D.A. Davidson 17th Annual Financial

Institutions Conference

May 11–13, 2015

Denver, Colorado

Roger Busse

President and

Chief Executive Officer

Roger.Busse@therightbank.com

Casey Hogan

Executive Vice President and

Chief Operating Officer

Casey.Hogan@therightbank.com

Forward-Looking Statement This document contains "forward-looking statements" within the meaning of the Private Securities Litigation Reform Act of 1995

("PSLRA"). These statements can be identified by the fact that they do not relate strictly to historical or current facts. Forward-

looking statements often use words such as "anticipates," "targets," "expects," "estimates," "intends," "plans," "goals," "believes"

and other similar expressions or future or conditional verbs such as "will," "should," "would" and "could." The forward-looking

statements made represent Pacific Continental’s current estimates, projections, expectations, plans or forecasts of its future

results and revenues, including but not limited to statements about performance, loan growth, capital position, liquidity, credit

quality, credit quality trends, competition and economic conditions generally. These statements are not guarantees of future

results or performance and involve certain risks, uncertainties and assumptions and expectations regarding the timing and

financial impact of Pacific Continental’s announced acquisition of Capital Pacific and plans to open a new office in Vancouver,

Washington that are difficult to predict and are often beyond Pacific Continental’s control. Actual outcomes and results may

differ materially from those expressed in, or implied by, any of these forward-looking statements. You should not place undue

reliance on any forward-looking statement and should consider all of the following uncertainties and risks, as well as those more

fully discussed under "Risk Factors", "Business", and "Management’s Discussion and Analysis of Financial Condition and Results of

Operations" in Pacific Continental’s most recent Annual Report on Form 10-K, Quarterly Report on Form 10-Q, and in any of

Pacific Continental’s subsequent SEC filings, including the high concentration of loans of the Company's banking subsidiary in

commercial and residential real estate lending and our concentration in loans to dental professionals; adverse economic trends in

the United States and the markets we serve affecting the Bank’s borrower base; continued erosion or sustained low levels of

consumer confidence; changes in the Federal Reserve’s monetary policies and the regulatory environment and increases in

associated costs, particularly ongoing compliance expenses and resource allocation needs; vendor quality and efficiency; the

Company's ability to control risks associated with rapidly changing technology both from an internal perspective as well as for

external providers; operational systems or infrastructure failures; increased competition; fluctuating interest rates; a tightening

of available credit; the potential adverse impact of legal or regulatory proceedings; and risks related to acquisitions, including

integration, retention of key personnel and business, anticipated cost savings and results and performance of the acquired

company or the combined entity. Pacific Continental Corporation undertakes no obligation to publicly revise or update any

forward-looking statement to reflect the impact of events or circumstances that arise after the date of this release. This

statement is included for the express purpose of invoking PSLRA's safe harbor provisions.

2

PCBK Company Profile Market Metrics

Established 1972 43 years

Assets (3/31/15): $1.780 billion

Shares Outstanding: 19.497 million

Tangible Book Value (3/31/15): $8.58

Market Cap (4/30/15): $251.5 million

Price to Tangible Book

(4/30/15): 154%

Daily Trading Volume

(3/31/15): 54,800

Dividend Yield: (1/22/15):

excludes special dividends 3.00%

Q1-2015 Financial Results

Q1-2014 Q1-2015 (as reported)

Q1-2015 (excluding merger

expenses)

Net Income $3.83MM $2.8MM $4.0MM

Diluted Earnings Per Share $0.21 $0.15 $0.22

Return on Assets (incl. merger costs) 1.06% 0.72% 1.03%

Return on Avg. Equity 9.90% 5.91% 8.44%

Efficiency Ratio 60.86% 72.47% 62.38%

Net Interest Margin (TEY) 4.32% 4.27% 4.16%

(1) Source: SNL Financial - Noninterest expense before foreclosed property expense, amortization of intangibles, and goodwill impairments as a

percent of net interest income and noninterest revenues, excluding only gains from securities transactions and nonrecurring items.

Acquisition and Conversion Completed

Q1 Close and Conversion

• Quick Regulatory Approval on Capital Pacific Bank, Portland, OR

• Asset increase of $255.9 million.

• Immediately accretive to earnings per share.

• Four Months – Record Effort to Get to Accretive Earnings in ‘15

Attributes

• PCB now has $516.9 million in period end deposits/$612.8 million in

loans within Portland/Vancouver MSA.

• Staff of 100

• Similar focus on business banking/niche focus; added 200+ nonprofits.

• Significant talent additions and market growth opportunities.

• Core Deposit base is growing in all markets

– Up $83.5MM, 7.5% just during the first quarter.

– Demand Deposits Represent 37% of core deposits

• Very strong unfunded loan commitments boarded

– $59.2MM in Q1-2015 vs. $21.1MM in Q1-2014

• Health Care

– Dental + new Vet association relationship, $40MM in pipeline.

• Seattle loan approvals up, +$25.2MM expected in Q2

– Harlan Barcus and chief lending officer role.

• Sustainability initiatives expanding, led by Mark Stevenson.

PCB Growth Initiative:

“Positive Momentum into Q2”

0.50%

1.00%

1.50%

2.00%

2.50%

3.00%

3.50%

4.00%

4.50%

5.00%

30.0

40.0

50.0

60.0

70.0

80.0

90.0

Q3'11

Q4'11

Q1'12

Q2'12

Q3'12

Q4'12

Q1'13

Q2'13

Q3'13

Q4'13

Q1'14

Q2'14

Q3'14

Q4'14

Q1'15

Credit Quality Strong Credit Quality Drives Reserves Expectations

Q1 ‘15 Asset Quality Ratios

• Reserve to total loan loss:

1.25%

• Reserve coverage: 589%

• Net NPLs % total loans:

0.21%

• NPAs % total assets: .94%

• Consolidated classified asset

ratio: 27.6%

• Annualized YTD net loan

Recoveries: .03%

• OREOs: patient resolution

7

December 31, 2014, dollars in millions.

Classified Assets in dollars

Nonperforming Assets as a percent of total assets

Classified Assets (in dollars) NPAs as a % of Total Assets*

• Specialized business segments - Community based business - Health care and Professional services - Nonprofit clients – 1,300

• Operating in the 3 largest markets in the Pacific Northwest - Approximately $365 Billion in combined Gross Metropolitan Product* - More than 100,000 nonfarm businesses**

• Economically, Offices in the right locations - 14 Offices, 2 LPO’s

• “PLUS” – Dental, 37 States

* Source: US Bureau of Economic Analysis ** Source, US Census

Business Model

Strategic Differentiation

“The Right Bank”

8

Business Model

Community-Based Businesses

• Consultative relationships with the business owner

• Sweet spot: credit facilities of generally $5-10 million

Professional Service Providers

• Dental, medical, legal and financial

• Health care expertise

Nonprofit Organizations

• Excellent deposit source

• Under-served and under-appreciated segment

Business Owners and Key Employees

• Community connections

• Bank advocates

Specialized Business Segments

9

Business Model Funding “Science”

10

98%

2%

Business Owners / Key Employees

Professionals

32%

68%

Community-Based Businesses

37%

63%

Loans

Deposits

Net Borrowers

Net Depositors

80%

20%

Nonprofit Organizations

Business Model Funded by Non-Maturing Core Deposits

11

March 31, 2015, period-end liabilities

(1) Core Deposits are company defined as all local deposits, regardless of size, excluding public deposits

95%

3% 2%

Funding Sources

Core Deposits (1)

Wholesale

Non-core Deposits

58%

36%

6%

Core Deposits (1)

Money Market

Demand

Time Deposits

0.28%

36%

27%

30%

6%

Financial Performance – Earning Assets

Fully 63% of portfolio is C & I-

related.

Recourse Lender

Personal guarantees

Cash-flow lender

Expertise

Health care expertise

National Preferred SBA Lender

Small business resource

Community Based Businesses $1MM-10MM

12

Consumer

Construction

Commercial

& Industrial

Owner-Occupied

Real Estate

Other

Real Estate

March 31, 2015, period-end gross loans.

Financial Performance – NIM 4.27% Q1 ‘15 Margin, Asset Mix Drives Change

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3.00%

3.50%

4.00%

4.50%

5.00%

60%

65%

70%

75%

80%

85%

90%

95%

100%

Q1'10

Q2'10

Q3'10

Q4'10

Q1'11

Q2'11

Q3'11

Q4'11

Q1'12

Q2'12

Q3'12

Q4'12

Q1'13

Q2'13

Q3'13

Q4'13

Q1'14

Q2'14

Q3'14

Q4'14

Q1'15

Loans

Investments Net Interest Margin (1)

(1) Excludes material nonrecurring interest recoveries in Q3 and Q4 2013

NIM reported on a tax-equivalent yield basis at a 35% tax rate.

25%

30%

35%

40%

45%

50%

55%

60%

65%

'04 '05 '06 '07 '08 '09 '10 '11 '12 '13 '14 Q1'15

2014 Efficiency Ratio: 58.60%

Company-Wide Support

“What If” suggestions

Reviewing processes

Employing technology

Expense Control

NIE/Assets: 2.48%

NII/Assets: 0.33%

Employee Metrics

PCBK: 5.00

FTE: 317

14

Financial Performance

Despite 147 basis point decline in NIM, the efficiency ratio remains relatively stable.

Niche Focus Specific Expertise is the “Plus"

15

We know what it is we do.

We do it very well.

We do a lot of it.

$75

$122

$160 $158 $166 $192 $179

$159 $160

$20

$42

$79 $129

$147 $151

$10

$25

$54 $62 $76

$8 $9

$14

$50

$100

$150

$200

$250

$300

$350

$400

2007 2008 2009 2010 2011 2012 2013 2014 Q1'15

Dental Local

Dental National

Other Healthcare Local

Other Healthcare National

Niche Focus Leverage Dental Expertise to Drive

Healthcare Growth Demonstrated Dental Expertise

• 10 plus years demonstrated

expertise.

• More than 500 practices.

• Through recession, annual

losses less than 0.20%

• Represents 29.4% of portfolio

Expanding Healthcare Services

• Veterinary services

• Ophthalmology

• Podiatry

• Additional 6.8% of portfolio

16

Period-end dollars in millions.

Niche Focus Healthcare Expertise Drives National Growth “Thoughtful, deliberate expansion based on quality.”

17

Clients in 37 states.

• Vetted referral network, no broker fees

• Sales force has no credit authority

• Dedicated portfolio and special credit managers

• Financial statement requirements

• Homogeneous portfolio

• Specific state due diligence

Niche Focus Best Practices Drive Confidence

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• Low cost, sticky deposits

• Bankers must know their business

• Builds advocacy among lines of business and markets

• Consultative outreach and education a must

• Compliments PCB’s Giving with Heart culture

• Slow sales cycle can be discouraging

Niche Focus Nonprofit Banking

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Arts

Professional Org

Civic Org

Education Foundations

Public Adm

Faith-based

Social Assistance

Nonprofit Banking

Niche Focus

Currently 18% of core deposits

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Net Depositors

• $197 million in deposits

• Approx. 1,300

relationships

• 16 bps cost of funds

• Susceptible to recession

Outreach

• Dedicated bankers

• Educational forums

• Fraud “check ups”

• E-newsletters

• Volunteerism

Q4 ‘14 average nonprofit core deposits.

1. Capital management

2. Grow organically (Seattle initiatives)

3. Drive Efficiencies

4. Acquisition and Expansion

5. Drive future bank initiatives

Strategic Objectives Five Concurrent Strategies

• 100 Best Places to Work in both Oregon and

Washington

• 2014 Raymond James “Community Bankers

Cup,” PCBK being in the top 10% of Community

Banks in the Nation

• Industry Recognition

– FDIC Community Bank Advisory Board (Roger)

– ICBO Board (Casey)

– OBA Board (Mitch, incoming chair)

PCB Third Party Recognition

Business Model Strong Corporate Culture Supports Success

23

Oregon Governor’s Awards:

Volunteer Program

100 Best

Companies

to Work for:

Washington

Hall of Fame: Fourteen

appearances in Ore.’s 100

Best Companies to Work for

competition

Most Admired

CEO, Financial

Services

Conclusion Pacific Continental is “The Right Bank”

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Proven Business Model

Large, regional commercial

markets

Areas of expertise

Rational funding strategy

Growth Opportunities

Health care and nonprofit

areas

Large-market economies

Organic-”plus”

Leverage Equity

Acquisition opportunities

Regular and special

dividends

Buy-back program

Strong Brand and Culture

Recruit and retain

Consultative client

relationships

3rd-party recognized