A focused course, tailored for you
Regional Bank IC's Strategic-Authority Playbook
How an individual contributor at a regional bank reframes the seat as strategic-authority through consolidation cycles.
When regional banks tighten around cost-to-income and capital efficiency, ICs without published strategic-authority narratives read as coverage cost.
$199 one-time
Tailored to your situation. Access within 24 hours. 30-day money-back.
Includes a hand-built implementation playbook delivered alongside course access, generated for your specific situation.
Why this course
Regional banks running cost-to-income tightening cycles reach IC functions in the same operating-model cycle. Senior ICs above are protected by their portfolio ownership; junior ICs below are protected by their direct delivery. The IC layer is the band the deck reviews most carefully.
The ICs who survive own a documented strategic-authority narrative with measurable business-line outcomes, a stakeholder map across business-line and treasury leadership, and a quarterly state artefact the head of the business line reads first.
The course covers the three artefacts and the 90-day path to strategic-authority framing. Plus a hand-built implementation playbook against your real IC scope.
The 12 modules
Module 1. Reading cost-to-income tightening for IC implications
Cost-to-income tightening at regional banks reaches IC functions in three predictable phases: enterprise platform review, business-line review, and IC-portfolio review. The diagnostic decodes which signals (cost-to-income drift, net-interest-margin compression, capital-adequacy targets, FTE-to-revenue ratios) indicate that the IC layer is in the redraw set. Which ICs survive on coverage and which survive on strategic-authority partnership.
Module 2. Generic IC vs strategic-authority partner
Two structurally different framings of the same regional bank IC seat read very differently to the deck. Generic IC shows up as coverage cost with a deliverable-cadence ratio. Strategic-authority reads as the leadership the business depends on through tightening: documented business-line outcomes, stakeholder map across business-line and treasury, and quarterly state artefact the head of the business line forwards.
Module 3. Your documented strategic-authority narrative
Construct the strategic-authority narrative as a head of business line-grade two-page document anchored to measurable business-line outcomes: contribution-margin by line of business, cost-to-income trajectory, capital-efficiency contributions, net-interest-margin improvements, fee-income growth, and forward optimisation pipeline. Three structural templates (commercial-banking-anchored, retail-banking-anchored, wealth-anchored).
Module 4. Stakeholder map across business-line and treasury leadership
Map your stakeholders across business-line leaders (commercial-banking, retail-banking, wealth heads), treasury (treasurer, ALM team), and adjacent functions (risk, compliance, capital markets). Format: stakeholder name, sponsorship-level, last meaningful interaction, current dependency status. The map the head of the business line cites by IC name in tightening reviews.
Module 5. Quarterly state artefact for the head of the business line
The quarterly artefact is a two-page state document covering business-line momentum, contribution-margin trends, capital-efficiency outcomes, capital-and-regulatory positioning, stakeholder partnership status, and emerging risks. Cadence is end-of-quarter delivery to head of the business line with copies to business-line presidents and treasurer. Three worked examples from real regional bank IC portfolios at different tightening stages.
Module 6. Working with risk, treasury, and capital markets
IC work overlaps risk (portfolio risk, balance-sheet risk), treasury (funding, capital, liquidity), and capital markets (issuance, M&A pipeline). The collaboration pattern that strengthens defensibility: shared review cadences, joint business-case ownership, cross-function partnerships credited by IC name. Examples that elevated an IC to senior IC.
Module 7. Cost-to-income and capital-efficiency storytelling
Cost-to-income and capital efficiency are what board-level finance read first in tightening reviews. Format the strategy story as a four-quarter trend with cost-to-income breakdown by line of business, capital-charge efficiency, net-interest-margin trajectory, and forward optimisation pipeline. Three storytelling templates and the talking points each gives the head of the business line.
Module 8. Cross-portfolio leverage
Reusable IC practices that scale across portfolios: KPI-definition templates, business-case templates, contribution-margin review cadences, capital-allocation frameworks, scenario-planning models. The leverage pattern that signals strategic-authority partnership rather than IC coverage. How to convert delivered IC work into published practice the head of the business line cites in tightening defence.
Module 9. Regulatory considerations: OCC, FDIC, CCAR, DFAST
Regional bank IC work intersects with OCC for nationally chartered banks, FDIC for deposit rules, CCAR or DFAST stress testing (depending on asset size), and state banking departments. The compliance overlays that strengthen the strategic-authority narrative as regulator-aware partnership.
Module 10. Scope statement: IC vs Senior IC / Lead
Two overlapping seats with different scopes. IC scope covers portfolio reporting, stakeholder partnership, IP authorship at portfolio level. Senior IC scope adds multi-portfolio strategic-authority leadership, business-case ownership, cross-portfolio leverage. Lead scope adds enterprise business-line ownership and business-line-cabinet participation. The scope statement that puts you in the Senior IC and Lead track defensibly.
Module 11. Promotion mechanics inside regional bank ICs
Internal path from IC to Senior IC to Lead. The promotion artefact (strategic-authority narrative, stakeholder partnership record, contribution-margin contribution, regulatory positioning) and the cycle calendar (mid-year review, year-end performance review, promo committee, announcement). What gets an IC shortlisted, what blocks an IC who is otherwise qualified, and how to time your move.
Module 12. Your 90-day move to strategic-authority framing
Day-by-day plan with daily artefacts. Days 1-7: strategic-authority narrative scaffold drafted from your portfolio inventory. Days 8-21: stakeholder map v1 completed with sponsorship-level confirmations. Days 22-45: quarterly artefact v1 delivered to head of the business line. Days 46-60: multi-portfolio strategic-authority conversation. Days 61-90: Senior IC or Lead conversation scheduled with business-line-cabinet sponsor identified in module 11.
How this addresses your situation
Specific modules that map to what you said you are dealing with.
Modules 1 and 2 cover the diagnostic.
Modules 3 to 5 produce the three artefacts.
Modules 6 to 9 cover cross-function cadence, cost-to-income storytelling, leverage, and regulatory.
Modules 10 to 12 cover scope, promotion, and 90-day execution.
FAQ
Will the head of the business line actually read my strategic-authority narrative?
Module 3 is built around the format heads read.
What if my scope spans multiple business lines?
Module 3 covers that case.
Why pay for this instead of reading free banking content?
Free content covers technique.
Is Senior IC actually open?
Module 11 covers that diagnostic.
What is in the implementation playbook for me specifically?
A draft strategic-authority narrative; a draft stakeholder map; a 90-day plan with conversations against your head of the business line.
