Tell me about yourself and your background in the banking industry.

KATHY: I’ve been in business for 46 years, with more than three decades focused specifically on the banking industry. I started my career in insurance right out of college, and I “stumbled” into banking through estate planning work with community banks. What began as helping bank customers with estate planning evolved into working directly with bank directors and owners. I quickly realized how much I enjoyed working with community bankers. Over time, that work expanded nationally through partnerships with associations like the ICBA, where we conducted seminars across the country. That’s also how I met my business partner, Kelly, and we’ve now been working together for 30 years. 

KELLY: I started my career in a somewhat unconventional way for banking. I attended Texas Tech, where I earned my accounting degree, followed by a master’s and a law degree. I practiced law for about three years before transitioning into the banking space. My father ran The Bankers’ Bank in Texas for two decades, so I grew up around community banking. That exposure led me to meet two individuals in the field who became my mentors, and it’s also where I met Kathy. From there, I began working closely with community banks, particularly through national seminar programs focused on helping closely held banks navigate ownership and succession challenges. Over time, I honed my focus on helping banks retain and reward key talent, which remains the core of what I do today. 

What were the circumstances that led to the founding of BCC?

KATHY: BCC was founded in 2004, but the story really starts before that. Kelly and I were partners in a firm focused on community banking services, particularly executive benefits and deferred compensation programs. When other partners decided to sell the company to Clark Consulting, we didn’t have the control to stop it. We honored our five-year agreement, but during that time, our clients told us the service wasn’t the same. That was frustrating because client relationships are everything to us. The moment our agreement ended — literally five years and one day — we resigned and started BCC so we could return to serving clients the way we believed in. It was a leap of faith, but we knew it was the right move for our clients and our team.

KELLY: Prior to the founding of BCC, much of our work centered on helping family-owned banks transition ownership to the next generation, especially coming out of the turbulent banking environment of the late 1980s and early 1990s. As tax laws and industry needs evolved, we saw a shift. Succession planning was still important, but banks increasingly needed help attracting and retaining top talent. That became a larger and more pressing issue. When we launched BCC, we built it around that need — designing compensation and benefit strategies, often supported by bank-owned life insurance (BOLI), to help community banks stay competitive and stable.

How has BCC changed since opening its doors?

KATHY: We’ve grown steadily while staying intentionally focused. We’re still a relatively small firm, but we now serve banks in 46 states. Over time, we’ve expanded our team, added consultants across the country and strengthened our role as a third-party administrator. That means we don’t just design programs — we service everything we implement. We provide ongoing accounting support, regulatory guidance and administrative oversight so banks can remain compliant in a highly complex regulatory environment. Missouri, in particular, has become one of our largest markets, which is meaningful to me personally since I grew up in St. Louis.

KELLY: When we started, there was more flexibility in areas like deferred compensation. Today, regulations such as Section 409A, Dodd-Frank provisions and Federal Reserve guidance on incentive compensation have added layers of complexity. We’ve had to become very precise and thoughtful in how we design programs to ensure compliance while still meeting client needs. At the same time, our core mission hasn’t changed. We are still focusing on helping banks retain key people and strengthen their long-term franchise value. What has evolved is our approach — we’re more strategic, tailored and focused on sustainability than ever before.

What sets BCC apart from competitors?

KATHY: First, we handle both sides of the equation: the benefit design and the funding strategy. Many competitors focus only on selling the insurance product and move on. We do the heavy lifting of designing and maintaining the programs because we believe strong benefit plans help banks attract and retain great people.

Second, we service everything ourselves. We don’t outsource administration, which allows us to maintain quality and consistency. Third, we offer highly customized services. There’s no “cookie-cutter” approach — every bank is different. Some want simple solutions; others want detailed performance-based programs with scorecards and ongoing management. We meet each bank where they are.

Finally, our relationships set us apart. We’re hands-on, responsive and deeply integrated with our clients. In many cases, we feel like an extension of their team.

KELLY: We do have competitors, but what differentiates us is our approach. First, we offer highly customized services. We don’t believe in one-size-fits-all solutions — every bank is different, and we take the time upfront to understand what each client truly needs. Second, we focus on being effective and efficient without being too costly. Both Kathy and I have been bank shareholders ourselves, so we understand the importance of balancing benefits with shareholder value.

Another key differentiator is our philosophy. We take an educational, needs-based approach rather than a sales-driven one. Our goal is to help clients understand their options and make informed decisions. And importantly, we stay involved. We don’t just implement a program and walk away — we continue to service and support our clients over time. That long-term relationship mindset, combined with integrity and regulatory awareness, has helped us build trust and longevity in the industry.

What would you like MIBA members to know?

KATHY: First and foremost, I want to thank them. Community bankers do incredible work, often behind the scenes, and they don’t always get the recognition they deserve. They navigate complex regulations while still serving their communities in meaningful ways — supporting schools, charities and local initiatives.

I also want them to know that we see ourselves as partners, not just vendors. We’re here to support them however we can, even outside our core services. Many clients call us for advice on things unrelated to what we provide, and we’re happy to connect them with the right resources. Our goal is to advocate for, support and help them succeed.

KELLY: First and foremost, I’d say it’s a privilege to work with Missouri bankers. They embody strong Midwest values: integrity, work ethic and a commitment to doing the right thing. That makes a difference in how business gets done.

More broadly, I’d encourage MIBA members to take pride in their role. Community banks are truly foundational to their local economies. They support small businesses, families and entire communities in ways that larger institutions often can’t replicate. Even as the industry faces change and challenges, that role remains incredibly important. Don’t lose sight of that or take it for granted.

Any last thoughts?

KATHY: I’d emphasize two things: our people and our future. We have an incredible team that is deeply committed to our clients. Responsiveness and communication are core to who we are — our team often responds to client needs before I even see them. That level of care is what drives our success.

We’ve also built a strong succession plan. Kelly’s son, Kaleb, is part of the business, along with other key team members like Rob Barton, who works extensively in Missouri. That ensures continuity for our clients and long-term stability for the firm.