Truist Financial (TFC) The BancAnalysts Association of Boston Conference summary

Strategic vision and growth targets

• Aims to achieve 15% ROTCE by 2027, requiring doubled revenue growth and enhanced deposit growth across all business lines.

• Focuses on integrating wholesale and CSBB for a more efficient, growth-oriented structure.

• Emphasizes execution rigor, with monthly business reviews and data-driven performance tracking.

• Operating leverage is targeted for 2025 and 2026, with ongoing investment in revenue-generating opportunities.

• All teams are aligned to contribute to the ROTCE goal, leveraging existing products and talent.

Business line performance and initiatives

• Commercial and corporate banking has shifted to growth mode, with new accountability measures and doubled new client acquisition.

• Investment banking and capital markets show consistent high single to low double-digit growth, with increased M&A and equity activity.

• Wealth management has reduced advisor attrition, increased net flows, and improved referral systems, driving AUM from new clients up 37%.

• Payments business has launched new products, increased sales consultants by 35%, and achieved a 15% rise in treasury management fees.

• Payments are seen as critical for deposit growth, with new products like Integrated Receivables and Truist Connect enhancing capabilities.

Talent, culture, and operational changes

• Over 300 hires made across business lines, including key leaders and industry group heads to drive growth and expertise.

• New routines and urgency instilled, such as rapid client response and weekly reviews of loan books for cross-sell opportunities.

• Scorecards and incentives now integrated to promote full relationship management and fee generation.

• Technology and data tools embedded to prompt bankers with actionable client insights and referral opportunities.

• Culture combines collaboration with data-driven accountability for scalable growth.