2016 First Citrus Bank Annual Report-Web

2015
ANNUAL REPORT
Table of Contents
Our Vision, Mission & Core Values
2
The Year in Review
3
President’s Message
Commitment to Free Enterprise in Tampa Bay
Our Commitment to Social Responsibility & Bank Historical Timeline
4-7
8
9-10
Why Bank With Us
11
Financial Highlights
12
Consolidated Balance Sheets
13
Consolidated Statements of Earnings
14
Consolidated Statements of Comprehensive Income
15
Consolidated Statements of Cash Flows
16
Bank Board of Directors
17
Advisory Board
18
Branch Managers, Business Bankers & Treasury Management
19
Officers
20
Our Branch Network
21
Our Vision, Mission & Core Values
Vision
Create a more vibrant Tampa Bay through financing economic growth at the local level.
Mission
To provide premier independent community banking services to individuals, professionals, executives and
entrepreneurs. Deliver banking services that go beyond customer expectations while nurturing loyal
customer relationships. Proactively contribute in the community. Invest in the future through our associates
and workplace.
Cardinal Business Principle
Safety and Soundness First
Core Values
Honor, Collaboration, Professionalism
2
The Year in Review
Financial Statistics, Operating Performance, and Shareholder Highlights
Earnings per share growth of 53% to .52 cents
Net income growth of 49% to $826,000
Loan portfolio growth of 9% to $223 million
Demand deposit growth of 25% to $46 million
Total deposit growth of 13% to $209 million
Asset growth of 10% to $266 million
Non-interest income growth of 15% to $785,000
Revenue growth of 5% to $11.2 million
Book value per share growth of 4.4% to $14.07
3
President’s Message
Our value proposition is clear. With increasing earnings momentum,
continued double-digit asset growth rates, dwindling community bank supply,
stabilized economic conditions and, arguably, some of the most favorable demographics
in America, the opportunity to enhance the value of your investment is immense.
John M. Barrett
President &
Chief Executive Officer
First Citrus Bank
The outlook for Florida community bank
stocks is strengthening and your bank is
accelerating the pace, delivering back-to-back
years of double-digit profit growth. Our 2016
budget reflects comparable earnings growth
as well. Salient 2015 highlights are noted on
the opposite page.
This year’s management discussion and
analysis integrates our 2015 operating
performance with peer comparisons,
relevant market perceptions and industry
trends; addressing how these dynamics
can influence your investment. Additionally,
we will outline a path towards shareholder
liquidity.
Net income in First Citrus Bancorporation was up
49% to $826,000. Positive earnings trends should
continue as we project asset growth to surpass
$300 million in 2016. We expect to achieve our
growth objectives through an emboldened
Business Banker – Branch Manager collaborative.
Last year, this initiative supported asset growth
to $266 million, loan growth to $223 million and
deposit growth to $209 million.
You’ll be pleased to know that demand deposits,
our lowest cost funds, grew 25% to $46 million!
Local demand deposits are our lifeblood,
enabling us to provide over 250 locally-owned
businesses, professionals, non-profits and
entrepreneurs with $63 million in financing last
year! If you have any checking accounts at
competing financial institutions, we’d love you to
transfer them to First Citrus Bank and help your
investment grow!
The annual growth in earnings per share
averaged 103% over the past 24 months.
Significant upside growth potential remains
because we haven’t reached our profit
generating capacity.
4
Earnings Per Share & Tangible Book Value Growth
$0.15
$14.25
$0.14
$0.13
$13.95
$0.12
$13.80
$0.11
$0.10
$13.65
$0.09
$13.50
Earnings Per Share
Book Value Per Share
$14.10
$0.08
$13.35
$0.07
$0.06
$13.20
2014 Q1 2014 Q2 2014 Q3 2014 Q4 2015 Q1 2015 Q2 2015 Q3 2015 Q4 2016 Q1
EPS
$0.07
$0.07
$0.06
$0.14
$0.12
$0.13
$0.14
$0.12
$0.14
TBV
$13.21
$13.28
$13.34
$13.48
$13.60
$13.77
$13.94
$14.07
$14.21
Scant non-interest income levels at .10% of
average assets historically typified First Citrus
Bank, averaging less than half the peer
median of .26%. In most cases, income
generated from selling residential mortgage
loans was the disparity. Despite attractive
fees, that line of business lacks strategic fit
with our existing core competencies and
established small business niche.
We’re excited to share a new business line
added in 2016; SBA-7a business lending.
Loan sales on the secondary market will
supplement healthy non-interest income,
similar to residential loan sales. This product
also supports a long-term strategic goal to
provide financing at every stage in the life
cycle of a business.
The hypercompetition that fueled the demise
of 122 banks across Florida during the
downturn,1 thinned the herd in Tampa Bay as
well. In 2016, I believe more banks will exit the
Tri- County market. As these events unfold,
new client acquisition opportunities should
enhance our internal operating efficiencies.
1
First Citrus Bank was one of five bank
charters granted in Tampa Bay, representing
the de novo class of 1999.2 To retrospectively
compare the other four institutions; one
failed while the remaining three issued new
stock, at a fraction of the original price that
shareholders paid a decade earlier. In 2015,
the best performing of the three surviving
banks was sold at an 80% premium to their
book value. Putting this transaction in
perspective, their 80% premium to book
value literally equated to a 40% discount to
First Citrus Bank’s actual book value.3
The takeaway is: Credit quality always wins!
To succeed in the future, we must remain
disciplined in upholding our Cardinal Business
Principle of Safety and Soundness. This doesn’t
mean our credit culture will become rigid or
parochial. It means we become exemplars at
mitigating risk with “outside the box” creativity
in delivering growth capital to the market.
January 8, 2016 – Tampa Bay Business Journal Article – Bank loan decisions cause economic engine to sputter
The Carson Medlin Company – 4th Qtr. 2007 Asset Quality Review
3
Includes cash and stock dividends First Citrus shareholders received
2
5
We operate in a highly uncertain
environment. Scores of new and elevated
risks crop up; cyber security risk, credit risk,
regulatory risk, interest rate risk, monetary
stimulus policy risk, concentration risk, fiscal
policy risk, legislative risk, along with an
increasing disintermediation threat from
tax-exempt credit unions and new online
small business lenders, known as Fintech.
These contagions can only undermine value.
Recently, I was asked about the proliferation
of Fintech, and the threat they pose to our
business model. The model for online
business lenders is to inexpensively discern
creditworthiness over the internet, then
quickly unload the loans to investors;4 similar
to the “pump & dump” model of the
sub-prime lending market. I conjectured
we wouldn’t know their impact until their
unseasoned loan portfolios withstood
economic speed bumps. This doesn’t
mean that they’re not a legitimate
disintermediation threat. The sustainability
of a business model that relies exclusively
on technology to make subjective judgments
is unproven.
It seems a rebalancing of valuations between
community banks and big banks is occurring.
The SNL Bank Index (larger banks) declined
14.3% over the trailing twelve months
ending in February 2016 and 19.5% the prior
90 days.5 Small to mid-size banks are starting
to outperform regional banks, and regionals
are outperforming money center banks.
Strategically, this is a good stage for us;
barriers to entry remain high, valuation
should rise with our cauldron of earnings
momentum and demand for the First Citrus
brand will increasingly be influenced by a lack
of supply! For most of the past decade, the
opposite was true.
Our competitive advantage hinges on
speed-to-market and operational flexibility in
delivering growth capital to small businesses,
non-profits, professionals, and commercial
real estate principals; empowering free
enterprise to be more competitive at the
local level. This approach has enabled First
Citrus bankers to finance more business
growth and asset acquisitions with less
downside loss exposure than peer, while
garnering market yields.6
We are vividly clear in our strategy and
deeply committed to it as well. The opposite
standard is a bank that lacks awareness of
how it fits within the market or superficially
pays lip service to their strategic positioning.
This commonly results in attempts to
compete excessively on price with
tax-exempt credit unions or other
substitutes. Those institutions are on a path
to extinction.
Community banks commonly possess high
individual ownership concentration levels
relative to larger banks. Higher concentration
levels can sometimes lead to ill-timed
liquidity exits at the expense of optimizing
shareholder wealth. With nearly 700
shareholders averaging an investment less
than $10,000 each, First Citrus likely has the
highest number of shareholders and least
amount of ownership concentration than any
Tampa Bay bank; possibly Florida as well.
Despite such, it’s still practical to offer a path
for shareholder liquidity given our tenure in
the market. In that regard, Raymond James &
Associate, Inc. is making a market for our
stock. Should you have an interest in
purchasing or selling shares, please contact
them directly.
4
Wall Street Journal, February 23, 2016 – Online Lender on Deck’s Stock Sinks
Sheshunoff & Company – Public Bank Stock Performance, February 2016
6
FFIEC Uniform Bank Performance Report: 2008 – 2013 Net Loss to Average Total Loans
5
6
External market dynamics have appropriately
elevated our balance sheet growth targets and
profit expectations. At the same time, we
don’t need to look beyond the last cycle of
failed banks to realize that a growth imperative
can be extremely hazardous.
However, I want to underscore my optimism
and confidence in our market, business model
and ensemble of banking talent. In my view,
the community bank space is the best risk
reward opportunity in the banking sector.
None of the economic uncertainty, stock
market declines and industry turmoil is
showing up in our operating performance.
We are very serious about our mission in
helping our clients become more
economically successful and financially
independent! The by-product of our efforts
enhances vibrancy throughout Tampa Bay.
This is important work and your bank’s track
record of success and even more appealing
future, should make you feel very good about
your investment.
On behalf of your Board, Advisory Boards and
management team, thank you for your trust
and confidence.
Sincerely,
John M. Barrett
President and
Chief Executive Officer
7
Commitment to Free Enterprise in Tampa Bay
Foundation Christian Academy Groundbreaking
First Citrus Bank invests $.84 of every dollar into the Tampa Bay Community.
“We believe in investing bank deposits back into the local community by
supporting nonprofits and championing for the success of small businesses.”
Loans as a Percentage of Assets
83.6%
USAmeriBank
81.1%
Platinum Bank
77.2%
Gulfshore Bank
72.5%
Pilot Bank
69.2%
Bank of Tampa
58.8%
NorthStar Bank
57.9%
Source: The List/ Tampa Bay Business Journal: Community Banks - Loans as a Percentage of Assets as of December 31, 2015 (Published April 8, 2016) and
the FFIEC Uniform Bank Performance Report.
8
Our Commitment to Social Responsibility & Bank Historical Timeline
Brandon Fourth of July Parade
First Citrus Bank’s associates are committed to giving back and being good stewards of our community. Many
of our associates serve in leadership positions with nonprofit organizations.
Listed below are some of the organizations First Citrus Bank proudly supports:
Best Buddies of Florida
St. Joseph’s Hospital Foundation
Fellowship of Christian Athletes
Seniors in Service
Florida College
Success 4 Kids & Families
Florida Medical Clinic Foundation
Tampa Bay United
Girl Scouts of West Central Florida
Tampa Metro Area YMCA
Hillsborough County Sheriff’s Advisory Council
The Centre for Women
Humane Society of Tampa Bay
The Crisis Center
JDRF Tampa Bay Chapter
The Junior League of Tampa
Judeo Christian Health Clinic
The University of Tampa
Pasco-Hernando Community College Foundation
Voices For Children
South Tampa
Office Opened
2003
Citrus Park
Office Opened
1
200
Secondary Offering
Raised $7.1 Million
0
200
Reached $100 Million
in Assets
10% Stock Dividend
Payout
9
99
1
Brandon
Office Opened
9
Our Commitment to Social Responsibility & Bank Historical Timeline
Hillsborough County Bar Luncheon with First Citrus Bank Associates
Partnering with Local Associations
First Citrus Bank is proud of the partnerships it has established with the members of the following associations:
Hillsborough County Bar Association
Hillsborough County Dental Association
Hillsborough County Medical Association
Hillsborough County Osteopathic Medical Society
Suncoast Utility Contractors Association
2006
2007
2009
$1 Per Share Cash
Dividend Issued
Carrollwood
Office Opened
2014
2015
54% Increase in
Associates
49% Growth
in Profits
(39 in 2012,
60 in 2014)
53% Increase
in Earnings
Per Share
Kennedy
Office Opened
Reached $200
Million in Assets
10% Stock
Dividend Payout
10
Why Bank With Us
Left to Right: Laura Margolies, Daisy Clark, Leanne Carney, Jessica Nollmann, Laurie Davis and Ebony Rosario
Strength
Our focus on Tampa Bay has made us one of the top 5 small business lenders in the area.
97.2% of our business clients were financially more successful than those who chose other banks
during the Great Recession (2007-2012) – the highest rate in West Central Florida.1
All lending decisions are made locally by people who understand you and your business.
Service
Average years of service with First Citrus Bank.
Senior Management Team
16.75 Years
Branch Leadership Team
7.50 Years
Business Banking Team
7.50 Years
Stability
Since 1999, out of the 26 Community Banks operating in Tampa Bay, over half have exited the market.
First Citrus Bank is one of only 11 that remains today to serve your needs.
1
Source: FFIEC Uniform Bank Performance Report
11
Financial Highlights
(Dollars in thousands except per share amounts)
Income Data
Total revenue
12/31/2015
$
12/31/2014
Percent
Change
11,095
10,708
4%
8,992
8,684
4%
Provision for loan losses
136
854
-84%
Noninterest income
644
634
2%
Noninterest expense
8,135
7,587
7%
Income tax benefit (expense)
(539)
(321)
68%
$
826
556
49%
$
222,591
203,536
9%
Allowance for loan losses
2,191
2,069
6%
Securities and other investments
2,395
3,205
-25%
Earning assets
249,274
224,344
11%
Total assets
266,446
241,888
10%
46,626
36,810
27%
209,324
184,955
13%
22,103
21,481
3%
0.52
0.34
53%
0.52
0.34
53%
Book value per share
14.07
13.48
4%
Tangible book value per share
14.07
13.48
4%
Return on assets
.40%
.28%
Return on equity
4.13%
2.80%
Net interest margin
4.12%
4.33%
Efficiency ratio
81.70%
80.47%
Leverage ratio
9.34%
9.71%
11.86%
12.32%
Net interest income
Net income
Balance Sheet Data
Total loans
Noninterest bearing deposits
Total deposits
Shareholders’ equity
Share Data
Earnings per share - basic
Earnings per share - diluted
$
Performance Ratios
Risk based capital ratio
12
Consolidated Balance Sheets
(Dollars in thousands except per share amounts)
Assets
Cash and due from banks
Interest-earning deposits with banks
Total cash and cash equivalents
12/31/2015
5,977
25,681
31,658
5,441
19,061
24,502
100
902
220,400
2,084
8,243
1,493
514
225
827
266,446
100
1,647
201,467
2,329
8,522
1,558
601
302
860
241,888
Liabilities:
Noninterest-bearing demand deposits
Savings, NOW and money-market deposits
Time deposits
Total deposits
46,626
95,883
66,815
209,324
36,810
90,430
57,715
184,955
Federal Home Loan Bank advances
Subordinated debentures
Official checks
Other liabilities
Total liabilities
30,000
3,947
238
834
244,343
30,000
3,947
945
560
220,407
563
563
139
139
7,152
7,946
6,286
17
22,103
266,446
7,261
8,035
5,460
23
21,481
241,888
Time deposits
Securities available for sale
Loans, net of allowance for loan losses of $2,191 and $2,069
Foreclosed real estate, net
Premises and equipment, net
Federal Home Loan Bank stock, at cost
Accrued interest receivable
Deferred tax asset
Other assets
Total assets
$
12/31/2014
$
Liabilities and Stockholders' Equity
Stockholders' equity:
Preferred stock:
Class A, $5 par value; 200,000 shares authorized, 112,702
shares issued and outstanding
Class B, $5 par value; 100,000 shares authorized, 27,728
shares issued and outstanding
Common stock, $5 par value; 4,700,000 shares authorized,
1,430,442 and 1,452,328 shares issued and outstanding
Additional paid-in capital
Retained earnings
Accumulated other comprehensive income
Total stockholders' equity
Total liabilities and stockholders' equity
13
$
Consolidated Statements of Earnings
(Dollars in thousands except per share amounts)
Interest Income
Loans
Securities
Other
Total interest income
12/31/2015
$
12/31/2014
10,301
32
118
10,451
9,856
137
81
10,074
965
494
1,459
8,992
136
8,856
947
443
1,390
8,684
854
7,830
–
176
468
644
142
160
332
634
4,763
1,108
436
91
232
1,505
8,135
1,365
539
826
4,127
1,105
389
104
409
1,453
7,587
877
321
556
Interest Expense
Deposits
Borrowings
Total interest expense
Net interest income
Provision for loan losses
Net interest income after provision for loan losses
Noninterest Income
Gains on sale of securities
Service charges and fees on deposit accounts
Other fees and charges
Total noninterest income
Noninterest Expenses
Salaries and employee benefits
Occupancy and equipment
Data processing
Printing and office supplies
Foreclosed real estate
Other
Total noninterest expenses
Earnings before income taxes
Income taxes
Net earnings
$
14
Consolidated Statements of Comprehensive Income
(Dollars in thousands except per share amounts)
12/31/2015
Net earnings
826
556
Other comprehensive income:
Change in unrealized gain on securities available for sale
Unrealized loss arising during the year
Reclassification adjustment for realized gains
(9)
–
(159)
142
Net change in unrealized gain
(9)
(17)
Deferred income benefit on above change
(3)
(5)
Total other comprehensive loss
(6)
(12)
820
544
Comprehensive income
15
$
12/31/2014
$
Consolidated Statements of Cash Flows
(Dollars in thousands except per share amounts)
Cash Flows from Operating Activities
Net earnings
Adjustments to reconcile net earnings to net cash
provided by operating activities:
Depreciation and amortization
Provision for loan losses
Deferred income taxes (benefit)
Net amortization of premiums and discounts on securities
Amortization of deferred loan fees and costs, net
Gain on sale of securities available for sale
Net loss (gain) on sale of foreclosed real estate
Provision for losses on foreclosed real estate
Share-based compensation
Decrease in accrued interest receivable
Decrease (increase) in other assets
(Decrease) increase in official checks and other liabilities
Net cash provided by operating activities
12/31/2015
826
12/31/2014
556
449
136
80
7
(42)
–
62
7
21
87
33
(433)
1,233
451
854
262
12
(34)
(142)
(5)
237
9
17
(87)
658
2,788
–
(1,010)
729
–
(18,987)
136
65
(170)
(18,227)
359
5,303
(28,045)
808
(398)
(104)
(23,087)
$
24,369
–
–
(219)
24,150
7,156
24,502
31,658
(1,834)
1,250
10,000
–
9,416
(10,883)
35,385
24,502
$
$
1,442
350
1,397
–
$
$
$
$
(6)
308
348
–
(12)
1,958
1,044
4,283
$
Cash Flows from Investing Activities
Purchase of securities available for sale
Maturities, principal collections and calls of available-for-sale
securities
Proceeds from sales of available-for-sale securities
Net increase in loans
Proceeds from sale of foreclosed real estate
Redemption (purchase) of Federal Home Loan Bank stock
Purchase of premises and equipment, net
Net cash used in investing activities
Cash Flows from Financing Activities
Net increase (decrease) in deposits
Proceeds from issuance of subordinated debentures
Proceeds from FHLB advance
Common stock retired
Net cash provided by financing activities
Net increase (decrease) in cash and cash equivalents
Cash and cash equivalents at beginning of year
Cash and cash equivalents at end of year
Supplemental Disclosure of Cash Flow Information
Cash paid during the year for:
Interest
Income taxes
Noncash Transactions
Accumulated other comprehensive income, net change in
unrealized gain on securities available for sale, net of tax benefit
Transfer of loans to foreclosed real estate
Transfer of foreclosed real estate to loans
Transfer of securities held to maturity to available for sale
16
Bank Board of Directors
C. Russell Adams
Owner Realtor
Russell Adams Realty, Inc.
Michael Adcock
Gerald L. Kolar
John M. Barrett
John T. Linton
Jack J. Geller
J. Roger Moyer, Jr.
Attorney
Harper, Kynes, Geller, Greenleaf &
Frayman, P.A
James G. Hatton
President &
Chief Executive Officer
BCIndustries, Inc.
Henry J. Binder
Director
Emeritus
17
President
MedOp, Inc.
President
Adcock-Adcock
Insurance Agency, Inc.
Chairman
President &
Chief Executive Officer
First Citrus Bank
Not Pictured:
Rodney O. Horton, O.D.
President
Kolar Systems International
Executive Vice President &
Chief Financial Officer
First Citrus Bank
Regional President (Retired)
PNC Financial
Business Advisor/Consultant
Advisory Board
Larry A.
Carr
Rahul N.
Mehra, M.D.
Sanjay M.
Patel
Donald A.
Pleasants
Raymond A.
Ploucher, CCIM
Chairman & CEO
Carr & Associates, Inc.
CEO/CMO
MehraVista Health
Entrepreneur & Business
Consultant
Quality Inn & Suites
President
Pleasants Corporation
Principal
Real Estate Advisory Corp. –
Tampa (REACT)
Clara A.
Reynolds
Juan A.
Rivera, DPM, DABPS
Arthur “Skip”
Schaer
Charles “Chip”
Webster, Jr.
Anthony G.
Woodward
President & CEO
The Crisis Center of
Tampa Bay
Podiatric Physician & Surgeon
Ankle + Foot
Center of Tampa Bay
Owner
Schaer Development of
Central FL, Inc.
Courtney
Bissett-Hayes
Michael C.
Graisbery
James D.
Randall, III, CIC
Retail Specialist
Bissett McGrath
Properties, Inc.
Brandon Advisory Board
President
Environmental
Construction Inc.
Brandon Advisory Board
Senior Vice President
Adcock-Adcock Property
& Casualty Agency, Inc.
Brandon Advisory Board
Stephen B.
Kelly
John J.
Meyer, III
President (Retired)
Vistage Florida
Attorney
Woodward Law Group
Not Pictured:
Evan
Duglin
Vice President & CFO
Casual Elegance
Enterprises
President
Kelly Consulting
Group, Inc.
Managing Director
Kermit’s Key West
Key Lime Shoppe
Darren
Vivolo
Owner
Bayshore Automotive
Brandon Advisory Board
Ken W.
Franklin
President
Franklin Development Corp.
Brandon Advisory Board
18
Branch Managers, Business Bankers & Treasury Management
Jessica Kendall Hornof
David M. Mastrorio
Thomas Menendez
Marc C. Baumann
Jessica A. Nollmann
Nancy Gordon
Derrick L. Shearer
Lisa Millman-Nodal
Jerry L. Clark
Thomas M. Mitchell
Laurie T. Davis
Janet Plummer
Susan Rumery
Jeff Taylor
Executive Vice President
Retail Banking
Vice President
Branch Manager Carrollwood
Vice President
Branch Manager South Tampa
Vice President
Branch Manager Citrus Park
Assistant Vice President
Branch Manager Brandon
Assistant Vice President
Branch Manager Kennedy
Vice President
Treasury Management Officer
19
Executive Vice President &
Chief Lending Officer
Senior Vice President
Business Banker
Senior Vice President
Business Banker
Senior Vice President
Business Banker
Senior Vice President
Business Banker
Senior Vice President
SBA Loan Specialist
Assistant Vice President
Business Banker
Officers
John M. Barrett
Sharon L. Bush
Derrick L. Shearer
John T. Linton
Robert A. Davila
Leanne Carney
Jessica Kendall Hornof
Matthew J. Duff
Jerry L. Clark
David M. Mastrorio
Tim Johnson
Matthew Coughlin
Marc C. Baumann
Rosie M. Martinez
Laurie T. Davis
Nancy Gordon
Thomas Menendez
Joe Kynion
Lisa Millman-Nodal
Jessica A. Nollmann
Diane Obremski
Thomas M. Mitchell
Sarah Perez
Jeff Taylor
Janet Plummer
Susan Rumery
Laura R. Margolies
Cynthia L. Bedore
Kathy R. Rummel
President &
Chief Executive Officer
Executive Vice President &
Chief Financial Officer
Executive Vice President
Retail Banking
Executive Vice President &
Chief Lending Officer
Senior Vice President
Business Banker
Senior Vice President
Business Banker
Senior Vice President
Business Banker
Senior Vice President
Business Banker
Senior Vice President
SBA Loan Specialist
Vice President
Information Security Officer
Vice President
BSA Officer
Vice President
Senior Credit Analyst
Vice President
Credit Department Manager
Vice President
Senior Credit Analyst
Vice President
Loan Administration
Vice President
Branch Manager Carrollwood
Vice President
Branch Manager South Tampa
Vice President
Marketing Manager
Vice President
Treasury Management Officer
Vice President
Branch Manager Citrus Park
Assistant Vice President
Deposit Operations Manager
Assistant Vice President
Branch Manager Brandon
Assistant Vice President
Controller & Security Officer
Assistant Vice President
Branch Manager Kennedy
Assistant Vice President
Systems Operation Manager
Assistant Vice President
Human Resources
Assistant Vice President
Business Banker
Bank Officer &
Business Banking Assistant
Vice President
Loan Documentation Specialist
20
Our Branch Network
Brandon
Citrus Park
1314 Oakfield Drive
Brandon, Florida 33511
813.864.0929
13850 Sheldon Road
Tampa, Florida 33626
813.926.5588
Carrollwood
10824 North Dale Mabry Highway
Tampa, Florida 33618
813.926.2848
Kennedy
4302 West Kennedy Boulevard
Tampa, Florida 33609
813.422.6625
21
South Tampa
4240 Henderson Boulevard
Tampa, Florida 33629
813.287.0992
www.FirstCitrus.com