Page 26 - BusinessWest August 8, 2022
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     2
4
6
8
10
12
14
16
18
20
359,500,287
154,789,592
53,372,257
12,972,272
10,487,472
2,988,973
1,669,105
1,422,651
982,377
764,190
2,250,792
1,988,079
477,754
118,400
73,700
17,596
9,045
11,830
6,655
2,997
152,711,243
99,904,204
39,185,157
7,233,083
6,723,319
2,482,933
1,014,062
1,189,988
743,702
627,218
Greg Braca
Chris Gorman
John Barnes
Mark Tryniski
Nitin Mhatre
Thomas Senecal
Kevin Day
Matthew Sosik
John Howland
Charles O’Brien
3
5
7
9
11
13
15
17
19
BANK OF AMERICA NA
www.bankofamerica.com
CITIZENS BANK NA
www.citizensbank.com
SANTANDER BANK
www.santander.com
WEBSTER BANK
www.websterbank.com
NBT BANK, NA
www.nbtbank.com
LIBERTY BANK
www.liberty-bank.com
WESTFIELD BANK
www.westfieldbank.com
COUNTRY BANK
www.countrybank.com
SALISBURY BANK & TRUST CO.
www.salisburybank.com
MOUNTAINONE BANK
www.mountainone.com
26 AUGUST 8, 2022
BANKING & FINANCE
BusinessWest
BANKS IN WESTERN MASS.
RANKED BY ASSETS
 INSTITUTION
ASSETS
413,130,849
187,103,189
184,659,457
97,095,245
63,470,573
35,354,179
15,096,387
11,905,119
11,856,047
7,379,823
3,439,206
2,503,631
1,870,255
1,753,279
1,674,734
1,477,518
1,123,194
877,566
861,094
DEPOSITS
  TD BANK NA
www.tdbank.com
KEYBANK NA
www.key.com
PEOPLE’S UNITED BANK
www.peoples.com
COMMUNITY BANK NA
www.communitybankna.com
BERKSHIRE BANK
www.berkshirebank.com
PEOPLESBANK
www.bankatpeoples.com
FLORENCE BANK
www.florencebank.com
BANKESB
www.bankesb.com
GREENFIELD SAVINGS BANK
www.greenfieldsavings.com
ADAMS COMMUNITY BANK
www.adamscooperative.com
Monson
Continued from page 17
environment.’
“We had a great first and second quarter,” he went
on. “But when you’re out talking to customers, you can hear the apprehension and cautious tone of voice that business owners are using right now.”
Moriarty concurred, and noted that a recession
is now more likely than not, in his opinion, and this will add to the many challenges business owners and managers are currently facing.
“I think the recession will be short and chal- lenging,” he said, “but I think Monson Savings and other banks are positioned well to weather, manage, and help customers through this period. And once the Fed gets control of inflation and the employ- ment market evolves a little bit, we’ll see some improvement.”
Looking ahead, and toward creation of a new strategic three-year plan for the bank, Moriarty said a number of topics will be considered, including the need to be more “customer-centric versus product- centric,” as he put it.
“That means that we have to make sure we’re creating frictionless opportunities and delivery sys-
$2,032,754,000
155,361,591
78,989,435
30,343,278
10,250,613
5,977,305
2,232,183
1,388,288
1,296,220
727,797
$18,980,000
1,793,072
449,276
326,184
114,431
53,154
19,131
9,407
13,248
8,071
911,323,000
155,361,591
52,756,585
21,290,382
7,473,442
3,940,294
1,826,313
1,085,473
1,057,450
627,284
Brian Moynihan
Bruce Van Saun
Timothy Wennes
John Ciulla
John Watt Jr.
David Glidden
James Hagan
Paul Scully
Richard Cantele Jr.
Robert Fraser
     tems that make it easy for customers to manage their banking,” he explained. “That includes digital bank- ing; we know we have cutting-edge products now, but we know things are going to change drastically in the next three to five years, so we have to make sure we’re positioned to give those offerings to our customers.
“Artificial intelligence will come more into play in the next three to five years,” he went on. “The use- fulness or the quickness with which we can do data analysis of what our customers have and what they need will be important. Customers want to have things at their fingertips; they want to maximize and analyze their financial situation and be able to look forward and make good decisions.”
and we know that where there’s shakeup, there’s also opportunity,” he said. “We’re going to keep an open mind to that.”
Going the Last Mile
Returning to the subject of his planned bike ride, Moriarty joked that now that he’s started to talk about it, he’s pretty much committed to doing it.
He’s training two or three times a week with Moloney and looking at a number of options for which charity or charities (probably the latter) he will be fundraising for.
It’s been a while since he’s taken part in an Iron- man competition or even a marathon — he’s run in several of those as well, including Boston a number of times. But he said it’s like ... well, riding a bike. Not really, but close.
In any case, like the institution he now leads, he’s proven that he’s in it for the long haul — as in the very long haul: 150 miles for him, 150 years for the bank.
They’ve both put the pedal to the mettle. u George O’Brien can be reached at
[email protected]
As for possible geographic expansion, Moriarty said there are many possibilities, and he’s not ready talk about any of them.
He did say that the consensus among experts in the industry is that the recent pattern of consolida- tion within the sector will continue, leaving oppor- tunities for smaller, community banks like Monson Savings.
to
“We feel that we benefit from other mergers and acquisitions because we’ve been around for so long,
NET INCOME
NET LOANS
PRESIDENT/CEO
   1
$2,400,819,000
  
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