Mark Baden - SVP CNB St. Louis Bank

10/14/2026

Relationships Matter. Now More Than Ever.

Over the past month, I’ve had several conversations with prospective clients who are considering moving their banking relationships.

The reason? It wasn’t necessarily interest rates, loan terms, or even dissatisfaction with their bank.

It was a lack of communication.

Several shared that they hadn’t heard from their current loan officer in months. In one case, it had been over a year.

One conversation really stood out to me.

A business owner told me they would be willing to pay a higher interest rate AND absorb an early payoff penalty just to refinance their loan with someone who valued the relationship rather than simply the transaction.

Think about that for a moment.

They were willing to spend more money just to feel like their banking relationship mattered.

To me, that’s a powerful reminder of what community banking is supposed to be about.

A loan closing shouldn’t be the end of the relationship. It should be the beginning.

Business owners deserve a banker who checks in when they don’t need something. Someone who understands their business, celebrates their successes, helps navigate their challenges, and is available when questions arise.

At CNB St. Louis Bank, that’s the kind of relationship I and the entire team here strive to build every single day.

Because at the end of the day, people don’t just want a bank that will lend them money. They want a banker who genuinely cares about their success.

Relationships aren’t built through transactions.

They’re built through trust, communication, and consistently showing up.

10/08/2026

When was the last time your banker visited your business?

Not for a loan closing. Not to collect financial statements. Not because there was a problem.

Just to learn more about your business.

One of the things I enjoy most about commercial banking is getting out from behind my desk and spending time with business owners.

You can learn a lot from financial statements, tax returns, and spreadsheets. But there are things those documents simply can’t tell you.

Walking through a facility, meeting employees, understanding daily operations, and hearing directly from an owner about their challenges and goals can provide a completely different perspective.

Good banking relationships aren’t built solely across a desk. They’re built through conversations, understanding, and trust.

At CNB St. Louis Bank, we believe community banking should be about more than providing financial products. It should be about building relationships and truly understanding the businesses we serve.

Because the better I understand your business, the better equipped I am to help you navigate opportunities and challenges.

Business owners, here’s my question: When was the last time your banker stopped by just to learn more about your business?

10/01/2026

Banks like to work from tax returns and CPA-prepared or audited financial statements for a simple reason: consistency, credibility, and a clearer picture of the borrower’s financial position.

But those documents are only part of the story.

When a bank evaluates a commercial loan, we are often looking beyond just one business. We are looking at the borrower’s global cash flow — the combined cash flow of the business, other related entities, personal obligations, outside income, real estate holdings, and existing debt.

That is why it is so important for business owners to help their banker understand the full picture.

A tax return may show one thing. A current financial statement may show another. There may be additional income, distributions, related businesses, investment properties, or one-time expenses that need context.

At CNB St. Louis Bank, we believe strong banking relationships start with understanding the entire story — not just looking at one number on one financial statement.

The stronger the communication, the easier it is for your banker to understand how all the pieces fit together.

My advice to business owners: don’t just hand your banker a stack of financial statements and assume the numbers will speak for themselves.

Tell the story behind the numbers.

What changed?
What was unusual?
Where is the business headed?
What other sources of cash flow should be considered?
What obligations exist outside of the business?

Good financial information gives us the numbers.

Good communication helps us understand what those numbers really mean.

That combination can make a significant difference when trying to structure the right financing solution.

At CNB St. Louis Bank, that relationship-driven approach is a big part of how we work with our clients.

09/28/2026

Great event on Friday with the O'Fallon Community Foundation at the Heald Home and Zumwalt’s Fort!

We had the opportunity to bring together a number of community leaders from across O’Fallon to connect, share ideas, and begin conversations about how we can continue growing our impact in the community.

One of our goals was to strengthen relationships with some of O’Fallon’s most influential and engaged leaders, learn from their perspectives, and explore opportunities for the Foundation to continue supporting and investing in the community we all call home.

I am honored and proud to serve as President of the O’Fallon Community Foundation, and I’m excited about what lies ahead for our organization.

To learn more about the O’Fallon Community Foundation and the work we are doing in our community, visit:
https://lnkd.in/gRxF-kaf

09/23/2026

A business line of credit can be one of the most useful tools a company has.

But it is important to remember what it is designed to do.

A line of credit should generally be a bridge — not permanent debt.

It can help cover short-term timing differences in cash flow.

Maybe you have to buy inventory today, but your customer will not pay you for 45 days.

Maybe payroll is due before several large receivables come in.

Maybe your business has a seasonal cycle where expenses increase before revenue catches up.

Those are the types of situations where a working capital line of credit can be extremely helpful.

The concern comes when the balance never really comes down.

If a business is constantly using the entire line and never has the ability to pay it back, that may be a sign that the business is financing a longer-term need with short-term debt.

Maybe the company needs more permanent working capital.

Maybe equipment or another long-term asset was purchased using the line.

Maybe margins have tightened.

Maybe receivables are taking longer to collect.

Or maybe the business has simply grown faster than its cash flow can support.

None of those situations automatically mean something is wrong.

But they are worth understanding.

That is why many bankers like to see a working capital line periodically pay down or “rest.” It helps demonstrate that the line is actually being used for short-term cash flow needs rather than becoming a permanent source of financing.

A good banking conversation should not just be:

“How large of a line can I get?”

It should also include:

“What is the line being used for?”

“How quickly should it revolve?”

“What does the normal borrowing cycle look like?”

“And is the current structure still the right structure for the business?”

Sometimes the right answer is a larger line.

Sometimes it is converting part of the balance into a term loan.

Sometimes it is improving receivable collections or building additional liquidity.

The structure matters just as much as the amount.

At CNB St. Louis Bank these are the kinds of conversations I enjoy having with business owners — understanding how the business operates and making sure the financing structure actually fits the need.

Send a message to learn more

09/10/2026

The Number Your Banker Looks at That You May Not

Your business had a great year.

Revenue is up.
You showed a profit.
There’s money in the bank.

So getting a business loan should be easy, right?

Not necessarily.

One of the numbers your banker is likely looking at is something called Debt Service Coverage Ratio — or DSCR.

It sounds complicated, but the concept is actually pretty simple:

Does your business generate enough cash flow to comfortably make its debt payments?

For example:

If your business generates $150,000 in cash flow available for debt service and your annual loan payments total $100,000, your DSCR is:
$150,000 ÷ $100,000 = 1.50x

That means you’re generating $1.50 of available cash flow for every $1.00 of debt payments.

A DSCR of 1.00x essentially means you’re generating just enough to cover the payments.

Anything below 1.00x means the numbers indicate the business isn’t generating enough cash flow to cover its debt obligations.

Banks will generally want to see some cushion above 1.00x because business doesn’t always go according to plan.

Sales can slow down.

Expenses can increase.

Equipment can break.

Customers can pay slower than expected.

That cushion matters.

And here’s something many business owners don’t realize:

You can have a profitable business and still have difficulty qualifying for additional debt.
That’s because your banker isn’t only asking:

“Is this business profitable?”

They’re also asking:

“After everything else is paid, is there enough cash flow to comfortably make this new loan payment?”

Understanding your DSCR before you need financing can help you make better decisions about taking on debt, buying equipment, purchasing real estate, or expanding your business.

That’s also why I encourage business owners to talk with their banker before they need the money—not after they’ve already committed to the purchase.

At CNB St. Louis Bank we’re happy to have those conversations early. Sometimes the most valuable thing your banker can give you isn’t a loan.

It’s a better understanding of your numbers.

Send a message to learn more

09/08/2026

I already gave you my tax returns. Why does the bank need my current financial statements too?”

It’s a question business owners understandably ask.

The simple answer?

Your tax return tells me where your business has been. Your current financial statements help tell me where it is today.

Think about it this way:

If you’re applying for a loan in September 2026 and I only have your 2025 tax return, I could be looking at information that’s already 8–20 months old depending on the numbers I’m reviewing.

A lot can happen in that amount of time.

Revenue could be up 30%.

You could have added employees.

Margins could have improved—or tightened.

You may have purchased equipment, taken on additional debt, lost a major customer, landed your biggest contract ever, or built significantly more cash.

None of that necessarily shows up on last year’s tax return.

That’s why a banker may ask for current year-to-date financial statements, typically including:

• A Profit & Loss Statement
• A Balance Sheet
• Accounts Receivable and/or Accounts Payable aging, when applicable
• A current debt schedule

We’re trying to understand some basic things:

Is the business profitable today?

Is it generating enough cash flow to support its existing debt plus the proposed loan?

How much liquidity does the business have?

Has leverage increased or decreased?

Are receivables being collected?

And most importantly—what direction is the business heading?

Your tax return and your financial statements serve different purposes.

Tax returns are prepared largely for tax reporting.

Financial statements help owners, CPAs, advisors, and bankers understand how the business is actually performing.

That’s why I encourage business owners not to wait until they need a loan to start producing good financial statements.

Good financial reporting isn’t something you do for your banker. It’s something you should do for yourself.

At CNB St. Louis Bank, one of the things I enjoy most about working with business owners is that our conversations don’t have to begin and end with a loan request.

I want to understand the business. Where have you been? Where are you today? Where are you trying to go? And what are the numbers telling us along the way?

Sometimes that leads to a financing solution.

Sometimes it leads to a conversation about cash flow, liquidity, debt structure, or an opportunity that’s coming down the road.

And sometimes the most valuable conversation happens before there’s ever a need to borrow money.

That’s what relationship banking should look like.

Your banker shouldn’t just know your balance sheet. Your banker should know your business.

Send a message to learn more

08/31/2026

When was the last time your banker came to see YOU?

Not for a closing.
Not because they needed a signature.
Not because there was a problem.

Just to learn more about your business.

Some of the best conversations I have with clients happen outside of the bank.

Walking through a warehouse.
Touring a manufacturing facility.
Visiting a job site.
Sitting down in an owner’s office.
Seeing firsthand how their operation actually works.

Financial statements can tell me a lot about a business.

But they can’t tell me everything.

They don’t show me the employees who have been there for 20 years. They don’t show me the equipment that keeps production moving. They don’t show me the challenges an owner deals with every day—or the opportunities they’re preparing for next.

And sometimes, simply seeing the operation leads to a conversation we never would have had sitting across a desk at the bank.

That’s one of the things I appreciate about community banking and what we’re building at CNB St. Louis Bank.

We want to know more than the numbers.

We want to understand your business, your goals, your challenges, and where you’re trying to go.

For me, being a commercial banker means getting out into the community, visiting businesses, asking questions, listening, and building relationships before someone needs a loan.

Because when an opportunity—or a challenge—comes along, your banker should already understand your business.

That’s relationship banking. That’s community banking. And that’s what we’re committed to at CNB St. Louis Bank.

Send a message to learn more

08/24/2026

A “No” Today Doesn’t Always Mean No Forever

One of the most important things a good banker can do isn’t always saying yes.

Sometimes, it’s explaining why the answer is no today—and what needs to change to get to yes tomorrow.

Maybe cash flow needs to improve.
Maybe the business needs more equity in the deal.
Maybe debt needs to come down.
Maybe there simply needs to be more time and operating history.

Whatever the reason, I believe business owners deserve more than a “declined.”

They deserve a conversation.

What would make this deal work?
What can we improve over the next 6–12 months?
What should we be doing now to put the business in a stronger position?

That’s where relationship banking matters.

At CNB St. Louis Bank, we want to understand where your business is today—but just as importantly, where you’re trying to go.

Sometimes the best banking relationship starts with helping someone turn today’s “not yet” into tomorrow’s “yes.”

Send a message to learn more

08/18/2026

Build an advisory team, not a collection of vendors.

One thing I’ve learned over the years working with business owners is that the strongest businesses usually have something in common:

They surround themselves with good people.

Your CPA shouldn’t just be someone who prepares your taxes.

Your attorney shouldn’t just be someone you call when there’s a problem.

Your insurance professional shouldn’t just show up at renewal.

And your banker shouldn’t just be someone you call when you need a loan.

The best relationships happen when these professionals understand your business, know where you’re trying to go, and are involved before the big decisions are made.

Thinking about buying a building? Talk to your team.

Considering an acquisition or bringing in a partner? Talk to your team.

Planning a major expansion or equipment purchase? Talk to your team.

Sometimes the most valuable conversation happens long before there’s a transaction on the table.

That’s something I really value about what we’re building at CNB St. Louis Bank. We want to be more than the bank that provides financing or handles your deposits. We want to understand your business, learn where you want to go, and be a resource along the way.

When your banker, CPA, attorney, insurance professional, and other advisors understand the bigger picture—and communicate with each other when appropriate—they can help you anticipate problems instead of simply reacting to them.

The best time to build your advisory team is when business is going well—not when you desperately need one.

Surround yourself with people who want to see your business succeed.

And make sure your banker has a seat at that table.