John McDearman, CEO, Wilson Bank & Trust
In an interview with Invest:, John McDearman, CEO of Wilson Bank & Trust, discussed the bank’s growth strategy, digital transformation, community engagement, and the evolving financial landscape. “Success starts with talent,” he said. “When you support the community, it supports you in return.”
Reflecting on the past year, what have been the most significant milestones or achievements for Wilson Bank & Trust?
We’ve grown significantly in size and profitability, blowing past the $5 billion mark was a major internal milestone for us. Just as important was being able to do so while also growing profits and delivering returns to shareholders. We’re not just focused on a number, but more importantly, getting better for our customer. Passing the $10 billion threshold does bring with it new complexities and opportunities we’ll need to navigate thoughtfully.
Beyond financial growth, we’ve been deeply focused on our employee experience. We’re working to make it more holistic, from the moment someone first interacts with our organization to the day they retire or move on; we want that journey to reflect a mutual investment.
That means emphasizing leadership development, offering individualized training, and supporting the career paths our employees want to pursue. It’s all about making sure people see a future with us and feel supported along the way.
What trends are you observing in consumer and business banking behavior across Middle Tennessee?
We’re seeing growth in both consumer and business banking, and much of that is driven by continued population movement into the area. There’s strong engagement with our existing customers, but we’re also benefiting from the broader momentum in Middle Tennessee.
On the consumer side, our retail branch network plays a key role — it’s a major contributor to deposit growth. That system helps us maintain a steady, reliable flow of deposits and keeps us closely connected to our communities.
For the past 24 months, we’ve also been focused on building relationships with mid-sized businesses. That’s been a priority for us. That said, the third quarter of 2025 has been slightly softer in terms of loan volume. It’s something we’re watching closely as the year closes.
How is Wilson Bank & Trust’s local-first approach translating into business performance today?
Our approach is centered around four key relationships with our employees, our customers, our shareholders, and our communities. Service is the thread that ties it all together.
We believe success starts with talent. When you invest in your team and genuinely support the community, the community supports you in return. It’s not about checking a box or expecting something in return; it’s a natural outcome of real relationships.
In our industry, relationships matter deeply. The ones you build over time are the ones that help you succeed. That’s why our commitment to giving back isn’t transactional. It’s part of who we are, and it helps create an environment where everyone, including the bank, can thrive.
How are your programs in financial literacy impacting communities, and what outcomes are you tracking?
Financial literacy is gaining real momentum, and for good reason. We believe change starts with education, and that makes it one of the most powerful tools we can offer.
What has been especially rewarding is seeing how our outreach impacts not just students, but their families as well. We visit over 100 schools each year, and in many of those settings, we’re able to reach young people in a way that sparks conversations at home. It’s been amazing to watch that ripple effect.
We’ve also expanded our offerings with self-guided learning programs available through our website. These are tailored to different life stages and designed to be easy to understand, so people can engage with them on their terms. Whether it’s a young child learning the basics or an adult planning for retirement, there’s something for everyone.
On a personal level, as a parent of an 18-year-old and three others in their 20s, I’ve realized how easy it is, especially when you grow up in the industry, to assume people know more than they actually do about managing money. That’s why we make it a priority to create a judgment-free space where people feel comfortable asking questions. There’s no such thing as a silly question, only a path to knowledge and empowerment.
At the end of the day, we may be in banking, but that’s not who we are. What drives us is love and care for people: our employees, our customers, and our communities. When we lead with that purpose, we succeed in a much deeper way. Growth follows naturally from there.
How are you balancing the need for high-touch personal service with the growing demand for digital-first banking experiences?
That’s something we keep our finger on the pulse of. We know what our current customers are looking for, but we also must think ahead — what are prospective customers and businesses expecting from us next?
Technology must make banking easy. People are looking for a mobile-first environment, so that’s become a strategic priority for us. It needs to be convenient and simple to use. It doesn’t have to be bleeding edge, but it just has to work well and empower customers to bank how and when they want.
At the same time, that doesn’t mean we lose the personal side. High-touch service has always been part of who we are. The goal is to offer digital tools that support the relationship, not replace it. We want customers to feel like they’re in control but also know they can reach a real person whenever they need help.
We’re not aiming for bleeding-edge tech just for the sake of it. Our goal is to deliver tools that empower customers with technology that fits into their lives and allows them to bank easily and confidently.
Considering the economic landscape, how are you preparing to navigate any potential headwinds?
Consistency is key. We’ve built our organization in a balanced and intentional way, and that gives us a solid foundation to weather different types of economic environments. Our balance sheet remains strong, and that strength allows us to stay steady even when there’s uncertainty in the market.
We’re cautiously optimistic, but we also prepare for movement in either direction. Whether the economy accelerates or slows down, we want to be positioned to respond thoughtfully, especially when it comes to shifts in demand.
It really comes down to staying disciplined in our approach, making sure we’re managing risk well, and continuing to serve our customers with the same level of care and confidence regardless of the broader landscape.
What are your top priorities and strategic goals for Wilson Bank & Trust over the next two to three years?
Our top priority is continuing to elevate the customer experience. That means making sure we’re offering the right products and services across every channel. Whether someone visits a branch, makes a call, or logs in from their phone, the experience should be seamless, helpful, and personal.
This focus on the customer experience is directly tied to our people. We’re committed to building a strong internal culture, investing in our team, and listening to their input as we improve our processes. We also want to drive more efficiency, especially through our digital strategy.
Artificial intelligence is a major focus right now. We’re thinking carefully about how to embrace the right technologies, not just to keep up, but to enhance what we already do well. The goal is to use technology to empower both our employees and our customers.
We continue to be optimistic about our region. Middle Tennessee is full of energy and entrepreneurial spirit. People support each other, and that creates opportunities for growth and collaboration. At the same time, we’re realistic about the broader environment. Changes in national leadership and policy are encouraging businesses across the board to reevaluate where they stand and how they plan to grow.
My philosophy has always been to prepare for both the best and the worst. That mindset allows us to build strategies for either direction and adjust as conditions shift. We remain cautiously optimistic, and we’re committed to growing in a way that stays true to our values while staying flexible enough to meet the moment.
