Angelie Spurling, First Senior Vice President, Valley Bank

August 2026 —Invest: spoke with Angelie Spurling, first senior vice president of Valley Bank, about interest rate shifts, the bank’s support for small businesses, and how talent strategies differ across Florida’s growth markets. “It is important to continue developing the people we already have, because the market is changing, and the best teams will be the ones that can adapt,” Spurling said.

What changes over the past year have most impacted Valley Bank in Tampa Bay, and in what ways?

Interest rates have been one of the biggest forces shaping the market and our day-to-day work. The environment is guiding us toward a path where rates are being reduced, and that is generally a positive for business activity because it promotes borrowing. When rates ease, you often see more movement in lending, more deal conversations, and more willingness from clients to take the next step on growth plans.

Rates are still high enough that they remain meaningful for depositors, especially those who are living off a money market or a CD. That may sound like a contradiction, but it can be a good time for both sides of the line. It can be attractive for borrowers because the cost of capital is becoming more reasonable, and it can still be attractive for savers because returns remain significant relative to the recent past.

For us as bankers, that balance supports healthy activity. The rates we pay clients are competitive, and the return we earn by lending is also attractive. From a practical standpoint, it gives us a constructive environment to help clients make decisions and move forward, without feeling like the market is frozen.

Another major topic is AI. Everyone is talking about it, and it is already affecting how people think about operations, productivity, and the future of work. Personally, I see it as something that can make things easier and more efficient. I do not see it as simply replacing people. What concerns me most is accessibility.

AI is expensive, and I think there is a real risk that it becomes more accessible to developed countries and less accessible to underdeveloped countries, which only widens disparities. In that scenario, the rich keep getting richer, and the poor keep getting poorer, without a real pathway out. That’s the part I pay attention to when people talk about AI as the next big equalizer.

On the local market side, Tampa Bay continues to be very prosperous. People want to live here, and that is fueling business formation and expansion. There is a strong entrepreneurial spirit in Tampa, both from newcomers moving in and from people who are already rooted here and building. That momentum is good for the region and good for the bank. The city has become less affordable for some, and that pressure is real. Even with those challenges, the demand to build and grow here is clearly strong, and it creates continued opportunity in this market.

How is the bank’s presence growing in the region, and what’s driving that expansion?

Our growth has not been centered on brick-and-mortar expansion. Instead, we have focused on expanding services and solutions for clients. One of the most significant developments has been our segmentation and buildout of a dedicated small business banking line of business.

Small business banking is defined as businesses generating $5 million in revenue or below, and we also have a target framework tied to total credit exposure. The point is that this is where so many businesses begin. It is the American entrepreneurial spirit. Businesses start small, and then they grow. If you can support that early stage in the right way, you are not only helping the client, you are also building the pipeline of the bank’s future business banking, middle market, and corporate relationships.

This is one reason I care so much about the small business segment. That is how I started my career, and over the last 22 to 23 years on the sales side, I have watched countless businesses evolve. Some of those clients eventually need to move into other parts of the bank as they grow, and while that is the goal, it can be tough because relationships are built over time. Many of these business owners become friends, not just clients.

I also understand the business side personally because my husband owns a business. I am a true banker, but I have seen the realities of ownership up close, and that gives me even more appreciation for what entrepreneurs are managing day to day.

Tampa Bay is a market where that early-stage opportunity is especially important. The region is growing, and there are entrepreneurs coming in and starting companies. All businesses start somewhere, and if we can meet them where they are, we can help them build a foundation that supports long-term growth. That is why this small business banking focus matters across every market we serve, not just Tampa.

In West Florida, our territory stretches broadly, from the Nature Coast down to Naples, and we have a presence that includes areas like Lakeland. The reality is that growth today is not defined only by physical expansion. It is defined by whether you are extending what you can do for clients, whether you can deliver more solutions than you could before, and whether you can do it consistently.

That ties into what clients expect from banks now. People want bankers to solve their problems. They are not looking for theories. They want a solution. It does not matter how you do it. They have an issue, they want it addressed, and they want someone who can navigate the process with them. If you are a banker that can do that, then you are going to be their trusted advisor forever. They will be loyal because you have proven your value in the moments that matter.

How are you approaching talent attraction and workforce development, particularly in the Tampa Bay market?

Tampa Bay has a lot of talent, and it is not as difficult here as it can be in other parts of Florida to find strong people. In Hillsborough County and Tampa proper, you can recruit and hire well. Where it becomes much harder is in emerging markets where the geography is more spread out, especially in Southwest Florida.

In those areas, one of the biggest issues is simply the distance. You may hire someone who lives in a place like Port Charlotte, but then they might be asked to cover Sarasota and Naples, and that becomes a major driving commitment. It can disincentivize talented bankers because they are spending so much time on the road. In more centralized markets, you also tend to feel more connected and supported. In spread-out territories, people can feel isolated, like they are on an island without the same day-to-day team presence.

Because of that reality, in some cases it is almost better to attract a team rather than one person. If you want real coverage and support in a large territory, a lift team of three can be more effective than trying to place everything on one individual. The challenge is that it is expensive, and that creates internal complexity when you are trying to balance growth goals with smart staffing decisions.

In Tampa Bay specifically, the biggest challenge is often compensation. Salary, incentives, goals, and bonus structures are difficult to align perfectly because the market shifts quickly. What counted as a high-producing banking product two years ago is not necessarily the same today. That means the role increasingly requires a well-rounded banker who can adapt, build relationships, and produce across a range of solutions.

Where Valley Bank stands out, in my experience, is development and retention. One of the things I love about working here is the depth of learning and development resources. We have multiple leadership programs, including Emerging Leaders, Leaders in Action, and Leadership Academy. I have completed two of them. I have also attended banking school, and I have been to three different banking schools overall. The resources feel close to limitless, as long as people take advantage of them.

We also invest in early talent. Internship programs for young professionals and emerging leaders are strong, and they help create pathways into the organization. Retaining talent in this market is not as difficult when you have the right culture and you are committed to rewarding performance.

If someone is a top producer and a top performer, they will be recognized and rewarded. Valley will pay and compensate to attract and retain strong team members. That confidence matters, and it contributes to a culture where people stay, grow, and move into bigger opportunities over time.

What are your key goals and priorities for the next two to three years?

Talent is a major priority. Attracting more talent, and the right talent, is essential. It is also important to continue developing the people we already have, because the market is changing, and the best teams will be the ones that can adapt.

A specific goal is figuring out how to grow the Southwest Florida market in a sustainable way. It is a tough territory for all the reasons I mentioned, and it requires a realistic staffing strategy. If the lift team approach is what will create success there, the priority becomes building buy-in, aligning resources, and making sure the support structure matches the opportunity.

I also think the next few years will be shaped heavily by AI. I am cautious about it, but I am also hopeful. I think it can be a positive tool for the industry, and the key will be how it is adopted and how accessible it becomes. It is going to influence everything from efficiency to how quickly problems can be diagnosed and solved, which is ultimately what clients want.

In the nearer term, I am optimistic because rates are coming down, and that tends to create opportunity. There is room for growth in this market, especially in Tampa, where business momentum continues. I have high expectations for my team. I push for strong performance, and I believe the ingredients are here for a very productive period ahead, even without pretending anyone has a crystal ball.