First Citizens Bank
Crush cash flow chaos: Get the visibility you need to make faster, smarter decisions
Featured speakers:
Matt Ribbens
Head of Treasury Product Management
First Citizens Bank
Carl Hairston
Area Executive
First Citizens Bank
Brandon Glotfelty
Director of Finance
American Association of School Administrators, or AASA
Matt: Welcome, everybody. This is Matt Ribbens. We're just waiting for a few others to gather, and we'll get started.
Okay, welcome, everybody. Thank you for joining us today for our webinar, Crush cash flow chaos: Get the visibility you need to make faster, smarter decisions.
We're excited to have you here as we explore where cash flow and operations create friction, and we're going to share some practical strategies with you today on how to improve visibility, strengthen day-to-day efficiency and support faster, smarter decisions for your business.
So with that, let's get started by introducing our panel. I'm pleased to be joined today by my fellow panelists, Carl Hairston, who is an Area Executive for First Citizens Bank up in the Washington, DC, area. Brandon Glotfelty, Director of Finance for the American Association of School Administrators. And I am Matt Ribbens, the Head of Treasury Product Management here at First Citizens Bank.
Here's what you can expect from us today over the next 45 minutes. We're going to have a conversation, just a fireside chat, just to talk a little bit more about a couple of key topics here. Why does internal visibility matter for your business? What is important about that when it comes to cash flow?
The second point we'll talk about is more the intersection of cash flow and operations and the friction that can arise from that. And Brandon's going to give us some great pointers on that, as well as share some tips that he's learned along the way.
And then we'll wrap up with the internal actions that you can take to improve the visibility and efficiency of your cash flow. So now, since there's so much to cover in the next 45 minutes, we're going to jump right into our key topic of crushing cash flow challenges.
But before I do dive into cash flow specifically, I do want to give you a little more sense of the panel today. So Brandon, can you tell us a little bit more about AASA and a little bit more about your role?
Brandon: Sure, Matt. Thank you for having me today. AASA is the national membership organization for school superintendents. We serve over 10,000 members. We have a variety of continuing professional education programs and conferences, including our National Conference on Education, which serves over 6,000 folks annually.
I'm the Director of Finance. I oversee all of our financial operations. I manage everything from payroll and accounts payable all the way up to financial reporting and analysis with our SLT and governing board.
Matt: Thank you, Brandon. And Carl, I'd love to bring you in as well. Can you talk a little bit about your role at First Citizens? And maybe a little bit about how the AASA relationship began.
Carl: Absolutely. Good afternoon, everyone. Glad to be joining you all. As one of the bank's area executives, I'm responsible for how we show up in the market here in the DC-Northern Virginia area.
As Matt alluded, I oversee our commercial banking, business banking, our branch network and really work with all of our partners across the bank to bring all of First Citizens Bank to all of our clients, which you will hear more about and how we work with AASA and how we've supported them over the years.
And really looking forward to our conversation this afternoon.
Matt: Yeah, it's a great story, and I'm excited to be a part of the conversation today. So before we dive into sort of the various topics related to cash flow, I thought it was just a good chance to level set. What are some of the reasons that we have difficulty in having visibility with cash flow?
One, we're living in an environment with inflation, with stagflation in some cases. We got some comments about that. We are seeing expenses increase, right? And so there's a challenge there in managing not only just day-to-day expenses, but also if you're investing in growth, you're going to lean into areas you need to invest more, which comes at higher capital outlays, higher costs of goods sold, and so more expenses as a component. So visibility into that, how that's changing, how you manage that, is important.
Second, we said higher operating costs. Again, that can be operational costs. It can also be cost of funding or financing as well. So we know that those can lead to different sort of points in time in your business where you need to put more capital in.
There was a question earlier we saw from the panel—or that came in from some of the attendees today—asking about what percentage of profits should be sort of reinvested and what should be kind of used for operating business. So that's a key question to answer in managing your operating costs.
Slower collections, right? So we live on the idea that as we are doing the work that we do day to day, that we're collecting those, we're sending the invoices, we're collecting the payments. What are things we can do to speed up collections if there is ways to do that? And we'll talk a little bit about that today.
And then finally, the last part, you know, whether it's technology you're using or it's an Excel spreadsheet—it could be a number of things—what are you doing to manage the predictability of your cash flow? What are the things you're understanding about your business operations that will help you lead to better predictability as well?
So we'll touch on all four of these topics, and we'll go a little more in detail, but clearly all of these things create challenges in visibility, and they create some crushing pressures at times. So with that, the expert we have here today is Brandon, just to talk a little bit more about his journey.
And Carl and Brandon, I see you smile because this is not something you did overnight. This is something you've been working on for a couple of years. And so Brandon, when you came to AASA at the time when there was a lot of change—this was pre-Covid, so you did mention a little earlier about some of those changes too—you had several areas affecting your cash position. You had the chaos, sort of meter reading, probably a little high if I'm looking at it from crushing the chaos perspective. So you walked into a challenging situation of managing cash. You've got full in-office structure that you walk into, and then just a few years later, now fully remote. So how did you start down this journey, and kind of where did you start tackling issues as you saw them related to cash flow?
Brandon: Yeah, absolutely. The place I would start is just understanding your general cash flow. That was one of the first things I did upon arriving at AASA, really focused on our cycle, our cash cycle. When are we cash-heavy? When do we have a lot of expenditures coming up? And trying to make sure we align with that.
And as you alluded to earlier on, when I understood that baseline a little bit better, I saw that we had a little bit of excess sitting around. So it's a good problem to have, but also it's an opportunity. If you do have that, it's good to make sure that we're using our cash to generate additional incomes where we can, especially in a mission-driven organization.
So at the end of that analysis, we ended up moving some money out to our investments, and over the last 5 years we've seen 48% total growth on our investments from those moves. So definitely important to keep an eye on where your cash is so that you can capitalize when the market is right.
Matt: That's right. That's great. That's a great story, and Carl, I know you were part of those conversations, your team. Can you talk a little bit about how you guys helped identify what was working capital needs and what were some maybe excess capital, how you were able to bring the team together to help rally around Brandon and AASA?
Carl: Yeah, I remember it was a virtual meeting because we were still in the midst of Covid, and Brandon was relatively new, this now-retired CEO. And they literally just asked a question of us and said, listen, we want to automate and make our internal operations more efficient, and we're looking to you all to help us with that and share ideas and make recommendations.
And candidly, that was music to our ears, you know, to have a client who sees us in that vein and wants us to support them and work with them in a way where we can sort of dig in, understand, you know, sort of where they are today, you know, where they want to get to. I think they were very up front in saying, you know, it's going to be a process. We've got a number of folks who are accustomed to doing things a certain way. So this will be a process that we will approach over time.
And I think about where we are today, you know, from the start of that conversation and just to see the progress they've made in enhancing their internal operations. And then us just being a supporter and leveraging the products and services that align with what their needs were and how they wanted to automate some of their internal processes and make them more efficient. And we continue on that path, you know, to this day.
Matt: That's great. And again, crushing one of these items again is managing the predictability, having some more cash flow. Earning some investment dollars on money that was sitting idle is a big first step, but Brandon, you mentioned a little earlier, you probably had a lot of paper, you had a lot of things centralized. Clearly, to kind of move to a more decentralized environment or having people working remotely, you can't have people writing checks, you can't have people kind of doing everything in the same place. You need some automation, as Carl mentioned.
So when you looked at your cash flow cycle, and you mentioned again you have a process of collecting dues and then you have outlays for different events. You've got expenses, and we all do. And we go to that first category of more expenses. Those are changing. You've got, I'm sure, things you've got to do in terms of reserving spaces, planning for meetings, regional and national meetings. So how did you handle expenses? I mean, if you were more paper-based or check, did you look at things like p-cards, and what did you guys and the First Citizens team help you to kind of look at as it relates to managing your expenses?
Brandon: Yeah, absolutely. Change management is a fun topic, as I'm sure many know. But really the key is just to make sure you understand your organization, the culture of the people around you, as well as, again, those cash flows. It's all very important to understanding where you can make those changes and how to make those changes.
And to that point, yes, when I started, it was very paper-based, very manual. And since then, we've made a lot of changes and expansions to our operational efficiencies, and that's in big part to First Citizens and our support there.
One of the big things we have done has made as much of a change as we can from paper checks to ACH. We made that change in 2022, 2023. And looking back at the statistics now, we're about 60% now on direct deposit versus paper checks. So that has significantly cut down on our operational needs here at the office of somebody being here to cut the checks and get them out the door and all that good stuff.
Some other efficiencies we've gained is through our lockbox. That helps speed up our collections, as well as makes it easier for my team to process. We went from all of our inbound checks coming to AASA headquarters to be opened, scanned and processed. And through the lockbox process, we've been able to significantly reduce that by having the bank kind of help us manage receiving that, opening it and getting it scanned in for us, as well as getting it same-day deposited. That's also very helpful in getting a better understanding of our cash flows as well.
Matt: That's great. Yeah, that visibility is important, and again, a lot of times it's just taking it out of your hands and letting the bank, you know, which we've scaled to meet the needs of you and other clients in our lockbox, which is great to be able to help, again, provide better visibility as much as anything in addition to the liquidity benefits.
But Carl, maybe just to that point, you know, there's a couple of things Brandon mentioned. How did you, kind of, bring solutions, I guess, together for AASA? And once you identified these needs, how did you pull people together to bring a team approach to this?
Carl: Well, it was definitely with the primary—every relationship has a primary banker who is assigned to a relationship like AASA, and then that banker is partnered with a treasury management officer.
And in this case, we immediately gauge the treasury management officer in sort of a discovery, as we refer to it, a discovery conversation because we don't go in assuming that we know everything about how the organization operates and what they do.
So our treasury management officer, Brandon Cole, who's actually been with them a number of years, partnered with us, managing the AASA relationship, was a part of those discovery conversations and really understanding like, okay, here's how we're processing these transactions today.
And Brandon was a huge part in making a number of those suggestions and those recommendations. And to think that they've shifted from processing or writing X number of checks and percentage of checks to now primarily leveraging ACH and other vehicles that we'll talk about as we move further in this conversation. You know, but really, the treasury management officer was just a key part of those conversations and really the expert in sort of bringing a number of the recommendations to them.
And then we leveraged—because of the complexity of AASA—we were able to leverage other internal resources and partners internally to really help with the technical side, to really ensure that it was a positive experience making that transition from going into being manual with all of these processes to automating, leveraging ACH and as Brandon indicated the lockbox, which was just huge in terms of how it made it easier for them—especially with them being a pretty fully remote organization. I think these recommendations align well with how they're structured, how they're operating.
And then we have these ongoing conversations, where formally once a year it's a very in-depth conversation. And then throughout the year, there are a number of other conversations that occur so we can understand if things are changing, if we have any other recommendations that we could make. And like Brandon said, you know, with some of these efficiencies that they garnered, it improved their cash position.
And then that sort of drove another conversation of how do we make the improvement in the cash that we have on hand worked better for us? And you heard Brandon say the return that they've generated as a result of those improvements also have even further benefited the AASA's coffers, and then ultimately in support of their mission, being a mission-based organization.
Matt: Yeah. That's great, Carl. Thank you for that. And one of the questions that we saw from the audience was really about—and this is probably going to go to you, Brandon—how do you try to extend your day payables outstanding, and how do you actually do that in a way that doesn't necessarily affect the relationships you have?
So if I think back to what you described of some of your national events, a lot of these hotels or service providers will take a card, I would imagine. And when you think about a card, I think a lot of people think rebates, you know, and that's kind of the reason they do it. But one is visibility. We talk about predictability, we talk about visibility. That to you, I think, was a benefit, if I heard you correctly earlier.
And I think the other part with the purchasing card is also, you know, fraud. Fraud is another one if you're still using a lot of paper checks. We actually did a webinar on this just last quarter, so if any of you are interested in the replay, we can get you a link. But fraud continues to be a persistent and pervasive issue for the industry, where card gives you a little bit more control.
So curious about if there's anything you'd like to say, Brandon, about purchasing card and kind of why you guys moved that way. And also, if there's anything else you've experienced with fraud, and particularly you mentioned trying to eliminate checks. I don't know if you've experienced check fraud yourselves.
Brandon: Yeah, absolutely. No, that was another recommendation we received over the years, was the switch to p-card or using the card system at First Citizens. And it's been great for us. Historically, only a select few folks at AASA had credit cards. And through this conversation, we expanded that to really all of our staff now have p-cards.
Anywhere you can reduce logistics around moving cash around, the better, makes the frictional go away just ever so slightly. But it helps make money move faster and more secure. So to your point about our conference and some of our hotels, they do accept credit card, and it helps us from collecting the paperwork, making sure that we have direct deposit information on file or check information, address information. So definitely helps the money move a whole lot faster. I mean, that is our goal as a finance department for our organization is we are more customer service-focused on that end of it. So always trying to move money as quickly as we can and as safely as we can.
And also to your point, we've been able to—because of those larger expenditures, we're now able to put on those cards—we are able to also gain a rebate off of that as well. So that's been a huge help to us.
And to your point about fraud, you know, especially with AI and other various forms of technology on the rise, it's going to be more important now than ever to be vigilant and to be prepared. We did unfortunately have an incident where somebody got ahold of an invoice of a vendor that we regularly work with. They manipulated it at the bottom, changed the direct deposit information and that did ultimately get processed unfortunately via direct deposit, and had that been a credit card charge would have been a whole lot easier to dispute.
But thankfully, I called the bank right away and got Tina on the line and let her know what had happened, and First Citizens was actually able to fully recover all of those funds. So while it was a tragic day at the very beginning, it ended up being a good story to tell the team and a relief to everyone when we found out that the money was recovered, and that came directly from our relationship with First Citizens. And I can let them speak to how they got that, but it was an amazing day for us.
Matt: That's great to hear. Yeah, again, there's a lot in the industry where it doesn't go that way, and so it's good to know that sometimes we do get a win against the bad guys. And again, I think maybe, Carl, bringing you back in, I know other larger banks, again, a lot of times you don't really have that personal relationship or you don't have that connection.
Can you talk a little bit about, if you recall this event, kind of what you did and kind of how you think that actually was, what would you attribute the success to of stopping that fraud?
Carl: Yeah, very much so. Listen, you know, it really does take a great partnership between the bank and the client—in this case, Brandon and his team and AASA. And as he stated, he immediately reached out to Tina Townsend, who's his primary banking contact for all things, and she sort of coordinates everything. And immediately, we sort of escalated it to our fraud department.
And because of AASA's timing of recognizing that it was a fraudulent transaction, they moved quickly, which really says a lot about their internal operations that someone was responsible for it, someone recognized it, notified us within a very quick window of time, which candidly allowed for us to work with the other financial institution, which was a larger national financial institution, and really work with them to try to pull all of those funds back. And the great news was because of Brandon and his team recognizing that it was a fraudulent transaction so quickly, really allowed us to move swiftly in conjunction or as a result.
And then this was one of those great stories where we recouped almost all of the funds back, which were rather significant. But again, I gotta highlight that it matters that a client's internal operations are as such that it allows us to then work and respond just as quickly. And the great news here was—in addition to Tina—because of the complexity of AASA's relationship and all the services that they have with us, we also support them with a concierge team. And when you have a team like that that works behind the scenes together, very coordinated, that really is what can drive that kind of a result.
But again, I can't stress enough, it takes a client also having a good handle on their own internal operations.
Matt: Sure. And as you mentioned, it also is working, our fraud back-office team's working with other banks as well to try to recover these as soon as we know about the situation, so that's great. We've got the resources, and again, it's a vigilance that the entire industry has on this space. So it's certainly important to identify it quickly.
Carl: And Matt, let me just add also, what we pride ourselves on here at First Citizens, even as we've gotten larger, is that you still can reach a live person, and that makes all the difference in the world. So I celebrate that, you know, Brandon has multiple contacts that he can reach out to here at the bank. In addition to, you know, sort of the concierge banker, Tina, there are other teammates that also support the relationship. And we believe that's what makes us unique in the way that we bring all of what we bring to our clients.
Matt: That's great, Carl. Coming back to our slide of things that put pressure on, we've talked about a number of these areas where you guys, Brandon, have worked on solving for a number of these items. One I think, you know, as we saw, the pressure comes from not having visibility or predictability as well.
One of the things you mentioned earlier was just the ability to actually, I believe you're looking at replacing your ERP system. So that's not an easy project. And again, change management is fun, as we all talked about earlier. So I wish you the best on that. But again, that really does help you in terms of creating more visibility, managing predictability. But one of the things we've introduced at First Citizens in the last year or so is the ability to connect to the bank through your ERP.
So we've got Sage Intacct, we've got Microsoft Dynamics, we have several others that are queuing up as well. We have QuickBooks. So there's a lot of clients we've talked to that are in a similar situation as you, looking at a newer ERP because it's sort of an opportunity to upgrade, but also that they prefer to work through their ERP. So could you talk a little bit more about what you have planned and maybe how you think you'll connect to the bank in the future?
Brandon: Yeah, absolutely. And to that point about automation, just to go back for a second. As you're building out operational efficiencies and trying to match the speed at which technology is growing, it's more important than ever to make sure that you're also watching on the internal control side. Sometimes we can get blinded by the efficiency and the excitement for that and just really need to take that double take to make sure that your systems are aligned to manage that and that you've done some what-if scenarios over that.
And then to the point about the ERP, yes, we're very excited about that. And again, back to the p-card, similar, what we're hoping to see out of that is similar to our p-card, where we've connected it to a third party, where as soon as those transactions are, as soon as they swipe their card, those transactions show up for them to reconcile and attach receipts to in about 3 business days. And that has been a great automation for us and looking forward to see what this could look like on the banking side as well, kind of giving that same sort of automation to the bank transactions as well.
But the ERP system, we are very excited for. It's something that's been a long time coming. We've put a lot of other systems in place to help us make this transition go a whole lot smoother, and very much looking forward to seeing how that shapes everything. We've been holding focus groups internally with our staff and our key stakeholders so that when we go to our next system, we're making sure we really pick what they need to move the business forward because these decisions we make aren't just operational. They drive the strategy. They drive the ability for the business to move forward, and making sure that senior leadership has everything that they need to drive those visions and priorities.
Matt: That's great. Yeah, having the mindset about why you're making the investments is critical, and obviously looking for technology to continue to make lives easier, better, for not only your employees but also all of the members of AASA is important.
Again, technology continues to evolve, as you mentioned, and it continues to improve client experience. Automation is great. We all know that there's real benefits there, and you guys have talked about several today, Brandon, of how you've realized benefits. But maybe, Carl, bringing you back in, does that mean that personal relationships are being diminished? Is it still important to have a banker, or is it just great, important to have technology?
Carl: You know, it's a great question, and it's a great point. And immediately, once we know and once AASA and Brandon and his team have actually selected which ERP, we're going to clearly connect with Tina and Brandon from a treasury management standpoint, and then we'll connect AASA with our technical team to ensure that, you know, as they're moving through that transition, we're fortunate that we can leverage the technical expertise on the treasury management side—frankly, your team of folks, Matt—where we bring and make sure that we're aligning with when they're going to make that transition. They understand and know, and we understand as well, the system they're going to. As you made the reference regarding FC Link, making sure that it can be as smooth of a transition as possible through our Commercial Advantage platform.
So what I really appreciate is that we'll be sort of moving in sync with AASA as well as our other clients and making sure that we bring that technical knowledge and understanding to ensure that it is a successful transition—not just with them adopting the ERP but then how that ERP integrates with all of our systems and our platform.
And listen, it cannot be understated that we want to make sure that we bring that technical expertise alongside them, just to make sure it's not frustrating for them. And any snafus we can avoid, that really is the benefit of engaging our technical team as early in that transition process, which it just works really well.
And we're fortunate that we're large enough where we have all those capabilities, but frankly we're small enough where we still engage with our clients at that level. And hopefully Brandon will continue to be happy with us, and we'll keep growing together.
Brandon: Absolutely. And I'd just add to that, Carl, the relationship is really important to us as well. It's really great to be able pick up the phone and get a hold of Tina or Robin at any moment that I need it. And again, with this ERP system coming up and this transition that's coming up, I have no concerns of our ability to work with First Citizen to set that up. So it's a relief already just from the get-go that that's going to be—
Carl: Well, just know if we have any problems, Brandon, the guy I'm going to be calling is Matt Ribbens, so he's right there.
Brandon: All right. Make sure you keep his number close.
Matt: That's right. Well, I was about to say, I don't think the treasury sales team is going to let me get away too far if there's something that's not going well. So yeah, it is all about people at the end of the day and the relationships we've developed, and I really appreciate that. But maybe just coming back again to technology, it continues to move at a rapid pace.
My team's continuing to scan the market to understand what we need to build and talking to our clients and really understanding from sales what are the things that we need to close in terms of gaps. So it wouldn't be a true presentation or fireside chat if I didn't bring up the topic of AI, Brandon. So if I think about AI, have you been looking into any use cases? Do you have any that you could share with the audience today that might relate to cash flow or what you're doing in the finance department?
Brandon: Yeah, absolutely. Claude's become a new friend of mine. Our team is continuing to learn it. You know, it's one of those things that nobody really has the answer right now. We're all kind of learning it together, and I'm excited to see what the ERP systems have. I know that they're including it in a lot of places.
And for us, one of our biggest success cases so far is, something that's unique to us is our governing board, and it’s a bit larger than some other organizations. And when they get together, it can equal a lot of travel reimbursements for us to process. And we've been able to use Claude to process those more quickly. We upload a copy of their cover page that we get. We use Jotforms for that. We upload a copy of their coverage page and all their receipts. And Claude does the manual work for us of tying out the receipt to the claim, letting us know where there were differences, and even tags for us when something looks like maybe you should ask a follow-up question here about what was submitted. So it's taken a lot of the manual work out of our part to tie that out. Now the team can kind of really focus on looking for more important things in terms of our internal controls and making sure that everything's in alignment with our travel policy. So it's definitely sped us up and made us more efficient and, I'd say, more accurate as well.
Matt: That’s great. So you've got a lot of wins to share, and I appreciate you guys joining today to take some time. So in closing, Brandon, you started on this multiyear journey with Carl and team to transform AASA and crush the chaos and cash flow. So I just wanted you to say in your words, how much more resilient do you feel now the company has been with your efforts and the partnership with First Citizens?
Brandon: It's been amazing. You know, when I started, we were at about 40 to 43 individuals. We've now grown to about 63. We had an acquisition of another not-for-profit organization at the beginning of last fiscal year, and the operational gains were necessary to be able to stay on top of all that and continue to be. I'm sure, like in many other finance departments, we're still in a lot of ways playing catch-up, just trying to keep up with the technology pieces and moving with the business at the same time. You never want the finance or the back office to be the reason why something can't move forward. You want be the one driving those decisions. So working with First Citizens and making sure that our operational pieces are in place and that we're as efficient as possible makes all of that come to fruition for our senior leadership and for our members. So I appreciate that.
Matt: Perfect. Carl, any last parting words?
Carl: Listen, when we look at the relationship we have with AASA and where the relationship has grown to, and it's really not about, you know, just sort of providing them with products and services. It really has been about understanding their operations, understanding how things cycle in and funds cycle in and out, and really ensuring that we're in alignment so we know, you know, when they're in, when it's their annual conference time, we make some adjustments to support their needs.
So it really is all about understanding their internal operations and then aligning our capabilities and resources to meet what those needs are. And it's just exciting to see where they are today. And Brandon has not given himself enough credit, so I will give him a lot of credit for where AASA is today in their internal operations because they have massively jumped way ahead, and we've just been allowed to be a partner with them along the way.
But really, he deserves a tremendous amount of credit for where they are today. And as my grandmother used to say, from whence they've come.
Brandon: Appreciate that, Carl.
Matt: That's great. Well, I appreciate everybody who was able to join us today. Here's a little bit more about what you guys can expect next.
Everyone who registered will receive the slides after this call, and feel free to share them with anyone you think would benefit. This session has also been approved for 1.2 CTP or CCM credits and FPAC credits through the Association of Financial Professionals at the rate of one credit per every 50 minutes of attendance. So you can access the link to the quiz. We'll put that in the chat here. If you take that quiz, you'll get the credit that I just mentioned to you.
We've also covered a lot of ground today, and then hopefully that's really inspired you to think about some things for your business. You've seen some examples or want to ask a little bit more about Claude potentially or ERP migration. There's a lot of great topics covered. You've seen examples that might've sparked ideas.
So we've got our contact information here. If you'd like to dive deeper into any of these tools that we mentioned or strategies that Carl brought up as well, really understanding your business is the first step. And then we've got lots of resources available to you as a client of First Citizens that you can access. We can help you with your current approach, identify gaps and opportunities, and outline next steps tailored to your goals.
Until then, I want to thank you all for joining us. Thank the panel again for such a great session today, and we look forward to continuing the conversation.
Thank You
You'll receive an email with the slides after the webinar. Please share with anyone you feel would benefit.
To explore fraud solutions or to optimize your current strategies, reach out to your banker today.
Thanks to our panelists!
Matt Ribbens
Matt.Ribbens@FirstCitizens.com
Carl Hairston
Carl.Hairston@FirstCitizens.com
Brandon Glotfelty
bglotfelty@aasa.org
Approved for up to 1.2 CTP/CCM recertification credits by the Association for Financial Professionals. You can access the link to the quiz in the chat and in the follow up email.
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