Customers Bancorp, Inc. - FORM 8-K - EX-99.2 - EXHIBIT 99.2

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8-K - CUSTOMERS BANCORP, INC. FORM 8-K - Customers Bancorp, Inc.	customers8k.htm
EX-99.1 - EXHIBIT 99.1 - Customers Bancorp, Inc.	ex99-1.htm

Exhibit 99.2

Highly Focused, Low Risk, Above Average Growth

Bank Holding Company

Investor Presentation

October 2014

NASDAQ: CUBI

Note: All information in this document has been adjusted for the10% stock dividend that was declared on May 15, 2014
to shareholders of record on May 27th payable on June 30, 2014.

Forward-Looking Statements

This presentation as well as other written or oral communications made from time to time by us, may contain certain forward-looking information
within the meaning of the Securities Act of 1933, as amended, and the Securities Exchange Act of 1934, as amended. These statements relate to future
events or future predictions, including events or predictions relating to our future financial performance, and are generally identifiable by the use of
forward-looking terminology such as “believes,” “expects,” “may,” “will,” “should,” “plan,” “intend,” “target,” or “anticipates” or the negative thereof
or comparable terminology, or by discussion of strategy or goals that involve risks and uncertainties. These forward-looking statements are only
predictions and estimates regarding future events and circumstances and involve known and unknown risks, uncertainties and other factors that may
cause our actual results, levels of activity, performance or achievements to be materially different from any future results, levels of activity,
performance or achievements expressed or implied by such forward-looking statements. This information is based on various assumptions by us that
may not prove to be correct.

Important factors to consider and evaluate in such forward-looking statements include:

•changes in the external competitive market factors that might impact our results of operations;

•changes in laws and regulations, including without limitation changes in capital requirements under the federal prompt corrective action regulations;

•changes in our business strategy or an inability to execute our strategy due to the occurrence of unanticipated events;

•our ability to identify potential candidates for, and consummate, acquisition or investment transactions;

•the timing of acquisition or investment transactions;

•constraints on our ability to consummate an attractive acquisition or investment transaction because of significant competition for these
opportunities;

•the failure of the Bank to complete any or all of the transactions described herein on the terms currently contemplated;

•local, regional and national economic conditions and events and the impact they may have on us and our customers;

•ability to attract deposits and other sources of liquidity;

•changes in the financial performance and/or condition of our borrowers;

•changes in the level of non-performing and classified assets and charge-offs;

•changes in estimates of future loan loss reserve requirements based upon the periodic review thereof under relevant regulatory and accounting
requirements;

•the integration of the Bank’s recent FDIC-assisted acquisitions may present unforeseen challenges;

•inflation, interest rate, securities market and monetary fluctuations;

•the timely development and acceptance of new banking products and services and perceived overall value of these products and services by users;

•changes in consumer spending, borrowing and saving habits;

•technological changes;

Forward-Looking Statements

• the ability to increase market share and control expenses;

• continued volatility in the credit and equity markets and its effect on the general economy; and

• the effect of changes in accounting policies and practices, as may be adopted by the regulatory agencies, as well as the Public Company
Accounting Oversight Board, the Financial Accounting Standards Board and other accounting standard setters;

• the businesses of the Bank and any acquisition targets or merger partners and subsidiaries not integrating successfully or such integration being
more difficult, time-consuming or costly than expected;

• material differences in the actual financial results of merger and acquisition activities compared with expectations, such as with respect to the full
realization of anticipated cost savings and revenue enhancements within the expected time frame;

• revenues following any merger being lower than expected; and

• deposit attrition, operating costs, customer loss and business disruption following the merger, including, without limitation, difficulties in
maintaining relationships with employees being greater than expected.

These forward-looking statements are subject to significant uncertainties and contingencies, many of which are beyond our control. Although we
believe that the expectations reflected in the forward-looking statements are reasonable, we cannot guarantee future results, levels of activity,
performance or achievements. Accordingly, there can be no assurance that actual results will meet expectations or will not be materially lower
than the results contemplated in this presentation. You are cautioned not to place undue reliance on these forward-looking statements, which
speak only as of the date of this document or, in the case of documents referred to or incorporated by reference, the dates of those documents.
We do not undertake any obligation to release publicly any revisions to these forward-looking statements to reflect events or circumstances after
the date of this document or to reflect the occurrence of unanticipated events, except as may be required under applicable law.

This presentation is for discussion purposes only, and shall not constitute any offer to sell or the solicitation of an offer to buy any security, nor is it
intended to give rise to any legal relationship between Customers Bancorp, Inc. (the “Company”) and you or any other person, nor is it a
recommendation to buy any securities or enter into any transaction with the Company. The information contained herein is preliminary and
material changes to such information may be made at any time. If any offer of securities is made, it shall be made pursuant to a definitive offering
memorandum or prospectus (“Offering Memorandum”) prepared by or on behalf of the Company, which would contain material information not
contained herein and which shall supersede, amend and supplement this information in its entirety.

Any decision to invest in the Company’s securities should be made after reviewing an Offering Memorandum, conducting such investigations as the
investor deems necessary or appropriate, and consulting the investor’s own legal, accounting, tax, and other advisors in order to make an
independent determination of the suitability and consequences of an investment in such securities. No offer to purchase securities of the
Company will be made or accepted prior to receipt by an investor of an Offering Memorandum and relevant subscription documentation, all of
which must be reviewed together with the Company’s then-current financial statements and, with respect to the subscription documentation,
completed and returned to the Company in its entirety. Unless purchasing in an offering of securities registered pursuant to the Securities Act of
1933, as amended, all investors must be “accredited investors” as defined in the securities laws of the United States before they can invest in the
Company

Our Biggest Advantage: A Highly Experienced Management Team

Investment Proposition

High Organic Growth, Well Capitalized, Low Risk, Branch Lite Bank in Attractive Markets

§ $6.5 billion asset bank

§ Well capitalized at an estimated 11.0% + total risk based capital and 6.8% tier 1 leverage

§ Target market from Boston to Washington D.C. along interstate 95

Strong Profitability & Growth

§ Q3 2014 earnings up 41% over 3Q 2013 with an ROE of 11%, ROA .80%

§ ROA goal of 1% + and ROE of 12% + within 2-3 years

§ 3.00% net interest margin goal; Targeting efficiency ratio in the 40’s - current margin is 2.79%
and efficiency ratio is 54%

§ DDA and total deposits compounded annual growth of 100% and 73% respectively since 2009

§ 130% compounded annual growth in core earnings since 2011

Strong Credit Quality

§ No charge-offs on loans originated after 2009

§ 0.18% non-performing loans (non-FDIC covered loans)

§ Total reserves to non-performing loans of 246.4%

* Capital ratios are estimates pending final call report

Investment Proposition

Low Interest Rate Risk

§ Approximately 40% of the loan portfolio will re-price within one year (1)

§ 40% of loans have an average life of 3.8 years

§ ~16% of deposits, on average, are non-interest bearing

§ Extending liabilities at this time

§ $150 million in forward starting swaps

§ Neutral to gradually rising rates over next one to two years

Attractive Valuation

§ Current share price ($17.75)(2) is 11.8x estimated 2014 earnings, and 10.0x
estimated 2015 earnings

§ Price/tangible book only at 1.1x and 1.0x for 2014 and 2015 respectively

§ Peers trading at 14x earnings and 1.7x price/tangible book

(1) Includes mortgage warehouse

(2) Share price as of Oct 16, 2014

Return on Average Equity

Efficiency Ratio

NPAs

Return on Average Assets

Source: SNL Financial on an LTM basis as of 4Q2013

Customers Bancorp Will Become A Stronger Performer

Execution Timeline

§ We invested in and
took control of a $270
million asset
Customers Bank (FKA
New Century Bank)

§ Identified existing
credit problems,
adequately reserved
and recapitalized the
bank

§ Actively worked out
very extensive loan
problems

§ Recruited experienced
management team

§ Enhanced credit and risk
management

§ Developed infrastructure
for organic growth

§ Built out warehouse
lending platform and
doubled deposit and loan
portfolio

§ Completed 3 small
acquisitions:

– ISN Bank (FDIC-
assisted) ~ $70 mm

– USA Bank (FDIC-
assisted) ~ $170 mm

– Berkshire Bancorp
(Whole bank) ~ $85
mm

§ Recruited proven lending
teams

§ Built out Commercial and
Multi-family lending
platforms

§ De Novo expansion;4-6
sales offices or teams
added each year

§ Continue to show strong
loan and deposit growth

§ Built a “branch lite” high
growth Community Bank
and model for future
growth

§ Goals to ~12%+ ROE;
~1% ROA

2009

Assets: $350M

Equity: $22M

2010-2011

Assets: $2.1B

Equity: $148M

2012-2013

Assets: $4.2B

Equity: $400M

3Q 2014

Assets: $6.5B

Equity: $426M

§ Single Point of Contact
Private Banking model
executed - commercial
focus

§ Introduce bankmobile -
banking of the future
for consumers

§ Continue to show
strong loan and
deposit growth

§ ~12%+ ROE; ~1%
ROA expected within
36 months

§ ~$6.5+ billion asset
bank by end of 2014

§ ~$9 billion asset bank
by end of 2019

Disciplined Model for Increasing Shareholder Value

§ Strong organic revenue growth + scalable infrastructure =
sustainable double digit EPS growth and increased shareholder
value

§ A very robust risk management driven business strategy

§ Build tangible book value per share each quarter via earnings

§ Any book value dilution from any acquisitions must be overcome
within 1-2 years

§ Superior execution through proven management team

Disciplined Model for Superior Shareholder Value Creation

Banking Strategy

Business Banking Strategy - ~95% of revenues come from business

• Loan and deposit business through these segments:

• Banking Privately Held Businesses

• Banking High Net Worth Families

• Banking Mortgage Companies

Consumer Banking Strategy

• Principal focus is getting deposits in a highly efficient and unique model
while meeting the needs of all the communities in our assessment area

• Introduce Bank Mobile and Prepaid businesses by late 2014; focus on
Gen Y and under-banked; strategic partnerships for consumer loan
products

Consumer Deposit Strategy - High Touch, High Tech

§ Implementation of
technology suite
allows for unique
product offerings:

§ Remote account
opening &
deposit capture

§ Internet/mobile
banking

§ Free ATM
deployment in
U.S.

Cost of Funds + Branch Operating Expense - Fees = ALL-IN-Cost < Competitors

CUBI All-in cost of 1.75% is less than competitors all-in cost over the long-term

Technology

§ Low cost banking
model allows for
more pricing
flexibility

§ Significantly lower
overhead costs vs. a
traditional branch

§ Pricing/profitability
measured across
relationship

Pricing

§ Experienced
bankers who own a
portfolio of
customers

§ Customer
acquisition &
retention strongly
incentivized

§ Takes banker to the
customer’s home or
office, 12 hours a
day, 7 days a week

§ Appointment
banking approach

§ Customer access to
private bankers

§ “Virtual Branches”
out of sales offices

Sales Force

Concierge Banking

Results of Deposit Growth: Organic Growth With Controlled Costs

Source: Company data.

Total Deposit Growth ($mm)

Average DDA Growth ($mm)

Customers strategies of single point of contact and recruiting known teams in target markets produce
rapid deposit growth with low total cost

Customers Bank Advantage

All Consumer
Products

All Business
Products

All Non-Credit
Products

Client
Makes
One Call

Client

Private /
Personal
Bankers

Concierge
Bankers

Loan Portfolio Mix ($mm)

Single Point of Contact

High Touch / High Tech

C&I & Owner Occupied CRE Banking Strategy

Small Business

§Target companies with less than $5.0 million
annual revenue

§Principally SBA loans originated by small
business relationship managers or branch
network

§Current focus PA & NJ markets

Private & Commercial

§Target companies with up to $100 million
annual revenues

§Very experienced teams

§Single point of contact

§NE, NY, PA & NJ markets

Banking Privately Held Business

Multi-Family Banking Strategy

Banking High Net Worth Families

Multi-Family Loan and Deposit Growth ($mm)

§ Focus on families that have income
producing real estate in their portfolios

§ Private banking approach

§ Focus Markets: New York & Philadelphia
MSAs

§ Average Loan Size: $4.0 - $7.0 million

§ Remote banking for deposits and other
relationship based loans

§ Portfolio grown organically from a start up
with very experienced teams hired in the
past 3 years

§ Strong credit quality niche

§ Interest rate risk managed actively

Mortgage Warehouse Banking Strategy

§Private banking focused on mortgage
companies with $5 to $10 million equity

§Lower interest rate and credit risk line of
business

§~75 strong warehouse clients

§All warehouse loans classified as held for
sale

§All deposits are non-interest bearing DDA’s

§Balances rebounding from 2013 low but not
expected to stay at this level

§Selected lending against servicing portfolios
introduced in 2014

Banking Mortgage Companies

These Deposit and Lending Strategies Results in Disciplined & Profitable Growth

Core Revenue ($mm)

Core Net Income ($mm) (1)

Source: SNL Financial and Company data.

(1)Core income is net income before extraordinary items.

(2)CAGR calculated from Dec-09 to Sep-14 (annualized).

Net Interest Income ($mm)

• Strategy execution has produced superior growth in revenues and earnings

Strong Growth Provides for Shareholder Value Creation

§ Per share tangible book value up consistently each year

§ Focused on continuous growth of TBV aligns executive management compensation with
shareholder value creation

§ Any tangible book value dilution from acquisition must be recovered within 1 to 2 years

Note: Shares estimated pending final dividend adjustment

§ Innovator /
disruptor

§ Differentiated /
Unique model

§ Technology savvy

§ Product dominance

The Thesis on Current

U.S. Banking Environment

Credit Improving - Though Banks Face a

Number of Operational Headwinds

§ Credit Improving

4 NPAs and NCOs greatly declining across the sector

§ Asset Generation

4 Banks are starved for interest-earning assets and exploring new asset
classes, competing on price and looking into specialty finance business /
lending

§ NIM Compression

4 Low rate environment for the foreseeable future will continue to compress NIM

4 Several institutions have undergone balance sheet restructuring to alleviate
near-term NIM pressure

§ Operational leverage

4 Expense management is top of mind as banks try to improve efficiency in light
of revenue pressure and increased regulatory / compliance costs

Capital Accumulation Continues To

ROI Continues to Trend Below 10% Despite

Being Modestly Higher Than Pre-Recession1

Critical to Have a Winning Business Model

§ Local dominance

§ Strong credit
quality

§ Core deposits

Relationship
Banks

§ Diversity

§ Cross sell

§ Capital efficiency

§ Higher profitability /
consistent earnings

Fee Income
Leaders

Innovators

Customers Bank Views Itself As An Innovator That
Is Poised To Take Advantage Of Changes Taking
Place In The Industry

• Changes in technology have resulted in the digitization of consumer and business
transactions and automation of the payment system

• Technology dependent consumers and small businesses are not visiting branches

• Customers are looking for an exceptional experience, no nuisance fees and very
competitive offerings at their fingertips

• Mobile has become the fastest growing channel for financial services

Startling Facts About Banks

§ Banks each year charge $32 billion in overdraft fees - that’s
allowing or creating over 1 billion overdrafts each year….Why??

§ Payday lenders charge consumers another $7 billion in fees

§ That’s more than 3x what America spends on Breast Cancer and
Lung Cancer combined

§ Combined this is about 50% of all America spends on Food Stamps

§ Some of banking industries most profitable consumer customers
hate banks

§ Another estimated 25% consumers are unbanked or under banked

This should not be happening in America

We hope to start, in a small way, a new revolution
to address this problem

§ New no fee banking vertical supplementing Consumer and Community Banking

§ Marketing Strategy

§ Reach markets through Affinity Banking Groups

§ Revenue generation from debit card interchange and margin from low cost
core deposits

§ We are also looking at opportunities in the prepaid card space

§ Total investment not to exceed $5.0 million by end of 2015 but expected to be
offset by revenues

§ Expected to achieve above average ROA and ROE within 5 years

Mobile Banking - Creating a Virtual Bank for the Future

Key Financial Targets for the Next 2-3 Years

Focus in future years

•Single point of contact model - “High touch supported by high tech”

•Only superior credit quality niches

•Above average organic growth

•Expense management

Earnings per share growth estimated at ~ 17% year over year

•Assumes no additional common shares are issued during 2014 or 2015

Expecting banking for mortgage companies balances to remain flat and
continue to shrink as a percentage of total assets

Strategically aligned technology partners

•Core Banking Platform - Fiserv

•Mobile Banking Platform - Malauzai

Unique branch model

•24 hours concierge bankers

•All-In-Cost (interest expense + operating cost)

•Alternative channels emerging in our model

•Use of technology to reduce branch traffic

•Bank Mobile & prepaid cards

Criteria 2 - 3 Year Targets

Year EPS Guidance

*Efficiency ratio = non-interest expenses/(net interest income + non-interest
income - securities gains)

Summary

§ Strong high performing $6.5 billion bank with significant growth opportunities

§ Very experienced management team delivers strong results

§ Ranked #1 overall by Bank Director Magazine in the 2012 and 2013 Growth
Leader Rankings

§ “High touch, high tech” processes and technologies result in superior growth,
returns and efficiencies

§ Shareholder value results from the combination of increasing tangible book
value with strong and consistent earnings growth

§ Attractive risk-reward: growing several times faster than industry average but
yet trading at a significant discount to peers

§ Introducing among the 1st mobile banking application for account opening and
complete mobile platform based servicing in the USA

Regional Bank Comparison

High Performance Regional Banks

Source: SNL Financial, Company documents. Market data as of 6/30/2014. Consists of Northeast and Mid-Atlantic banks and thrifts with assets between $3.0 billion and $8.0 billion and most recent quarter core ROAA greater
than 90 bps. Excludes merger targets and MHCs.

(1)Customers Bancorp NPAs/Assets calculated as non-covered NPAs divided by total assets. Non-covered NPAs excludes accruing TDRs and loans 90+ days past due and still accruing.

(2)Customers Bancorp Price/TBV and Price/2015 EPS based on share price as of Oct 16, 2014.