KeyBank is a regional bank headquartered in Key Tower within Cleveland, Ohio's Public Square. As of 2007, it is the 16th largest bank in the United States based on total deposits.. It is the 12th largest bank in the United States by total assets.
KeyBank National Association is a nationally chartered bank, regulated by the Office of the Comptroller of the Currency, Department of the Treasury.
KeyBank has approximately 17,468 employees and a diverse client base. Key's customer base spans retail, small business, corporate, and investment clients. There are 985 Key branches located in Alaska, Colorado, Idaho, Indiana, Kentucky, Maine, Michigan, New York, Ohio, Oregon, Utah, Vermont, and Washington, and 1,479 ATMs. KeyCorp maintains business offices in 31 states. In 2008, Key was ranked 321 on the Fortune 500 list.
KeyBank also has several major sub-headquarters throughout Ohio; these are located in Cincinnati, Columbus, and Dayton. KeyBank recently took naming rights to the former MeadWestvaco Tower in Dayton, Ohio which is now named KeyBank Tower.
With RBS-owned Citizens Financial Group acquiring Charter One Financial in 2004 (though the latter retained its name in most areas under Citizens ownership) and the acquisition of National City by PNC Financial Services in 2008, KeyBank is the last surviving major bank based in Cleveland.
The company owns the naming rights to KeyArena in Seattle, WA. On April 11, 1995, the city of Seattle sold the naming rights to KeyCorp for $15.1 million, which renamed the Coliseum as KeyArena. Now that KeyArena has lost its major tenant, there has been speculation that KeyCorp may try to amend or back out of the naming rights deal. However, in March 2009, the city and KeyCorp signed a new deal for a two-year term ending December 31, 2010, at an annual fee of $300,000.
History
KeyBank is owned by KeyCorp (NYSE: KEY), which was formed in 1994 through the merger of Society Corp. of Cleveland ("Society Bank") and KeyCorp ("Old KeyCorp") of Albany, New York. The merger would briefly make Key the 10th largest U.S. bank. Its roots trace back to Commercial Bank of Albany, NY in 1825 and Cleveland's Society for Savings, founded in 1849.
Society
Society Corp. originated in Cleveland, Ohio, as a mutual savings bank in 1849 by Samuel H. Mather named the Society for Savings . In 1867, the modest but growing bank would build Cleveland's first skyscraper, a 10-story building on Public Square. Despite the erecting the tallest structure between New York and Chicago at the time, the bank remained extremely conservative. That aspect is highlighted by the fact bank when it celebrated its 100 year anniversary in 1949, it still only had one office although it had over $200 million in deposits. This conservatism helped the bank sidestep the numerous depressions and financial panics. In 1958, Society would convert from a mutual to a public company, which enabled it to grow quickly by acquiring 12 community banks between 1958 and 1978. It would go through another growth spurt from 1979 to 1989, as it swallowed up dozens of small banks and four billion-dollar mergers, most notably Cleveland-based Central National Bank in 1986. In 1987, Society CEO Gordon E. Heffern retired and was succeeded as Robert W. "Bob" Gillespie, who, although just 42, was a major figure and part of the office of the chairman for more than 5 years. A year later, Gillespie would add the title of chairman. Gillespie started as a teller with Society to earn money while he was finishing his graduate studies.
In the 3 years leading up to the KeyCorp merger, Society acquired Toledo-based Trustcorp in 1990 and Ameritrust in September 1991, a venerable Cleveland bank formerly known as Cleveland Trust . The Ameritrust deal put Society on the map as a large regional bank. The jewel of Ameritrust was its robust personal and corporate trust businesses. However, it was wobbled by bad real estate loans, which forced out Ameritrust chairman Jerry V. Jarrett in 1990. Moreover, Gillespie was able to "one-up" their larger up-the-street archenemy, National City Bank, which also bid for Ameritrust. Gillespie would make the deal with Key to catapult both regional banks into the big leagues.
KeyBank
Key took a very different path to the altar with Society. In 1825, New York Governor DeWitt Clinton signed a bill chartering the Commercial Bank of Albany. In 1865, Commercial Bank was reorganized under the National Banking Act of 1864, and changed its name to National Commercial Bank of Albany. Over a hundred years would pass before National Commercial would merge with First Trust and Deposit to become First Commercial Banks in 1971, still a modest New York State bank with 89 offices. A young workaholic named Victor J. Riley, Jr., became president and CEO in 1973. Riley was born in Buffalo, New York in 1931. Key would change its name to Key Bank Inc. in 1979.
Riley embarked on a plan to grow Key through acquisitions. From the mid-1970s to early 1980s, it grew but largely remained in upstate New York bank. Riley went outside New York, expanding the footprint with an acquisition in Maine. However, by the mid-1980s, the state banking regulators within New England began to scoff at the idea of New York banks controlling their capital. That, coupled with increasing competition for acquisition targets, caused Riley to essentially abandon the northeastern region, who literally began hunting for prey in the northwestern U.S. Riley found a target-rich environment in rural and underserved areas. He snapped up small banks in Wyoming, Idaho, Utah, Washington and Oregon. He even went so far as to buy two banks in Alaska, for which he was flogged in the media and in banking circles. Unorthodox strategy aside, Riley quintupled Key's assets from $3 billion to $15 billion in just four years between 1985 and 1990.
While the early 1990s recession rocked many banks, Key had ample capital. In fact, it would buy the assets of two failed thrifts from the government: Empire Federal Savings and Loan and Goldome Savings Bank. Once the recession passed, Key returned to the hunt, mostly tuck-in deals within its existing footprint. For instance, in March 1992, it bought Tacoma, WA-based Puget Sound Bancorp for $807.2 million to bolster its presence in Washington. Also in 1992, Key acquired Home Federal Savings of Fort Collins, its first move into Colorado. Key amassed nearly 700 banking offices.
By 1993, the rural strategy with local management and minimal technology made Key a very profitable bank. However, it was getting tougher for Riley and CFO William Dougherty to maintain their 15 percent return on equity target and investors were cooling on Key stock after many high growth years. Accordingly, Key began testing a Vision 2001 computer system, which would speed up and enhance the loan process through faster credit scoring, loan servicing and collection capabilities.
Transformational Merger
The two held talks in 1990 at Gillespie's prompting, but Riley decide to stay the course of smaller, more lucrative acquisitions with obvious synergies. Yet, news reports swirled that a possible merger was in the works in the fall of 1993. At the time, Key was the 25th largest U.S. bank with $32 billion in assets, while Society was the 29th largest with $26 billion in assets. By all accounts, both needed a game-changing merger to improve their prospects. Without an heir apparent and at age 62, Riley and Key needed a definitive management succession plan. In one week in June 1993, the bench had become quite barren. Chief Banking Officer James Waterston, hired the year before, quit and publicly stated that he was frustrated the pace of achieving his goal of running a large bank. The head of KeyBank of Washington, Hans Harjo, was pushed out over an apparent dispute to move its headquarters from Seattle to Tacoma. Additionally, it was becoming clear that Key would have to undertake a massive technology infrastructure upgrade to connect its far-flung footprint. Meanwhile, Society was in search of higher growth and longed to expand its presence outside of the so-called rust belt states of Ohio, Michigan, and Indiana.
The merger was announced in early October 1993. This time, it was Riley who made the first move. Recuperating at his Albany home after breaking his hip in a horse riding accident in Wyoming, Riley called Gillespie directly. The two quickly sketched out the deal. Since the banks were roughly the same size in assets and had very little geographic overlap, the transaction was trumpeted as an out-of-market merger of equals. It would create a $58 billion banking behemoth with a footprint that literally stretched from Portland, Maine to Portland, Oregon. Furthermore, the deal would plug many of the perceived holes for both partners. The soft-spoken Gillespie was just 49 and Society had cultivated a deep bench of lieutenants. More importantly, Society had the existing computer systems and technology expertise to pull together the necessary task of combining the new bank, along with capable tech boss Allen J. Gula. Riley also lamented the modest Albany Inte
Key Bank
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