ch capital hanmi 582011 final

8/3/2019 CH Capital Hanmi 582011 Final

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CH Capital Partners LLCPresents

Partnership for 2011 and 2012

FBO

Hanmi Holding Company


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CH CapitalPartners

LLC

Sok H. Cordell

Sr. Managing

Director

NicoleWhamond

Sheila Nordgren

Chris Chu Sr.

Managing

Partner Co CCO

500 Member of

Mortgage

Bankers

Shawn

MacDonald Sr.

Managing

Partner Co

CCO

Ellen Sim-Cordell

Mark Pizzuti Sr.

Managing

Partner -

Operations

Shawn ParkSr. Managing

Partners

Alex AdamsGeneral Counsel

SBA Certified

Mark HetrickManagingPrincipal

John DelanoManaging

Partner

Jim McConnellManaging

Partner

Terry Painter

Bruce Johnson

Troy Willis Kendra Schwindt

CH Capital Partner LLC Team

Expertise

Process

Execution

General Counsel is

one of few

Attorneys that are

SBA Certified


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CH Capital Partners & Hanmi Financial

Executive Management

Sok H. Cordell -shareholder Sr. Managing Director OR

Chris Chu Sr. Managing Partner WA Co-Chief Credit Officer

Alex Adams SBA Certified Attorney General Counsel of CH Capital

Partners

Shawn Park - shareholder Sr. Managing Partner WA

Shawn MacDonald Sr. Managing Partner CA

Co-Chief Credit Officer

Partners

Mark Pizzuti (Managing Partner) OR

Mark Hetrick (Managing Principal) OR

Troy Willis (Managing Partner) OR

Jim McConnell (Managing Partner) AK

John Delano (Managing Partner) AK

Steve Raycroft (Managing Partner) TX

Bruce Johnson (Managing Partner) TX

Nicole Whamond (Operations) OR

Kendra Schwindt (Marketing) WA Sheila Nordgren (Assistant) WA

Ellen Sim-Cordell (temp employee) OR


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Who We Are: CH Capital Executive Team

Combined 126+ years in the financial services industry

Experience in:

Money Center and Regional Bank: 45 years

Investment Bank: 16 years Community Bank: 65 years

SBA Certified Attorney as General Counsel

All have held Executive or Senior Management positions

Roles in: production, asset/risk/project management

Interest Rate hedging, investment banking, commercial banking,community banking, credit union, and savings loans


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What SBA 504 FMPP Means to Hanmi Financial

Conventional SBA 504 Loan 50%, 40%, 10%

SBA 504 FMPP Loan 50%, 40%, 10%

85% of the 50% gets sold off Estimated revenue of 6% - minus fees

Leverage for depository business

Non-demand deposits

Higher quality loans

SBA 504 FMPP Refinance Take existing non-SBA owner occupied sell it

Reduce the balance sheet for Hanmi and make premiums

Converting all owner occupied which qualifies to sell off the assets with no discounts

SBA 504 Conventional Loan

50% 40% 10%

5,000,000 4,000,000 1,000,000

100% risk

capital

CDC Equity

50% LTV Loan

SBA 504 FMPP Loan

50% 40% 10%

5,000,000 4,000,000 1,000,000

15% of

$5,000,000

CDC Equity

$750,000.00 $4,250,000

sells off


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FMPP PROGRAM CAN DO FOR YOU

Not goodloans

Non performingloans

Goodloans

SBA 504 FMPPProgram

SecondaryMarket

Write down loans

Replenish Capital

Blow out the earnings

Anotherbank or

non-bank

lender


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Due Diligence

Procedure

Analysis

Speed

Execution

Capital

CH Capital Partners LLC

Become leader in theSBA 504 FMPP

Program

Learn to reduce thecurrent CRE

Concentration

Teach othercommunity banks the

process with CHCapital

Become the dominantKorean American bank

IncomeIncrease

Earnings

Earnings

Earnings

Cross SellOpportunity


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CH Capital Partner Goals

Goal: Increase Earnings to Solve Financial Problems Diversify clients through intermediaries like CH Capital

Produce revenue split agreement with Hanmi Financial and bring non-demand deposit

Restructure credit products to replace CRE concentration

Increase loan production with higher credit quality Increase banking with non-Asian markets to increase deposits, cross sell

other financial service and use all opportunity to execute a new sale.

Bring new products to the Asian market place, merchant services, businessbanking, factoring, and business alliances

Earnings, earnings, and (surprise) more earnings


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CH Capital Partners Goals (Continued)

CH Capital Partners goal with Hanmi Financial

Increase revenue of 2010 of Hanmi Financial of 30-40%

Increase profits for the bottom line to .26 cent a share from .03 cent a share

Bring new source of clients and new ways of cross selling existing clients

Establish Hanmis goal of finally getting rid of the non-performing assets, andestablish what percentage of capital it would take the full losses

CH Capital Partners goal with Hanmi Financial

Originate $500 Million in SBA 504 FMPP loans 14 months

Originate $ 70 to 100 million loans in SBA 7a Bring non-demand deposit of $25 to 30 million a year

Bring a National Construction lenders to help Hanmi facilitate a NationalPresence


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CH Capital Services

Solution Based Service

Balance Sheet Analysis

Review the Stock Prices and other reports that pertain to loan loss reservesand capital, find the relationship stock price and capital

One year goal, 16 month goal Where would the bank board and bank CEO like to see their bank be in 16

months?

Create a economic game plan in place for execution and goal orientedtowards production goals

Review what OCC and other regulators would be reviewing


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CH Capital Partners, LLC

Result

Reduce Concentrated CRE

Improve Capital Ratio and earnings

Premium Income Planning to impact on current quarter earning

Income improves balance sheet, will allow you to finally sell off the nonperforming assets.

Have a much smaller balance sheet

Raise Non-Demand Deposit Operating Accounts

Re-deploy the cash into working assets

Earnings momentum drive the stock price higher


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Challenges: Expressed By Industry Participants

Current level of non-performing assets

Capital levels

Liquidity & funding

Reduced level of earnings

Inability to service existing customers

Take advantage of environment to convert desired prospects


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Goals: Expressed by Many Bankers

Reduce current level of non-performing assets to deploy freed-upliquidity into earning assets (new loans, security purchases, etc.)

Reduce loan concentrations, principally commercial real estate ordiversify assets

Improve capital levels to provide flexibility in executing strategic plansand reduce regulatory pressure

Restructure the liability side of the balance sheet to reduce high costborrowings, restrictive borrowings and, in general, lower cost of variousfunding sources

Normalize ALLL (allowances for loan and lease losses) expense


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How We Plan to Assist in Achieving Goals for Hanmi

Establish plan for SBA 7a and SBA 504 loan Current Comp Plan is (3% - 1% origination and 2% premium- negotiable)

Deposit relationship goal replace the 15% piece or 25% piece If we fulfill 50 million in SBA 504 FMPP loan, try to replace the depository relationship by 50%

If we originate $50 million, try to bring $25 million in new capital

Reserve options for construction loan

Establish a regional presence in the SBA 504 FMPP market Establish new sources of revenue stream from different clients

Cross sell opportunity in business credit line, factoring and other financialservices for diversification

Become the premier bank in the Korean community

CH Capital provides streamline goals for our partners to meet Hanmi Banksgoals


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Tools Available to Achieve Goals

Strategic alliances/partnerships established with:

Private Equity firms and Hedge Funds

Institutional Investors and Mutual Funds

Investment Banks

Community Development Corporations Wealth Management service providers

Expertise in the following commercial loan programs:

SBA 504 FMPP Agent agreement for Korean Banks and Northwest

Region SBA 504, 7(a) and all other SBA loan product enhancements

FHA, HUD, Fannie Mae & Freddie Mac

USDA rural development enhancement programs


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Tools Available to Achieve Goals (Continued)

We possess expertise in:

New market tax credits

Low income housing tax credits

CMBS lending

Loan pooling for partial or full sale/partial or non-recourse

Other capabilities include:

Interest rate hedging

Mezzanine and subordination financing

Bank owned life insurance (BOLI)


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SBA 7a Business

SBA 7a Premium Options for SBA 7a

Sell 75% and receive premium

CH Capital assists to get the highest premium in the market place

SBA 7a Excess Servicing Options for SBA 7a excess servicing model

Sell the 75% of the loan, and receive excess servicing income of 2 to 1 for 2 points ofpremium, receive 1% of excess servicing. So if the highest premium is 12, the excessservicing maybe 6%.

Hanmi sells the 75%: Hanmi receives gross rate on retained 25% and 75% of the soldloan, Hanmi receives 6%.

Just an option for future increase in earnings and dependable annuity income forHanmi bank and shareholders after expense.

This will allow diversification of loans in different NAIC code and geographical regionsfor Hanmi Bank. Regulators like diversification


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SBA 7a and SBA 504 FMPP

SBA 7a loan process Total time to close an average SBA 7a loan 30 to 40 days & commission

is twice the amount of a SBA 504 loan

SBA 504 loan process Average SBA 504 loan takes around 90 to 120 days and commission is

twice as less a SBA 7a loan1. Origination by the bank gather information/wait for borrower to get the

right information (3 weeks)2. Get information to the CDCs (2 weeks)3. CDC getting the LOI (1 week)4. First Lien Lender LOI (2 weeks)

5. After receiving the LOI from the First Lien, wait for CDC to submit the loanfor SBA loan number (1 week)6. Finding Debenture for the SBA 504 debenture (2 weeks)7. Waiting for the pooling rule ( 2 loans with one index )8. 45 days later close loan


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SBA 7a and SBA 504 FMPP

Investment of $50 Million

SBA 7a

Will control only 25% of the total loan, with some servicing

Total loan is $200 million

Average loans of $1.8 million loan Minimal deposit relationship

CH Capital will bring depository business to Hanmi Bank*

SBA 504 FMPP with CH Capital Partners LLC

Will control 50% of the total loan with some servicing income, really comes to7.5% of the total project

Total loan is $375 million Average loan of $5.5 million

*High deposit relationship through bank sweep program with Wells Fargo orUS Bank


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Challenges for SBA 504 FMP Program

SBA FMP 504 program launched in Sept 2010

National press coverage

$33.8 billion set aside for 2 years

Program ends in Sept 2012

Total loans funded to date $180 million

New rules for refinances has been issued

CH Capital have complete understanding of the SBA 504 FMPP programfor banks

Banks can refinance their existing owner occupied loan that is not anSBA or any government loan, into a SBA 504 FMPP Loan


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Current SBA 504 FMP Distribution

CDCsTerritory

No national information clearinghouse.CDCs are working for the banks whomthey service, but will not shareinformation with other CDCs Top 20CDC control most of the volume,information is not passed on.

CommunityBanks

Loan Officers not incentivized to do SBA 504 loan program, but are for SBA7A Loans. SBA 7A loan production easier for bankers. Greatercompensated for loan production with less third party involvement. SBA7A PLP can generate up to 12 to 12.5 points in premiums, with no braindamage from CDC, vs. more complicated SBA 504 Program sporting ahigher learning curve and greater CDC and third party involvement. Bothprograms carry similar risk. The credit criteria for community banks aretough, they want to lower CRE concentrations, have borrower lower theirleverage which will not qualify through SBA loans.

Borrower

Consumers are unaware of thedifferences between SBA 504 and SBA 7aloans, or that they have a choice.Generally, the interest rate changes andrisk dangers of a variable SBA 7A loanhave not been adequately explained.

Even though Bankers do not

like SBA 504 FMP program,CEOs, CFOs and CCO

support it because of the

regulators


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Current SBA Loan Production Needs

SBA Loan is closed then need to wait until the debenture settles, Average 45 to 90 days(Non- Bank Lenders cannot afford to wait 90 days for the opportunity to Pool the loan and buythe 85%) and community banks, because of regulatory issues cannot hold capital that long, alsodepending on the deal, community banks have limited capital and lending limits, so manycommunity banks cannot touch a deal the bigger deal need transitional capital

After the SBA Debenture is closed, then we wait another 45 days because the Pool rule forloans in the same index, since there is no volume, we wait another 15 to 30 days or longer.Take an average community bank with 200 to 400 million in assets, Tier 1 Capital, CREconcentration, credit committee jitters, FDIC audits. Many banks do not want to learnsomething new, furthermore regulatory constraints will not allow community banks to lend

Finally after we close the loan, the process for secondary market is weak at best. There isonly one bridge lender nationally, then there is only two non-bank lenders (currently sellingto FIG Partners ) who do not have the capital to close the loans in volume, onesy or twosiesat a time. Not enough to make a market . Zion's created this mess, Bank of the West died inwholesale, Community South has capital issues, Sterling in Texas is not coming back, GE doesnot want anything with it - exactly no possibility for volume. Except we are bringing anational REIT.

We need Bridge

lenders to keep

the whole

markets liquid


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Current SBA FMP 504 Loan Volume Issues

Currently, only 4 to 5 loans per month per CDC

No national originators to create the volume of loans

No market leader in making a market for the bonds

No premium incentives for non-bank lenders, as a result of a thinly

traded market

Limited availability of credit lines for bridge lending. Whoever brings thisand can execute will be the market leaders

Whoever can control the SBA 504 FMP volume nationally and deliversthe loan pools will be the winner and will reap the most reward


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SBA 504 Loans are Created, Not Originated

Example:

Hotel owner who is seeking $7.1 million dollars for a hotel construction toperm, has $14.7 million in Muni Bonds. Owner has a net-worth of $34 million,outside of $14.7 million.

He exceeded the liquidity test, thus he was not approved. By understandingliquidity test, I was able to convince the client that by adding another projecthe would pass the liquidity test. However he still failed the aggregate $5million SBA loan limit. Again, I found that the project passed the EPA 10%energy savings test, thus was exempt from the SBA loan limit. This allowedhim to have as many SBA loans as he wants. This has resulted in anapproval from CDC Resource Capital (see attached)


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We have a stream line system to efficiently move through SBA 504FMPP program

CH Capital Partners and all poolers have a network to push through the deal

There are too many criteria per investors for bank BDOs to understand, also

understand the sweet spot Review and approve FMPP program

Software and technology is all aligned

Shawn MacDonald, Co-CCO, and Chris Chu, Co-CCO, will work to funnelthrough the deal

Out streamline is based on the CDCs, FMPP, investors and banks and non-banks we work with


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One

Application Intake

Full Package Only

Do not waste time with incomplete files

Two

FMPP Approval

CDC Approval

Hanmi Credit Approval

Three

Condition of the loan

Terms of the loan

Deposit Banking Relationship goal

Four

Packaging

90 days of payment for closing

Financial UCC Sweep prior to funding

CH Capital Partners LLC Process


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CH Capital Partners LLC 45 day process goal

Stage 1 ClientInterview

Stage 1 ClientInterview

Stage 2 IntegratedUnderwriting

Stage 2 IntegratedUnderwriting

Stage 3 FMPP &CDC Approval

Stage 3 FMPP &CDC Approval

Stage 4 LOI andFMPP Letter

LOI from HanmiBank

Stage 4 LOI andFMPP Letter

LOI from HanmiBank

Stage 5 ThirdParty Order

Stage 5 ThirdParty Order

Stage 6 Review therates

Stage 6 Review therates

State 7 Packagethe loan

State 7 Packagethe loan


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CH Capital Partners Process

Eligibility Test

2 days at most after receiving the file

Application and all CDC forms done through Adobe or Echosign

LOI from CDC

Deliver through Microsoft SharePoint a full package as the way the CDCsrequested they like to see the document 2 days touch and go system

Third Party Orders

Title

Appraisal

Phase I 2 weeks at the latest


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CH Capital Partners Process

1. LOI from first lien lender Jordan approval for two programs, broker dealer approval for non-bank deals

Non-bank lenders, we would issue out LOI after we process our ownapproval for FMP program guidelines 1 day after CDC send out the LOI

2. SBA loan number on its way 3 days average

3. After full package, CDCs work to get SBA loan number in 5 days atmost

4. Find first lien lender commitment 5 days from full package can do ratio test, leverage test, stress test, all the items

requested by banks but not by CDC5. Final Close

How we can get 30 to 50 days close no bank can do it better.


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Jan Feb March April May June July August Sep Oct Nov Dec

2011

2011

2012

EXAMPLE TEXT

SBA 504 FMPP Ends

CH Capital & Hanmi Establish relationship - FMPP Continues


Hanmi: $1.25

Earnings Earnings

Earnings Earnings EarningsEarnings


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SS OOWW TT

Strengths

15 Partners 500 Mortgage

Bankers

Distributions Experts

Opportunities

Bridge Lenders Premium Model Excess Servicing

Model

Pooler Model

Weaknesses

No Leader Bankers are lost Too Many

Regulations Lost in the

process

Threats Market Figures out Lack of

understanding

Process Dont know who is

who I

Waste lots of time 15 months left

Strengths

Complete process Speed and

Execution

Dominate Market

Opportunities

Clean off all the loans Help other banks

clean their balance

sheet

Increase Stock Price

Weaknesses

CRE concentration

Regulators Exit report Losing focus

Threats

Time Time Time 15 months

2011

2012



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Washington

Oregon

California

Nevada

Idaho

Montana

Wyoming

ColoradoUtah

New MexicoArizona

Texas

Oklahoma

Kansas

Nebraska

South Dakota

North DakotaMinnesota

Wisconsin

Illinois

Iowa

Missouri

Arkansas

Louisiana

Alabama

Tennessee

Michigan

Pennsylvania

New York

Vermont

Georgia

Florida

Mississippi

Kentucky

South Carolina

North Carolina

MarylandOhioDelaware

Indiana

West

Virginia

New Jersey

Connecticut

Massachusetts

Maine

Rhode Island

Virginia

New HampshireMichigan

(upper penisula)

Alaska

Hawaii

CH Capital Partners Reach

San Jose

CH Capital

Hanmi Bank

500 Mortgage

Banking Distribution


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Current SBA Technology

Only 1communicationsystem email

No one answerstheir phone

anymore

No stream line

processLose documents

through email, losetime trying tocommunicate

Untimely Deliveryof Documents (taxreports, third party

reports)

Mobile society

cannot sit still andneeds continual

mobilecommunication

This is our biggest time waster

we lose about 60% of our daytrying to reach some one or

communicating to someone: we

need something more

Emails kill business productivity,it is being used as an excuse not

to communicate to clients, but

also use to deny ever receiving

the document

Document, are you seeing what

I am seeing, this simple process

is breaking the backs of the SBA

504 loan process, this simple

problem is the excuses that the

industry accepts as the norm

Nobody agrees on technology,excel spread sheet to underwrite,

some use LMS, some use Fiserv,

some use PFS 2000, so manually

underwriting again, and then

again, and then again


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Current SBA technology

No standardized software or document management system CDC LMS (Resource Capital) used by 80% of all CDCs nationally and eDoc

Lending are just a couple

Banks primarily use Fiserv, PFSF 2000, Moodys and SBA has no preference

Excel spreadsheet Major lenders such as Zions use self-created Excel sizers to analyze a loan,

while most CDCs uses LMS and banks use Fiserv. This results in substantialtime loss.

E-mails, e-mails, and e-mails Only method of communicating losing documentation is a normal process

No e-signature, digital signature or other technology that isaccepted as a standard. A simple and clear way to get all documentation digitally for application, loan

approval, loan closing documentation


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Collaboration through Technology

LMS which is the SBA 504 loan origination and document management system, butalso have access to all PFCS 2000, SBA open, Fiserv, Moodys, T-Soft, and the listgoes on. So if we run into a lender who uses certain software , we will give it to themtheir way.

Microsoft SharePoint creates a proprietary system where all lenders (CDCs, banks,

non- banks, third parties) are looking same items Giving CDCs what they want, giving banks what they want, giving borrower what they

want

Reduce time. Electronic signature. Most of time is wasted in document management,current markets choice is email. Most of the time, when e-mailing from one remoteplace to another, people can lose files, very easy to say I did not receive it. Electronicsignatures on the SBA application and using Microsoft SharePoint to make sure the

processor to the CCO of the CDC, and bankers from small to large all are looking atthe same thing and same file. Our Microsoft SharePoint is created in a organizedfolder system with adobe as digital signature delivery system in which a booklet iscreated with ADOBE: CH Capital and all of our lenders have access to the databaseunder secure logins.


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Underwriting

Loan Management System

All Spreads according to RMA standards

Review all credit, UCC and business credit

Project Cash Flow Analysis Global Cash Flow Analysis

Peer Review Analytical

Executive Summary Review

Personal Resume Review

Matching the underwriting of CDC and FMPP Guidelines


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Due Diligence Service

Loan Management System

Dunn & Brad Street Loan Rating

Proprietary Loan Rating System

SBA All data Review for default risk, early prepay risk, Deferment risk andlate payment risk.

Baker Hill Statement Analyzers

Integrated credit risk models for SBA loans

Portfolio Analytical

Effective Rate of return and IRR values Interest rate hedges and risk assessment


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SBA FMPP Packaging

First Lien Lender Packaging (FDIC and OCC requirements)

SBA 504 CDC Packaging

Package all items needed for guarantee to be in force

Review with a SBA Certified Attorney the documents required for theguarantee by the Federal Government

All of SBA Documents needed

Application

Pre-Qualification Approval Documents

Closing Documents

Funding Documents


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Servicing

Third party servicing for .55 to .65 basis points

SBA SOP guidelines are specialized

Business Partners manage over 3.5 Billion in serving SBA loans

Tickler Reports and review All compliance reviews annually and quarterly

Business partners have over $1.8 billion in the SBA loan servicing


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Hanmi Financial Stock AnalysisHanmi Financial Technical

Hanmi Stock break through

would be 1.98 as a shareprice

Earnings surprise alwayschanges the technical

MACD will turn positive

Parabolic SAR is alreadyset, need the momentum to

change Bring more loans to the

table through CH Capital toproduce earnings

Regional analyst invitations

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41/47

Hanmi Financial Holdings

FINANCIAL STRENGTH HAFC Industry Average Sector Average S&P 500

Quick Ratio (MRQ)NA NA NA NA

Current Ratio (MRQ)NA NA 2.01 1.79

LT Debt to Equity (MRQ)49.67 202.51 181.82 41.00

Total Debt to Capital

(MRQ)137.15 391.03 310.52 51.11

Return On Equity-45.68 1.00 1.00 1.00

Return On Assets

-2.81 0.96 -29.67 8.84

Return On Invested Capital-21.35 3.35 -5.45 14.18


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Hanmis Last Quarterly Earnings

Revenue Loan Loss ProvisionNet Income EPS Dec. Price CH Cap 7a CH Cap Sba 504

FMPP

Hanmi Revenue Est.

-300

-200

-100

0

100

200

300

400

AxisTitle

Revenue Potential

2006

2007

2008

2009

2010

2011

2012

2013

Expon. (2006)


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Hanmi Quarterly Earnings

QTR(6/11) QTR(9/11) FY(12/11) FY(12/12)

Average Estimate 0.01 0.02 0.08 0.10

Number of Analysts 2 2 2 2

High Estimate 0.04 0.04 0.15 0.19

Low Estimate -0.02 0.00 0.00 0.02

Year Ago EPS -0.57 -0.12 -0.93 0.08

Growth Rate +101.75% +116.67% +108.06% +40.00%


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Hanmi Financial Holding

Bullish Stock After Earnings

Money Flow (MF) weak

EMA 100 Strong

Slow MACD Strong

Fast MACD Weak

First Barrier $2.50

Earnings of .26 cent ashare

Next Barrier $4.87

Break out barrier $9.76

Stock goes over $4.87,money managers jump inRussell Index rating


45/47

Hanmi Holdings Stock

2.50 break out

price of EMA and

Money Flow


46/47

Hanmi Financial Holdings

Executives

Joseph K. Rho Chairman

Jay S. Yoo CEO (2013)

Brian Cho CFO

Jung Hak Son CCO

Largest Shareholders

Black Rock Mutual Funds 8,662,795

Joseph K. Rho 2,966,838 Joon Hyoung Lee 2,465,275

Share Information

52-Week Range: $0.86-2.80 Market Capitalization: $196 mil

Common Shares Outstanding: 151 mil

Number of Institutional Shareholders: 192

Shares Held By Institutions: 31 mil

% Held By Institutions: 20.66%

Dividend: N/A

Dividend Yield: N/A

Last Stock Split 2 for 1

Last Split Date: 2/16/2005 Book Value Per Share: $1.14

EPS Estimate 2011: $-0.10

EPS Estimate : N/A

P/E on Estimate 2011: N/A

P/E on Estimate : N/A

Number of Analysts 2

Rating on stock 1 hold, 1 no rating


47/47

Thank You for YourTime


Headquarters: 19720 NW Tanasbourne Dr. Suite 330

Hillsboro OR 97124

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