Highly Focused, Low Risk, Above Average Growth Bank ... · “will,” “should,” “plan,” “intend,” or “anticipate” or the negative thereof or comparable terminology

HighlyFocused,LowRisk,AboveAverageGrowthBankHoldingCompany

AnnualShareholderMeetingMay31,2017NYSE:CUBI

Member FDIC

2

CustomersBancorp,Inc.andCustomerBankBoardofDirectors

Name Position BackgroundAndrea Allon Director

(Audit Committee Financial Expert)• COO Chamber of Commerce for Greater Philadelphia

Larry Way, CPA - retired, J.D. Director(Chairman of the Audit Committee)

• Retired Chairman and CEO of ALCO Industries, Inc.

Steven J. Zuckerman Director(Chairman of Compensation Committee)

• Partner, Oak Tree Development Group

Daniel K. Rothermel, J.D. Director(Chairman Directors Risk Committee)

• Chairman of the Board of Cumru Associates, Inc.• Served over 20 years on the Board of Sovereign Bancorp & Sovereign Bank

Jay Sidhu Chairman and Chief Executive Officer • Former Chairman and CEO of Sovereign Bank and Sovereign Bancorp.• Former Chairman and CEO of SIDHU Advisors

Bhanu Choudhrie Director • Executive Director of C&C Alpha Group Limited

Rick Burkey Director • Chariman of the Board of Burkey Construction

Richard Ehst (Bank Only) Director • President and COO Customers Bank• Former President of Sovereign Bank

Sam Sidhu (Bank Only) Director • Founder and CEO of Megalith Capital Management, LLC

3

Forward-Looking Statements

Thispresentation,aswellasotherwrittenororalcommunicationsmadefromtimetotimebyus,containsforward-lookinginformationwithinthemeaningofthesafeharborprovisionsoftheU.S.PrivateSecuritiesLitigationReformActof1995.Thesestatementsrelatetofutureevents or futurepredictions,includingeventsorpredictionsrelatingtofuturefinancialperformance,andaregenerallyidentifiablebytheuseofforward-lookingterminologysuchas“believe,”“expect,”“may,”“will,”“should,”“plan,”“intend,”or“anticipate”orthenegativethereoforcomparableterminology.Forward- lookingstatementsinthispresentationinclude,amongothermatters,guidanceforourfinancialperformance,andourfinancialperformancetargets.Forward-lookingstatementsreflectnumerousassumptions,estimatesandforecastsastofutureevents.Noassurancecanbegiventhattheassumptions,estimatesandforecastsunderlyingsuchforward-lookingstatementswillaccuratelyreflectfutureconditions,orthatanyguidance,goals,targetsorprojectedresultswillberealized.Theassumptions,estimatesandforecastsunderlyingsuchforward-lookingstatementsinvolvejudgmentswithrespectto,amongotherthings,futureeconomic,competitive,regulatoryandfinancialmarketconditionsandfuturebusinessdecisions,whichmaynotberealizedandwhichareinherentlysubjecttosignificantbusiness, economic,competitiveandregulatoryuncertaintiesandknownandunknownrisks,includingtherisksdescribedunder“RiskFactors”inourAnnualReportonForm10-KfortheyearendedDecember31,2016andsubsequentQuarterlyReportsonForm10-Q,assuchfactorsmaybeupdatedfromtimetotimeinourfilingswiththeSEC.Ouractualresultsmaydiffermateriallyfromthosereflectedintheforward-lookingstatements.

Inadditiontotherisksdescribedunder“RiskFactors”inourfilingswiththeSEC,importantfactorstoconsiderandevaluatewithrespecttoourforward-lookingstatementsinclude:

• changesinexternalcompetitivemarketfactorsthatmightimpactourresultsofoperations;• changesinlawsandregulations,includingwithoutlimitationchangesincapitalrequirementsunderBaselIII;• changesinourbusinessstrategyoraninabilitytoexecuteourstrategyduetotheoccurrenceofunanticipatedevents;• ourabilitytoidentifypotentialcandidatesfor,andconsummate,acquisitionorinvestmenttransactions;• thetimingofacquisition,investmentordispositiontransactions;• constraintsonourabilitytoconsummateanattractiveacquisitionorinvestmenttransactionbecauseofsignificantcompetitionforthese opportunities;• local,regionalandnationaleconomicconditionsandeventsandtheimpacttheymayhaveonusandourcustomers;• costsandeffectsofregulatoryandlegaldevelopments,includingtheresultsofregulatoryexaminationsandtheoutcomeofregulatory orothergovernmental

inquiriesandproceedings,suchasfinesorrestrictionsonourbusinessactivities;• ourabilitytoattractdepositsandothersourcesofliquidity;• changesinthefinancialperformanceand/orconditionofourborrowers;• changesinthelevelofnon-performingandclassifiedassetsandcharge-offs;• changesinestimatesoffutureloanlossreserverequirementsbasedupontheperiodicreviewthereofunderrelevantregulatoryandaccountingrequirements;• inflation,interestrate,securitiesmarketandmonetaryfluctuations;

4


• timelydevelopmentandacceptanceofnewbankingproductsandservicesandperceivedoverallvalueoftheseproductsandservicesbyusers,includingtheproductsandservicesbeingdevelopedandintroducedtothemarketbytheBankMobiledivisionofCustomersBank;

• changesinconsumerspending,borrowingandsavinghabits;• technologicalchanges;• ourabilitytoincreasemarketshareandcontrolexpenses;• continuedvolatilityinthecreditandequitymarketsanditseffectonthegeneraleconomy;• effectsofchangesinaccountingpoliciesandpractices,asmaybeadoptedbytheregulatoryagencies,aswellasthePublicCompanyAccountingOversight

Board,theFinancialAccountingStandardsBoardandotheraccountingstandardsetters;• thebusinessesofCustomersBankandanyacquisitiontargetsormergerpartnersandsubsidiariesnotintegratingsuccessfullyorsuchintegrationbeingmore

difficult,time-consumingorcostlythanexpected;• materialdifferencesintheactualfinancialresultsofmergerandacquisitionactivitiescomparedwithourexpectations,suchaswith respecttothefullrealization

ofanticipatedcostsavingsandrevenueenhancementswithintheexpectedtimeframe;• ourabilitytosuccessfullyimplementourgrowthstrategy,controlexpensesandmaintainliquidity;• CustomersBank'sabilitytopaydividendstoCustomersBancorp;• risksrelatedtoourproposedsaleofBankMobiletoFlagshipBank,including:

• ourabilitytosuccessfullycompletetheproposedsaleandthetimingofcompletion;• theabilityofCustomersandFlagshipBanktomeetalloftheconditionstocompletionoftheproposedsale;• theimpactoftheannouncementoftheproposedsaleonthevalueofoursecurities,ourbusinessandourrelationshipwithemployees and

customers;• ouruseoftheproceedsfromthesale;• theeffectonCustomers'businessiftheproposedsaleisnotcompletedandCustomersisunabletosellorotherwisedisposeofBankMobile

beforeexceeding$10billioninassets;• risksrelatingtoBankMobile,including:

• thatintegrationoftheHigherOneDisbursementbusinesswithBankMobilemaybelesssuccessful,moredifficult,time-consumingorcostlythanexpected,andthatBankMobilemaybeunabletorealizeanticipatedcostsavingsandrevenueenhancementswithintheexpectedtimeframeoratall;

• thenumberofexistingstudentcustomerswhotransfertheiraccountstoBankMobilefromoneofHigherOne'sformerbankpartners;• materialvariancesintheadoptionrateofBankMobile'sservicesbynewstudentsand/ortheusagerateofBankMobile'sservicesbycurrent

studentcustomerscomparedtoourexpectations;

5


• thelevelsofusageofotherBankMobilestudentcustomersfollowinggraduationofadditionalproductandserviceofferingsofBankMobileorCustomersBank,includingmortgagesandconsumerloans,andthemixofproductsandservicesused;

• ourabilitytoimplementchangestoBankMobile'sproductandserviceofferingsundercurrentandfutureregulationsandgovernmental policies;• ourabilitytoeffectivelymanagerevenueandexpensefluctuationsthatmayoccurwithrespecttoBankMobile'sstudent-orientedbusiness

activities,whichresultfromseasonalfactorsrelatedtothehigher-educationacademicyear;• ourabilitytoimplementourstrategyregardingBankMobile,includingwithrespecttoourintenttosellorotherwisedisposeofthe BankMobile

businessinthefuture,dependinguponmarketconditionsandopportunities;and• BankMobile'sabilitytosuccessfullyimplementitsgrowthstrategyandcontrolexpenses.

Youarecautionednottoplaceunduerelianceonanyforward-lookingstatementswemake,whichspeakonlyasofthedatetheyaremade.Wedonotundertakeanyobligationtoreleasepubliclyorotherwiseprovideanyrevisionstoanyforward-lookingstatementswemaymake,includinganyforward-lookingfinancialinformation,toreflecteventsorcircumstancesoccurringafterthedatehereofortoreflecttheoccurrenceofunanticipated events,exceptasmayberequiredunderapplicablelaw.

6

InvestmentProposition

CustomersBank’sBankMobileDivisionisClassifiedasHeldforSaleinallCustomers’Consolidated

FinancialStatementsreleasedsinceJanuary2017,IncludingtheJanuaryandAprilEarningsReleases,theForm10Kasof,andforthePeriodEnding

December31,2016andtheForm10Qasof,andfortheperiodendingMarch31,2017.AmountsIncludedinthisInvestorPresentationare“Combined”,IncludingBothContinuingandDiscontinuedOperations,UnlessOtherwise

Indicated

7

OurCompetitiveAdvantage:AHighlyExperiencedManagementTeam

Name TitleYears of Banking

Experience Background

Jay S. Sidhu Chairman & CEO 41 Chairman and CEO of Sovereign Bank & Sovereign Bancorp, Inc.

Richard A. Ehst President & COO 49 EVP, Commercial Middle Market, Regional President and Managing Director of Corporate Communications at Sovereign Bank

Robert E. Wahlman, CPA Chief Financial Officer 36 CFO of Doral Financial and Merrill Lynch Banks; various roles at Bank One, US GAO and KPMG.

Steve Issa EVP, New England Market President, Chief Lending Officer 40 EVP, Managing Director of Commercial and Specialty Lending at Flagstar and Sovereign Bank.

George Maroulis EVP, Group Director of Private & Commercial Banking - NY Metro 25 Group Director and SVP at Signature Bank; various positions at Citibank and Fleet/Bank of America's

Global Commercial & Investment Bank

Timothy D. Romig EVP, Group Director of Commercial Banking - PA/NJ 33 SVP and Regional Executive for Commercial Lending (Berks and Montgomery County), VIST

Financial; SVP at Keystone / M&T Bank

Ken Keiser EVP, Director CRE and Multi-Family Housing Lending 40 SVP and Market Manager, Mid-Atlantic CRE Lending at Sovereign Bank; SVP & Senior Real Estate

Officer, Allfirst Bank / M&T Bank

Glenn Hedde EVP, President Banking for Mortgage Companies 30 President of Commercial Operations at Popular Warehouse Lending, LLC; various positions at GE

Capital Mortgage Services and PNC Bank

James Collins EVP, Chief Administrative Officer 26 Various positions at Sovereign including Director of Small Business Banking

Thomas Jastrem EVP, Chief Credit Officer 39 Various positions at First Union Bank and First Fidelity Bank

Robert B. White EVP, Chief Risk Officer 30 President RBW Financial Consulting; various positions at Citizens Bank and GE Capital

Mary Lou Scalese EVP, Chief Auditor 41 Chief Auditor at Sovereign Bank and Chief Risk Officer at Customers Bank

Michael A. De Tommaso, Esquire

VP, General Counsel and Corporate Secretary 23 Former trial attorney and in-house counsel for Univest and National Penn Bank

Karen Kirchner SVP, Director Team Member Services 29 SVP, Human Resources/CoreStates Bank- various positions including Manager for HR Business Partners, Manager of Recruitment and generalist in compensation and training

8

Q12017Highlights

Amounts presented are on a “Combined” basis unless otherwise noted.

• Q12017NetIncometoCommonShareholdersof$22.1millionUp31.0%OverQ12016

• Q12017DilutedEarningsPerCommonShareof$0.67,Up15.5%fromQ12016

• Q12017NetIncometoCommonShareholdersfromContinuingOperationswas$23.3millionUp29.3%OverQ12016

• Q12017DilutedEarningsPerCommonSharefromContinuingOperationswas$0.71forQ12017Up14.5%fromQ12016

• Q12017ReturnonAverageAssetsof1.09%

• Q12017ReturnonAverageCommonEquityof13.80%

• Pre-tax,pre-provisionROAA(1)andROACE(2)forQ12017was1.51%and20.07%respectively

• BookValuePerCommonShareof$21.62Up12.5%fromQ12016

• TotalRiskBasedCapital(estimated)of13.0%,9.0%tier1leverage,and6.7%tangiblecommonequitytoaveragetangibleassets(3)

• Q12017TotalLoansUp5.1%to$8.3billion,andTotalDepositsUp7.9%to$6.6billion,fromQ12016

• Q12017EfficiencyRatiofromContinuingOperationswas43.3%ComparedtoQ12016EfficiencyRatiofromContinuingOperationsof50.7%

• BankMobileClassifiedasHeldforSaleandReportedasDiscontinuedOperationsinFinancialReports

• Non-PerformingLoanstoTotalLoansonly.33%andReservesforLoanLosses149.85%ofNon-PerformingLoans

(1) Non-GAAP measure calculated as GAAP total shareholders equity less preferred stock, less goodwill and other intangibles divided by average total assets less average goodwill and other intangibles.(2) Non-GAAP measure calculated as GAAP net income, plus provisions for loan losses and income tax expense divided by average total assets.(3) Non-GAAP measure calculated as GAAP net income available to common shareholders, plus provision for loan losses and income tax expense divided by average common equity.

9

CustomersBank=

Relationships&Innovation

Innovator/Disruptor

ExperiencedLeadership

BranchLite

Unique“SinglePointofContact”

Model

HighTech/HighTouch

ProductDominance

StrongAssetQuality

HighGrowth/SuperiorPerformer

Customers Business Model

ApproachtoWinningModel

Relationship driven but never deviate from following critical success factors• Only focus on very strong credit quality niches

• Very strong risk management culture• Operate at lower efficiency ratio than peers to deliver sustainable strong profitability and

growth • Always attract and retain top quality talent• Culture of innovation and continuous improvement

10

Very Experienced Teams Exceptional Service Risk Based Incentive Compensation

BankingStrategy– CommunityBusinessBanking

CommunityBusinessBankisFocusedonthefollowingbusinesses:

• BankingPrivatelyHeldBusinesses– CommercialC&Iloansare37%oftheportfolio

• Manufacturing,service,technology,wholesale,equipmentfinancing,privatemidsizemortgagecompanies

• BankingHighNetWorthFamilies– MultiFamilyloansare41%oftheportfolio;NewYorkandregionalmultifamilylending

• SelectedCommercialRealEstateloansareonly16%ofportfolio

Amounts presented are on a continuing operations basis.

Non-OwnerOccupiedCRE16%

Commerical- MortgageWarehouse

21%

Commercial- C&I,OwnerOccupied

16%

MultiFamilyloans41%

Consumer&Residential

6%

Commercial37%

11

PerformanceTrend

Amounts presented are on a “Combined” basis.

Source: SNL FinancialNote: Chart begins 2/21/2012, date of first public stock quote for CUBI

CUBI

KBW Regional

Bank

$0.35

$1.57$1.30

$1.55

$1.96

$2.31

$0.67

$0

$10

$20

$30

$40

$50

$60

$70

$80

2011 2012 2013 2014 2015 2016 Q1 2017

NetIncome&EarningsPerShare

NetIncomeAvailabletoCommonShareholders FullyDilutedEPS

12

Customers Bank

Executing On Our Unique High PerformingBanking Model

13

Resultsin:OrganicGrowthofDepositswithControlledCosts

Source: Company data.

Total Deposit Growth ($mm) Average DDA Growth ($mm)

Cost of Deposits Total Deposits per Branch ($mm)

Customers’strategiesofsinglepointofcontactandrecruitingknownteamsintargetmarketsproducerapiddepositgrowthwithlowtotalcost

$124 $251 $500 $575 $657

$1,058 $1,256

$34 $42

$57 $75

$127

$353 $318

$0

$400

$800

$1,200

$1,600

Dec-11 Dec-12 Dec-13 Dec-14 Dec-15 Dec-16 Mar-17

$'sinmill ions

NonInterestBearingDDA InterestBearingDDA

CAGR: 55%

1.19%

0.87%0.70% 0.66% 0.64%

0.76% 0.80%

0.25% 0.25% 0.25% 0.25% 0.26%

0.51%

0.79%

0.00%

0.25%

0.50%

0.75%

1.00%

1.25%

1.50%


BankCOD AverageFedFundsTargetRate

CAGR: -7%

$0.7 $1.2 $1.1 $1.7 $2.3 $2.8 $2.6$0.7$1.0 $1.3

$2.2$2.8

$3.2 $3.2

$0.2$0.3 $0.5

$0.6

$0.8$1.3 $1.5

$0.0

$2.0

$4.0

$6.0

$8.0


$'sinbil l ionsCD's MoneyMarket&Savings DDA

CAGR: 34%

$112 $129$152

$233

$319

$395 $387

$0

$50

$100

$150

$200

$250

$300

$350

$400

Dec-11 Dec-12 Dec-13 Dec-14 Dec-15 Dec-16 Mar-17$'sinmill ions

CAGR: 27%

Amounts presented are on a “Combined” basis.

14

LendingStrategy

High Growth with Strong Credit Quality§ Continuous recruitment and retention of high quality teams

§ Centralized credit committee approval for all loans§ Loans are stress tested for higher rates and a slower economy

§ Insignificant delinquencies on loans originated since new management team took over§ Creation of solid foundation for future earnings

Source: Company data. Includes deferred costs and fees.

$0.5 $0.6 $0.9 $1.0 $1.3 $1.3$0.1 $0.4$1.1

$2.3$2.9 $3.2 $3.4

$0.9$1.6

$1.3

$2.1

$2.9 $3.5 $3.1

$0.2

$0.3$0.3

$0.4

$0.4

$0.3 $0.5

$0$1$2$3$4$5$6$7$8$9


Non-OwnerOccupiedCRE MultiFamilyloans

Commercial Consumer&Residential

CAGR: 38%

$'sinBillion

s

Loan Growth

15

NPL

Source: SNL Financial, Company data. Peer data consists of Northeast and Mid-Atlantic banks and thrifts with comparable size in assets and loan portfolios (excluding banks with largeresidential mortgage loan portfolios). Industry data includes all commercial and savings banks. Peer and Industry data as of December 31, 2016

Build an Outstanding Loan Quality Portfolio

Charge Offs

3.33%

2.64%

2.06%1.70% 1.70%1.83%

1.44%1.09% 0.91% 0.89%0.72% 0.60%0.20% 0.15% 0.22% 0.33%

0.00%0.50%1.00%1.50%2.00%2.50%3.00%3.50%

2012 2013 2014 2015 2016 Q12017

Industry Peer CustomersBancorp,Inc.

1.09%

0.68%

0.48% 0.42% 0.45%0.48%

0.28%0.15%

0.12% 0.12%0.29% 0.22% 0.07%0.19%

0.02% 0.01%0.00%0.20%0.40%0.60%0.80%1.00%1.20%

2012 2013 2014 2015 2016 Q12017

Industry Peer CustomersBancorp,Inc.

Asset Quality Indicators Continue to be Strong

Note: Customers 2015 charge-offs includes 12 bps for a $9 million fraudulent loan

Charge Off amounts presented are on a “Combined” basis and include $592 thousand of charge offs related to BankMobile in 2016.

16

Staff Expense Ratio

Build Efficient Operations

Source: SNL Financial, Company data based on continuing operations. Peer data consists of Northeast and Mid-Atlantic banks and thrifts with comparable size in assets and loanportfolios (excluding banks with large residential mortgage loan portfolios). Industry data includes SEC reporting banks. Peer and Industry data as of December 31, 2016.

Occupancy Expense Ratio

Total Costs as a % of Assets

Total Revenue per Employee ($000s) Assets per Employee ($mm)

0.37% 0.38% 0.38% 0.36%0.30%

0.39% 0.39% 0.40% 0.38% 0.35%0.22% 0.19% 0.15% 0.12% 0.11% 0.11%

0.00%

0.50%

2012 2013 2014 2015 2016 Q12017Industry Peer CustomersBancorp,Inc.

$4.7 $4.7 $5.0 $5.3 $5.5

$6.3 $6.5 $6.9 $7.4 $8.0$9.3 $9.0$13.3

$15.1 $17.6 $18.7

$0.0

$10.0

$20.0


1.71% 1.74% 1.71% 1.73% 1.73%1.45% 1.45% 1.43% 1.38% 1.36%

1.03% 1.03%0.83% 0.78% 0.75% 0.68%

0.00%

1.00%

2.00%


3.02% 3.06% 3.00% 2.99% 2.87%

2.76% 2.83% 2.63% 2.58% 2.45%

2.18% 2.13% 1.75% 1.48% 1.45% 1.27%0.00%

2.00%

4.00%


$188 $187 $193 $204 $201$256 $259 $271 $289 $305

$402$330

$424 $465 $529 $533

$0

$500


Amounts presented are on a Continuing Operations basis.

17

Deposit,LendingandEfficiencyStrategiesResultinDisciplined&ProfitableGrowth

Net Interest Income ($mm) (1)

$39.0

$72.1

$103.9

$151.9

$196.3

$57.6 $62.4

$63.2

$64.6

$64.1

$0.0

$50.0

$100.0

$150.0

$200.0

$250.0

$300.0

2011 2012 2013 2014 2015 2016 2017

CAGR: 42%

Q3

Q1

Q2

Q1

1Q '17vs.1Q'16Growth8%

Q2

Q4

$249.5

Q3

$62.4

Q4

(1) Source:Companydata(2) NIISimulationbasedonALMmodeldataandassumesaflatbalancesheetwithnovolumeincreasesordecline(3) Non-GAAPmeasurecalculatedasGAAPnetincomeless/plussecuritiesgainsandlosses(includingtheimpairmentlossrecognizedontheequityinvestment).


Net Interest Income Simulation (1)(2)

1.89%

3.00%

1.20%

2.34%

0.00%

0.50%

1.00%

1.50%

2.00%

2.50%

3.00%

3.50%

3/31/2017 3/31/2018

+200basispoints +100basispoints

Estimated IncreaseinNetInterest IncomeovertheNextTwelveMonths

$9 $20 $22 $22 $28 $30 $7$39

$72

$103

$152

$196

$250

$62$37 $51 $74 $97 $108 $131

$30

2011 2012 2013 2014 2015 2016 YTD20170

50

100

150

200

250

3001 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21

Non-interestIncome NetInterestIncome OperatingExpenses

Core Income / Expense Growth($mm) (1) (3)

18

Deposit,LendingandEfficiencyStrategiesResultinDisciplined&ProfitableGrowth

• StrategyexecutionhasproducedsuperiorgrowthinrevenuesandearningsEfficiency Ratio(1)

(1) Source:Companydata(2) Non-GAAPmeasurecalculatedasGAAPnetincomeless/plussecuritiesgainsandlosses(includingtheimpairmentlossrecognizedontheequityinvestment).


78%

55% 59% 56%48% 47% 43%

0%10%20%30%40%50%60%70%80%90%

2011 2012 2013 2014 2015 2016 2017

CAGR: -11%

Core Net Income ($mm) (1) (2)

$2.1

$17.9

$32.1

$42.7

$60.6

$18.0 $21.5

$19.7

$20.7

$26.9

$0.0

$10.0

$20.0

$30.0

$40.0

$50.0

$60.0

$70.0

$80.0

$90.0

$100.0

2011 2012 2013 2014 2015 2016 2017

CAGR: 101%

Q1

Q2


Q3

Q4

Q1

$85.3

Q2

Q3

$21.5

Q4

Total Revenue ($mm) (1)

$50.3

$101.0$126.6

$177.0

$223.9

$62.9 $67.9

$69.0

$75.7

$65.1

$0.0

$50.0

$100.0

$150.0

$200.0

$250.0

$300.0

2011 2012 2013 2014 2015 2016 2017

CAGR: 38%

Q4

Q2

Q1 Q1


Q3

$272.7

Q2$67.9

Q3

Q4

19

Tangible BV per Share (1)

Building Customers Bank to Provide Superior Returns to Investors

Recent Performance Results

Financial Performance Targets

$8.00

$10.00

$12.00

$14.00

$16.00

$18.00

$20.00

$22.00

$24.00

Dec-11 Dec-12 Dec-13 Dec-14 Dec-15 Dec-16 Mar-17TangibleBookValue $11.54 $13.09 $14.37 $16.43 $18.39 $20.49 $21.04BookValue $11.84 $13.27 $14.51 $16.57 $18.52 $21.08 $21.62

CAGR: 12% Q12016 Q22016 Q32016 Q42016 Q12017

ROA 0.9% 0.8% 0.9% 0.8% 1.1%

ROCE 13.2% 13.1% 13.2% 10.5% 13.8%

NIM 2.88% 2.83% 2.83% 2.84% 2.73%

Efficiency 54% 53% 61% 58% 57%

EPS $0.58 $0.59 $0.63 $0.51 $0.67

Criteria Goals

ReturnonAssets ~1%

ReturnonCommonEquity 11%orgreater

NetInterestMargin ~3%

EPS ~15%annualcompoundedgrowth

EfficiencyRatio(continuingoperations) Inthe40's

(1) Non-GAAP measure calculated as GAAP total shareholders equity less preferred stock, less goodwill and other intangibles divided by common shares outstanding.Amounts presented are on a “Combined” basis.

20

Contacts

Company:RobertWahlman,CFOTel:[email protected]

JaySidhuChairman&CEOTel:[email protected]

http://www.customersbank.com/

http://www.customersbank.com/

Documents

Highly Focused, Low Risk, Above Average Growth Bank ... · “will,” “should,” “plan,” “intend,” or “anticipate” or the negative thereof or comparable terminology