Academics

The curriculum for the 2025 Session is designed to provide officers of financial institutions the knowledge and information necessary for advancement to senior positions.

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Required Courses

YEAR 1

Download Freshman Class Schedule

Stephen Lacewell (Required)

Asset/Liability Management provides a basic understanding of a bank’s techniques to measure and manage interest rate risk. Discussion focuses on the responsibilities of a bank’s asset and liability management committee, the sources of interest rate risk, and tools to measure the sensitivity of earnings and market value of equity to changes in interest rates. Topics include: the repricing (GAP) model; duration; economic value of equity; simulation models; and balance sheet adjustment and hedging techniques.

Mike Highfield (Required)

An overview of financial markets and institutions. Topics include the role of intermediaries, the nature and functions of money, a review of the time value of money; the level and structure of interest rates; interest rate risk versus price risk; money market and capital market assets; diversification; and the role of derivative assets in risk management. This course is designed to provide foundational finance knowledge for the remaining coursework at the Graduate School of Banking at LSU.

Brandon Cline (Required)

Monetary Economics is designed to assist the banker in analyzing and explaining economic conditions and forces.  Topics pertain to the entire banking and economic system, but relate directly to risk management, A/L composition, and other decisions made within the bank.  The course addresses the effects of policy decisions on financial markets; it takes participants “inside” the Federal Reserve as they learn how monetary decisions are made and implemented.  The course provides a practical framework for determining how fiscal and monetary policies affect global, national, and local economies.  Other topics include: economic measures and indicators, regulation, interest rate risk, and the trade-offs associated with economic decision making.

John Oxford, CFMP (Required)

Strategic Bank Marketing  – In a conservative and commoditized industry that provides the market place with little choice due to product parity and regulatory restrictions, how do you make your bank stand out?

From marketing strategy and targeting to brand management, technology and budgeting, participants will develop an understanding of modern bank marketing and take home fresh ideas and tactics on how to make their bank stand out in a sea of sameness.

Upon completion of this course, the participant should have a basic understanding of modern bank marketing, branding, promotions, budgeting, public relations and applicable tactics.  This course will take a deep and exciting dive into the four “Cs” of modern marketing:  Content, Connection, Conversion and Campaigns.

YEAR 2

Download Junior Class Schedule

Carl J. Chaney (Required)

The Bank Regulatory Law course is designed to assist bankers in meeting the challenges of the rapidly changing regulatory environment. Topics include regulatory enforcement actions, mergers and acquisitions (including FDIC assisted deals), bank secrecy act, C.R.A., fair lending, bankruptcy, lender liability, and survival tactics for the new financial services industry. Attention is also given to current and proposed legislation as well as discussing the future of the financial services industry.

Chad Tagtow (Required)

Digital Disruption and Cybersecurity

“Digital Disruption and Cybersecurity” equips bankers with the knowledge and skills to navigate the rapidly evolving financial landscape. This course explores the impact of disruptive technologies (AI, Blockchain), the rise of FinTech, and strategies for digital transformation within a bank. It also delves into the critical importance of cybersecurity and fraud prevention in a digital age, ensuring students are prepared to thrive in the face of evolving challenges and opportunities.

Rachel Fischer (Required)

Enterprise Risk Management: This course prepares bank professionals to design and implement ERM programs that enhance all decision-making processes, ranging from strategic to traditional mitigation decisions.

Enterprise Risk Management course presents risk management practices to improve effectiveness is these areas:

1) Building a risk appetite and framework to improve decision making.

2) Developing tactics and programs to improve corporate governance and regulatory exam management.

3) Risk assessment and mitigation concepts and methods. 4) Managing the evolving risk environment, designing a robust issue management process and understanding complex operational risks.

Stephen R. Robichaux (Required)

Much effort has been placed on trying to understand what motivates people and how they learn positive and negative behaviors.  This course will not only address the “what” and “how” of behavior but will also look at the important question of “why” people behave as they do.

The course will explore how applying the principles of motivation can increase performance in an organizational setting.  We will attempt to recognize the uses and limitations of major motivational techniques such as:  monetary incentives, goal setting, performance appraisal, participation, positive reinforcement, and job enrichment.  The focus of this course is learning how to increase performance in the organizational setting.

Paul S. Allen (Required)

Managing Bank Performance focuses on the various drivers of bank performance, including definitions and discussions about the measurement of key drivers, well as how the drivers can be used in concert with each other to achieve the desired goals of profitability and bank franchise value.  Additional discussions demonstrate how and why these drivers differ between banks of different sizes in the banking industry.  The course will also focus on methods and best practices of measuring and managing bank performance, as well as detailed discussions about strategies and concepts to prepare students for the Bank Management Simulation course which is completed in the third year of the school.

The course objectives include an overview of the various risks faced by banks and to develop strategies for managing and monitoring these risks for the purpose of achieving greater returns while operating within safety and soundness.  Various risk components to be addressed will include interest rate, liquidity, credit, regulatory and operational risks.  The course will introduce the methodology of assessing a bank’s financial safety and soundness through CAMELS analysis.  The CAMELS discussion will also highlight the interrelatedness of these core areas of bank operations and will briefly discuss the fundamentals of bank supervision and explain how the adequacy of CAMELS impacts regulatory compliance and the overall strength of banks.

For two weeks during the first year and for one week during the second year, a series of cases are studied. Classes will be divided into groups of approximately 8-10 students for discussion of these cases, and each discussion group will be assigned an instructor. Preparation for the cases is done not only before the resident session begins, but also at night during the resident session. Specific assignment of students by name and place will be made for both preparation and discussion groups. The cases cover special credit areas, specific phases of bank management, and business finance.

Among the areas to be included are:

  • Bank Financial Analysis
  • UCA Cash Flow
  • Compliance Management
  • Core Ideology, Culture & Strategy
  • Ethics
  • Financing the Closely Held Business
  • Crisis Communication
  • Internal Controls and Loss Prevention
  • Legal Issues
  • Problem Loans and Workouts
  • Real Estate Finance
  • Seasonal Lending

Along with the cases, students have a unique opportunity to gain familiarity with personal computer uses in banking. Instruction is directed toward decision-making with the use of computers as management tools. Students use computers to practice such techniques as credit analysis, forecasting, modeling, and asset/liability management.

YEAR 3

Download Senior Class Schedule

Anthony McGill (Required)

As a BMSim participant, you will be a member of a management team that has responsibility for the operation of an $800 million commercial bank.  Your team will deal with many of the banking problems faced regularly by senior officers in banks across the country.  Your team will develop strategies for the management of functional bank areas, with specific emphasis on planning and decision-making in areas such as loans, deposits, investments, funds management, asset/liability management, risk management, etc.  The primary focus is on profitability and growth, but attention also is directed to marketing, the pricing of bank services—both current and future, and the management of risk.  BMSim allows students to make decisions, to receive quick feedback on the effectiveness of their decisions, and then to make new decisions which adjust bank operations to compensate for a large number of internal and external forces including competition, the economy, and regulatory constraints.  Within a two-week period, simulation teams experience the equivalent of two years of bank operations.

While BMSim requires a computer for its operation, you have little need for knowledge about computers.  The focus of the exercise is on the management of the bank, and you will probably feel less affected by the computer during your simulation experience than you do in a typical banking situation.

Your knowledge of banking from a senior management perspective may be limited. Suddenly, you are asked to perform tasks that could be foreign to you.  Knowing that the teams you compete against are in a similar state of confusion, you must try to anticipate how their decisions will affect your team’s plans.  This confusion is further compounded by your unfamiliarity with the BMSim decision structure, financial statements, and operating characteristics.  It will also be constrained by time limits, making it necessary to organize and use your time efficiently to address the most critical areas.  Therefore, it is important that you adequately prepare for your participation in BMSim by studying the decision manual and completing any pre-session assignments.

Instructors are available to you during your BMSim program as an additional resource.  Instructors serve only as advisors; they will not offer suggestions on decisions or try to influence a team’s results.  They may ask teams to consider alternative approaches to problems as they arise, but they will not make specific decision recommendations.  However, they may suggest alternatives that you have not considered or question the assumptions that you are making in coming to a decision.  Instructors are an information source for official announcements, changes in procedures, and other details that will contribute to a more successful learning experience.  Instructors will answer questions on the technical aspects of BMSim; but, when you have questions regarding the impact of decisions, you should first ask yourself what would be reasonable, drawing on your own banking experience. The safest assumption is always that BMSim closely mirrors reality.

The decision manual, beginning financial statements and other learning resources are available to you via the program’s website bmsim.cloud.  Over the course of the program, you will be provided with key updates via the website designed to enhance your learning experience.

Thomas H. Payne (Required)

Conversations in Leadership.This interactive seminar provides practical tools and valuable perspectives from diverse leaders.  Topics include leadership during times of crisis, stewardship lessons from the frontlines, leading growth while managing risk, and preparing for your changing personal and professional leadership roles.  From building teams and cultures to managing expectations, setting direction, and motivating change across generational lines, Conversations in Leadership is an opportunity to learn from some of today’s most innovative, experienced, and thought-provoking leaders.  

David M. Kohl and Thomas H. Payne (Required)

The commercial banker must interpret domestic and global change and adjust to changing business conditions in all aspects of banking practice.  Bankers are provided with the practical knowledge and basic tools needed to assess the overall economy and its effect on institutional risk and financial performance.  The course includes an analysis of major banking trends associated with economic, competitive, regulatory, political, and social change.  Special attention is given to aspects of economic indicators, both domestic and globally, that impact bankers’ decision making and strategic planning processes.

Chris Hargrove (Required)

Mergers and Acquisitions is divided into three parts—the first deals with the financial, regulatory, and social aspects of mergers, the second is concerned with the implementation of the process, and the third relates to the integration and personnel aspects of a merger. Financial and economic considerations include the determination of the cash price or stock exchange ratio and comparisons between the two methods. The implementation takes the process from the pricing phase to the determination of terms and conditions. Critical personnel issues such as job reassignments, terminations and consolidations of positions, and the changes in “corporate cultures” are addressed in practical terms. The course also focuses on the challenges of remaining independent.

Elective Courses

YEAR 1

Paul Oberkirch & Greg Prescott (Elective)

Credit Analysis for Lenders is an advanced course designed for the student with commercial lending experience who has a working knowledge of accounting and ratio analysis.  Emphasis will be placed on refining those techniques, which lead to sound commercial lending decisions and becoming a value-added lender.  This includes analysis of ratio trends, working capital, cash flows, developing and using a cash budget, and other important elements in commercial lending operations.

Gary Higgins (Elective)

Credit Analysis for Non-Lenders is designed to assist less experienced lenders, and others with little or no formal commercial credit analysis training, to assess credit risk.  Emphasis is given to the importance, methods, and limitations of various risk appraisal tools – including those associated with financial statements, ratios, and cash flows.  Case studies are used to demonstrate how these tools are used and how they relate to specific loan requests.  The lender’s viewpoint is stressed through the use of practical examples and interactive exercises.

Gary Higgins (Elective)

Credit Risk Management introduces students to credit risk management in the lending function. Comprehensive credit risk management requires that banks identify and measure risks in the portfolio, develop appropriate policies, procedures, systems and controls to manage and monitor risk and assure that they are working. Portfolio credit risk management is a tool to improve the predictability of portfolio credit quality during economic cycles. A bank study project provides students with an opportunity to assess their institution’s tolerance for risk, to develop a risk profile and assess their institution’s control environment supporting their credit management process.

Laura Shreaves (Elective)

Performance Management to Performance Partnerships for Excellence – The majority of companies use some type of performance management system. When you talk to managers they bemoan the process, complaining of the time it takes and most often saying that it’s not effective. Many managers say they don’t have meaningful two way conversations.  What about you?  Performance management should be consequential – impacting your employee, you as a leader and your organization’s performance.

In this class we will spend time discussing why the system doesn’t work, what data tells us about employee engagement, and most importantly what we can do to change the perception and the process. We will build your skill in this critical area by preparing for and practicing conversations with employees at varying levels of performance including the difficult and sometimes crucial performance conversations needed. You will be prepared to lead with greater impact, having a framework for better communication as well as leading your team to a higher level.

YEAR 2 & 3

David M. Kohl (Elective)

Agricultural and Rural Lending examines the domestic and global megatrends that impact credit risk and business development opportunities in your rural and agricultural enterprise businesses. Consumer and population trends, rural and agricultural structure, real estate values and intergenerational business transfer is emphasized. The course examines actual small business enterprise cases including underwriting benchmarks, best management practices, common denominators of problem credit, and credit scoring systems applications, including the ten golden rules for operating small business enterprises.

Rita Floyd (Required)

Banking on Leadership – This course is designed to instruct bankers on the importance of being effective leaders inside and outside their organization by touching on various topics to include ethical leadership, effective communication, positive impact, performance coaching, dealing with conflict and being good stewards in the community.

Bankers should walk away with a better understanding of who they are as individuals and how they can impact others inside and outside their organizations.  They should be able to identify potential career derailers and be able to determine their effectiveness as a leader.

Cal Evans (Elective)

Commercial Real Estate Financing focuses on the state of CRE (Commercial Real Estate) industry, the techniques used to analyze, finance, and structure real estate transactions, and the current regulatory environment.  The course commences with an overview of the principles of property valuation, and quickly moves into coverage of multifamily, office, retail, industrial, and hotel underwriting and lending.  CRE sector performance is discussed concurrently and is followed by a review of the current perspective of regulatory bodies on lending concentration issues and specific sector risks.  The course end with instruction on how to create a CRE market intelligence model for your own bank that can strengthen underwriting, identify lending opportunities, and satisfy the demands of regulatory entities.

Adriana Cabada (Elective)

The Fundamentals of Risk Management is designed to empower bankers with the necessary knowledge to establish and implement an effective risk management framework.  The course is intended to provide a general overview of the risk assessment process and its essential considerations.  Moreover, the course will underscore the key pillars of an effective risk management program, including the necessity of robust board of directors’ and senior management oversight, effective policies and procedures,  sufficient management information systems’ reporting, and a solid internal controls environment.  Emphasis will be placed on how to implement the best risk management practices and prevent the most common mistakes.  Students will be assigned case studies that include performing a risk assessment, identifying weak risk management processes/practices and proposing solutions to remediate such.

Katherine Tohanczyn (Elective)

Fundamentals of SBA Lending and Understanding the SOP 50 10

This course explores critical program requirements set forth in the Small Business Administration’s SOP 50 10 to help lenders properly underwrite, originate, service and liquidate 7(a) guaranteed loans. Some areas of focus include: basic eligibility requirements, underwriting to 7(a) credit and collateral Standards, review of Loan Authorizations, overview of the guaranty purchase process and common reasons for denial of liability. The course will also include discussion of real-life cases to allow for a practical understanding of the SBA’s policies.

This course includes only minimal discussion related to 504 Loans, SBA Express, CAPLines and Export Loans.

Timothy Peterson (Elective)

Introduction to Digital Assets for Bankers– This course will introduce blockchain, cryptocurrency, and network economics within the context of traditional banking.  We will tackle the myths and the facts of bitcoin and cryptocurrency, as well as how to work with clients that express an interest in digital assets.

Banking in the 21st century information age will look different than banking in the 20th century manufacturing age.  An emerging economic theory called the network effect explains growth in asset and enterprise values, as evidenced by real world examples that include social media, and global trade.

In a non-technical manner, we’ll explore the fundamentals of blockchain and discuss real-world applications beyond token currency, including the disruption and opportunity blockchain presents to traditional custody services.

In this course you will learn how and why digital currencies have measurable, objective value.  The future of banking, which will include central bank digital currencies, is a key topic.  The applicability of adequacy of existing financial regulation is also discussed.

Don Hillbish (Elective)

What is a “good leader”? Are good leaders effective? Are good leaders moral/ethical? What does it mean to be effective? What does it mean to be moral/ethical?

Idioms such as Spiderman’s “with great power comes great responsibility” and Lord Acton’s “power tends to corrupt and absolute power corrupts absolutely” warn us of the perils of leadership – both the ends and the means matter. As current and future banking leaders, you have come face to face with this challenge of being a good (effective and ethical) leader.

This course will review the history of leadership theory, ethics of leadership, and frameworks for leading individuals, team culture and development, and leading change. Leveraging the “Spiral of Experience” model of Action, Observation, and Reflection, bankers will utilize case studies, stories, videos, and their personal experiences to evaluate and enhance their skills in asking questions, building competence in others, influence, and decision-making. Bankers should finish this course with increased self-awareness, actionable steps, resources, and a refined moral lens which will impact and improve their effectiveness as ethical leaders.

Kristen Stogniew (Elective)

Protecting Profits and Reputation: BSA/AML Compliance – When it comes to a BSA/AML program, no two financial institutions are the same. This course will explain the regulatory requirements and provide a practical understanding of best practices in staffing, supporting, and administering an effective and efficient BSA/AML program. Driven by risk, it is important the student understands why certain customers, products, and geographies present a higher (or lower) BSA/AML and OFAC risk profile. We will also discuss how technology can contribute to the success of a BSA/AML program, and the regulatory environment for managing third parties and validating their systems as being appropriate for your bank.

Joan Reukauf (Elective)

In a series of real-life cases, Recruiting and Retaining the Right Employees presents specific steps and skills which help managers to be effective in these areas: 1.) Attracting employees who fit the job and the bank, 2.) Connecting individual skills and styles to organization goals, 3.) Managing individuals and teams both proactively and reactively, and 4.) Creating job and career paths for all performance and motivation levels.

Bankers understand and apply successful interview questions, goal setting steps, team dynamics, group communication and individual coaching to a series of actual bank situations. Special attention is given to talent sourcing, under-performing employees/departments, individual motivation and career path development. Fast paced and hands-on, this 5-part series applies a practical, human element to the school’s overall curriculum of risk, regulatory and fiscal management.

Managing Different Generations within the Workforce. A mixed group of faculty, staff and students will discuss strengths, weaknesses, motivations and stereotypes of the primary 4 age groups employed by banks today. Bring your questions and challenges and an open mind.

Mark Trinkle (Elective)

The Relationship Building Competency

The ability to build relationships and do so quickly might just be that silver bullet… if you have the other essential selling skills, because it makes a banker more welcomed and more likeable. Only half of all salespeople have Relationship Building as a strength. If it is a weakness of yours, it makes you vulnerable to losing existing customers to other bankers your clients may like better and affects your ability to capture new business from competitors.
At the completion of this course, participants will have a good understanding of the seven Relationship Building attributes. You will understand how these skills impact prospecting, qualifying, relationship management and ultimately, your sales success. Additionally, you will improve your relationship building skills by spending time evaluating your personal strengths and weaknesses, utilizing this information to identify areas for focus and improvement.

The Negotiating Competency

The Negotiating Competency measures your ability to effectively negotiate terms, prices, and conditions throughout the sales process. In today’s rate environment, the ability to negotiate effectively is important in all areas of the bank and certainly for deposit and lending discussions. Bankers must learn how to ensure that negotiations are not focused on rate but rather based on a value-added process with the foundation being the customer. You must have a natural curiosity to learn more about the person or business in front of you in order to create a financial fit between the client and your bank. That is what will create differentiation and ultimately drive long-term relationships and revenue for your bank.
At the completion of this course, participants will have a good understanding of the eleven Negotiating attributes. You will understand how these skills impact your ability to stay in the moment, listen well, ask questions with ease, and recover quickly. Additionally, you will improve your negotiating skills by spending time evaluating your personal strengths and weaknesses, utilizing this information to identify areas for focus and improvement.

Mark Krawczyk (Elective)

Treasury Management -Understanding what treasury management is – and how to be intelligent about and provide appropriate treasury management products/services to your customers can have a direct impact to the ‘bottom line.’  Your customer’s treasury management operations deal with regulatory and oversight issues, treasury management products/services and short-term borrowing and investment practices and instruments.  Understanding what treasury management is and your customer’s service and product needs in this area can play a key role in determining how competitive (translated: ‘profitable’) your bank can be in the treasury management marketplace.  The focus of this course is to see YOUR role as a banker (as well as YOUR bank’s treasury management services/products) from the customer’s perspective.

J. Michael Allen (Elective)

Troubled Asset Resolution – In the past few years, bankers have experienced and are experiencing a period of unprecedented economic challenge.  Asset quality and loan performance metrics have improved for most.  But, as competition once again begins to get “frothy,” these improvements will be tested.   Capital preservation and liquidity are more precious to bankers today than ever before in our modern time.  Virtually all markets are affected.  These challenges are of a depth and breadth few have seen—let alone have experience at handling.  While asset quality trends are improving for the industry, many banks continue to battle troubled borrowers and are desirous of avoiding a “repeat of the past.”  Problem loans are a new reality for some.  How will your portfolio respond to continued pressure?  Are your internal management practices and board activities where they need to be?  How has this environment affected your relationship with your regulatory agencies? Troubled Asset Resolution is designed to provide some assistance, guidance and provoke thought as to how you handle loan performance challenges in your shop and be positioned to effectively manage the next generation of problem loans that might possibly already reside on your balance sheet.