TriState Capital Bank Resources
A Custom Solution for a Perfect Fit
The Situation: A third-party retirement plan administrator had already had money-market deposits with TriState Capital for a while when we began to look for opportunities related to operating accounts and services. Several of our team members had existing relationships with key individuals in the company, so we responded quickly when we learned about an opportunity.
Once Skeptical, Now an Advocate
The Situation: TriState Capital had been courting a regional midsize payroll company for some time, seeking to become its operating bank behind the scenes. While the Pittsburgh-based firm expressed some interest, there were concerns that only a large regional bank could handle the volume of transactions it needed to process.
When Nimbleness Is the Name of the Game
The Situation: Timing was everything: A large regional 1031 Qualified Intermediary (QI) in Philadelphia had decided to diversify its banking relationships. TriState Capital learned of the competitive bid through a referral. Meanwhile, our team had been building out its new QI capabilities and was ready to begin prospecting.
Focused Can Also Be Flexible
The Situation: A large family business was sold and the assets prompted the creation of a family office. The head of the family was seeking a cash management solution for the family’s foundation and LLC funds. Thus far, he had been considering very large, nonspecialized banks.
Cash Deployment with Confidence and Consistency
The Situation: A single family office began its relationship with TriState Capital in 2008 as an investor in the bank. At the time, the family office used a large money center bank for its investments and some of its cash management needs. However, the family was seeking another option for some of its substantial cash holdings: a low-risk solution with great returns that would allow funds to be freed up quickly and effortlessly when necessary.
Building the Infrastructure for a Successful Relationship
The Situation: When a CEO sold his business to a public company in 2007, he found himself in need of a nearly “instant” family office. He had significant cash holdings, and part of his strategy was to diversify by forming relationships with more than one financial institution.
