Chris Donnelly

▪ Named President & CEO of the bank and President & CEO of the holding company, with full responsibility for all bank operations in May 2013. ▪ Established and implemented management, operational, loan process, risk management and other strategies to comply with FDIC/KSBC Consent Order issued in 2009; enabled the bank to exit Consent Order in Oct 2012; improved all CAMEL ratings. ▪ As Executive Vice President for Bank of the Prairie, manage and oversee the bank’s lending function; created an internal loan review and risk rating process for all loans in the bank’s $55 million portfolio that passed regulator evaluation. ▪ Trained lending staff in all facets of the loan process including loan types, origination, documentation, structuring, monitoring, and management, as well as collection and negotiation with customers to work out problem loans. ▪ Developed a loan committee structure that improved board oversight of the lending function of the bank. ▪ Created a staff review process in the Human Resources Department which has enabled management and staff to clearly understand roles and responsibilities, set goals and monitor goal attainment and accountability standards. ▪ Aligned staff performance goals with bank budgeting process and educated staff on their ownership of the bank’s financial performance. Established income, community involvement and career development goals, with each employee. ▪ After improving the bank’s lending function, assumed management of retail deposit function, including creation of a new role tasked with turning around a 100% failure rate in opening of new accounts to 100% success rate within 90 days. ▪ As a member of the bank and holding company board, participate in discussion/negotiation of bank’s stock loan and holding company’s trust preferred stock issue and TARP stock issue including negotiations with U.S Treasury on TARP repayment.

▪ Initially hired as Executive Vice President for MidAmerican Bank and Trust in Leavenworth and a member of the bank’s Board of Directors. Member of the board’s compliance, strategic planning, audit, compliance, and personnel committees. ▪ Became Senior Vice President of Country Club Bank following the owners’ decision to merge operations, creating a $1 billion entity with branches throughout the metropolitan Kansas City and the surrounding area. ▪ Established and built the 1st independent internal loan review program for Country Club Bank; worked with the Board of Directors Audit Committee to define and implement policy, process and procedure for the internal loan review function. ▪ Assisted with management of the commercial lending function, as well as compliance and community development. Member of the Compliance Committee and served as lead on external loan reviews for sister banks.

▪ Managed loan portfolio, as well as the secondary market department, the human resources department, the loan production credit administration department; for a period of time, also managed operations and IT functions. ▪ Key role in market expansion as the bank entered rapid growth phase. Instrumental in the acquisition of 2 banks and the addition of 5 additional locations through denovo branch expansion between January 1994 and December 2009. ▪ Instrumental in growing the bank from $45 million in assets to $325 million over 15 years. ▪ Increased loan portfolio from $17 million to $250+ million and deposits from $40 million to $260+ million. ▪ Grew the bank’s secondary market serviced portfolio from $30 million to in excess of $85 million. ▪ Established framework for growth by setting up centralized operations and infrastructure. ▪ Hired, coached and led teams for independent departments to manage Human Resources, Loan Production and Credit Administration, Consumer Lending, Secondary Market Lending and Commercial and Real Estate Lending. ▪ Introduced lender and manager incentive plans to reward bank employee attainment of assigned goals and targets. ▪ Member of the bank’s Executive, ALCO, Technology, Loan and Deposit Funding Committees. ▪ Built and maintained strong, positive relationships and became the “face of the bank” in the community and the county.

▪ Recruited by former colleague; leveraged extensive experience in loan workout situations, loan collection and regulatory examinations to assist in turnaround of troubled bank to #1-rated entity in 7 years. ▪ Originated commercial, agricultural and consumer loans including loans guaranteed by SBA and USDA. ▪ Directed functional areas including operations, human resources, and compliance departments. ▪ Managed Successful Capital Forbearance plan, reduced classified assets by 700% and reduced non-accrual loans 100%; one of the 1st banks in the nation to employ new FDIC programs to re-book charged off loans and amortize loss over time. ▪ Reduced expenses, increased productivity and strengthened data management and reporting by converting bank from outsourced to in-house data processing and implementing an improved IT platform.