Thomas Cangemi: Yeah. And like I indicated, we are a major credit provider for some of these clients. And when you get to the point where we are their primary credit facility, we should have a shot at of all of the deposit opportunities that they typically utilize in the marketplace. Not a guarantee, but clearly, the more money you have on the table, the more opportunity you have to really drive the relationship opportunity. In addition to that, thinking about the C&I opportunity, we have a long history here of not being in the market with boots on the ground on a stand-alone basis, legacy NYCB. Flagstar has made that transition. The goal here on a combined basis is to have boots on the ground focused on C&I, mid-market type companies.
And given that we’ve been in this business since 1840 — the mid-1800s, we have a shot at really catapulting deposit growth initiative when it comes to boots on the ground on C&I side. So, all our C&I activity that’s being done at Flagstar is being integrated into NYCB we have, like I indicated in our opening commentary, a lot of verticals here that’s going to be deposit driven. As we start focusing on the lending facilities, we’re going to focus on deposit growth. And deposit growth is going to be core value to our DNA to improve the balance sheet metrics of this company.
Dave Rochester: Sounds good. Maybe one last quick one. Just back on your comment that you’re upgrading systems, what are some of the bigger systems that you’re going to be upgrading?
Thomas Cangemi: I would just — we’re going into a complex platform with Fiserv. We have a DNA platform architect. We’ll have a hybrid version of something very unique, best opportunity as our core. But interesting to that, we also have a relationship with — they have a relationship with Salesforce on a business development opportunity. That could be very powerful the company. I think that’s very unique that we haven’t had here at NYC that we can utilize throughout the entire organization. For example, even the front-end system on loan process, their front end is very advanced, more in line with the regional bank model. They use Encino, we don’t have Encino. So, there’s opportunities here that are significantly ramping up ourselves to a regional player when it comes to technology utilization.
At the same time, we’ve also given Flagstar, on the commercial services side, an opportunity to really upstart the treasury function, the treasury capability. Our current relationship that we have with Fiserv commercial services, which is — it’s been very successful for us. We’ve been really growing our core deposit base for our customers what the commercial services technology platform, where five years ago that was not an offering. And that has changed our ability to solidify the relationship lending on the deposit side. So, that’s going to be, I think, a big win for the folks over Flagstar, to utilize that technology. So, collectively, there’s a lot of moving parts here. But we, like I said, moving away from a traditional thrift model to more of a commercial regional model when it comes to the tech stack.
And there’s probably 10 other items that I can’t disclose. I did throw a couple of names out there. But there’s a lot of moving parts here, Dave, that’s going to really enhance the experience of the customer regarding the new Flagstar.
Dave Rochester: Yes, sounds good. Thanks guys. Appreciate it.
Thomas Cangemi: Sure.
Operator: Thank you. Our next questions come from the line of Brody Preston with UBS. Please proceed with your questions.
Brody Preston: Hey, good morning everyone.
Thomas Cangemi: Good morning.
