubtful |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |
Total 1-4 Family construction |  | $ | 27,446 |  |  | $ | 53,800 |  |  | $ | 2,036 |  |  | $ | 239 |  |  | $ | 518 |  |  | $ | — |  |  | $ | 3,574 |  |  | $ | — |  |  | $ | 87,613 |
General construction |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
Pass |  | $ | 288,830 |  |  | $ | 893,824 |  |  | $ | 774,737 |  |  | $ | 588,032 |  |  | $ | 345,428 |  |  | $ | 28,037 |  |  | $ | 96,254 |  |  | $ | 37 |  |  | $ | 3,015,179 |
Special Mention |  |  | — |  |  |  | 14,574 |  |  |  | 2,910 |  |  |  | — |  |  |  | 18,916 |  |  |  | 1,882 |  |  |  | — |  |  |  | — |  |  |  | 38,282 |
Substandard |  |  | 1,793 |  |  |  | 605 |  |  |  | — |  |  |  | 35,519 |  |  |  | 19,619 |  |  |  | 11,106 |  |  |  | 7,250 |  |  |  | — |  |  |  | 75,892 |
Doubtful |  |  | — |  |  |  | 101 |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | 101 |
Total General construction |  | $ | 290,623 |  |  | $ | 909,104 |  |  | $ | 777,647 |  |  | $ | 623,551 |  |  | $ | 383,963 |  |  | $ | 41,025 |  |  | $ | 103,504 |  |  | $ | 37 |  |  | $ | 3,129,454 |
|  | December 31, 2025 |
|  | Amortized Cost Basis by Origination Year - Term Loans |  |  |  |  |  |  |  |  |  |
Risk by Collateral |  | 2025 |  |  | 2024 |  |  | 2023 |  |  | 2022 |  |  | 2021 |  |  | Prior |  |  | Amortized Cost - Revolving Loans |  |  | Amortized Cost - Revolving Loans Converted to Term Loans |  |  | Total |
Owner-occupied |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
Pass |  | $ | 1,135,389 |  |  | $ | 489,616 |  |  | $ | 529,515 |  |  | $ | 904,187 |  |  | $ | 751,944 |  |  | $ | 681,592 |  |  | $ | 39,385 |  |  | $ | — |  |  | $ | 4,531,628 |
Special Mention |  |  | 4,148 |  |  |  | 37,092 |  |  |  | 19,605 |  |  |  | 30,991 |  |  |  | 11,892 |  |  |  | 27,290 |  |  |  | 120 |  |  |  | — |  |  |  | 131,138 |
Substandard |  |  | 11,538 |  |  |  | 3,053 |  |  |  | 50,058 |  |  |  | 20,207 |  |  |  | 11,542 |  |  |  | 15,893 |  |  |  | — |  |  |  | — |  |  |  | 112,291 |
Doubtful |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |
Total Owner-occupied |  | $ | 1,151,075 |  |  | $ | 529,761 |  |  | $ | 599,178 |  |  | $ | 955,385 |  |  | $ | 775,378 |  |  | $ | 724,775 |  |  | $ | 39,505 |  |  | $ | — |  |  | $ | 4,775,057 |
Non-owner-occupied |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
Pass |  | $ | 1,619,478 |  |  | $ | 652,107 |  |  | $ | 827,493 |  |  | $ | 974,293 |  |  | $ | 749,272 |  |  | $ | 716,905 |  |  | $ | 36,134 |  |  | $ | 1,054 |  |  | $ | 5,576,736 |
Special Mention |  |  | 23,339 |  |  |  | 1,950 |  |  |  | — |  |  |  | 19,994 |  |  |  | 745 |  |  |  | 12,307 |  |  |  | — |  |  |  | — |  |  |  | 58,335 |
Substandard |  |  | 21,468 |  |  |  | 1,974 |  |  |  | 7,013 |  |  |  | 17,856 |  |  |  | 19,599 |  |  |  | 7,290 |  |  |  | 4,959 |  |  |  | — |  |  |  | 80,159 |
Doubtful |  |  | — |  |  |  | — |  |  |  | 12,952 |  |  |  | 6,688 |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | 19,640 |
Total Non-owner-occupied |  | $ | 1,664,285 |  |  | $ | 656,031 |  |  | $ | 847,458 |  |  | $ | 1,018,831 |  |  | $ | 769,616 |  |  | $ | 736,502 |  |  | $ | 41,093 |  |  | $ | 1,054 |  |  | $ | 5,734,870 |
Farmland |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
Pass |  | $ | 230,559 |  |  | $ | 67,852 |  |  | $ | 65,697 |  |  | $ | 116,281 |  |  | $ | 80,909 |  |  | $ | 124,702 |  |  | $ | 65,013 |  |  | $ | 75 |  |  | $ | 751,088 |
Special Mention |  |  | 18,101 |  |  |  | 342 |  |  |  | — |  |  |  | 115 |  |  |  | 120 |  |  |  | 1,869 |  |  |  | — |  |  |  | — |  |  |  | 20,547 |
Substandard |  |  | 10,136 |  |  |  | 6,348 |  |  |  | 20,117 |  |  |  | 14,613 |  |  |  | 2,584 |  |  |  | 36,747 |  |  |  | 1,390 |  |  |  | — |  |  |  | 91,935 |
Doubtful |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |
Total Farmland |  | $ | 258,796 |  |  | $ | 74,542 |  |  | $ | 85,814 |  |  | $ | 131,009 |  |  | $ | 83,613 |  |  | $ | 163,318 |  |  | $ | 66,403 |  |  | $ | 75 |  |  | $ | 863,570 |
5+ Multi-family |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
Pass |  | $ | 329,902 |  |  | $ | 179,107 |  |  | $ | 157,535 |  |  | $ | 543,003 |  |  | $ | 426,213 |  |  | $ | 96,282 |  |  | $ | 10,441 |  |  | $ | — |  |  | $ | 1,742,483 |
Special Mention |  |  | — |  |  |  | — |  |  |  | 238 |  |  |  | 2,891 |  |  |  | 8,447 |  |  |  | 193 |  |  |  | — |  |  |  | — |  |  |  | 11,769 |
Substandard |  |  | — |  |  |  | — |  |  |  | 14,172 |  |  |  | 8,231 |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | 22,403 |
Doubtful |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |
Total 5+ Multi-family |  | $ | 329,902 |  |  | $ | 179,107 |  |  | $ | 171,945 |  |  | $ | 554,125 |  |  | $ | 434,660 |  |  | $ | 96,475 |  |  | $ | 10,441 |  |  | $ | — |  |  | $ | 1,776,655 |
1-4 Family construction |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
Pass |  | $ | 74,900 |  |  | $ | 11,104 |  |  | $ | — |  |  | $ | 520 |  |  | $ | — |  |  | $ | — |  |  | $ | 1,301 |  |  | $ | — |  |  | $ | 87,825 |
Special Mention |  |  | 949 |  |  |  | 460 |  |  |  | 240 |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | 1,649 |
Substandard |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |
Doubtful |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |
Total 1-4 Family construction |  | $ | 75,849 |  |  | $ | 11,564 |  |  | $ | 240 |  |  | $ | 520 |  |  | $ | — |  |  | $ | — |  |  | $ | 1,301 |  |  | $ | — |  |  | $ | 89,474 |
General construction |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
Pass |  | $ | 1,078,840 |  |  | $ | 865,015 |  |  | $ | 684,507 |  |  | $ | 333,717 |  |  | $ | 23,062 |  |  | $ | 14,951 |  |  | $ | 25,085 |  |  | $ | — |  |  | $ | 3,025,177 |
Special Mention |  |  | 14,579 |  |  |  | 3,100 |  |  |  | 128 |  |  |  | 18,919 |  |  |  | 1,903 |  |  |  | 29 |  |  |  | — |  |  |  | — |  |  |  | 38,658 |
Substandard |  |  | 5,732 |  |  |  | — |  |  |  | 34,493 |  |  |  | 20,560 |  |  |  | 3,348 |  |  |  | 1,293 |  |  |  | 7,250 |  |  |  | — |  |  |  | 72,676 |
Doubtful |  |  | 102 |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | 102 |
Total General construction |  | $ | 1,099,253 |  |  | $ | 868,115 |  |  | $ | 719,128 |  |  | $ | 373,196 |  |  | $ | 28,313 |  |  | $ | 16,273 |  |  | $ | 32,335 |  |  | $ | — |  |  | $ | 3,136,613 |
Consumer real estate A discussion of the credit quality indicators that impact each type of collateral securing Consumer real estate loans is included below: HELOC HELOC loans are revolving lines of credit secured by 1-4 family residential property. The primary risk is the borrower’s inability to repay debt. Revolving notes are often associated with HELOCs that can be secured by real estate without a 1st lien priority. Collateral is susceptible to market volatility impacting home values or economic downturns. First lien: 1-4 family First lien 1-4 family loans are secured by a first lien on 1-4 family residential property. These term loans carry longer maturities and amortizations. The longer tenure exposes the borrower to multiple economic cycles, coupled with longer amortizations that result in smaller principal reduction early in the life of the loan. Collateral is susceptible to market volatility impacting home values. Junior lien: 1-4 family Junior lien 1-4 family loans are secured by a junior lien on 1-4 family residential property. The Company’s primary risk is the borrower’s inability to repay debt and not being in a first lien position. Collateral is susceptible to market volatility impacting home values or economic downturns. A borrower is considered non-performing if the Company has ceased the recognition of interest and the loan is placed on non-accrual. Charge-offs and borrower performance are tracked on a loan origination vintage basis. Certain vintages, based on their maturation cycle, could be at higher risk due to collateral-based risk factors. The following tables provide a summary of the amortized cost balance by collateral type and risk rating as of March 31, 2026 and December 31, 2025 (in thousands):
|  | March 31, 2026 |
|  | Amortized Cost Basis by Origination Year - Term Loans |  |  |  |  |  |  |  |  |  |
Risk by Collateral |  | 2026 |  |  | 2025 |  |  | 2024 |  |  | 2023 |  |  | 2022 |  |  | Prior |  |  | Amortized Cost - Revolving Loans |  |  | Amortized Cost - Revolving Loans Converted to Term Loans |  |  | Total |
HELOC |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
Performing |  | $ | 608 |  |  | $ | 731 |  |  | $ | 87 |  |  | $ | 1,006 |  |  | $ | 1,693 |  |  | $ | 6,526 |  |  | $ | 700,053 |  |  | $ | 3,300 |  |  | $ | 714,004 |
Non-performing |  |  | — |  |  |  | 12 |  |  |  | 306 |  |  |  | 712 |  |  |  | 862 |  |  |  | 2,036 |  |  |  | 265 |  |  |  | 1,029 |  |  |  | 5,222 |
Total HELOC |  | $ | 608 |  |  | $ | 743 |  |  | $ | 393 |  |  | $ | 1,718 |  |  | $ | 2,555 |  |  | $ | 8,562 |  |  | $ | 700,318 |  |  | $ | 4,329 |  |  | $ | 719,226 |
First lien: 1-4 family |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
Performing |  | $ | 164,306 |  |  | $ | 601,150 |  |  | $ | 340,836 |  |  | $ | 342,779 |  |  | $ | 601,532 |  |  | $ | 1,504,128 |  |  | $ | 6,914 |  |  | $ | 90 |  |  | $ | 3,561,735 |
Non-performing |  |  | 108 |  |  |  | 1,539 |  |  |  | 538 |  |  |  | 5,087 |  |  |  | 6,857 |  |  |  | 9,843 |  |  |  | — |  |  |  | — |  |  |  | 23,972 |
Total First lien: 1-4 family |  | $ | 164,414 |  |  | $ | 602,689 |  |  | $ | 341,374 |  |  | $ | 347,866 |  |  | $ | 608,389 |  |  | $ | 1,513,971 |  |  | $ | 6,914 |  |  | $ | 90 |  |  | $ | 3,585,707 |
Junior lien: 1-4 family |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
Performing |  | $ | 3,985 |  |  | $ | 18,623 |  |  | $ | 27,987 |  |  | $ | 18,291 |  |  | $ | 27,326 |  |  | $ | 22,117 |  |  | $ | 5,675 |  |  | $ | — |  |  | $ | 124,004 |
Non-performing |  |  | — |  |  |  | — |  |  |  | 287 |  |  |  | 61 |  |  |  | 117 |  |  |  | 326 |  |  |  | — |  |  |  | — |  |  |  | 791 |
Total Junior lien: 1-4 family |  | $ | 3,985 |  |  | $ | 18,623 |  |  | $ | 28,274 |  |  | $ | 18,352 |  |  | $ | 27,443 |  |  | $ | 22,443 |  |  | $ | 5,675 |  |  | $ | — |  |  | $ | 124,795 |
|  | December 31, 2025 |
|  | Amortized Cost Basis by Origination Year - Term Loans |  |  |  |  |  |  |  |  |  |
Risk by Collateral |  | 2025 |  |  | 2024 |  |  | 2023 |  |  | 2022 |  |  | 2021 |  |  | Prior |  |  | Amortized Cost - Revolving Loans |  |  | Amortized Cost - Revolving Loans Converted to Term Loans |  |  | Total |
HELOC |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
Performing |  | $ | 2,736 |  |  | $ | 87 |  |  | $ | 407 |  |  | $ | 1,343 |  |  | $ | 324 |  |  | $ | 5,979 |  |  | $ | 697,853 |  |  | $ | 4,358 |  |  | $ | 713,087 |
Non-performing |  |  | 12 |  |  |  | 312 |  |  |  | 349 |  |  |  | 732 |  |  |  | 253 |  |  |  | 1,805 |  |  |  | 650 |  |  |  | 973 |  |  |  | 5,086 |
Total HELOC |  | $ | 2,748 |  |  | $ | 399 |  |  | $ | 756 |  |  | $ | 2,075 |  |  | $ | 577 |  |  | $ | 7,784 |  |  | $ | 698,503 |  |  | $ | 5,331 |  |  | $ | 718,173 |
First lien: 1-4 family |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
Performing |  | $ | 608,545 |  |  | $ | 367,915 |  |  | $ | 359,419 |  |  | $ | 624,670 |  |  | $ | 732,306 |  |  | $ | 824,314 |  |  | $ | 6,864 |  |  | $ | 13 |  |  | $ | 3,524,046 |
Non-performing |  |  | 44,788 |  |  |  | 241 |  |  |  | 4,986 |  |  |  | 6,885 |  |  |  | 3,445 |  |  |  | 6,256 |  |  |  | — |  |  |  | — |  |  |  | 66,601 |
Total First lien: 1-4 family |  | $ | 653,333 |  |  | $ | 368,156 |  |  | $ | 364,405 |  |  | $ | 631,555 |  |  | $ | 735,751 |  |  | $ | 830,570 |  |  | $ | 6,864 |  |  | $ | 13 |  |  | $ | 3,590,647 |
Junior lien: 1-4 family |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
Performing |  | $ | 20,419 |  |  | $ | 30,975 |  |  | $ | 19,202 |  |  | $ | 28,417 |  |  | $ | 17,324 |  |  | $ | 5,974 |  |  | $ | 4,766 |  |  | $ | — |  |  | $ | 127,077 |
Non-performing |  |  | 39 |  |  |  | 246 |  |  |  | 10 |  |  |  | 121 |  |  |  | 81 |  |  |  | 74 |  |  |  | — |  |  |  | — |  |  |  | 571 |
Total Junior lien: 1-4 family |  | $ | 20,458 |  |  | $ | 31,221 |  |  | $ | 19,212 |  |  | $ | 28,538 |  |  | $ | 17,405 |  |  | $ | 6,048 |  |  | $ | 4,766 |  |  | $ | — |  |  | $ | 127,648 |
Consumer A discussion of the credit quality indicators that impact each type of collateral securing Consumer loans is included below: Revolving line Consumer Revolving lines of credit are secured by consumer assets other than real estate. The primary risk associated with this collateral is related to market volatility and the value of the underlying financial assets. Auto Direct consumer auto loans are secured by new and used consumer vehicles. The primary risk with this collateral class is the rate at which the collateral depreciates. Other This category includes Other consumer loans made to an individual. The primary risk for this category is for those loans where the loan is unsecured. This collateral type also includes other unsecured lending such as consumer overdrafts. A borrower is considered non-performing if the Company has ceased the recognition of interest and the loan is placed on non-accrual. Charge-offs and borrower performance are tracked on a loan origination vintage basis. Certain vintages, based on their maturation cycle, could be at higher risk due to collateral-based risk factors. The following tables provide a summary of the amortized cost balance by collateral type and risk rating as of March 31, 2026 and December 31, 2025 (in thousands):
|  | March 31, 2026 |
|  | Amortized Cost Basis by Origination Year - Term Loans |  |  |  |  |  |  |  |  |  |
Risk by Collateral |  | 2026 |  |  | 2025 |  |  | 2024 |  |  | 2023 |  |  | 2022 |  |  | Prior |  |  | Amortized Cost - Revolving Loans |  |  | Amortized Cost - Revolving Loans Converted to Term Loans |  |  | Total |
Revolving line |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
Performing |  | $ | — |  |  | $ | 1,485 |  |  | $ | 34 |  |  | $ | 22 |  |  | $ | 47 |  |  | $ | 593 |  |  | $ | 147,104 |  |  | $ | 2,732 |  |  | $ | 152,017 |
Non-performing |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | 1 |  |  |  | 2 |  |  |  | 7 |  |  |  | 17 |  |  |  | 27 |
Total Revolving line |  | $ | — |  |  | $ | 1,485 |  |  | $ | 34 |  |  | $ | 22 |  |  | $ | 48 |  |  | $ | 595 |  |  | $ | 147,111 |  |  | $ | 2,749 |  |  | $ | 152,044 |
Auto |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
Performing |  | $ | 2,427 |  |  | $ | 7,166 |  |  | $ | 6,322 |  |  | $ | 8,319 |  |  | $ | 4,245 |  |  | $ | 871 |  |  | $ | — |  |  | $ | — |  |  | $ | 29,350 |
Non-performing |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | 38 |  |  |  | 5 |  |  |  | — |  |  |  | — |  |  |  | 43 |
Total Auto |  | $ | 2,427 |  |  | $ | 7,166 |  |  | $ | 6,322 |  |  | $ | 8,319 |  |  | $ | 4,283 |  |  | $ | 876 |  |  | $ | — |  |  | $ | — |  |  | $ | 29,393 |
Other |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
Performing |  | $ | 3,150 |  |  | $ | 10,709 |  |  | $ | 9,872 |  |  | $ | 3,037 |  |  | $ | 5,613 |  |  | $ | 1,770 |  |  | $ | 20,327 |  |  | $ | — |  |  | $ | 54,478 |
Non-performing |  |  | — |  |  |  | 3 |  |  |  | 19 |  |  |  | — |  |  |  | 19 |  |  |  | 26 |  |  |  | — |  |  |  | — |  |  |  | 67 |
Total Other |  | $ | 3,150 |  |  | $ | 10,712 |  |  | $ | 9,891 |  |  | $ | 3,037 |  |  | $ | 5,632 |  |  | $ | 1,796 |  |  | $ | 20,327 |  |  | $ | — |  |  | $ | 54,545 |
|  | December 31, 2025 |
|  | Amortized Cost Basis by Origination Year - Term Loans |  |  |  |  |  |  |  |  |  |
Risk by Collateral |  | 2025 |  |  | 2024 |  |  | 2023 |  |  | 2022 |  |  | 2021 |  |  | Prior |  |  | Amortized Cost - Revolving Loans |  |  | Amortized Cost - Revolving Loans Converted to Term Loans |  |  | Total |
Revolving line |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
Performing |  | $ | 1,485 |  |  | $ | 34 |  |  | $ | 23 |  |  | $ | 47 |  |  | $ | 24 |  |  | $ | 525 |  |  | $ | 159,834 |  |  | $ | 99 |  |  | $ | 162,071 |
Non-performing |  |  | — |  |  |  | — |  |  |  | — |  |  |  | 2 |  |  |  | — |  |  |  | 1 |  |  |  | 620 |  |  |  | 3 |  |  |  | 626 |
Total Revolving line |  | $ | 1,485 |  |  | $ | 34 |  |  | $ | 23 |  |  | $ | 49 |  |  | $ | 24 |  |  | $ | 526 |  |  | $ | 160,454 |  |  | $ | 102 |  |  | $ | 162,697 |
Auto |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
Performing |  | $ | 8,179 |  |  | $ | 7,292 |  |  | $ | 9,725 |  |  | $ | 5,290 |  |  | $ | 1,109 |  |  | $ | 248 |  |  | $ | — |  |  | $ | — |  |  | $ | 31,843 |
Non-performing |  |  | — |  |  |  | — |  |  |  | 18 |  |  |  | 17 |  |  |  | 9 |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | 44 |
Total Auto |  | $ | 8,179 |  |  | $ | 7,292 |  |  | $ | 9,743 |  |  | $ | 5,307 |  |  | $ | 1,118 |  |  | $ | 248 |  |  | $ | — |  |  | $ | — |  |  | $ | 31,887 |
Other |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
Performing |  | $ | 12,905 |  |  | $ | 11,161 |  |  | $ | 3,514 |  |  | $ | 5,893 |  |  | $ | 849 |  |  | $ | 1,245 |  |  | $ | 8,567 |  |  | $ | — |  |  | $ | 44,134 |
Non-performing |  |  | 2 |  |  |  | 36 |  |  |  | — |  |  |  | 24 |  |  |  | 4 |  |  |  | 27 |  |  |  | — |  |  |  | — |  |  |  | 93 |
Total Other |  | $ | 12,907 |  |  | $ | 11,197 |  |  | $ | 3,514 |  |  | $ | 5,917 |  |  | $ | 853 |  |  | $ | 1,272 |  |  | $ | 8,567 |  |  | $ | — |  |  | $ | 44,227 |
Credit cards A discussion of the credit quality indicators that impact Credit card loans is included below: Consumer Consumer credit card loans are revolving loans made to individuals. The primary risk associated with this collateral class is credit card debt which is generally unsecured; therefore, repayment depends primarily on a borrower’s willingness and capacity to repay. The highly competitive environment for credit card lending provides consumers with ample opportunity to hold several credit cards from different issuers and to pay only minimum monthly payments on outstanding balances. In such an environment, borrowers may become over-extended and unable to repay, particularly in times of an economic downturn or a personal catastrophic event. The consumer credit card portfolio is segmented by borrower payment activity. Transactors are defined as accounts that pay off their balance by the end of each statement cycle. Revolvers are defined as an account that carries a balance from one statement cycle to the next. These accounts incur monthly finance charges, and, sometimes, late fees. Revolvers are inherently higher risk and are tracked by credit score. A co-branded credit card portfolio is also segmented between current and significantly delinquent loans, with accounts being considered significantly delinquent after 60 days. Current loans are segmented by borrower payment activity as described above. Significantly delinquent loans are tracked by the number of cycles past due. Commercial Commercial credit card loans are revolving loans made to small and commercial businesses. The primary risk associated with this collateral class is credit card debt which is generally unsecured; therefore, repayment depends primarily on a borrower’s willingness and capacity to repay. Borrowers may become over-extended and unable to repay, particularly in times of an economic downturn or a catastrophic event. The commercial credit card portfolio is segmented by current and past due payment status. A borrower is past due after 30 days. In general, commercial credit card customers do not have incentive to hold a balance resulting in paying interest on credit card debt as commercial customers will typically have other debt obligations with lower interest rates in which they can utilize for capital. The following tables provide a summary of the amortized cost balance of consumer credit cards by risk rating as of March 31, 2026 and December 31, 2025 (in thousands):
|  | Consumer |
Risk |  | March 31, 2026 |  |  | December 31, 2025 |
Transactor accounts |  | $ | 122,494 |  |  | $ | 123,445 |
Revolver accounts (by credit score): |  |  |  |  |  |
Less than 600 |  |  | 12,922 |  |  |  | 13,123 |
600-619 |  |  | 6,657 |  |  |  | 7,127 |
620-639 |  |  | 11,911 |  |  |  | 12,243 |
640-659 |  |  | 19,360 |  |  |  | 19,679 |
660-679 |  |  | 20,322 |  |  |  | 20,261 |
680-699 |  |  | 22,516 |  |  |  | 22,814 |
700-719 |  |  | 24,366 |  |  |  | 25,385 |
720-739 |  |  | 21,141 |  |  |  | 22,547 |
740-759 |  |  | 20,345 |  |  |  | 19,838 |
760-779 |  |  | 19,859 |  |  |  | 19,864 |
780-799 |  |  | 18,143 |  |  |  | 18,774 |
800-819 |  |  | 11,588 |  |  |  | 11,782 |
820-839 |  |  | 5,551 |  |  |  | 6,151 |
840+ |  |  | 1,244 |  |  |  | 1,213 |
Total |  | $ | 338,419 |  |  | $ | 344,246 |
The following table provides a summary of the amortized cost balance of consumer credit cards considered significantly delinquent for a co-branded portfolio by delinquent cycles as of March 31, 2026 and December 31, 2025 (in thousands):
|  | Consumer |
Risk |  | March 31, 2026 |  |  | December 31, 2025 |
61-90 Days |  | $ | 825 |  |  | $ | 1,084 |
91-120 Days |  |  | 813 |  |  |  | 848 |
121-150 Days |  |  | 679 |  |  |  | 805 |
151-180 Days |  |  | 657 |  |  |  | 766 |
Total |  | $ | 2,974 |  |  | $ | 3,503 |
The following table provides a summary of the amortized cost balance of commercial credit cards by risk rating as of March 31, 2026 and December 31, 2025 (in thousands):
|  | Commercial |
Risk |  | March 31, 2026 |  |  | December 31, 2025 |
Current |  | $ | 347,195 |  |  | $ | 330,585 |
Past Due |  |  | 29,243 |  |  |  | 22,399 |
Total |  | $ | 376,438 |  |  | $ | 352,984 |
Leases and other A discussion of the credit quality indicators that impact each type of collateral securing Leases and other loans is included below: Leases Leases are either loans to individuals for household, family, and other personal expenditures or are loans related to all other direct financing and leveraged leases on property for leasing to lessees other than for household, family and other personal expenditure purposes. All leases are secured by the lease between the lessor and the lessee. These assignments grant the creditor a security interest in the rent stream from any lease, an important source of cash to pay the note in case of the borrower’s default. Other Other loans are loans that are obligations of states and political subdivisions in the U.S., loans for purchasing or carrying securities, or all other non-consumer loans. Risk associated with other loans is tied to the underlying collateral by each type of loan. Collateral is generally equipment, accounts receivable, inventory, 1-4 family residential construction and is susceptible to the same risks mentioned with those collateral types previously. Based on the factors noted above for each type of collateral, the Company assigns risk ratings to borrowers based on their most recently assessed financial position. The following table provides a summary of the amortized cost balance by collateral type and risk rating as of March 31, 2026 and December 31, 2025 (in thousands):
|  | Leases |  |  | Other |
Risk |  | March 31, 2026 |  |  | December 31, 2025 |  |  | March 31, 2026 |  |  | December 31, 2025 |
Pass |  | $ | 1,186 |  |  | $ | 1,214 |  |  | $ | 407,737 |  |  | $ | 237,186 |
Special Mention |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |
Substandard |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |
Doubtful |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |
Total |  | $ | 1,186 |  |  | $ | 1,214 |  |  | $ | 407,737 |  |  | $ | 237,186 |
Allowance for Credit Losses The ACL is a valuation account that is deducted from loans’ and held-to-maturity (HTM) securities’ amortized cost bases to present the net amount expected to be collected on the instrument. Loans and HTM securities are charged off against the ACL when management believes the balance has become uncollectible. Expected recoveries are included in the allowance and do not exceed the aggregate of amounts previously charged-off and expected to be charged-off. Management estimates the allowance balance using relevant available information, from internal and external sources, related to past events, current conditions, and reasonable and supportable economic forecasts. Historical credit loss experience provides the basis for the estimation of expected credit losses and is tracked over an economic cycle to capture a ‘through the cycle’ loss history. Adjustments to historical loss information are made for differences in current loan-specific risk characteristics such as differences in portfolio industry-based segmentation, risk rating and credit score changes, average prepayment rates, changes in environmental conditions, or other relevant factors. For economic forecasts, the Company uses the Moody’s baseline scenario. The Company has developed a dynamic reasonable and supportable forecast period that ranges from one to three years and changes based on economic conditions. The Company’s reasonable and supportable forecast period is one year. After the reasonable and supportable forecast period, the Company reverts to historical losses. The reversion method applied to each portfolio can either be cliff in which the Company reverts immediately to historical losses or straight-line over four quarters. The ACL is measured on a collective (pool) basis when similar risk characteristics exist. The ACL also incorporates qualitative factors which represent adjustments to historical credit loss experience for items such as concentrations of credit and results of internal loan review. The Company has identified the following portfolio segments and measures the allowance for credit losses using the following methods. The Company’s portfolio segmentation consists of Commercial and industrial, Specialty lending, Commercial real estate, Consumer real estate, Consumer, Credit cards, Leases and other, and Held-to-maturity securities. Multiple modeling techniques are used to measure credit losses based on the portfolio. The ACL for Commercial and industrial and Leases and other segments are measured using a probability of default and loss given default method. Primary risk drivers within the segment are risk ratings of the individual loans along with changes of macro-economic variables. The economic variables utilized are typically comprised of leading and lagging indicators. The ACL for Commercial and industrial loans is calculated by modeling probability of default (PD) over future periods multiplied by historical loss given default rates (LGD) multiplied by contractual exposure at default minus any estimated prepayments and charge offs. Collateral positions for Specialty lending loans are continuously monitored by the Company and the borrower is required to continually adjust the amount of collateral securing the loan. Credit losses are measured for any position where the amortized cost basis is greater than the fair value of the collateral. The ACL for specialty lending loans is calculated by using a bottom-up approach comparing collateral values to outstanding balances. The ACL for the Commercial real estate segment is measured using a PD and LGD method. Primary risk characteristics within the segment are risk ratings of the individual loans, along with changes of macro-economic variables, such as interest rates, CRE price index, median household income, construction activity, farm income, and vacancy rates. The ACL for Commercial real estate loans is calculated by modeling PD over future periods based on peer bank data. The PD loss rate is then multiplied by historical LGD multiplied by contractual exposure at default minus any estimated prepayments and charge offs. The ACL for the Consumer real estate and Consumer segments are measured using an origination vintage loss rate method applied to the loans’ amortized cost balance. The primary risk driver within the segments is year of origination along with changes of macro-economic variables such as unemployment and the home price index. The Credit card segment contains both consumer and commercial credit cards. The ACL for Consumer credit cards is measured using a PD and LGD method for Revolvers and average historical loss rates across a defined lookback period for Transactors. The PD and LGD method used for Revolvers is similar in nature to the method used in the Commercial and industrial and Commercial real estate segments. Primary risk drivers within the segment are credit ratings of the individual card holders along with changes of macro-economic variables such as unemployment and retail sales. The ACL for Commercial credit cards is measured using roll-rate loss rate method based on days past due. The ACL for the State and political HTM securities segment is measured using a loss rate method based on historical bond rating transitions. Primary risk drivers within the segment are bond ratings in the portfolio along with changes of macro-economic conditions. There is no ACL for the U.S. Treasury, U.S. Agency, and GSE mortgage-backed HTM securities portfolios as they are considered to be agency-backed securities with no risk of loss as they are either explicitly or implicitly guaranteed by the U.S. government. For further discussion on these securities, including the aging and amortized cost balance of HTM securities, see Note 5, “Securities.” See the credit quality indicators presented previously for a summary of current risk in the Company’s portfolio. Changes in economic forecasts will affect all portfolio segments, updated financial records from borrowers will affect portfolio segments by risk rating, updated credit scores will affect consumer credit cards, payment performance will affect consumer and commercial credit card portfolio segments, and updated bond credit ratings will affect held-to-maturity securities. The Company actively monitors all credit quality indicators for risk changes that will influence the current estimate. Expected credit losses are estimated over the contractual term of the loans, adjusted for prepayments when appropriate. The contractual term excludes expected extensions, renewals, and modifications unless either of the following applies: management has a reasonable expectation at the reporting date that a concessionary loan term has been granted to a borrower experiencing financial difficulty or the extension or renewal options are included in the original or modified contract at the reporting date and are not unconditionally cancelable by the Company. Credit card receivables do not have stated maturities. In determining the estimated life of a credit card receivable, management first estimates the future cash flows expected to be received and then applies those expected future cash flows to the credit card balance. Expected credit losses for credit cards are determined by estimating the amount and timing of principal payments expected to be received as payment for the balance outstanding as of the reporting period until the expected payments have been fully allocated. The ACL is recorded for the excess of the balance outstanding as of the reporting period over the expected principal payments. Loans that do not share risk characteristics are evaluated on an individual basis. Loans evaluated individually include loans on nonaccrual, loans that include modifications deemed concessionary made to borrowers experiencing financial difficulty, or any loans specifically identified, and are excluded from the collective evaluation. When it is determined that payment of interest or recovery of all principal is questionable, expected credit losses are based on the fair value of the collateral at the reporting date, adjusted for undiscounted selling costs as appropriate. All loans are classified as collateral dependent if placed on non-accrual or include modifications made to borrowers experiencing financial difficulty. ALLOWANCE FOR CREDIT LOSSES AND RECORDED INVESTMENT IN LOANS This table provides a rollforward of the allowance for credit losses by portfolio segment for the three months ended March 31, 2026 and March 31, 2025 (in thousands):
|  | Three Months Ended March 31, 2026 |
|  | Commercial and industrial |  |  | Specialty lending |  |  | Commercial real estate |  |  | Consumer real estate |  |  | Consumer |  |  | Credit cards |  |  | Leases and other |  |  | Total - Loans |  |  | HTM |  |  | Total |
Allowance for credit losses: |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
Beginning balance |  | $ | 240,324 |  |  | $ | — |  |  | $ | 151,060 |  |  | $ | 6,938 |  |  | $ | 1,387 |  |  | $ | 18,042 |  |  | $ | 1,727 |  |  | $ | 419,478 |  |  | $ | 1,684 |  |  | $ | 421,162 |
Charge-offs |  |  | (3,349 | ) |  |  | — |  |  |  | (10,764 | ) |  |  | (513 | ) |  |  | (1,085 | ) |  |  | (5,876 | ) |  |  | — |  |  |  | (21,587 | ) |  |  | — |  |  |  | (21,587 | )
Recoveries |  |  | 1,090 |  |  |  | — |  |  |  | 3 |  |  |  | 19 |  |  |  | 299 |  |  |  | 1,227 |  |  |  | 20 |  |  |  | 2,658 |  |  |  | — |  |  |  | 2,658 |
Provision |  |  | 14,604 |  |  |  | — |  |  |  | 6,136 |  |  |  | (1,310 | ) |  |  | 718 |  |  |  | 5,138 |  |  |  | 41 |  |  |  | 25,327 |  |  |  | 1,673 |  |  |  | 27,000 |
Ending balance - ACL |  | $ | 252,669 |  |  | $ | — |  |  | $ | 146,435 |  |  | $ | 5,134 |  |  | $ | 1,319 |  |  | $ | 18,531 |  |  | $ | 1,788 |  |  | $ | 425,876 |  |  | $ | 3,357 |  |  | $ | 429,233 |
Allowance for credit losses on off-balance sheet credit exposures: |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
Beginning balance |  | $ | 2,886 |  |  | $ | — |  |  | $ | 2,548 |  |  | $ | 154 |  |  | $ | 91 |  |  | $ | — |  |  | $ | 27 |  |  | $ | 5,706 |  |  | $ | 15 |  |  | $ | 5,721 |
Provision |  |  | 979 |  |  |  | — |  |  |  | (940 | ) |  |  | (38 | ) |  |  | (14 | ) |  |  | — |  |  |  | 4 |  |  |  | (9 | ) |  |  | 9 |  |  |  | — |
Ending balance - ACL on off-balance sheet |  | $ | 3,865 |  |  | $ | — |  |  | $ | 1,608 |  |  | $ | 116 |  |  | $ | 77 |  |  | $ | — |  |  | $ | 31 |  |  | $ | 5,697 |  |  | $ | 24 |  |  | $ | 5,721 |
|  | Three Months Ended March 31, 2025 |
|  | Commercial and industrial |  |  | Specialty lending |  |  | Commercial real estate |  |  | Consumer real estate |  |  | Consumer |  |  | Credit cards |  |  | Leases and other |  |  | Total - Loans |  |  | HTM |  |  | Total |
Allowance for credit losses: |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
Beginning balance |  | $ | 161,553 |  |  | $ | — |  |  | $ | 77,340 |  |  | $ | 4,327 |  |  | $ | 966 |  |  | $ | 14,272 |  |  | $ | 631 |  |  | $ | 259,089 |  |  | $ | 2,645 |  |  | $ | 261,734 |
PCD allowance for credit loss at acquisition |  |  | 35,143 |  |  |  | — |  |  |  | 26,764 |  |  |  | 206 |  |  |  | 13 |  |  |  | — |  |  |  | — |  |  |  | 62,126 |  |  |  | — |  |  |  | 62,126 |
Charge-offs |  |  | (25,996 | ) |  |  | — |  |  |  | (2,324 | ) |  |  | (1,229 | ) |  |  | (742 | ) |  |  | (6,676 | ) |  |  | — |  |  |  | (36,967 | ) |  |  | — |  |  |  | (36,967 | )
Recoveries |  |  | 69 |  |  |  | — |  |  |  | — |  |  |  | 16 |  |  |  | 119 |  |  |  | 891 |  |  |  | — |  |  |  | 1,095 |  |  |  | — |  |  |  | 1,095 |
Provision |  |  | 21,986 |  |  |  | — |  |  |  | 47,565 |  |  |  | 1,478 |  |  |  | 1,132 |  |  |  | 11,508 |  |  |  | (90 | ) |  |  | 83,579 |  |  |  | 1,921 |  |  |  | 85,500 |
Ending balance - ACL |  | $ | 192,755 |  |  | $ | — |  |  | $ | 149,345 |  |  | $ | 4,798 |  |  | $ | 1,488 |  |  | $ | 19,995 |  |  | $ | 541 |  |  | $ | 368,922 |  |  | $ | 4,566 |  |  | $ | 373,488 |
Allowance for credit losses on off-balance sheet credit exposures: |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
Beginning balance |  | $ | 2,234 |  |  | $ | — |  |  | $ | 1,741 |  |  | $ | 70 |  |  | $ | 16 |  |  | $ | — |  |  | $ | 63 |  |  | $ | 4,124 |  |  | $ | 14 |  |  | $ | 4,138 |
Initial allowance for credit loss at acquisition |  |  | 2,166 |  |  |  | — |  |  |  | 1,192 |  |  |  | 63 |  |  |  | 41 |  |  |  | — |  |  |  | 114 |  |  |  | 3,576 |  |  |  | 7 |  |  |  | 3,583 |
Provision |  |  | 1,135 |  |  |  | — |  |  |  | (521 | ) |  |  | 5 |  |  |  | 34 |  |  |  | — |  |  |  | (142 | ) |  |  | 511 |  |  |  | (11 | ) |  |  | 500 |
Ending balance - ACL on off-balance sheet |  | $ | 5,535 |  |  | $ | — |  |  | $ | 2,412 |  |  | $ | 138 |  |  | $ | 91 |  |  | $ | — |  |  | $ | 35 |  |  | $ | 8,211 |  |  | $ | 10 |  |  | $ | 8,221 |
Purchased loans that reflect a more than insignificant credit deterioration since origination at the date of acquisition are classified as PCD loans. PCD loans are recorded at fair value plus the ACL expected at the time of acquisition. Upon the acquisition of HTLF, the Company recorded $62.1 million to establish the PCD ACL. During th e second and third quarters o f 2025, the Company recorded an additional $15.2 million and $8.0 million, respectively, to the PCD ACL based on credit factors that were determined to be in existence as of the date of acquisition. The allowance for credit losses on off-balance sheet credit exposures is recorded in the Accrued expenses and taxes line of the Company’s Consolidated Balance Sheets. See Note 10 “Commitments, Contingencies and Guarantees.” Collateral Dependent Financial Assets The following tables provide the amortized cost balance of financial assets considered collateral dependent as of March 31, 2026 and December 31, 2025 (in thousands):
|  | March 31, 2026 |
Loan Segment and Type |  | Amortized Cost of Collateral Dependent Assets |  |  | Related Allowance for Credit Losses |  |  | Amortized Cost of Collateral Dependent Assets with no related Allowance |
Commercial and industrial: |  |  |  |  |  |  |  |  |
Equipment/Accounts Receivable/Inventory |  | $ | 53,449 |  |  | $ | 18,535 |  |  | $ | 11,458 |
Agriculture |  |  | 1,681 |  |  |  | 500 |  |  |  | 1,181 |
NDFIs |  |  | 845 |  |  |  | 844 |  |  |  | 1 |
Total Commercial and industrial |  |  | 55,975 |  |  |  | 19,879 |  |  |  | 12,640 |
Specialty lending: |  |  |  |  |  |  |  |  |
Asset-based lending |  |  | — |  |  |  | — |  |  |  | — |
Total Specialty lending |  |  | — |  |  |  | — |  |  |  | — |
Commercial real estate: |  |  |  |  |  |  |  |  |
Owner-occupied |  |  | 16,496 |  |  |  | 6,427 |  |  |  | 10,069 |
Non-owner-occupied |  |  | 28,907 |  |  |  | 4,486 |  |  |  | 5,306 |
Farmland |  |  | 3,655 |  |  |  | — |  |  |  | 3,655 |
5+ Multi-family |  |  | 14,324 |  |  |  | — |  |  |  | 14,324 |
1-4 Family construction |  |  | — |  |  |  | — |  |  |  | — |
General construction |  |  | 193 |  |  |  | — |  |  |  | 193 |
Total Commercial real estate |  |  | 63,575 |  |  |  | 10,913 |  |  |  | 33,547 |
Consumer real estate: |  |  |  |  |  |  |  |  |
HELOC |  |  | 5,421 |  |  |  | — |  |  |  | 5,421 |
First lien: 1-4 family |  |  | 24,827 |  |  |  | 52 |  |  |  | 23,818 |
Junior lien: 1-4 family |  |  | 855 |  |  |  | — |  |  |  | 855 |
Total Consumer real estate |  |  | 31,103 |  |  |  | 52 |  |  |  | 30,094 |
Consumer: |  |  |  |  |  |  |  |  |
Revolving line |  |  | 34 |  |  |  | — |  |  |  | 34 |
Auto |  |  | 45 |  |  |  | — |  |  |  | 45 |
Other |  |  | 68 |  |  |  | — |  |  |  | 68 |
Total Consumer |  |  | 147 |  |  |  | — |  |  |  | 147 |
Leases and other: |  |  |  |  |  |  |  |  |
Leases |  |  | — |  |  |  | — |  |  |  | — |
Other |  |  | — |  |  |  | — |  |  |  | — |
Total Leases and other |  |  | — |  |  |  | — |  |  |  | — |
Total loans |  | $ | 150,800 |  |  | $ | 30,844 |  |  | $ | 76,428 |
|  | December 31, 2025 |
Loan Segment and Type |  | Amortized Cost of Collateral Dependent Assets |  |  | Related Allowance for Credit Losses |  |  | Amortized Cost of Collateral Dependent Assets with no related Allowance |
Commercial and industrial: |  |  |  |  |  |  |  |  |
Equipment/Accounts Receivable/Inventory |  | $ | 23,594 |  |  | $ | 10,741 |  |  | $ | 9,274 |
Agriculture |  |  | 2,186 |  |  |  | 687 |  |  |  | 743 |
NDFIs |  |  | 853 |  |  |  | — |  |  |  | 853 |
Total Commercial and industrial |  |  | 26,633 |  |  |  | 11,428 |  |  |  | 10,870 |
Specialty lending: |  |  |  |  |  |  |  |  |
Asset-based lending |  |  | — |  |  |  | — |  |  |  | — |
Total Specialty lending |  |  | — |  |  |  | — |  |  |  | — |
Commercial real estate: |  |  |  |  |  |  |  |  |
Owner-occupied |  |  | 10,905 |  |  |  | 2,240 |  |  |  | 3,746 |
Non-owner-occupied |  |  | 50,955 |  |  |  | 9,093 |  |  |  | 8,957 |
Farmland |  |  | 3,389 |  |  |  | — |  |  |  | 3,389 |
5+ Multi-family |  |  | 14,324 |  |  |  | — |  |  |  | 14,324 |
1-4 Family construction |  |  | — |  |  |  | — |  |  |  | — |
General construction |  |  | 7,408 |  |  |  | 161 |  |  |  | 5,700 |
Total Commercial real estate |  |  | 86,981 |  |  |  | 11,494 |  |  |  | 36,116 |
Consumer real estate: |  |  |  |  |  |  |  |  |
HELOC |  |  | 5,319 |  |  |  | — |  |  |  | 5,319 |
First lien: 1-4 family |  |  | 23,969 |  |  |  | 205 |  |  |  | 22,720 |
Junior lien: 1-4 family |  |  | 622 |  |  |  | — |  |  |  | 622 |
Total Consumer real estate |  |  | 29,910 |  |  |  | 205 |  |  |  | 28,661 |
Consumer: |  |  |  |  |  |  |  |  |
Revolving line |  |  | 633 |  |  |  | — |  |  |  | 633 |
Auto |  |  | 47 |  |  |  | — |  |  |  | 47 |
Other |  |  | 97 |  |  |  | — |  |  |  | 97 |
Total Consumer |  |  | 777 |  |  |  | — |  |  |  | 777 |
Leases and other: |  |  |  |  |  |  |  |  |
Leases |  |  | — |  |  |  | — |  |  |  | — |
Other |  |  | — |  |  |  | — |  |  |  | — |
Total Leases and other |  |  | — |  |  |  | — |  |  |  | — |
Total loans |  | $ | 144,301 |  |  | $ | 23,127 |  |  | $ | 76,424 |
Modifications made to Borrowers Experiencing Financial Difficulty In the normal course of business, the Company may execute loan modifications with borrowers. These modifications are analyzed to determine whether the modification is considered concessionary, long term and made to a borrower experiencing financial difficulty. The Company’s modifications generally include interest rate adjustments, principal reductions, and amortization and maturity date extensions. These modifications allow the borrower short-term cash relief to allow them to improve their financial condition. If a loan modification is determined to be made to a borrower experiencing financial difficulty, the loan is considered collateral dependent and evaluated as part of the ACL as described above in the Allowance for Credit Losses section of this note. For the three months ended March 31, 2026, the Company had three new modifications on residential real estate loans made to borrowers experiencing financial difficulty with a total pre-modification loan balance of $534 thousand and a total post-modification loan balance of $538 thousand. For the three months ended March 31, 2025, the Company had one modifications on residential real estate loans made to a borrower experiencing financial difficulty with a total pre- and post-modification loan balance of $225 thousand. The Company had no commitments to lend to borrowers experiencing financial difficulty for which the Company has modified an existing loan as of March 31, 2026 and 2025. The Company monitors loan payments on an on-going basis to determine if a loan is considered to have a payment default. Determination of payment default involves analyzing the economic conditions that exist for each customer and their ability to generate positive cash flows during the loan term. For the three months ended March 31, 2026 and 2025, the Company had no loan modifications made to borrowers experiencing financial difficulty for which there was a payment default within the 12 months following the modification date.

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