F.N.B. Corporation

“F.N.B. Corporation’s second quarter results reflect the successful execution of our technology-focused strategic business model, highlighted by a 17% year-over-year increase in EPS to $0.42. Record revenue of $463 million drove a 9% year-over-year increase in pre-provision net revenue (non-GAAP) and another quarter of positive operating leverage. Tangible book value per common share (non-GAAP) increased 10% compared to June 30, 2025, and return on average tangible common equity (non-GAAP) equaled 14%,” said F.N.B. Corporation Chairman, President and Chief Executive Officer, Vincent J. Delie, Jr. “Average loans and leases grew 7% annualized linked-quarter while maintaining our strict credit discipline and originating high-quality assets in a volatile geopolitical and macroeconomic environment. Average non-interest-bearing deposit balances grew nearly 5% annualized from the prior quarter leading to a 26% mix of non-interest-bearing to total deposits for the seventh consecutive quarter. Our investments in digital capabilities, data analytics and artificial intelligence enable us to gain efficiency and deepen household penetration, expanding our position as the primary bank for our consumer, advisory and commercial customers."

AI Artificial intelligence FRB Board of Governors of the Federal Reserve System

The ability to deploy and use technology effectively is an important competitive factor in the financial services industry. Technology is not only important with respect to the delivery of financial services, risk management, regulatory compliance and security of customer information, but also in processing information. FNB and each of our subsidiaries continually make technological investments to remain competitive in the financial services industry, including the use of AI. FNBPA has executed several initiatives that have integrated and streamlined its physical branch and e-delivery channels, including a growing fleet of ATMs with video TellerChat capabilities. Our flagship digital technology is eStore®, our proprietary online, mobile and in-branch platform where customers can shop and apply for deposit and loan products, access financial education and schedule appointments. FNBPA has enhanced eStore with our one-of-a-kind, universal eStore Common Application, which customers can use to apply for almost all of our products and services simultaneously. These select examples, coupled with our investment in data science and analytics, contribute to our ability to efficiently grow and expand customer relationships.

The banking and financial services industry continually undergoes technological changes, with frequent introductions of new technology-driven products and services, including recent and rapid developments in AI. The effective use of technology increases efficiency and enables financial institutions to better compete for and serve customers and reduce costs. Our future success will depend, in part, on our ability to conveniently address customer needs by using secure technology to provide products and services that will satisfy customer demands, as well as create additional efficiencies in our operations. Many of our larger competitors have greater resources to invest in technological improvements, and we may not effectively implement new technology-driven products and services or do so as quickly as our competitors. Failure to successfully keep pace with technological change affecting the banking and financial services industry could negatively affect our revenue and profitability.

Extensive use of models, AI and generative AI technologies presents operational, regulatory and reputational risks.

We rely heavily on a broad range of quantitative models, advanced analytics, AI, and generative AI technologies across multiple areas of our operations, including credit decisioning, fraud detection, risk monitoring, customer engagement, productivity enhancement and internal operational processes. In addition, we are making strategic investments in AI initiatives, including generative AI, to, among other things, recommend relevant content across our products, enhance our advertising tools, develop new products, streamline and customize the customer experience and develop new features for existing markets. The development and use of AI presents potential risks and challenges to our business and may require significant additional investments in infrastructure, personnel and trainings. There can be no assurance that the usage of AI will enhance our products or services or be beneficial to our business or customers, including our efficiency or profitability. As these technologies become more integrated into our business model, our dependence on the accuracy, quality and completeness of underlying data and on the soundness of model design, governance, assumptions and controls continues to increase. Generative AI systems, in particular, may sometimes produce inaccurate, incomplete, biased or misleading outputs, or results that are difficult to interpret, explain or reproduce. Errors, limitations or failures involving models or AI tools could adversely affect decision‑making, risk identification, customer interactions, operational performance or the accuracy of financial, regulatory or risk reporting. Further, we may rely on AI models developed by third parties, and, to that extent, would be dependent in part on the manner in which those third parties develop and train their models, including risks arising from the inclusion of any unauthorized material in the training data for their models and the effectiveness of the steps these third parties have taken to limit the risks associated with the output of their models, matters over which we may have limited visibility.

The expanded use of AI and generative AI also introduces heightened risks related to privacy, cybersecurity, data usage, intellectual property, consumer protection and fair lending, as well as potential exposure to evolving federal and state regulatory frameworks, litigation or other legal liability. Regulators are increasingly focused on AI transparency, model explainability, bias mitigation and governance standards, and new rules or supervisory expectations may require additional investment, modification of our systems or changes to how we apply these technologies. We may incur operational, compliance or legal risk if AI‑enabled tools behave in unintended ways or if our governance, monitoring and validation practices do not keep pace with technological developments. Additionally, if we fail to keep pace with AI advancements, or if competitors are able to deploy AI more effectively, our competitive position may be harmed. Any failure to appropriately manage risks associated with our extensive use of models, AI and generative AI could result in regulatory criticism, operational disruption, reputational harm or adverse effects on our business, financial condition or results of operations.

As part of our business, we collect, process and retain sensitive and confidential client and customer information in both paper and electronic form and rely heavily on communications and information systems for these functions. This information includes non-public, personally-identifiable information that is protected under applicable federal and state laws and regulations. Additionally, certain of these data processing functions are not handled by us directly, but are outsourced to third-party providers. We have experienced cyber-attacks in the past, none of which have had a material impact on our business or operations, and expect to continue to be the target of cyber-attacks. Our current facilities and systems, as well as those of our third-party service providers, may be vulnerable to security breaches, acts of vandalism and other physical security threats, computer viruses or compromises, ransomware attacks, social engineering attacks, misplaced or lost data, programming and/or human errors or other similar events, any of which could be enhanced or facilitated by AI. While we have policies, procedures and practices designed to prevent or limit the effect of the failure, interruption, or security breach of our communications and

We rely on quantitative models to measure risks and to estimate certain financial values. Models may be used in such processes as determining the pricing of various products, developing presentations made to market analysts and others, creating loans and extending credit, measuring interest rate and other market risks, predicting losses, assessing capital adequacy, developing strategic planning initiatives, capital stress testing and calculating regulatory capital levels, as well as to estimate the value of financial instruments and balance sheet items. Poorly designed or implemented models present the risk that our business decisions based on information incorporating models will be adversely affected due to the inadequacy of such information. For example, operational errors in the development or implementation of models, use of models beyond the scope of the assumptions and limitations for the models to work appropriately, or reliance on biased or erroneous outputs generated by AI could lead to errors that can adversely affect managerial decisions and business judgments. Also, information we provide to the public or to our regulators based on poorly designed or implemented models could be inaccurate or misleading. Certain decisions that regulators make, including those related to capital distributions and dividends to our shareholders, could be adversely affected due to the regulator’s perception that the quality of the models used to generate our relevant information is insufficient.

The current U.S. administration has commenced efforts to implement significant changes to the size and scope of the federal government and reform its operations to achieve stated goals that include reducing the federal budget deficit and national debt, improving the efficiency of government operations, and promoting innovation and economic growth. To date, these efforts have been carried out through a mix of executive actions aimed at eliminating or modifying federal agency and federal program funding, reducing the size of the federal workforce, reducing or altering the scope of activities conducted by, and possibly eliminating, various federal agencies and bureaus, and encouraging the use of AI and other advanced technologies within the public and private sectors. These changes may have varied effects on the economy that are difficult to predict. For instance, the delivery of government services and the distribution of federal program funds and benefits may be disrupted or, in some cases, eliminated as a result of funding cuts or recasting of federal agency mandates. Further, a substantial reduction of the federal workforce or a prolonged federal government shutdown could adversely affect regional and local economies, both directly and indirectly, particularly in geographies with significant concentrations of federal employees and contractors. It is possible that such comprehensive changes to the federal government or federal government shutdowns may be materially adverse to the regional and local economies where we conduct business and to our customers, which could be materially adverse to our business, financial condition and results of operations.

We achieved multiple records for the full year of 2025, including total revenue of $1.8 billion, operating net income available to common shareholders (non-GAAP) of $577 million and operating earnings per diluted common share (non-GAAP) of $1.59 and all-time revenue highs for seven of our fee-based businesses. Our strong profitability and capital generation resulted in tangible book value per share (non-GAAP) of $11.87, a 13% increase from December 31, 2024. Additionally, total assets crossed $50 billion at the end of 2025. Throughout 2025, we remained focused on positioning the balance sheet for continued future success including managing loan concentrations and improving the loan-to-deposit ratio to 89.7%. Our investments in technology, AI and data analytics are driving automation, efficiency, and the flexibility to continue reinvesting in revenue‑generating businesses and an enhanced omnichannel customer experience, all while delivering positive operating leverage. Our financial results reflect disciplined execution of our strategy: diversifying revenue, allocating capital wisely, maintaining a resilient, well‑underwritten loan portfolio, and strengthening our role as our clients’ primary bank through continued eStore and digital innovation.

“F.N.B. Corporation delivered an exceptional fourth quarter with operating earnings per diluted common share (non-GAAP) of $0.50 and a return on average tangible common equity (non-GAAP) of 16%. FNB’s strong profitability and capital generation resulted in tangible book value per share (non-GAAP) of $11.87, a 13% increase from the year-ago quarter. Our company achieved multiple records for the full-year 2025, including all-time revenue highs for seven of our fee-based businesses, total revenue of $1.8 billion, operating net income available to common shareholders (non-GAAP) of $577 million and operating earnings per diluted common share (non-GAAP) of $1.59,” said F.N.B. Corporation Chairman, President and Chief Executive Officer, Vincent J. Delie, Jr. “Throughout 2025, we remained focused on positioning the balance sheet for continued future success including managing loan concentrations and improving the loan-to-deposit ratio to 89.7%. Our investments in technology, AI, and data analytics are driving automation, efficiency, and the flexibility to continue investing in revenue‑generating businesses and an enhanced omnichannel customer experience, all while delivering strong positive operating leverage. Our financial results reflect disciplined execution of our strategy: diversifying revenue, allocating capital wisely, maintaining a resilient, well‑underwritten loan portfolio, and strengthening our role as our clients’ primary bank through continued eStore® and digital innovation."

Innovation. Engagement. Performance. 12 Clicks-to-Bricks: Past, Present and Future eStore & Common App Integral to Strategy • For consumers and bankers • Transforming onboarding & cross-sell • Fast, smart and scalable • 40 products across Consumer and Business lines Smart, AI-Powered Capabilities • AI-driven cross-sell (site, cart, app for customers and bankers) • Proprietary blend of 10 AI-enabled fraud tools • Data-powered identity theft and fraud controls (i.e., liveliness) • Device-based integrity checks Our Strategy in Action • Clicks-to-Bricks has been our ongoing strategy • Not here to recap the past, but focus on what’s next • We won’t walk through data entry, we’ll run a short video • We’ll cover the highlights as it runs What We’re Doing - And Why it Matters

Innovation. Engagement. Performance. Expanding Ecosystem • 360 Dashboard, External Aggregation, eStore Common Application (eCA) integration • AI-driven customer support, customer-satisfaction portal • AI document management; pre-fill • More data = intelligence, engagement, cross-sell, speed 14 Continued Innovations for our Digital Strategy What’s Next • eStore in-branch – making branch apps even faster • Launching a single-device eStore Connect (university banking, workplace campus, underserved areas) • Faster eCA data entry (tax integration, AI doc review, etc.) What We’re Doing - And Why it Matters

Innovation. Engagement. Performance. Data Science & Analytics Leveraging data analytics, the Enterprise Data Warehouse (EDW) and artificial intelligence to provide insights, drive revenue and deepen existing relationships. Enterprise Data Warehouse Regulatory Models Opportunity IQ Mined 270 million+ transactions to identify customer opportunities . Effective Lead Generation With recent model upgrades, leads are 6x more likely to result in an opportunity Targeting via Personalization Tailored Product Offerings Product Bundling and “Next Best Product” suggestions Household Insights Analyze household data to discover insights and recommendations for growth Increased response rate for direct marketing while decreasing the cost per acquisition of an engaged household 16 CECL (current expected credit loss) models and stress testing models to support credit risk and capital testing

Innovation. Engagement. Performance. 19 Driving Cross Sell via Leads Generating effective cross-sell leads with innovative analytic tools, including Opportunity IQ. Performance Highlights ~190k leads generated per quarter in 2025 ~80% of the leads have been called, compared to 30% in 2024 ~500 incremental consumer loan applications per quarter in 2025 ~1,500 incremental deposit accounts per quarter in 2025 Opportunity IQ • Balances • Updated predictive AI cross sell models in 2024 has doubled the overall quality of the leads • Competitive loan leads created by mining checking account transaction descriptions • Time deposit leads utilizing customer segmentations created with advanced machine learning techniques • Personalized, real-time mortgage refi/recapture calling and email campaign • Auto refinance leads derived from application data and internal credit data • Loan application status • Competitive product usage • Product and service usage FNB’s data driven 360 view of the customer Provides customer-facing teams lead scores, cross sell opportunities, and calling scripts

Innovation. Engagement. Performance. 23 Click-to-Bricks: Driving the Omnichannel Experience Clicks-to-Bricks aids in expanding client relationships through a consistent, omnichannel experience and personalization. AI and Data Analytics • Enabling high-quality conversations. • Leveraging digital and data strategies to increase revenue. Click-to- Bricks eStore® and Common Application AI & Data Analytics eStore® and Common Application • Continuing to drive product penetration • Engaging customers a convenient way Clicks-to-Bricks • Omnichannel banking experience across mobile, in-branch kiosk and computer. • Leveraging technology to enhance customer experience and leads to better customer primacy. Lead Generation Opportunity IQ Product Bundling • 45% increase in average monthly loan applications(1) since the launch of the eStore Common App. • 31% increase in average monthly deposit applications(2) since the launch of the eStore Common App. (1) Loans products were added in June 2023. (2) Deposit products were added in December 2023.

Innovation. Engagement. Performance. 26 Growth Technology and Collaboration Improve cross-sell in Merchant, Treasury and Card Services • Deepen client engagement and primacy to drive incremental revenue. • Build out dedicated support teams and enhanced product offerings. Expand the Common Application • Business Deposits were added to the Common Application in July 2025. • Roadmap to add Business Loan products to the Common Application in 2026. Leverage Data Analytics and AI • Expand Opportunity IQ to be inclusive of Small Business. • Utilize machine learning to effectively generate leads. Focusing on deepening customer relationships, leveraging cross-sell opportunities and utilizing technology to drive growth. 2.5x Higher Median Small Business Deposit Balance For those who use card services compared to those that do not 7x Higher Median Small Business Deposit Balance For those who use merchant services compared to those that do not High Opportunity Business Line

Innovation. Engagement. Performance. 93.8% 96.5% 91.7% 91.5% 91.9% 91.9% 90.9% 1Q24 2Q24 3Q24 4Q24 1Q25 2Q25 3Q25 45 Serving as Our Customers’ Operating Bank FNB continues a long-term strategy of being our customers’ primary operating bank through a focus on generating low-cost deposits across both the consumer and commercial portfolios aided by our advanced digital tools and product bundling capabilities. (1) Totals may not sum due to rounding. Does not include Customer Repurchase agreements. (2) The period-end total deposit beta for the up-cycle reflects the total cumulative beta between 2Q22 and August 31, 2024, and the period-end total deposit beta for the down cycle is the current rate cycle between 3Q24 and 3Q25. (3) Expanded deposit gathering initiative during 3Q24. 19% 13% 9% 10% 18% 20% 20% 55% 56% 57% 56% 53% 54% 54% 26% 31% 34% 34% 29% 26% 26% $24.8 $29.1 $31.7 $34.8 $34.7 $37.1 $38.4 2019 2020 2021 2022 2023 2024 3Q25 Total Period-End Deposits(1) ($ in billions) Diversified funding channels provide levers for growth with a favorable deposit mix and reflect long-term relationships Loan-to-Deposit Ratio Customer segmentation and machine-learning lead generation aid in managing total deposit costs Continued improvement in the Loan-to-Deposit ratio driven by our focus on deepening customer relationships and serving as their primary bank 14% 18% 24% 32% 38% 44% 48% 51% 53% 54% 23% 38% 40% 35% 10% 13% 17% 22% 27% 31% 34% 37% 38% 40% 16% 28% 28% 24% 0% 1% 2% 3% 4% 5% 6% 7% 8% 9% 10% 11% 12% 13% 14% 15% 16% 17% 18% 19% 20% 21% 22% 23% 24% 25% 26% 27% 28% 29% 30% 31% 32% 33% 34% 35% 36% 37% 38% 39% 40% 41% 42% 43% 44% 45% 46% 47% 48% 49% 50% 51% 52% 53% 54% 55% 56% 57% 58% 59% 60% 61% 62% 63% 64% 65% 2Q22 3Q22 4Q22 1Q23 2Q23 3Q23 4Q23 1Q24 2Q24 Aug 24 4Q24 1Q25 2Q25 3Q25 Total IBD Beta (Up Cycle) Total IBD Beta (Down Cycle) Total Deposit Beta (Up Cycle) Total Deposit Beta (Down Cycle) Cumulative Interest-Bearing and Total Deposit Betas(2) 8% Non-Interest Bearing Deposits Interest Bearing Deposits & Savings Time Deposits ~$1.8 B in deposit initiatives(3) A decrease of ~550 basis points in the loan-to-deposit Ratio from the peak in 2024 

Innovation. Engagement. Performance. 47 Disciplined Expense Management Continued expense management with annual cost savings initiatives and investing for the future. 2026 Expectations Operating non-interest expense growth year-over-year to be in the low single digits • • Significant cost savings initiative while continuing to invest in revenue generating businesses and our differentiated omnichannel delivery Efficiency Ratio(1)(2) Compared to Peer Median FNB has achieved annual cost savings ranging from $10-20 million per year since 2019, excluding acquisition synergies. Includes optimizing the branch network and facilities/space optimization, vendor contract renegotiations, and process improvements Managing expenses while Investing for Growth Over $100 million in costs savings since 2019 • Focus on generating positive operating leverage • Investing in technology, personnel and other strategic initiatives • Leveraging data analytics and AI for automation • Ongoing focus on digital capabilities Below peer median consensus growth of mid-single digits (1) A non-GAAP measure. (2) FTE basis. 56.1 55.5 54.2 54.9 54.8 56.0 57.2 52.1 51.2 55.6 55.1 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 YTD 3Q2025 FNB Peer Median

Innovation. Engagement. Performance. 50 Forward-Looking Objectives and Opportunities • Leverage data analytics and digital technology to grow engaged households and improve lead generation. • A 1% conversion rate from new internally generated leads would be ~8k in incremental accounts, annually. • Implement high-impact of AI to improve efficiency and automation, manage risk, and enhance the overall customer experience. Expand presence in high-growth markets with 30 de novo branches planned through 2030. • Focus in the Carolina markets which achieved 5-year CAGRs of ~17% and ~11% in commercial loan and deposit growth, respectively. Continued focus on core C&I lending activity which will be a primary driver of growth. Revenue diversification with further investment in Treasury Management and Capital Markets. Disciplined expense management with full-year 2026 operating expense growth of low-single digits. • Committed to positive operating leverage in 2026, including significant cost savings initiatives and investments in revenue-generating businesses. Ample capital generation and liquidity with a CET1 ratio of 11.1%. • Continue share repurchase program. Balance sheet repricing, deposit cost and beta management to support net interest margin expansion.

“F.N.B. Corporation reported record earnings per diluted common share of $0.41, a 37% increase from the year-ago quarter and 14% increase from the prior quarter, with revenue of $457 million principally driven by growth in net interest income, margin expansion and record non-interest income. Pre-provision net revenue (non-GAAP) grew 11% linked-quarter contributing to positive operating leverage and a peer-leading efficiency ratio (non-GAAP) of 52%,” said F.N.B. Corporation Chairman, President and Chief Executive Officer, Vincent J. Delie, Jr. “Our growing profitability further strengthened capital levels to all-time highs with a CET1 regulatory capital ratio of 11% (estimated), tangible book value per share (non-GAAP) growth of 11% year-over-year and a return on tangible common equity ratio (non-GAAP) of 15%. FNB's performance is supported by our consistent underwriting standards and proactive credit risk management actions, which led to continued solid credit results for the quarter, and by our technology investments. Our investments in digital capabilities, data analytics and Artificial Intelligence enable us to broaden household penetration and increasingly serve as the primary bank for new and existing consumer and commercial clients.”

“F.N.B. Corporation reported strong second quarter results, generating earnings per diluted common share of $0.36 with record revenue of $438 million, a 6.5% linked-quarter increase, principally driven by margin expansion, growth in net interest income and non-interest income. Pre-provision net revenue (non-GAAP) grew significantly with linked-quarter growth of 16%,” said F.N.B. Corporation Chairman, President and Chief Executive Officer, Vincent J. Delie, Jr. “Our sustained levels of profitability further strengthened capital to all-time highs with a CET1 ratio of 10.8% (estimated), tangible book value per share (non-GAAP) growth of 13% year-over-year to $11.14 and a tangible common equity ratio (non-GAAP) of 8.5%, while still producing a return on tangible common equity ratio (non-GAAP) of 14%. Balance sheet growth was solid with annualized average loan and deposit growth of 5.3% and 1.7%, respectively, benefiting from our diverse geographic footprint. FNB’s consistent underwriting standards and proactive credit risk management actions led to continued strong credit results for the quarter. The tech-focused investment in Clicks-to-Bricks strategy, the expanded utilization of our eStore® digital tools, data-driven analyses, predictive modeling and artificial intelligence position FNB for ongoing success."

The banking and financial services industry continually undergoes technological changes, with frequent introductions of new technology-driven products and services, including recent and rapid developments in artificial intelligence. The effective use of technology increases efficiency and enables financial institutions to better compete for and serve customers and reduce costs. Our future success will depend, in part, on our ability to address customer needs by using secure technology to provide products and services that will satisfy customer demands, as well as create additional efficiencies in our operations. Many of our larger competitors have greater resources to invest in technological improvements, and we may not effectively implement new technology-driven products and services or do so as quickly as our competitors. Failure to successfully keep pace with technological change affecting the banking and financial services industry could negatively affect our revenue and profitability.

The Trump Administration has commenced efforts to implement significant changes to the size and scope of the federal government and reform its operations to achieve stated goals that include reducing the federal budget deficit and national debt, improving the efficiency of government operations, and promoting innovation and economic growth. To date, these efforts have been carried out through a mix of executive actions aimed at eliminating or modifying federal agency and federal program funding, reducing the size of the federal workforce, reducing or altering the scope of activities conducted by, and possibly eliminating, various federal agencies and bureaus, and encouraging the use of artificial intelligence and other advanced technologies within the public and private sectors. These changes, may have varied effects on the economy that are difficult to predict. For instance, the delivery of government services and the distribution of federal program funds and benefits may be disrupted or, in some cases, eliminated as a result of funding cuts or recasting of federal agency mandates. Further, a substantial reduction of the federal workforce could adversely affect regional and local economies, both directly and indirectly, in geographies with significant concentrations of federal employees and contractors. It is possible that such comprehensive changes to the federal government may be materially adverse to the regional and local economies where we conduct business and to our customers, which could be materially adverse to our business, financial condition and results of operations.

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Stable and Granular Deposit Base Diversified funding channels provide levers for growth and reflect long-term relationships. Deposit Composition Key Statistics Strategy as of March 31, 2024 ❖ Total insured/collateralized deposits comprise approximately 78% Private Banking of total deposits. Consumer 3% 42% o Higher than peer median of 68% at the end of 2023. st (2) ❖ Average deposit balance as of March 31 is ~$29,000 . Total Commercial Deposits: o FNB average account balance is below the peer median at the 18% $34.7 billion (2) end of 2023 . Small (1) o Median consumer account balance is ~$6,000 at quarter end. Business 3% Lower Middle Public Funds Market Other 19% 9% 6% Deposit Strategy FNB continues a long-term strategy of being our customers’ primary operating bank through a focus on generating low-cost deposits across both the consumer and commercial portfolios aided by our advanced digital tools and product bundling capabilities. Geographic Footprint Products and Services Digital Tools Data Science Diversified market with a balance Deep product offerings, enabling Superior digital capabilities for Customer segmentation and of mature and high-growth MSAs, FNB to be the disbursement and enhanced customer experience. machine-learning lead generation and a mix of commercial and collection bank for our customers. aid in managing total deposit costs. consumer deposits. (1) Includes DDA, savings, and CD accounts. (2) Based on call report methodology. 29 29

The banking and financial services industry continually undergoes technological changes, with frequent introductions of new technology-driven products and services, including recent and rapid developments in artificial intelligence. The effective use of technology increases efficiency and enables financial institutions to better compete for and serve customers and reduce costs. Our future success will depend, in part, on our ability to address customer needs by using secure technology to provide products and services that will satisfy customer demands, as well as create additional efficiencies in our operations. Many of our larger competitors have greater resources to invest in technological improvements, and we may not effectively implement new technology-driven products and services or do so as quickly as our competitors. Failure to successfully keep pace with technological change affecting the banking and financial services industry could negatively affect our revenue and profitability.