■ Banking
Continued From Page 36 ically by both the magnitude and duration of the pandemic . During this period , Manasquan Bank deftly swiveled and quickly transformed to ensure uninterrupted access and service while simultaneously enhancing our digital platforms , both comprehensively and securely . While the disruptive economic effects will take further time to fully manifest , the community banking sector in general and Manasquan Bank in particular remain well‐poised and positioned to make further market inroads leading to quality growth , earnings expansion and further balance sheet fortification .
Peapack‐Gladstone Bank By Gregory M . Smith , SVP , President of Commercial Banking
We are off to a strong start to 2021 . Doors have opened based on our execution during rounds one and two of the Paycheck Protection Program , mainly because we put our clients ’ needs first . We helped businesses when their existing banks — many of them our larger competitors — couldn ’ t . This led to new relationships and a strong pipeline . We remain focused on our clients and associates . Reflecting on what the country has gone through over the past year — COVID‐19 , a polarizing election , racial injustice , and vaccination challenges — I worry about the mental health impact . It ’ s important to stay close to your people , remembering to ask how they are and how you can help . Industry‐wise , like every bank , we have a surplus of liquidity along with strong credit pipelines in our commercial business . We are keeping an eye on potential wealth acquisitions . We feel good about how the year has started and how we are positioned heading into the second quarter .
Spencer Savings Bank By Jose B . Guerrero , Chairman and CEO
Banks are confident in growth in 2021 .
Although the pandemic created significant disruption to our country , industry and company , we saw significant positives that occurred in 2020 that will provide us with a great foundation and lift to 2021 ’ s loan and deposit growth and mix , driving improved financial performance . With credit quality coming in better than anticipated , a stronger loan demand as optimism grows , a favorable slope in the yield curve and the tail winds of lower funding costs all benefiting community banks , 2021 has the potential to accelerate business plans and earnings ahead of pre‐pandemic levels . In the near future , we will continue to reassess and reconfigure our business models and plans , to adjust for lessons learned from the pandemic operating environment and the anticipated changes in both customer and employee behaviors and expectations .
Valley Bank By Ira Robbins , President and CEO
Our industry has faced a number of challenges in the midst of a global pandemic . Even heading into 2021 we ’ re still working to overcome significant economic volatility , meet customers ’ expectations for digital resources , and adjust to a remote work environment . Despite all this , we are optimistic about the chances of a strong economic recovery in 2021 , and we believe that , as a bank , we have a responsibility to be a critical part of a “ return to normal .” Our continued ability to innovate new products , services and technology will help us sup-
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