Focusing on consistent expansion, United Bank employs a growth model through mergers and acquisitions. The bank has completed 31 acquisitions since 1982, representing about one institution acquired per year. As a result, United Bank obtains a lot of legacy data systems and sources that are often at end of life and almost always has a need to convert or manage those systems for compatibility with its operating environment. However, even given the bank’s status as an experienced acquirer, this process often presented a challenge.
“A couple of years ago, we were working on a project with a particular system that was at end of life. We had no support mechanisms and so were running into all sorts of difficulties,” said Alan Searles, vice president of operations at United Bank. “That’s when we realized we wanted a strategic partner who could provide ongoing support for our data conversion and management needs.”
The traditional options for ingesting acquired data into United Bank’s core system—namely, working with the acquired bank’s legacy system vendor to complete a full data conversion—were cost-prohibitive and time-consuming, causing a significant amount of disruption to the bank’s operations. To maintain its growth model, United Bank needed an option that better aligned with its time frame, budget and overall expectations.
Primarily, we were sold on building a model that would work for future acquisitions and a vendor we could rely on that was flexible, could work with other systems and was cost efficient.Alan Searles, Vice President of Operations, United Bank