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PORTFOLIO LOANS (Tables) | 6 Months Ended
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Jun. 30, 2025
Accounts, Notes, Loans and Financing Receivable, Gross, Allowance, and Net [Abstract] |
Schedule of Distribution of Portfolio Loans | Distributions of the loan portfolio by loan category and lending activity is presented in the following table:
|  | As of
(dollars in thousands) |  | June 30, 2025 |  | December 31, 2024
Commercial loans |  |  |  |
C&I and other commercial |  | $ | 4,476,869 |  |  | $ | 1,904,515 |
CRE |  | 5,569,759 |  |  | 3,269,564 |
Real estate construction |  | 1,041,803 |  |  | 378,209 |
Total commercial loans |  | 11,088,431 |  |  | 5,552,288 |
Retail loans |  |  |  |
Retail real estate |  | 2,228,959 |  |  | 1,696,457 |
Retail other |  | 491,229 |  |  | 448,342 |
Total retail loans |  | 2,720,188 |  |  | 2,144,799 |
Total portfolio loans |  | 13,808,619 |  |  | 7,697,087 |
ACL |  | (183,334) |  |  | (83,404) |
Portfolio loans, net |  | $ | 13,625,285 |  |  | $ | 7,613,683 |
Schedule of Financial Instruments Owned and Pledged as Collateral | Busey has executed a blanket lien with the FHLB. The principal balance of loans Busey has pledged as collateral with the FHLB and Federal Reserve Bank for liquidity, which Busey is able to borrow against, is set forth in the table below:
|  | As of
(dollars in thousands) |  | June 30, 2025 |  | December 31, 2024
Pledged loans |  |  |  |
FHLB |  | $ | 5,010,792 |  |  | $ | 4,813,600 |
Federal Reserve Bank |  | 1,580,491 |  |  | 765,824 |
Total pledged loans |  | $ | 6,591,283 |  |  | $ | 5,579,424 |
To secure its obligations under derivative contracts, Busey pledged cash and held collateral as follows:
|  | As of
(dollars in thousands) |  | June 30, 2025 |  | December 31, 2024
Cash pledged to secure obligations under derivative contracts |  | $ | 24,810 |  |  | $ | 21,900 |
Collateral held to secure obligations under derivative contracts |  | 14,270 |  |  | 20,260 |
Schedule of Risk Grades Segregated by Category and Class of Portfolio Loans | The following table is a summary of Busey’s portfolio loans by risk grade, segregated by loan category:
|  | As of June 30, 2025
(dollars in thousands) |  | Pass |  | Watch |  | Special Mention |  | Substandard |  | Substandard Non-accrual |  | Total
Commercial loans |  |  |  |  |  |  |  |  |  |  |  |
C&I and other commercial |  | $ | 3,790,854 |  |  | $ | 436,157 |  |  | $ | 127,315 |  |  | $ | 87,603 |  |  | $ | 34,940 |  |  | $ | 4,476,869 |
CRE |  | 4,571,016 |  |  | 813,941 |  |  | 152,544 |  |  | 21,695 |  |  | 10,563 |  |  | 5,569,759 |
Real estate construction |  | 964,183 |  |  | 45,940 |  |  | 25,981 |  |  | 5,677 |  |  | 22 |  |  | 1,041,803 |
Total commercial loans |  | 9,326,053 |  |  | 1,296,038 |  |  | 305,840 |  |  | 114,975 |  |  | 45,525 |  |  | 11,088,431 |
Retail loans |  |  |  |  |  |  |  |  |  |  |  |
Retail real estate |  | 2,205,127 |  |  | 6,331 |  |  | 6,848 |  |  | 2,806 |  |  | 7,847 |  |  | 2,228,959 |
Retail other |  | 490,979 |  |  | — |  |  | — |  |  | 8 |  |  | 242 |  |  | 491,229 |
Total retail loans |  | 2,696,106 |  |  | 6,331 |  |  | 6,848 |  |  | 2,814 |  |  | 8,089 |  |  | 2,720,188 |
Total portfolio loans |  | $ | 12,022,159 |  |  | $ | 1,302,369 |  |  | $ | 312,688 |  |  | $ | 117,789 |  |  | $ | 53,614 |  |  | $ | 13,808,619 |
|  | As of December 31, 2024
(dollars in thousands) |  | Pass |  | Watch |  | Special Mention |  | Substandard |  | Substandard Non-accrual |  | Total
Commercial loans |  |  |  |  |  |  |  |  |  |  |  |
C&I and other commercial |  | $ | 1,545,338 |  |  | $ | 281,424 |  |  | $ | 36,152 |  |  | $ | 37,749 |  |  | $ | 3,852 |  |  | $ | 1,904,515 |
CRE |  | 2,744,018 |  |  | 438,945 |  |  | 55,041 |  |  | 16,507 |  |  | 15,053 |  |  | 3,269,564 |
Real estate construction |  | 345,908 |  |  | 26,833 |  |  | 221 |  |  | 5,224 |  |  | 23 |  |  | 378,209 |
Total commercial loans |  | 4,635,264 |  |  | 747,202 |  |  | 91,414 |  |  | 59,480 |  |  | 18,928 |  |  | 5,552,288 |
Retail loans |  |  |  |  |  |  |  |  |  |  |  |
Retail real estate |  | 1,680,640 |  |  | 9,408 |  |  | 882 |  |  | 2,543 |  |  | 2,984 |  |  | 1,696,457 |
Retail other |  | 448,166 |  |  | — |  |  | — |  |  | — |  |  | 176 |  |  | 448,342 |
Total retail loans |  | 2,128,806 |  |  | 9,408 |  |  | 882 |  |  | 2,543 |  |  | 3,160 |  |  | 2,144,799 |
Total portfolio loans |  | $ | 6,764,070 |  |  | $ | 756,610 |  |  | $ | 92,296 |  |  | $ | 62,023 |  |  | $ | 22,088 |  |  | $ | 7,697,087 |
Schedule of Risk Grades of Portfolio Loans, Further Sorted by Origination | Risk grades of portfolio loans and gross charge-offs are presented in the tables below by lending activity, further sorted by origination year:
|  | As of and For The Six Months Ended June 30, 2025
Risk Grade Ratings |  | Term Loans Amortized Cost Basis by Origination Year |  | Revolving Loans |  | Total
(dollars in thousands) |  | 2025 |  | 2024 |  | 2023 |  | 2022 |  | 2021 |  | Prior |  |
C&I and other commercial |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
Pass |  | $ | 515,264 |  |  | $ | 829,795 |  |  | $ | 517,205 |  |  | $ | 279,602 |  |  | $ | 192,483 |  |  | $ | 166,112 |  |  | $ | 1,290,393 |  |  | $ | 3,790,854 |
Watch |  | 40,197 |  |  | 60,053 |  |  | 70,716 |  |  | 51,774 |  |  | 74,582 |  |  | 19,821 |  |  | 119,014 |  |  | 436,157 |
Special Mention |  | 2,579 |  |  | 22,737 |  |  | 18,440 |  |  | 42,789 |  |  | 3,376 |  |  | 2,784 |  |  | 34,610 |  |  | 127,315 |
Substandard |  | 16,642 |  |  | 4,314 |  |  | 17,675 |  |  | 4,587 |  |  | 10,163 |  |  | 3,907 |  |  | 30,315 |  |  | 87,603 |
Substandard non-accrual |  | 86 |  |  | 3,774 |  |  | 3,159 |  |  | 7,309 |  |  | 1,046 |  |  | 5,051 |  |  | 14,515 |  |  | 34,940 |
Total C&I and other commercial |  | 574,768 |  |  | 920,673 |  |  | 627,195 |  |  | 386,061 |  |  | 281,650 |  |  | 197,675 |  |  | 1,488,847 |  |  | 4,476,869 |
Gross charge-offs |  | $ | — |  |  | $ | 908 |  |  | $ | 3,222 |  |  | $ | 285 |  |  | $ | 13,591 |  |  | $ | 11,174 |  |  | $ | 4,121 |  |  | $ | 33,301 |
CRE |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
Pass |  | 389,049 |  |  | 509,376 |  |  | 726,226 |  |  | 1,336,389 |  |  | 832,204 |  |  | 735,227 |  |  | 42,545 |  |  | 4,571,016 |
Watch |  | 91,566 |  |  | 111,220 |  |  | 141,107 |  |  | 162,659 |  |  | 208,775 |  |  | 95,704 |  |  | 2,910 |  |  | 813,941 |
Special Mention |  | 54,783 |  |  | 24,440 |  |  | 4,161 |  |  | 26,254 |  |  | 24,902 |  |  | 16,357 |  |  | 1,647 |  |  | 152,544 |
Substandard |  | 1,447 |  |  | 1,959 |  |  | 916 |  |  | 8,611 |  |  | — |  |  | 8,717 |  |  | 45 |  |  | 21,695 |
Substandard non-accrual |  | 10 |  |  | 2,769 |  |  | 4,551 |  |  | 73 |  |  | 2 |  |  | 3,158 |  |  | — |  |  | 10,563 |
Total CRE |  | 536,855 |  |  | 649,764 |  |  | 876,961 |  |  | 1,533,986 |  |  | 1,065,883 |  |  | 859,163 |  |  | 47,147 |  |  | 5,569,759 |
Gross charge-offs |  | — |  |  | 10,916 |  |  | — |  |  | — |  |  | 253 |  |  | — |  |  | — |  |  | 11,169 |
Real estate construction |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
Pass |  | 174,939 |  |  | 324,172 |  |  | 153,653 |  |  | 211,480 |  |  | 24,401 |  |  | 2,625 |  |  | 72,913 |  |  | 964,183 |
Watch |  | 14,429 |  |  | 28,866 |  |  | 2,458 |  |  | — |  |  | 187 |  |  | — |  |  | — |  |  | 45,940 |
Special Mention |  | 18,334 |  |  | — |  |  | — |  |  | 610 |  |  | 7,037 |  |  | — |  |  | — |  |  | 25,981 |
Substandard |  | 5,187 |  |  | 428 |  |  | — |  |  | — |  |  | 62 |  |  | — |  |  | — |  |  | 5,677 |
Substandard non-accrual |  | — |  |  | — |  |  | — |  |  | — |  |  | 22 |  |  | — |  |  | — |  |  | 22 |
Total real estate construction |  | 212,889 |  |  | 353,466 |  |  | 156,111 |  |  | 212,090 |  |  | 31,709 |  |  | 2,625 |  |  | 72,913 |  |  | 1,041,803 |
Gross charge-offs |  | — |  |  | — |  |  | — |  |  | — |  |  | — |  |  | — |  |  | — |  |  | — |
Retail real estate |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
Pass |  | 75,389 |  |  | 138,161 |  |  | 323,645 |  |  | 459,652 |  |  | 423,095 |  |  | 546,277 |  |  | 238,908 |  |  | 2,205,127 |
Watch |  | 132 |  |  | 1,957 |  |  | 509 |  |  | 1,685 |  |  | 290 |  |  | 1,185 |  |  | 573 |  |  | 6,331 |
Special Mention |  | 92 |  |  | 89 |  |  | 3,865 |  |  | 840 |  |  | 1,748 |  |  | — |  |  | 214 |  |  | 6,848 |
Substandard |  | — |  |  | — |  |  | 114 |  |  | 1,460 |  |  | 494 |  |  | 735 |  |  | 3 |  |  | 2,806 |
Substandard non-accrual |  | 160 |  |  | 153 |  |  | 39 |  |  | 322 |  |  | 317 |  |  | 2,944 |  |  | 3,912 |  |  | 7,847 |
Total retail real estate |  | 75,773 |  |  | 140,360 |  |  | 328,172 |  |  | 463,959 |  |  | 425,944 |  |  | 551,141 |  |  | 243,610 |  |  | 2,228,959 |
Gross charge-offs |  | 35 |  |  | — |  |  | — |  |  | — |  |  | — |  |  | 48 |  |  | 36 |  |  | 119 |
Retail other |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
Pass |  | 6,059 |  |  | 7,347 |  |  | 43,453 |  |  | 43,952 |  |  | 8,071 |  |  | 1,173 |  |  | 380,924 |  |  | 490,979 |
Watch |  | — |  |  | — |  |  | — |  |  | — |  |  | — |  |  | — |  |  | — |  |  | — |
Special Mention |  | — |  |  | — |  |  | — |  |  | — |  |  | — |  |  | — |  |  | — |  |  | — |
Substandard |  | — |  |  | — |  |  | — |  |  | — |  |  | — |  |  | 8 |  |  | — |  |  | 8 |
Substandard non-accrual |  | — |  |  | — |  |  | 93 |  |  | 138 |  |  | — |  |  | 11 |  |  | — |  |  | 242 |
Total retail other |  | 6,059 |  |  | 7,347 |  |  | 43,546 |  |  | 44,090 |  |  | 8,071 |  |  | 1,192 |  |  | 380,924 |  |  | 491,229 |
Gross charge-offs |  | 120 |  |  | 147 |  |  | 253 |  |  | 35 |  |  | — |  |  | 74 |  |  | — |  |  | 629 |
Total portfolio loans |  | $ | 1,406,344 |  |  | $ | 2,071,610 |  |  | $ | 2,031,985 |  |  | $ | 2,640,186 |  |  | $ | 1,813,257 |  |  | $ | 1,611,796 |  |  | $ | 2,233,441 |  |  | $ | 13,808,619 |
Total gross charge-offs |  | $ | 155 |  |  | $ | 11,971 |  |  | $ | 3,475 |  |  | $ | 320 |  |  | $ | 13,844 |  |  | $ | 11,296 |  |  | $ | 4,157 |  |  | $ | 45,218 |
|  | As of and For The Year Ended December 31, 2024
Risk Grade Ratings |  | Term Loans Amortized Cost Basis by Origination Year |  | Revolving Loans |  | Total
(dollars in thousands) |  | 2024 |  | 2023 |  | 2022 |  | 2021 |  | 2020 |  | Prior |  |
C&I and other commercial |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
Pass |  | $ | 320,831 |  |  | $ | 147,909 |  |  | $ | 163,870 |  |  | $ | 125,053 |  |  | $ | 74,146 |  |  | $ | 117,234 |  |  | $ | 596,295 |  |  | $ | 1,545,338 |
Watch |  | 38,734 |  |  | 49,394 |  |  | 44,709 |  |  | 16,393 |  |  | 2,175 |  |  | 20,964 |  |  | 109,055 |  |  | 281,424 |
Special Mention |  | 1,718 |  |  | 2,293 |  |  | 5,658 |  |  | 2,634 |  |  | 106 |  |  | 2,540 |  |  | 21,203 |  |  | 36,152 |
Substandard |  | 15,186 |  |  | 6,545 |  |  | 788 |  |  | 591 |  |  | 320 |  |  | 2,424 |  |  | 11,895 |  |  | 37,749 |
Substandard non-accrual |  | 65 |  |  | 141 |  |  | 464 |  |  | — |  |  | 42 |  |  | 852 |  |  | 2,288 |  |  | 3,852 |
Total C&I and other commercial |  | 376,534 |  |  | 206,282 |  |  | 215,489 |  |  | 144,671 |  |  | 76,789 |  |  | 144,014 |  |  | 740,736 |  |  | 1,904,515 |
Gross charge-offs |  | $ | — |  |  | $ | 14,980 |  |  | $ | 148 |  |  | $ | 22 |  |  | $ | — |  |  | $ | 303 |  |  | $ | — |  |  | $ | 15,453 |
CRE |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
Pass |  | 291,503 |  |  | 354,591 |  |  | 755,266 |  |  | 645,994 |  |  | 356,867 |  |  | 314,340 |  |  | 25,457 |  |  | 2,744,018 |
Watch |  | 115,078 |  |  | 132,900 |  |  | 60,611 |  |  | 62,408 |  |  | 28,320 |  |  | 38,733 |  |  | 895 |  |  | 438,945 |
Special Mention |  | 39,252 |  |  | 643 |  |  | 8,020 |  |  | 1,395 |  |  | 4,165 |  |  | 1,517 |  |  | 49 |  |  | 55,041 |
Substandard |  | 6,983 |  |  | 355 |  |  | 4,628 |  |  | 50 |  |  | 95 |  |  | 4,346 |  |  | 50 |  |  | 16,507 |
Substandard non-accrual |  | 15,000 |  |  | 39 |  |  | — |  |  | — |  |  | 14 |  |  | — |  |  | — |  |  | 15,053 |
Total CRE |  | 467,816 |  |  | 488,528 |  |  | 828,525 |  |  | 709,847 |  |  | 389,461 |  |  | 358,936 |  |  | 26,451 |  |  | 3,269,564 |
Gross charge-offs |  | — |  |  | — |  |  | — |  |  | 2,999 |  |  | — |  |  | 315 |  |  | — |  |  | 3,314 |
Real estate construction |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
Pass |  | 159,825 |  |  | 134,450 |  |  | 12,205 |  |  | 24,781 |  |  | 2,213 |  |  | 1,124 |  |  | 11,310 |  |  | 345,908 |
Watch |  | 20,170 |  |  | 6,455 |  |  | — |  |  | 208 |  |  | — |  |  | — |  |  | — |  |  | 26,833 |
Special Mention |  | — |  |  | — |  |  | — |  |  | 221 |  |  | — |  |  | — |  |  | — |  |  | 221 |
Substandard |  | 5,224 |  |  | — |  |  | — |  |  | — |  |  | — |  |  | — |  |  | — |  |  | 5,224 |
Substandard non-accrual |  | — |  |  | — |  |  | — |  |  | 23 |  |  | — |  |  | — |  |  | — |  |  | 23 |
Total real estate construction |  | 185,219 |  |  | 140,905 |  |  | 12,205 |  |  | 25,233 |  |  | 2,213 |  |  | 1,124 |  |  | 11,310 |  |  | 378,209 |
Gross charge-offs |  | — |  |  | — |  |  | — |  |  | — |  |  | — |  |  | — |  |  | — |  |  | — |
Retail real estate |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
Pass |  | 101,582 |  |  | 237,306 |  |  | 366,820 |  |  | 354,380 |  |  | 147,236 |  |  | 267,431 |  |  | 205,885 |  |  | 1,680,640 |
Watch |  | 1,255 |  |  | 550 |  |  | 2,733 |  |  | 3,377 |  |  | 872 |  |  | 124 |  |  | 497 |  |  | 9,408 |
Special Mention |  | 151 |  |  | — |  |  | 344 |  |  | — |  |  | — |  |  | 372 |  |  | 15 |  |  | 882 |
Substandard |  | — |  |  | 243 |  |  | 1,018 |  |  | 503 |  |  | — |  |  | 776 |  |  | 3 |  |  | 2,543 |
Substandard non-accrual |  | — |  |  | — |  |  | 344 |  |  | 91 |  |  | 152 |  |  | 1,526 |  |  | 871 |  |  | 2,984 |
Total retail real estate |  | 102,988 |  |  | 238,099 |  |  | 371,259 |  |  | 358,351 |  |  | 148,260 |  |  | 270,229 |  |  | 207,271 |  |  | 1,696,457 |
Gross charge-offs |  | — |  |  | — |  |  | — |  |  | — |  |  | — |  |  | 168 |  |  | — |  |  | 168 |
Retail other |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
Pass |  | 4,996 |  |  | 55,665 |  |  | 57,944 |  |  | 12,207 |  |  | 2,304 |  |  | 589 |  |  | 314,461 |  |  | 448,166 |
Substandard non-accrual |  | — |  |  | 94 |  |  | 67 |  |  | 4 |  |  | — |  |  | 11 |  |  | — |  |  | 176 |
Total retail other |  | 4,996 |  |  | 55,759 |  |  | 58,011 |  |  | 12,211 |  |  | 2,304 |  |  | 600 |  |  | 314,461 |  |  | 448,342 |
Gross charge-offs |  | 9 |  |  | 31 |  |  | 106 |  |  | 78 |  |  | 4 |  |  | 403 |  |  | — |  |  | 631 |
Total portfolio loans |  | $ | 1,137,553 |  |  | $ | 1,129,573 |  |  | $ | 1,485,489 |  |  | $ | 1,250,313 |  |  | $ | 619,027 |  |  | $ | 774,903 |  |  | $ | 1,300,229 |  |  | $ | 7,697,087 |
Total gross charge-offs |  | $ | 9 |  |  | $ | 15,011 |  |  | $ | 254 |  |  | $ | 3,099 |  |  | $ | 4 |  |  | $ | 1,189 |  |  | $ | — |  |  | $ | 19,566 |
Schedule of Past Due and Non-accrual Loans | An analysis of portfolio loans that were past due and still accruing, or on a non-accrual status, is presented in the table below:
|  | As of June 30, 2025
|  | Loans past due, still accruing |  | Non-accrual Loans |  | Non-accrual Loans with No Allowance for Credit Losses
(dollars in thousands) |  | 30-59 Days |  | 60-89 Days |  | 90+Days |  |
Commercial loans |  |  |  |  |  |  |  |  |  |
C&I and other commercial |  | $ | 4,972 |  |  | $ | 1,490 |  |  | $ | 796 |  |  | $ | 34,940 |  |  | $ | 3,311 |
CRE |  | 524 |  |  | 5,744 |  |  | — |  |  | 10,563 |  |  | 4,300 |
Real estate construction |  | 18,670 |  |  | 6,794 |  |  | — |  |  | 22 |  |  | — |
Past due and non-accrual commercial loans |  | 24,166 |  |  | 14,028 |  |  | 796 |  |  | 45,525 |  |  | 7,611 |
Retail loans |  |  |  |  |  |  |  |  |  |
Retail real estate |  | 1,894 |  |  | 331 |  |  | 145 |  |  | 7,847 |  |  | 194 |
Retail other |  | 1,378 |  |  | 391 |  |  | — |  |  | 242 |  |  | — |
Past due and non-accrual retail loans |  | 3,272 |  |  | 722 |  |  | 145 |  |  | 8,089 |  |  | 194 |
Total past due and non-accrual loans |  | $ | 27,438 |  |  | $ | 14,750 |  |  | $ | 941 |  |  | $ | 53,614 |  |  | $ | 7,805 |
|  | As of December 31, 2024
|  | Loans past due, still accruing |  | Non-accrual Loans |  | Non-accrual Loans with No Allowance for Credit Losses
(dollars in thousands) |  | 30-59 Days |  | 60-89 Days |  | 90+Days |  |
Commercial loans |  |  |  |  |  |  |  |  |  |
C&I and other commercial |  | $ | 95 |  |  | $ | — |  |  | $ | — |  |  | $ | 3,852 |  |  | $ | 1,224 |
CRE |  | 42 |  |  | 2,759 |  |  | — |  |  | 15,053 |  |  | 15,000 |
Real estate construction |  | 41 |  |  | — |  |  | — |  |  | 23 |  |  | — |
Past due and non-accrual commercial loans |  | 178 |  |  | 2,759 |  |  | — |  |  | 18,928 |  |  | 16,224 |
Retail loans |  |  |  |  |  |  |  |  |  |
Retail real estate |  | 3,280 |  |  | 683 |  |  | 1,115 |  |  | 2,984 |  |  | 194 |
Retail other |  | 1,094 |  |  | 130 |  |  | 34 |  |  | 176 |  |  | — |
Past due and non-accrual retail loans |  | 4,374 |  |  | 813 |  |  | 1,149 |  |  | 3,160 |  |  | 194 |
Total past due and non-accrual loans |  | $ | 4,552 |  |  | $ | 3,572 |  |  | $ | 1,149 |  |  | $ | 22,088 |  |  | $ | 16,418 |
Schedule of Loan Modifications for Borrowers Experiencing Financial Difficulty | The following tables present the amortized cost basis of loans that were modified—specifically in the form of (1) principal forgiveness, (2) an interest rate reduction, (3) an other-than-insignificant payment deferral, and/or (4) a term extension—for borrowers experiencing financial difficulty during the periods indicated, disaggregated by lending activity and the type of modification:
|  |  |  |  |  |  |  |  |  | Three Months Ended June 30, 2025
(dollars in thousands) |  |  |  |  |  |  |  |  |  | Payment Deferral |  | % of Total Class of Financing Receivable 1 |  | Term Extension |  | % of Total Class of Financing Receivable 2 |  | Combination—Term Extension and Payment Deferral |  | % of Total Class of Financing Receivable 3 |  |  |  |
Modified Loans |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
C&I and other commercial |  |  |  |  |  |  |  |  |  | $ | 490 |  |  | — | % |  | $ | 21,913 |  |  | 0.5 | % |  | $ | 4,412 |  |  | 0.1 | % |  |  |  |
CRE |  |  |  |  |  |  |  |  |  | — |  |  | — | % |  | 1,297 |  |  | — | % |  | — |  |  | — | % |  |  |  |
Total of loans modified during the period 4 |  |  |  |  |  |  |  |  |  | $ | 490 |  |  | — | % |  | $ | 23,210 |  |  | 0.2 | % |  | $ | 4,412 |  |  | — | % |  |  |  |
___________________________________________ 1.Modified loans represent an insignificant portion of C&I and other commercial loans, and an insignificant portion of total loans, in both cases rounding to zero percent. 2.Modified loans represent an insignificant portion of CRE loans, rounding to zero percent. 3.Modified loans represent an insignificant portion of total loans, rounding to zero percent. 4.All modifications were for loans classified as substandard.
|  |  |  |  |  |  |  |  |  |  |  |  | Three Months Ended June 30, 2024
(dollars in thousands) |  |  |  |  |  |  |  |  |  |  |  |  |  | Term Extension 1 |  | % of Total Class of Financing Receivable 2 |  |  |  |  |  |  |  |
Modified Loans |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
C&I and other commercial |  |  |  |  |  |  |  |  |  |  |  |  |  | $ | 8,545 |  |  | 0.4 | % |  |  |  |  |  |  |  |
CRE |  |  |  |  |  |  |  |  |  |  |  |  |  | 466 |  |  | — | % |  |  |  |  |  |  |  |
Total of loans modified during the period 3 |  |  |  |  |  |  |  |  |  |  |  |  |  | $ | 9,011 |  |  | 0.1 | % |  |  |  |  |  |  |  |
___________________________________________ 1.Modifications to extend loan terms also included, in some cases, interest rate increases during the extension period. 2.Modified loans represent an insignificant portion of commercial real estate loans, rounding to zero percent. 3.All modifications were for loans classified as substandard.
|  |  |  |  |  | Six Months Ended June 30, 2025
(dollars in thousands) |  |  |  |  |  | Payment Deferral |  | % of Total Class of Financing Receivable |  | Term Extension |  | % of Total Class of Financing Receivable 1 |  |  |  |  |  | Combination—Term Extension and Payment Deferral |  | % of Total Class of Financing Receivable 2 |  |  |  |
Modified Loans |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
C&I and other commercial |  |  |  |  |  | $ | 11,639 |  |  | 0.3 | % |  | $ | 26,985 |  |  | 0.6 | % |  |  |  |  |  | $ | 4,412 |  |  | 0.1 | % |  |  |  |
CRE |  |  |  |  |  | — |  |  | — | % |  | 1,848 |  |  | — | % |  |  |  |  |  | — |  |  | — | % |  |  |  |
Real estate construction |  |  |  |  |  | — |  |  | — | % |  | 5,187 |  |  | 0.5 | % |  |  |  |  |  | — |  |  | — | % |  |  |  |
Total of loans modified during the period 3 |  |  |  |  |  | $ | 11,639 |  |  | 0.1 | % |  | $ | 34,020 |  |  | 0.2 | % |  |  |  |  |  | $ | 4,412 |  |  | — | % |  |  |  |
___________________________________________ 1.Modified loans represent an insignificant portion of CRE loans, rounding to zero percent. 2.Modified loans represent an insignificant portion of total loans, rounding to zero percent. 3.With the exception of one loan that was transferred to non-accrual status during the six months ended June 30, 2025, all modifications were for loans classified as substandard.
|  |  |  |  |  |  |  |  |  |  |  |  |  | Six Months Ended June 30, 2024
(dollars in thousands) |  |  |  |  |  |  |  |  |  |  |  |  |  | Term Extension 1 |  | % of Total Class of Financing Receivable |  |  |  |  |  |  |  |
Modified Loans |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
C&I and other commercial |  |  |  |  |  |  |  |  |  |  |  |  |  | $ | 24,067 |  |  | 1.2 | % |  |  |  |  |  |  |  |
CRE |  |  |  |  |  |  |  |  |  |  |  |  |  | 1,814 |  |  | 0.1 | % |  |  |  |  |  |  |  |
Total of loans modified during the period 2 |  |  |  |  |  |  |  |  |  |  |  |  |  | $ | 25,881 |  |  | 0.3 | % |  |  |  |  |  |  |  |
___________________________________________ 1.Modifications to extend loan terms also included, in some cases, interest rate increases during the extension period. 2.All modifications were for loans classified as substandard. The following table provides the weighted average term extension for loan modifications made during the periods indicated for borrowers experiencing financial difficulty:
|  |  |  |  |  | Three Months Ended June 30, |  |  |  |  |  | Six Months Ended June 30,
|  |  |  |  |  | 2025 |  |  |  |  |  | 2024 |  |  |  |  |  | 2025 |  |  |  |  |  | 2024
Weighted Average Loan Term Extensions |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
C&I and other commercial |  |  |  |  |  | 19.9 months |  |  |  |  |  | 4.3 months |  |  |  |  |  | 19.3 months |  |  |  |  |  | 14.7 months
CRE |  |  |  |  |  | 7.0 months |  |  |  |  |  | 4.0 months |  |  |  |  |  | 11.0 months |  |  |  |  |  | 1.8 months
Real estate construction |  |  |  |  |  | — |  |  |  |  |  | — |  |  |  |  |  | 15.0 months |  |  |  |  |  | —
Weighted average term extensions |  |  |  |  |  | 19.3 months |  |  |  |  |  | 4.3 months |  |  |  |  |  | 18.3 months |  |  |  |  |  | 13.8 months
The following table depicts the payment performance of loans modified during the last twelve months:
|  | As of June 30, 2025
(dollars in thousands) |  | Current |  | 30-89 Days |  | 90+ Days |  | Non-accrual
Modified Loans |  |  |  |  |  |  |  |
C&I and other commercial |  | $ | 43,420 |  |  | $ | — |  |  | $ | — |  |  | $ | 467 |
CRE |  | 3,239 |  |  | — |  |  | — |  |  | — |
Real estate construction |  | 5,187 |  |  | — |  |  | — |  |  | — |
Amortized cost of modified loans |  | $ | 51,846 |  |  | $ | — |  |  | $ | — |  |  | $ | 467 |
Schedule of ACL and Amortized Cost of Portfolio Loans by Loan Category | The following tables summarize activity in the ACL attributable to each lending activity. Allocation of a portion of the ACL to one lending activity does not preclude its availability to absorb losses from other lending activities:
|  | Three Months Ended June 30, 2025
(dollars in thousands) |  | C&I and Other Commercial |  | CRE |  | Real Estate Construction |  | Retail Real Estate |  | Retail Other |  | Total
ACL balance, March 31, 2025 |  | $ | 89,304 |  |  | $ | 68,478 |  |  | $ | 8,689 |  |  | $ | 26,399 |  |  | $ | 2,340 |  |  | $ | 195,210 |
Provision for loan losses |  | (18,863) |  |  | 13,370 |  |  | 4,300 |  |  | 2,597 |  |  | (399) |  |  | 1,005 |
Charged-off |  | (2,080) |  |  | (10,916) |  |  | — |  |  | (119) |  |  | (268) |  |  | (13,383) |
Recoveries |  | 217 |  |  | 3 |  |  | 83 |  |  | 165 |  |  | 34 |  |  | 502 |
ACL balance, June 30, 2025 |  | $ | 68,578 |  |  | $ | 70,935 |  |  | $ | 13,072 |  |  | $ | 29,042 |  |  | $ | 1,707 |  |  | $ | 183,334 |
|  | Three Months Ended June 30, 2024
(dollars in thousands) |  | C&I and Other Commercial |  | CRE |  | Real Estate Construction |  | Retail Real Estate |  | Retail Other |  | Total
ACL balance, March 31, 2024 |  | $ | 26,207 |  |  | $ | 33,505 |  |  | $ | 4,713 |  |  | $ | 24,281 |  |  | $ | 2,856 |  |  | $ | 91,562 |
Day 1 PCD 1 |  | 824 |  |  | 322 |  |  | — |  |  | 96 |  |  | 1 |  |  | 1,243 |
Provision for loan losses |  | 3,118 |  |  | 1,140 |  |  | (997) |  |  | (651) |  |  | (333) |  |  | 2,277 |
Charged-off |  | (10,013) |  |  | (4) |  |  | — |  |  | (75) |  |  | (184) |  |  | (10,276) |
Recoveries |  | 150 |  |  | 141 |  |  | 6 |  |  | 78 |  |  | 45 |  |  | 420 |
ACL balance, June 30, 2024 |  | $ | 20,286 |  |  | $ | 35,104 |  |  | $ | 3,722 |  |  | $ | 23,729 |  |  | $ | 2,385 |  |  | $ | 85,226 |
___________________________________________ 1.The Day 1 PCD is attributable to the M&M acquisition (see “Note 2. Mergers and Acquisitions.”)
|  | Six Months Ended June 30, 2025
(dollars in thousands) |  | C&I and Other Commercial |  | CRE |  | Real Estate Construction |  | Retail Real Estate |  | Retail Other |  | Total
ACL balance, December 31, 2024 |  | $ | 21,589 |  |  | $ | 32,301 |  |  | $ | 3,345 |  |  | $ | 23,711 |  |  | $ | 2,458 |  |  | $ | 83,404 |
Day 1 PCD 1 |  | 75,569 |  |  | 21,588 |  |  | 2,112 |  |  | 1,430 |  |  | 84 |  |  | 100,783 |
Day 2 Provision for loan losses 2 |  | 22,648 |  |  | 15,104 |  |  | 2,911 |  |  | 1,628 |  |  | 142 |  |  | 42,433 |
Provision for loan losses |  | (18,240) |  |  | 12,977 |  |  | 4,611 |  |  | 2,094 |  |  | (418) |  |  | 1,024 |
Charged-off |  | (33,301) |  |  | (11,169) |  |  | — |  |  | (119) |  |  | (629) |  |  | (45,218) |
Recoveries |  | 313 |  |  | 134 |  |  | 93 |  |  | 298 |  |  | 70 |  |  | 908 |
ACL balance, June 30, 2025 |  | $ | 68,578 |  |  | $ | 70,935 |  |  | $ | 13,072 |  |  | $ | 29,042 |  |  | $ | 1,707 |  |  | $ | 183,334 |
___________________________________________ 1.The Day 1 PCD is attributable to the CrossFirst acquisition (see “Note 2. Mergers and Acquisitions”), and represents the initial adjustment to the fair value of the PCD loans. 2.The Day 2 provision for loan losses is attributable to the CrossFirst acquisition (see “Note 2. Mergers and Acquisitions”), and represents the initial provision for non-PCD loans.
|  | Six Months Ended June 30, 2024
(dollars in thousands) |  | C&I and Other Commercial |  | CRE |  | Real Estate Construction |  | Retail Real Estate |  | Retail Other |  | Total
ACL balance, December 31, 2023 |  | $ | 21,256 |  |  | $ | 35,465 |  |  | $ | 5,163 |  |  | $ | 26,298 |  |  | $ | 3,558 |  |  | $ | 91,740 |
Day 1 PCD 1 |  | 824 |  |  | 322 |  |  | — |  |  | 96 |  |  | 1 |  |  | 1,243 |
Provision for loan losses |  | 13,243 |  |  | (724) |  |  | (1,488) |  |  | (2,744) |  |  | (972) |  |  | 7,315 |
Charged-off |  | (15,231) |  |  | (100) |  |  | — |  |  | (127) |  |  | (278) |  |  | (15,736) |
Recoveries |  | 194 |  |  | 141 |  |  | 47 |  |  | 206 |  |  | 76 |  |  | 664 |
ACL balance, June 30, 2024 |  | $ | 20,286 |  |  | $ | 35,104 |  |  | $ | 3,722 |  |  | $ | 23,729 |  |  | $ | 2,385 |  |  | $ | 85,226 |
___________________________________________ 1.The Day 1 PCD is attributable to the M&M acquisition (see “Note 2. Mergers and Acquisitions.”)

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