Second Quarter 2011 Investor Call Terry Turner, President and CEO - - PowerPoint PPT Presentation

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Second Quarter 2011 Investor Call Terry Turner, President and CEO - - PowerPoint PPT Presentation

Second Quarter 2011 Investor Call Terry Turner, President and CEO Harold Carpenter, EVP and CFO Harvey White, Chief Credit Officer July 20, 2011 Safe Harbor Statements Forward-looking statements Certain of the statements in this presentation


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Second Quarter 2011 Investor Call

Terry Turner, President and CEO Harold Carpenter, EVP and CFO Harvey White, Chief Credit Officer July 20, 2011

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SLIDE 2

Forward-looking statements

Certain of the statements in this presentation may constitute forward-looking statements within the meaning of Section 27A of the Securities Act

  • f 1933, as amended, and Section 21E of the Securities Exchange Act of 1934, as amended. The words "expect," "anticipate," “goal,” “objective,”

"intend," "plan," "believe," ”should,” "seek," ”estimate,“ “suggest” and similar expressions are intended to identify such forward-looking statements, but other statements not based on historical information may also be considered forward-looking. All forward-looking statements are subject to risks, uncertainties and other factors that may cause the actual results, performance or achievements of Pinnacle to differ materially from any results expressed or implied by such forward-looking statements. Such risks include, without limitation, (i) deterioration in the financial condition of borrowers resulting in significant increases in loan losses and provisions for those losses; (ii) continuation of the historically low short-term interest rate environment; (iii) the reduction of Pinnacle Financial’s loan balances, and conversely, the inability of Pinnacle Financial to ultimately grow its loan portfolio in the Nashville-Davidson-Murfreesboro-Franklin MSA and the Knoxville MSA; (iv) changes in loan underwriting, credit review or loss reserve policies associated with economic conditions, examination conclusions, or regulatory developments; (v) effectiveness of Pinnacle Financial’s asset management activities in improving, resolving or liquidating lower-quality assets; (vi) increased competition with other financial institutions; (vii) greater than anticipated deterioration or lack of sustained growth in the national or local economies including the Nashville-Davidson-Murfreesboro-Franklin MSA and the Knoxville MSA, particularly in commercial and residential real estate markets; (viii) rapid fluctuations or unanticipated changes in interest rates; (ix) the results of regulatory examinations; (x) the development

  • f any new market other than Nashville or Knoxville; (xi) a merger or acquisition; (xii) any matter that would cause Pinnacle Financial to conclude

that there was impairment of any asset, including intangible assets; (xiii) the impact of governmental requirements on entities participating in capital programs of the U.S. Department of the Treasury (the “Treasury”); (xiv) further deterioration in the valuation of other real estate owned; (xv) inability to comply with regulatory capital requirements and to secure any required regulatory approvals for capital actions; and (xvi) changes in state and federal legislation, regulations or policies applicable to banks and other financial service providers, including regulatory or legislative developments arising out of current unsettled conditions in the economy, including implementation of the Dodd-Frank Wall Street Reform and Consumer Protection Act; and (xvii) Pinnacle Financial recording a further valuation allowance related to its deferred tax asset. A more detailed description of these and other risks is contained in Pinnacle Financial's most recent annual report on Form 10-K filed with the Securities and Exchange Commission on February 23, 2011 and most recent quarterly report on Form 10-Q filed with the Securities and Exc. Many of such factors are beyond Pinnacle Financial's ability to control or predict, and readers are cautioned not to put undue reliance on such forward-looking

  • statements. Pinnacle Financial disclaims any obligation to update or revise any forward-looking statements contained in this presentation,

whether as a result of new information, future events or otherwise.

Safe Harbor Statements

2

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  • Aggressively dealing with credit issues
  • Building core earnings capacity

Two Primary Priorities

3

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Linked Qtr Decrease Year over Year Decrease Credit Losses (NCO’s + ORE expense) (11.6%) (48.4%) NPLs (21.8%) (49.5%) NPAs (15.3%) (30.3%) NPL inflows (27.3%) (52.0%) Classified Loans (17.3%) (51.7%) Potential Problem Loans (13.0%) (53.3%) C&D Exposure (6.2%) (31.4%)

Aggressively Dealing with Credit Issues

4

Second Quarter 2011 Highlights

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SLIDE 5

Linked Qtr Change Year over Year Change C&I Loans 1.0% 4.6% Total loans (0.3%) (3.8%) Noninterest Bearing Deposits 8.8% 24.9% Net Interest Margin 4.4% 9.9% Noninterest income excl. securities gains 8.4% 10.7% Wealth management revenues 3.8% 14.7% Total revenue excl. securities gains 5.6% 6.8% Noninterest expense (0.9%) (5.8%)

Building the Core Earnings Capacity of the Firm

5

Second Quarter 2011 Highlights

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SLIDE 6

$44,579 $5,228 $6,789 $15,123 $33,463 $7,346 $7,146 $9,726 $8,605 $3,914 $1,250 $8,393 $5,402 $7,411 $8,522 $7,874 $4,334 $3,826

$0 $10,000 $20,000 $30,000 $40,000 $50,000 $60,000

2Q09 3Q09 4Q09 1Q10 2Q10 3Q10 4Q10 1Q11 2Q11

ORE Expense Net Charge Offs 6

Aggressively Dealing with Credit Issues

Credit Losses Continue to Decline

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Past Dues Indicate Limited New Problems are Surfacing

Aggressively Dealing with Credit Issues

(*) > 30 days past due

June 30, 2011 As a % of total loans March 31, 2011 As a % of total loans Nonaccrual loans past due * $ 35,148 1.10% $ 46,825 1.46% Accruing loans managed by Special Assets: > 90 days $ - 0.00% $ 1,151 0.04% 30 to 89 days 8,540 0.27% 7,704 0.24% $ 8,540 0.27% $ 8,855 0.28% Accruing loans managed by Relationship Managers: > 90 days $ 481 0.01% $ - 0.00% 30 to 89 days 3,795 0.12% 2,785 0.09% $ 4,276 0.13% $ 2,785 0.09%

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Aggressively Dealing with Credit Issues

Risk Rating Trends Reflect Decreasing Problem Loan Inflows

8

(50,000)

  • 50,000

100,000 150,000 200,000 250,000 Q209 Q309 Q409 Q110 Q210 Q310 Q410 Q111 Q211 P/F F/P Net Chg

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SLIDE 9

4.03% 7.24% 7.18% 8.63% 9.30% 8.23% 6.95% 5.31% 4.62%

0.0% 1.0% 2.0% 3.0% 4.0% 5.0% 6.0% 7.0% 8.0% 9.0% 10.0% 2Q09 3Q09 4Q09 1Q10 2Q10 3Q10 4Q10 1Q11 2Q11

Potential Problem loans/Total loans

Potential Problem Loans Continue to Decline

9

Aggressively Dealing with Credit Issues

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(*) Uniform Bank Performance Report

NPLs Continue to Decline Ahead of Peers

10

Aggressively Dealing with Credit Issues

NPLs Expressed as a % of Total Loans within Category

PNFP NPLs and > 90 days 2Q11 PNFP NPLs and > 90 days 1Q11 PNFP NPLs and > 90 days 4Q10 Peer NPLs and > 90 days (*) 1Q11

  • Const. and land

development

10.46% 12.30% 13.15% 14.38%

CRE – Owner Occupied

1.37% 1.76% 1.89% 2.88%

CRE – Investment

0.09% 0.04% 0.43% 3.57%

Total real estate

2.35% 2.90% 3.06% 4.93%

C&I

1.00% 1.51% 1.47% 1.78%

Total loans

1.88% 2.41% 2.52% 3.72%

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$100,328 $121,726 $124,709 $131,381 $118,331 $103,127 $80,863$76,368 $59,727 65.9% 128.9%

0% 20% 40% 60% 80% 100% 120% 140%

$0 $20,000 $40,000 $60,000 $80,000 $100,000 $120,000 $140,000

2Q09 3Q09 4Q09 1Q10 2Q10 3Q10 4Q10 1Q11 2Q11

Allowance to NPL’s

Total Nonperforming Loans

Decline in NPLs Yields Increased Allowance Coverage

11

Aggressively Dealing with Credit Issues

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$26,102 $24,026 $42,022 $33,566 $68,847 $43,096 $37,251 $33,461 $38,693

$0 $10,000 $20,000 $30,000 $40,000 $50,000 $60,000 $70,000 $80,000

2Q09 3Q09 4Q09 1Q10 2Q10 3Q10 4Q10 1Q11 2Q11

12

Aggressively Dealing with Credit Issues

NPA Dispositions Suggest $30m - $45m Quarterly Run Rate

Note: Excludes Restructured Loans

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Aggressively Dealing with Credit Issues

ORE Disposition Strategy

  • Manage NPLs aggressively
  • For NPLs where foreclosure is required, proceed with haste
  • Mark ORE portfolio with current appraisals of < 9 months
  • Keep average age of ORE portfolio in check
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  • 15 properties > 1 year old
  • Largest balance - $ 4.1M
  • $5.4 million under contract at above par in total

* Excludes costs to sell 14

Aggressively Dealing with Credit Issues

ORE is 47% of NPAs with Resolution in Bank’s Control

Balances June 30, 2011 (dollars in thousands) Fair value as a %

  • f book value*

Average Appraisal Age in Months

ORE categories: New home construction/condo’s $ 7,511 119.0 3.2 Developed lots $ 9,612 121.0 4.8 Undeveloped land $ 24,100 127.2 3.5 Other $ 11,172 117.3 5.6 Total ORE $ 52,395 122.8 4.5

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(*) ORE dispositions > $250,000 from 1/1/11 thru 6/30/11 15

ORE Dispositions (*) thru June 30, 2011 ORE Balance at June 30, 2011 Loan balances prior to charge

  • ffs

100.0% 100.0% Charge off’s prior to foreclosure 25.4% 21.5% Balance @ foreclosure 74.6% 78.5% Valuation losses while in ORE 10.1% 16.2% Balance in ORE 64.5% 62.3% Loss on disposition 1.7% Net realized 62.8%

Aggressively Dealing with Credit Issues

OREO “Marks” are Consistent with Actual Experience

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Building Core Earnings Capacity

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2Q11 Provides Volume and Margin Expansion

  • Net interest margin rises 15bp in 2Q11 to end at 3.55%
  • C&I loans up $11 million in 2Q11, approximately 1.0%
  • Avg. DDA balances up $34 million in 2Q11, approximately 5.8%
  • Cost of funds decreased from 1.09% in 1Q11 to 0.98% in 2Q11
  • Wealth management revenues up 3.8% linked quarter and

14.7% year over year

  • Noninterest expense in line with expectations
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Building Core Earnings Capacity

Core Deposits Rise with Concurrent Reduction in Deposit COF

$2,586,685 $2,676,016 $2,781,748 $2,925,673 $3,115,428 $3,109,237 $3,182,920

1.45% 0.90%

$2,100,000 $2,300,000 $2,500,000 $2,700,000 $2,900,000 $3,100,000 $3,300,000

0.85% 0.95% 1.05% 1.15% 1.25% 1.35% 1.45%

4Q09 1Q10 2Q10 3Q10 4Q10 1Q11 2Q11

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Building Core Earnings Capacity

Positive DDA Trends Reflect Ability to Grow Client Base

$456 $463 $517 $496 $504 $534 $576 $595 $629

$300 $350 $400 $450 $500 $550 $600 $650

2Q09 3Q09 4Q09 1Q10 2Q10 3Q10 4Q10 1Q11 2Q11

DDA Average Balances

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Building Core Earnings Capacity

Net Interest Margin Has Expanded Significantly

Key Margin Drivers:

  • NPA resolutions helping to advance margin
  • Slower pre-payment speeds lifting bond yields
  • Higher % of core deposit volumes and repricing

existing accounts drive down cost of funds

  • Interest rates are projected to remain flat into 2012

$36.1 $36.1 $36.0 $37.8

$34 $35 $36 $37 $38 3Q10 4Q10 1Q11 2Q11

Net Interest Income

(in millions)

3.25% 3.23% 3.23% 3.29% 3.40% 3.55%

3.10% 3.15% 3.20% 3.25% 3.30% 3.35% 3.40% 3.45% 3.50% 3.55% 3.60%

1Q10 2Q10 3Q10 4Q10 1Q11 2Q11

Net Interest Margin Trend

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1.50% 2.00% 2.50% 3.00% 3.50% 4.00% 4.50% 2Q09 3Q09 4Q09 1Q10 2Q10 3Q10 4Q10 1Q11 2Q11

Treasury Margin Customer Margin Net Interest Margin

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  • Continued progress on

reducing cost of funds and maximizing loan yields

  • Treasury yields

influenced heavily by rapid pay downs and repricing of bond portfolio as well as maintenance of excess liquidity

Margin Improvement is Built on Success with Clients

Building Core Earnings Capacity

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  • CD repricing opportunities - $215mm in Client CD’s maturing over next

three months. Goal at renewal should be approx. 0.75% to 1.00% for client CD’s or transfer borrowers to money market accounts.

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Average Renewal Rates Client CD’s – Avg. Rate (%) 2nd Quarter 2010 1.84% 3rd Quarter 2010 1.69% 4th Quarter 2010 1.18% 1st Quarter 2011 1.08% 2nd Quarter 2011 1.02% 3rd Quarter 2011 Avg Maturing CD Rates 1.54%

Building Core Earnings Capacity

COF Reduction Opportunities Remain

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  • MMDA pricing opportunities - $586mm in MMDA accounts with current

rates above 1.25%. Target rate should approximate 0.45% to 0.85%.

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Avg Quarterly MMDA Rates 2nd Quarter 2010 1.42% 3rd Quarter 2010 1.36% 4th Quarter 2010 1.21% 1st Quarter 2011 1.04% 2nd Quarter 2011 0.95%

MMDA Avg Rate Reduction Opportunity

10 – 15bp

Building Core Earnings Capacity

COF Reduction Opportunities Remain

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2Q11 1Q11 4Q10 3Q10 2Q10 Net interest income $37,795 $36,020 $36,056 $36,060 $35,697 Total noninterest income 9,809 8,324 8,666 8,594 10,569 Total revenue 47,604 44,344 44,722 44,654 46,266 Total noninterest expense 34,357 34,701 36,452 37,774 36,491 Pre-tax, pre-provision income 13,247 9,643 8,270 6,880 9,775 Significant items impacting quarterly revenue and expense: Gains on sale of securities (610) 159

  • (1)

(2,259) Cash incentive plan expenses 2,654 938

  • (345)

Other real estate expenses 3,826 4,334 7,874 8,522 7,411 Totals $19,117 $15,074 $16,144 $15,401 $14,582

Building Core Earnings Capacity

PTPP Expands 37.4% in 2Q11

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  • Loan Growth
  • Margin Expansion
  • TARP Repayment

Looking Forward

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  • #1 lead bank share among businesses in Nashville
  • Fastest growing bank in Knoxville
  • Great markets poised for job growth
  • Nashville rated 3rd on Forbes’ list of “Next Big Boom Towns” (07/2011)
  • Nashville rated 6th on Forbes’ “Best Places for Business & Careers” (06/2011)
  • Nashville rated 8th on Forbes’ “Best Big Cities for Jobs” (05/2011)
  • Knoxville rated 9th on Forbes’ “Best Mid-Size Cities for Jobs” (05/2011)
  • Proven ability to hire experienced bankers

Looking Forward

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Opportunities for Loan Growth Exist

Source: Greenwich Research; FDIC

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SLIDE 26

Looking Forward

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Nashville is On-course for Rapid Expansion

Source: Greater Nashville Area Chamber of Commerce; Forbes

3,531 2,443 2,337 3,755 2,435 3,367 3,138 4,469 5,501 4,271 6,236 4,226 3,380 6,258 4,258 5,046

  • 1,000

2,000 3,000 4,000 5,000 6,000 7,000 8,000 9,000 10,000 2003 2004 2005 2006 2007 2008 2009 2010 Expansions Relocations 9,032 5,815 7,981 8,573 6,714 9,515 7,396 9,625

Total Jobs Created through Relocation and Expansion

8 Year Total Jobs: 64,651

  • Relocations 25,475
  • Expansions 39,176

Forbes: Next Big Boom Towns (July, 2011) 1. Austin 2. Raleigh

3. Nashville

4. San Antonio 5. Houston 6. Washington, DC 7. Dallas 8. Charlotte 9. Phoenix 10. Orlando

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SLIDE 27

Looking Forward

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Longer Term Margin Expansion Opportunities Exist

2Q 2011 Net Interest Margin 3.55% Opportunities:

  • 1. NPA Resolution

0.02% to 0.05%

  • 2. Continued reduction in COF

0.06% to 0.11%

  • 3. Liquidity reductions

0.03% to 0.06% Potential Margin Range 3.66% to 3.77%

Notes:

  • 1. Excluding impact of reversed interest, considers reduction in NPA levels to 1.50% of loans and

ORE at new spread of 2.50% to 4.00% on new performing assets.

  • 2. Considers a COF to a range of 0.80% to 0.85%.
  • 3. Assumes spread increase on $75 mm in liquid assets from 1.25% avg. yield to a yield of 2.00% to

4.00% in investments.

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SLIDE 28

Strong Capital Should Limit Common Dilution

28

Looking Forward

June 30, 2011 March 31, 2011

  • Dec. 31,

2010

  • Sept. 30,

2010 June 30, 2010

Tangible common equity 7.7% 7.4% 7.1% 7.2% 7.1% Tangible common to risk weighted assets 9.6% 9.1% 9.1% 9.3% 9.0% Tier 1 leverage 11.2% 10.9% 10.7% 10.5% 10.4% Tier 1 risk based capital 13.9% 13.6% 13.8% 13.5% 13.1% Total risk based capital 15.5% 15.2% 15.4% 15.1% 14.8% Tangible Common Book Value per Common Share $10.38 $9.85 $9.80 $10.12 $10.04

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Looking Forward

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Management’s Expectations for 3Q11 (*)

(*) As of July 20, 2011

  • C&I Lending opportunities appear to be increasing
  • Continued emphasis on core funding and funding costs
  • Still room to expand margin
  • Expect asset quality metrics will continue to improve
  • Increasing wealth management fees
  • Excluding ORE expense, expense run rates should be

consistent throughout 2011

  • Tax expense should have minimal impact on operating

results until reversal of DTA allowance

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  • Aggressively addressing problem credits
  • Pursue meaningful NPA resolution
  • Continued reductions in exposure to C&D
  • Attractive markets
  • Ability to seize competitive opportunities
  • Economic stabilization and recovery
  • Responsibly growing core earnings capacity
  • Return to net loan growth
  • Continued core funding growth
  • Continued margin expansion
  • Continued fee income growth

Final Thoughts

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Q&A –

Second Quarter 2011 Investor Call

Terry Turner, President and CEO Harold Carpenter, EVP and CFO Harvey White, Chief Credit Officer July 20, 2011

31

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Supplemental Information

Second Quarter 2011 Investor Call

Terry Turner, President and CEO Harold Carpenter, EVP and CFO Harvey White, Chief Credit Officer July 20, 2011

32

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Comparison of 2Q11 to 1Q11, 4Q10 and 4Q09

  • Continued reduction in C&D exposure

Loan Categories

33 Amts. 2Q11 %’s 2Q11 Amts. 1Q11 %’s 1Q11 Amts. 4Q10 %’s 4Q10 Amts. 4Q09 %’s 4Q09 C&D and Land $282.1 8.8% $300.7 9.3% $331.3 10.3% $ 525.3 14.7% Consumer RE 708.3 22.1% 698.7 21.7% 705.5 22.0% 756.0 21.2% CRE – Owner Occ. 542.4 16.9% 546.4 17.0% 531.9 16.6% 535.1 15.0% CRE – Investment 503.2 15.7% 509.7 15.8% 519.8 16.2% 543.5 15.3% Other RE loans 45.6 1.4% 46.4 1.5% 42.9 1.3% 39.5 1.1% Total real estate 2,081.6 64.9% 2,101.9 65.3% 2,131.4 66.4% 2,399.4 67.3% C&I 1,058.3 33.0% 1,047.7 32.6% 1,012.1 31.5% 1,071.4 30.1% Other loans 67.2 2.1% 67.8 2.1% 68.9 2.1% 92.6 2.6% Total loans $3,207.1 100.0% $3,217.4 100.0% $3,212.4 100.0% $3,563.4 100.0%

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(*) as a percentage of total loans

Construction and Land Categories

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Amts. 2Q11 %’s(*) 2Q11 Amts. 1Q11 %’s(*) 1Q11 Amts. 4Q10 %’s(*) 4Q10 Amts. 4Q09 %’s(*) 4Q09 Residential – Spec $ 16.2 0.5% $ 17.0 0.5% $ 19.9 0.6% $ 44.2 1.2% Residential – Custom 10.4 0.3% 11.0 0.4% 9.9 0.3% 18.6 0.5% Residential – Condo 17.7 0.5% 19.9 0.6% 20.7 0.6% 38.1 1.1% Commercial Construct. 50.2 1.6% 39.7 1.2% 50.2 1.6% 84.5 2.4% Land Dev– Residential 84.8 2.7% 97.5 3.0% 111.6 3.5% 184.0 5.2% Land Dev – Commercial 89.0 2.8% 99.8 3.1% 105.3 3.3% 117.2 3.3% Land – Unspecified 13.8 0.4% 15.8 0.5% 13.7 0.4% 38.6 1.1% Total C&D $ 282.1 8.8% $ 300.7 9.3% $ 331.3 10.3% $ 525.3 14.7%

Comparison of 2Q11 to 1Q11, 4Q10 and 4Q09

  • PNFP continues to reduce exposure to residential construction and development
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SLIDE 35

Construction and Land Categories

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  • Almost 36.4% of C&D book managed by Special Asset Group personnel.
  • Almost 42.0% of land categories managed by SAG.

Total Portfolio 2Q11 Total Portfolio 1Q11 Total Portfolio 4Q10 NPLs 2Q11 NPLs 1Q11 NPLs 4Q10

Performing Criticized 2Q11 Performing Criticized 1Q11 Performing Criticized 4Q10

Residential – Spec $ 16.2 $ 17.0 $ 19.9 $ 0.7 $ 0.7 $ 0.8 $ 5.0 $ 6.6 $ 6.2 Residential – Custom 10.4 11.0 9.9 0.0 0.0 0.0 0.0 0.2 0.4 Residential – Condo 17.7 19.9 20.7 7.1 7.7 8.2 0.4 1.2 6.6 Commercial Construct. 50.2 39.7 50.2 0.6 0.0 0.0 7.4 8.4 8.5 Land Dev– Residential 84.8 97.5 111.6 12.8 14.5 17.5 24.4 34.2 39.9 Land Dev – Commercial 89.0 99.8 105.3 7.9 13.7 16.7 26.3 30.5 35.5 Land – Unspecified 13.8 15.8 13.7 0.4 0.4 0.4 1.4 2.1 2.1 Total C&D $ 282.1 $ 300.7 $ 331.3 $ 29.5 $ 37.0 $ 43.6 $ 64.9 $ 83.2 $ 99.2 As a percentage of total C&D loans 10.5% 12.3% 13.2% 23.0% 27.7% 30.0%

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SLIDE 36

Construction and Land Categories

Analysis of Pass-rated AC&D loans

  • Pass rated credits have minimal past dues. Avg. ticket size of about $471,000.

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Pass rated 2Q11 Pass rated 1Q11 Pass rated 4Q10 Past due 2Q11 Past due 1Q11 Past due 4Q10 Pass to Fail During 2Q11 Pass to Fail During 1Q11 Pass to Fail During 4Q10

Residential – Spec $ 10.4 $ 9.6 $ 12.8 $ - $ - $ 0.2 $ 1.5 $ - $ 0.4 Residential – Custom 10.3 10.9 9.5

  • Residential –

Condo 10.2 11.0 5.9

  • Commercial

Construct. 42.3 31.3 41.7

  • Land Dev–

Residential 47.6 48.9 54.2

  • 0.3
  • 0.5

0.8 1.8 Land Dev – Commercial 54.9 55.6 53.1 0.1 0.1

  • 2.0

0.9 0.6 Land – Unspecified 12.0 13.3 11.3 0.1 0.1 0.2 0.4

  • Total C&D

$187.7 $180.6 $188.5 $0.2 $0.5 $0.4 $4.4 $1.7 $2.8

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SLIDE 37

Land Loan and Land-related ORE locations

> $250,000 properties, approx. $200.5 mm balances

37

84.4% 11.4% 4.2% Middle TN East TN Other

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SLIDE 38

Vacancy Rates

*Costar **REIS

Commercial Real Estate

38

Retail 17.0% Office 10.2%

Warehouse

7.9% Own/Occ 49.6% Other 15.3%

PNFP CRE Portfolio

Nashville CRE Vacancy Rates National CRE Vacancy Rates Q2 2011 (*) Q1 2011 (*) YE 2010 (*) YE 2009 (**) YE 2008 (**) YE 2007 (**) Q2 2011 (*) Industrial / Warehouse 10.6% 10.7% 10.2% 10.6% 9.6% 8.9% 9.8% Multifamily 6.5% 6.4% 6.7% 9.6% 7.6% 5.2% 6.0% (**) Retail 6.6% 6.6% 6.7% 8.1% 6.3% 7.0% 7.1% Office 9.9% 10.2% 10.6% 12.7% 10.5% 10.5% 12.6%

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SLIDE 39

As of June 30, 2011

Asset Quality Metrics

39

Nonaccrual Loans

$59.7 MM nonaccruing loans 1.86% of loan balances

Nonaccrual loans $ 59.7 ORE 52.4 Total NPAs $ 112.1 NPAs as a % of Total loans + ORE 3.44% Land Develop 37.3% 1-4 Family 16.7% CRE 13.7% C&I 20.4% Resid Const 11.0% Other 0.9%

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SLIDE 40
  • Largest Charge-offs During 2Q11
  • #1 - $2.0 million
  • #2 - $1.3 million
  • #3 - $712,000
  • #4 - $667,000
  • #5 - $482,000
  • These credits make up 60% of net charge offs for 2Q11

Net Charge-off’s

40

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SLIDE 41
  • Largest NPLs
  • #1 - $7.1 million condo loan
  • #2 - $4.2 million commercial land development
  • #3 - $3.1 million commercial land development
  • #4 - $2.6 million residential development
  • #5 - $2.3 million multi-purpose commercial

development

  • Approximately 135 accounts make up remaining NPLs
  • Represents 32% of NPL balances

Nonperforming Loans

41

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SLIDE 42
  • Largest OREO Properties:
  • #1 - $4.1 million industrial park
  • #2 - $3.8 million residential development
  • #3 - $3.7 million condo property
  • #4 - $3.0 million commercial development
  • #5 - $2.8 million commercial land
  • These balances make up 33% of the total OREO book at

June 30, 2011

OREO Properties

42

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SLIDE 43

43

Aggressively Dealing with Credit Issues

Reduced Classified Assets in 2Q11

Balances June 30, 2011 (dollars in thousands) Balances March 31, 2011 (dollars in thousands)

Classified loans and ORE:

  • Substandard accruing loans (*)

133,973 $ 164,936

  • Substandard impaired loans

46,451 60,854

  • Doubtful impaired loans

1,744 2,099

  • Consumer impaired loans

11,533 13,415

  • Other consumer classified (#)

23,121 20,971

  • Other real estate

52,395 56,000 Total $ 269,217 $ 318,275

(*) Includes $13.0 million of restructured loans at June 30, 2011 and $15.3 million at March 31, 2011 (#) Consumer credit which exhibits risk characteristics of a substandard commercial loan

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SLIDE 44

Conservative bond portfolio

Investment Portfolio

FNMA, FHLMC and GNMA

As of June 30, 2011

44

MBS pass thrus 66.8% Agency CMOs 4.1%

Agency Notes 6.0%

Municipals 22.0% Corporates 1.1% Treasuries 0.0%

Average yield on bond portfolio = 3.98% (TEY)

Average life = 5.17 years Effective Duration = 3.45%

(millions)

MTD QTD Purchases $3.1 $20.8 Sales ($27.3) ($31.8) Mat/Calls ($20.6) ($27.4) Pre-pays ($9.8) ($30.8)

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SLIDE 45

Municipal portfolio

Investment Portfolio

45

Credit ratings # of Issuances Balances % “A” or better 328 $194,070 95.8% Baa3/BBB- to Baa1/BBB+ 23 8,439 4.2% Noninvestment grade

  • Unrated
  • Totals

351 $202,509 100.0% Location # of Issuances Balances % Tennessee 100 $ 49,467 24.4% Florida 0.0% California 4 1,511 0.7% Nevada 0.0% Michigan 16 6,915 3.4% Illinois 19 13,442 6.6% Other – 30 states 212 131,174 64.9% Totals 351 $ 202,509 100.0%

Other information:

  • Avg. life of municipal book – 7.4 years
  • Percentage of municipal book related to

state agencies – 4.3%

  • Avg. tax equivalent yield – 5.7%
  • FMV as a percentage of cost – 104.6%

As of June 30, 2011

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SLIDE 46

Building Core Earnings Capacity

46

Funding is Almost Exclusively Relationship Based

Core Funding: Noninterest-bearing deposit accounts 662,018 16.2% 586,517 14.0% Interest-bearing demand accounts 572,465 14.0% 573,670 13.7% Savings and money market accounts 1,634,633 39.9% 1,596,306 38.0% Time deposit accounts less than $100,000 313,804 7.7% 361,476 8.6% Total core funding 3,182,920 77.7% 3,117,969 74.3% Non-core funding: Relationship based non-core funding: Time deposit accounts greater than $100,000 Reciprocating time deposits 156,994 3.8% 188,510 4.5% Other time deposits 421,606 10.3% 512,349 12.2% Securities sold under agreements to repurchase 124,514 3.0% 146,294 3.5% Total relationship based non-core funding 703,114 17.2% 847,153 20.2% Wholesale funding: Time deposit accounts greater than $100,000 Public funds

  • 0.0%
  • 0.0%

Brokered deposits

  • 0.0%

14,229 0.3% Federal Home Loan Bank advances, Federal funds purchased and other borrowings 111,191 2.7% 121,393 2.9% Subordinated debt 97,476 2.4% 97,476 2.3% Total wholesale funding 208,667 5.3% 233,098 5.6% Total non-core funding 911,781 22.3% 1,080,251 25.7% Totals 4,094,701 100.0% 4,198,220 100.0% 6/30/2011 Percent 12/31/2010 Percent

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SLIDE 47

47

Building Core Earnings Capacity

Positive Trends in Core Funding Enhance NII Long-Term

66% 69% 74% 76% 78% 24% 24% 20% 19% 17% 10% 7% 6% 5% 5%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 2Q10 3Q10 4Q10 1Q11 2Q11

Core Funding Relationship Based Non-Core Funding Wholesale Funding

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SLIDE 48

Building Core Earnings Capacity

48

  • Reduced Time Deposit mix from 39% in 2Q10 to 24% in 2Q11
  • Increased Core Deposits 22% year over year

Average Deposits $3.8B

Low Cost Core Deposits $2.3 B 61% Time Deposits $1.5 B 39%

2Q10

Low Cost Core Deposits $2.8 B 76% Time Deposits $0.9 B 24%

2Q11

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SLIDE 49

49

Building Core Earnings Capacity

Noninterest Income

2Q11 1Q11 4Q10 3Q10 2Q10 Service charges $2,330 $2,261 $2,353 $2,444 $2,429 Investment services 1,637 1,508 1,264 1,234 1,315 Insurance commissions 1,004 1,049 907 954 904 Gains on loan sales, net 789 610 1,352 1,310 908 Trust fees 770 730 495 726 755 Other: Securities gains (losses) 610 (159)

  • 2,259

Other 2,668 2,325 2,295 1,925 1,998 Total noninterest income $9,809 $8,324 $8,666 $8,593 $10,569

Less: Securities (gains) losses

(610) 159

  • (2,259)

Less: Ins contingency fees

  • (87)
  • Core noninterest income

$9,199 $8,396 $8,666 $8,593 $8,310

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SLIDE 50

50

Building Core Earnings Capacity

Expense Down 5.8% from 2Q10

2Q11 1Q11 4Q10 3Q10 2Q10 Salaries and benefits $15,870 $16,985 $15,708 $16,069 $16,191 Incentive Expense 2,654 938

  • (345)

Equipment and occupancy 5,060 5,007 4,988 5,231 5,493 Other real estate owned 3,826 4,334 7,874 8,522 7,411 Marketing and BD 766 754 937 748 794 Supplies and Postage 545 490 467 636 701 Intangible amortization 716 716 744 744 746 Other expenses 4,921 5,477 5,733 5,822 5,500 Total noninterest expense $34,357 $34,701 $36,451 $37,772 $36,491 Efficiency ratio 72.2% 78.3% 81.5% 84.6% 78.9%

Total noninterest expense – excluding other real estate $30,531 $30,367 $28,577 $29,250 $29,080 Efficiency ratio, excl. ORE and securities gains 65.0% 68.2% 63.9% 65.5% 66.10%

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SLIDE 51

Deferred Taxes

51 (in thousands, rounded) Balances as of March 31, 2011 Net change during 2Q11 Balances as of June 30, 2011

Deferred tax items impacting operations: Deferred tax assets: Allowance for loan losses $ 30.9 $ (0.3) $ 30.5 Other assets 12.7 1.3 11.4 Total deferred tax assets 43.6 (1.6) 41.9 Deferred tax liabilities: (14.2) (1.0) (13.2) Net DTAs impacting operations 29.4 (0.6) 28.7 Deferred tax items impacting other comprehensive income (loss): Unrealized gain on AFS securities (7.0) (4.5) (11.5) Net DTAs before valuation allowance 22.4 (5.2) 17.2 Valuation allowance 22.4 (5.8) 16.6 Net DTA’s after valuation allowance $ 0.0 $ 0.6 $ 0.6 The valuation allowance will continue to be impacted by net changes in our deferred tax assets and liabilities and any current income taxes payable until the ultimate reversal of the valuation allowance. The deferred tax asset at June 30, 2011 is the result of current tax expense incurred during the first two quarters of 2011.

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SLIDE 52

Non-GAAP Financial Measures – Net Interest Margin

** Assumes a 1.50% limitation for NPL’s and ORE to Total loans and ORE, that resulting earning assets earn at the average earning asset yield for each quarter and considers aggregate amount of interest reversals for loans placed on nonaccrual during quarter are reversed. 52

2Q11 1Q11 4Q10 3Q10 2Q10

  • Avg. net earning assets

$4,347,552 $4,387,331 $4,441,671 $4,519,955 $4,527,471 Net interest income $37,795 $36,020 $36,056 $36,060 $35,697 Impact of tax exempt instruments 0.06% 0.07% 0.07% 0.06% 0.07% Net interest margin 3.55% 3.40% 3.29% 3.23% 3.23% Impact from reduced NPL’s ** $850 $1,031 $601 $1,461 $1,272 Quarterly interest reversals from new NPLs ** $225 $481 $387 $582 $1,153 Net interest margin with negative impact of NPL’s $38,869 $37,533 $37,044 $38,103 $38,122 NIM excluding NPL Impact 3.65% 3.54% 3.37% 3.41% 3.45%

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SLIDE 53

2Q11 1Q11 4Q10 3Q10 2Q10 Total non-interest expense $34,357 $34,701 $36,451 $37,774 $36,491 Less: ORE expenses (3,825) (4,334) (7,874) (8,522) (7,411) Non-Interest expense, excluding ORE $30,532 $30,367 $28,577 $29,252 $29,080 Total non-interest income $9,809 $8,324 $8,666 $8,594 $10,569 Less: Securities (gains) losses (610) 159

  • (2,259)

Non-interest income, excluding securities gains $9,199 $8,483 $8,666 $8,594 $8,310 Net interest income $37,795 $36,020 $36,056 $36,060 $35,697 Total Revenues, excluding securities gains $46,994 $44,503 $44,722 $44,654 $44,007 Efficiency ratio, excl. ORE and securities gains 65.0% 68.2% 63.9% 65.5% 66.10%

Non-GAAP Financial Measures – Efficiency Ratio

53

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SLIDE 54
  • Residential inventories down

6.0% in June 2011 from June 2010

  • April 2011 – Kiplinger noted

Nashville as one of 11 “Comeback Cities for 2011” stating Nashville should see 2.8% job growth in 2011.

Nashville Residential Real Estate Trends

54

Source: GNAR

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SLIDE 55

Second Quarter 2011 Investor Call

Terry Turner, President and CEO Harold Carpenter, EVP and CFO Harvey White, Chief Credit Officer July 20, 2011