Program Manager

South Atlantic Bank: the $2B coastal lender built on in-migration. South Atlantic Bank opened its doors in November 2007. Two months later, the financial crisis started pulling apart the banking industry. Most startups launched into that environment did not survive the decade. South Atlantic Bank is now approaching $2 billion in assets. That detail alone tells you something about the market they picked and how they operate. A startup that outlasted the crash. Founded in Myrtle Beach under holding company South Atlantic Bancshares (OTCQX: SABK), the bank has compounded from zero to $1.93B in assets in under 17 years. Net income hit $16.17M in 2025, up 60.8% year-over-year. The efficiency ratio sits at 59.99%. Return on assets is 1.05%, respectable for any community bank and genuinely impressive for one still in aggressive growth mode. The numbers look even better when you consider the headcount. South Atlantic runs 12 branches and 159 full-time employees. That is a lean operation for a book this size. Net interest margin holds at 3.06%, and nonperforming assets are essentially zero. CEO K. Wayne Wicker was elected to the American Bankers Association board, which is not something that happens to banks just treading water. What's powering it? The zip codes. Horry County, home to Myrtle Beach, Conway, and North Myrtle Beach, is growing at 3.8% annually. That is not organic birth-rate growth. Every percentage point of it is in-migration. Retirees from Ohio and Pennsylvania relocating to the Grand Strand. Remote workers from the Northeast choosing Myrtle Beach over Miami. Second-home buyers who looked at Florida prices and turned north on I-95. The bank's footprint also reaches into Georgetown County and the Beaufort/Jasper MSA covering Hilton Head and Bluffton, all of which are running similar in-migration dynamics. Horry County alone is projected to add 216,000 residents by 2042. Roughly 15,000 new residents arrive each year. That translates to approximately 7,500 net new households entering the footprint annually, all of them shopping for mortgages, HELOCs, and auto loans with no existing relationship at a local bank. South Atlantic Bank is positioned exactly where the people are going. The loan book that 159 people are running. The real story in the financials is what's happening to the balance sheet. Total loans grew 13.1% in 2024 and another 9.5% in 2025. Real estate loans are now approaching $1.4B across residential, construction, and commercial categories. The construction and land development portfolio alone sits at $241M. Nonfarm nonresidential CRE adds another $559M. Together those two categories represent more than 53% of total loans, and they are concentrated in one of the most active coastal construction markets in the Southeast. That is a lot of deal flow for 12 branches. Secondary mortgage income jumped 80% in 2024, driven by increased origination commissions. The bank is writing more loans, faster. The pipeline is clearly moving. But nothing in the publicly available technology stack suggests the processing infrastructure has scaled at the same pace. The digital banking page covers bill pay, transfers, and account viewing. There is no mention of online loan applications, document upload portals, income verification integrations, or any automated workflow tools for the lending side. Job postings for a Digital Banking Specialist I and a Systems Administrator III suggest they are building out IT capacity, but those roles are foundational hires, not fintech integrations. A loan officer closing a residential mortgage on an in-migrant retiree from New Jersey is currently doing some version of the same manual document shuffle that every other community bank does: emailing requests for pay stubs, waiting for bank statements to come back via PDF, chasing down the second piece of ID. Multiply that by a pipeline growing at double-digit annual rates and you have a meaningful drag on throughput. The competitive problem nobody's talking about. Here's the uncomfortable part for any community bank in this market. The borrowers arriving in Horry County from the Northeast and Midwest are not loyal to South Atlantic Bank. They have no prior relationship. They are transaction shoppers, often comparing rates across multiple lenders simultaneously. And many of them have recent experience applying for a mortgage with Rocket Mortgage, Better.com, or a regional lender that offered a fully digital application with near-instant income and asset verification. Closing speed matters enormously in a market with active construction and high CRE transaction volume. A developer building a 40-unit condominium complex on Ocean Boulevard is not going to wait three extra days for a term sheet while a loan officer manually requests two years of business tax returns and entity documents. They will call the next bank. That is not a hypothetical. It is basic pipeline math. South Atlantic Bank's 1.05% ROA is a function of disciplined underwriting and a favorable market, not operational inefficiency in the lending workflow specifically. But efficiency ratios only stay below 60% if the revenue side grows faster than the cost side, and the cost side includes underwriter hours spent on file cleanup, document chasing, and borrower follow-up that should not require a human at all. The commercial book is where this gets most acute. CRE and construction borrowers, developers and resort operators and commercial investors, expect a different level of transactional responsiveness than a first-time homebuyer does. When a bank can verify income, employment, and assets in minutes rather than days, it changes the relationship dynamic. The bank becomes the one issuing the fast term sheet backed by verified financials instead of a pending checklist. That is a competitive differentiator that shows up directly in pipeline close rates and relationship retention. The residential mortgage side has its own version of the same problem. In-migrant borrowers who are shopping between South Atlantic and a national direct lender are making a decision partly on service experience. If the national lender returns a verification decision in four minutes and South Atlantic is still waiting on the borrower's third-party W-2, the comparison has already started to tilt. What the growth trajectory demands. Newsweek named South Atlantic Bank one of the best regional banks in 2024. The OTCQX listing and the ABA board seat signal real ambitions. The bank is not trying to stay at $1.93B. The footprint additions into Beaufort and Jasper counties, the construction lending concentration, the secondary mortgage commission growth: all of it points toward a bank trying to ride the South Carolina coastal growth wave to $3B and beyond. That scale changes what the operational stack needs to do. At $1.93B with 159 employees, every basis point of efficiency ratio improvement requires either growing the revenue line faster than costs or reducing the labor intensity of processing the existing volume. Probably both. The in-migration wave delivers a steady supply of new borrowers who need mortgages and HELOCs and commercial credit lines. The construction market delivers large CRE transactions with complex documentation requirements. Running both categories through a manual verification workflow caps throughput at the pace of human document review. The banks that will own the coastal South Carolina market over the next decade are the ones that can close a mortgage for a Pennsylvania retiree as fast as a national lender, issue a term sheet for a Grand Strand developer before the competing bank returns a call, and do both while keeping the efficiency ratio below where it is today. Real-time income and employment verification, automated asset confirmation, and digital borrower identity checks at the front of the application funnel are what make that possible at scale. Not because technology is inherently better than people, but because the volume math no longer works when every file requires manual intervention. A bank at $1.93B growing at 10% per year cannot add headcount at the same rate and maintain a sub-60% efficiency ratio. The math does not work. South Atlantic Bank has built something genuinely impressive in under two decades. The in-migration tailwind is real and it is durable. The question now is whether the origination infrastructure catches up to the growth rate before the competitive gap on digital borrower experience becomes a relationship-retention problem. Banks that solve the intake bottleneck first will write the next chapter of coastal South Carolina lending.

American Bankers Association and First Horizon partner to bring financial literacy to East Tennessee children. First Horizon SVP Brooke Lawson and 60 employee volunteers are bringing hands-on financial education to more than 500 East Tennessee children this April through Teach Children to Save Day events at Muse Knoxville, Boys and Girls Clubs, and local schools. More than 500 children across East Tennessee are expected to get hands-on financial education this April, thanks to the American Bankers Association Foundation and First Horizon. Brooke Lawson, First Horizon's Senior Vice President, and her team are hard at work to ensure children in East Tennessee - and across the region receive the financial education necessary to become financially successful adults. Lawson is not just sharing general advice, but rather, intentional and instructional lessons that she teaches her own son at home. "In a lot of schools, they don't teach this stuff. And often, parents don't pass this education on to their children," Lawson said. "But teaching these skills early and often when children are young makes a huge difference when they get older." Each April, the American Bankers Association Foundation recognizes Financial Literacy Month, with April 23 designated as the annual Teach Children to Save Day. To celebrate the mission, First Horizon and the Muse Knoxville are partnering up for a hands-on event for kids to learn financial skills. "Children learn best through play scenarios," Lawson said, explaining why the Muse is the perfect partner for this year's community event. First Horizon has sponsored Teach Children to Save Day locally for 15 years. The program teaches children to set financial goals, save money, and stick to a budget. This year, Lawson expects more than 500 children in East Tennessee to benefit from Financial Literacy Month initiatives, which include touchpoints at Boys and Girls Clubs, Dogwood Elementary School second graders, and the Muse Knoxville event on the 23rd. But what makes Lawson most proud is the involvement of her team on a mission she holds close to her heart. Sixty employees at First Horizon have committed to volunteering this April to spread the message. "Our greatest hope is that these children walk away feeling confident and empowered that they can make good money decisions," she said. At home, Lawson practices what she preaches with her own son. They teach him that there are three things you can do with money: save, spend, or give through generosity. "We created a savings account for him when he was young. Whenever he receives money, we have him put some into a savings account. We will match whatever dollar amount he puts in," she shared. "Sometimes he may complain that he can't use all his money, but one day he will understand - when he wants to buy a car or go to college." If you would like to learn more about the importance of Financial Literacy Month or Teach Children to Save Day on April 23, visit the ABA website. Like what you've read?

FinAbility featured in ABA Banking Journal. FinAbility is honored to share that FinAbility has been featured in the ABA Banking Journal, and to be deepening its partnership with the American Bankers Association (ABA) through this work. The article highlights a critical and often overlooked reality. Ninety-nine percent of domestic violence cases involve financial abuse, yet most survivors never seek help from their bank. At the same time, survivors are far more likely to interact with a financial institution than a domestic violence service provider. This creates a powerful opportunity for banks to become part of the solution. The piece explores how financial institutions can better support survivors by applying trauma-informed principles to existing practices, without needing to overhaul policies or systems. It also reflects the growing leadership of banks that are stepping into this work with intention, curiosity, and care. FinAbility is grateful to the ABA for elevating this conversation and for their partnership in advancing survivor-centered financial empowerment across the banking sector. April 15, 2026 Stacy Kimie Sawin March 10, 2026 February 26, 2026 Stacy Kimie Sawin Stay connected with FinAbility. * indicates required Financially empowering survivors of domestic abuse Connect. Get to know FinAbility.