Texas Capital CEO promises not to cut corners in the bank’s turn-around

“We flipped to positive operating leverage in the third quarter of 2022 and have remained positive for four quarters,” stated Texas Capital CEO Rob Holmes. “Eventually, this will reflect in the financials. It’s just now starting to.”

Vanja Savic/Photo by Vanja Savic

Two years into a tried turn-around at Texas Capital Bank, Rob Holmes, president of the Dallas-based business loan provider, states he’s devoted to constant development and is informing financiers to stay client.

Holmes took management of the $40 billion-asset bank in January 2021 following a stopped working merger and the resignation of previous CEO Keith Cargill the previous year. Several months after signing up with, Holmes revealed an overhaul of Texas Capital’s method that he now states will quickly settle.

Over the last 2 years, the bank has actually looked for to broaden business, treasury and financial investment banking services to both brand-new customers and existing ones who have actually formerly just obtained from the loan provider.

The bank has actually likewise raised capital, while buying skill and innovation to support its brand-new efforts. At completion of the 2nd quarter, Texas Capital had $2.8 billion of liquidity and a 12.2% capital ratio.

“We’re recycling capital, growing businesses other than loans and being aggressively financially conservative,” Holmes stated in a current interview.

The bank’s return on typical equity was 9.17% in the 2nd quarter, which was up from 4.35% throughout the exact same duration in 2015. 

Since Holmes took control of as CEO, Texas Capital’s stock cost has actually fallen by 5% to of $61.60. The KBW Nasdaq Bank Index is down by 24% over the exact same duration.

Some financiers are pushing for much better returns, which might be produced by restoring stock repurchases. For now, buybacks stay off the table, Holmes stated.

The impacts of Texas Capital’s brand-new method might not be “fully encapsulated” in the bank’s present appraisal, stated Stephen Scouten, an expert at Piper Sandler. He stated that some financiers might be getting restless due to the choice not to redeem shares.

Texas Capital remains in the “prove-it stage” of its tried rebound, and paying financiers excess money through share buybacks “might not be the best for building a franchise and maximizing the value of capital,” Scouten stated.

“Balance sheet positioning has led to an improvement in valuation,” Scouten stated. “Now they’ve got to execute what they’ve built.”

During Holmes’ interview with American Banker, he stated that he’s persuaded Texas Capital is headed in the best instructions. Profit generation is recently beginning to enhance, he stated, after the bank has actually produced favorable operating take advantage of for 4 succeeding quarters.

“It’s going to reflect itself in the financials,” Holmes stated. “It’s just starting to.”

The interview, which has actually been modified and condensed, is listed below.

What was Texas Capital’s very first concern when you ended up being CEO?

Within the very first 3 months, we raised capital by providing redemption of continuous favored stock, finished a subordinated financial obligation offer and a securitization, and we left a reporter loaning company. These 4 relocations enhanced the bank’s capital by about 270 basis points, which is a lot for a $40 billion balance sheet.

We likewise required a various level of skill to construct a full-service monetary services company, and have actually employed a group of individuals who have actually shown capability and ability to flourish in a lot more intricate platforms. Each is a fantastic cultural fit and has the exact same shared vision.

Does Texas Capital’s appraisal show the turn-around effort you started as CEO?

I do not believe the present worth of Texas Capital amounts to or represents the capacity of this company, the skill we have actually aggregated and the customers we’re onboarding.

But I do believe it’s reasonable. We need to continue doing what we have actually currently done. We’ve finished our very first co-managed equity and financial obligation offers, however have not done it 100 times.

When we revealed this method, we predicted unfavorable operating take advantage of perhaps through the very first quarter of this year. We turned to favorable operating take advantage of in the 3rd quarter of 2022 and have actually stayed favorable for 4 quarters.

We do not intend on returning. Eventually, this will show in the financials. It’s recently beginning to.

Why did you dedicate to an overhaul when you took control of as CEO?

There was no option however to do an overhaul. We didn’t do this based upon hubris or conceit or chance. Redoing a monetary services company puts the problem of needing to do it.

I revealed our method in September 2021, stating: “Here’s what we’ve done, and here’s what we’re going to do.” We’ve done every thing we stated so far — on time, on spending plan and within ability. And honestly, it’s motivating to me due to the fact that, while I was positive that we might prosper, it definitely featured a great deal of danger.

What was the danger in Texas Capital’s improvement?

The danger was doing whatever at the same time, rather of simply a couple things. We did whatever at the same time due to the fact that our company required to be linked. The very first concern was to support the bank.

Previously, there was no method or capital discipline, no market competence. It was loosely connected company efforts. There wasn’t a credit danger issue. The bank was simply developed incorrect. The facilities was incorrect. It did not have expertise and did not have supplementary product or services to stay pertinent to customers.

How has the bank changed?

Before improvement, most of our customers were loan-only, and we weren’t pertinent to them beyond that. A loan-only bank can’t flourish. There are more methods to develop worth by discovering methods to be pertinent to customers, versus offering a product, which is capital.

We rebuilt our whole treasury services work to consist of brand-new payments and merchants platforms, a brand-new business card offering and a brand-new lockbox service. Where we are now, we do not wish to reconstruct anymore core banking platforms. We wish to own our customer’s journey.

For example, individuals do not like to alter banks, due to the fact that it’s tough. So we established a digital customer onboarding platform that now onboards 90% of treasury management customers. By completion of this quarter, the platform will represent 80% of straight-through processing of treasury management product or services. That’s an exceptional customer journey we wish to own.

The platform is presently provided in personal wealth and will quickly move into sales and trading accounts and throughout the whole company.

How are you stabilizing reorganization with investor expectations for returns?

Some investors have actually been disturbed that we weren’t optimizing returns. And we might invest less on tech, take less arrangements, not employ as lots of people, purchase product or services or bring less capital. The reality is, I’m not thinking about returns.

I’m thinking about growing how you inform that a bank is healthy — concrete book worth. We might not make the most of returns, however the risk-adjusted return for investors will be excellent. We’re recycling capital, growing services aside from loans and being strongly economically conservative.

Holding excessive capital is economically conservative. The bank has a capital ratio simply under 12.5%, compared to other banks that were under 8% and are now attempting to reach 10%.

We desired charge earnings to create in between 15% and 20% of overall profits. It struck 15% last quarter. High-quality costs from premium customers is economically conservative.


A news media journalist always on the go, I've been published in major publications including VICE, The Atlantic, and TIME.

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