Columbia Bank: a unified western franchise, association banking and equipment finance

One surviving bank, a changed name and a separate listed parent

Columbia Bank is the Oregon state-chartered commercial bank at FDIC certificate 17266. The FDIC directory lists Roseburg, Oregon, and active status in its October 2 index, checked October 5, 2026. It ranks 45th in this series’ June 30 domestic insured-bank and savings-institution asset inventory. That fixed ranking describes balance-sheet size, not safety, service quality or market value. [1][3][5]

Columbia Banking System, Inc., based in Tacoma, Washington and traded as COLB, is the parent. The bank began serving customers under the Columbia name on September 1, 2025, replacing the Umpqua Bank name. The name change is not a new bank charter, and parent consolidated results are not interchangeable with certificate-level bank financials. [4]

The parent completed its acquisition of Pacific Premier Bancorp, Inc. on August 31, 2025. Its merger filing records Pacific Premier Bank, National Association merging into Columbia Bank, with Columbia surviving. Pacific Premier’s former parent and bank therefore belong in the transaction history, rather than being counted as separate continuing banks within this profile. [5]

The June bank balance sheet

The bank reported $65.368 billion in assets, $52.192 billion in deposits and $46.769 billion in net loans and leases at June 30, 2026. Equity was $7.847 billion. Net income of $412.6 million covers the first six months, not the second quarter alone. Figures below are rounded from regulatory amounts reported in thousands of dollars. [2]

Calculated from the same bank-level figures, net loans were about 89.6% of deposits. This is a balance-sheet relationship, not a stress-liquidity measure. It does not reveal the speed of potential deposit outflows, loan-sale discounts, collateral capacity or the timing of cash flows. Net loans also differ from gross loans and from the value of new originations. [2]

Scroll horizontally to see all columns.

Acquisition scale has become an integration question

The 2025 closing announcement described a combined group of approximately $70 billion in assets and more than 350 locations across eight western states, with a larger Southern California presence. Those are transaction-date descriptions, not October 2026 balance-sheet or branch counts. [4]

The July 2026 results say systems conversion and nine branch consolidations were completed in the first quarter. Management said organizational changes and the targeted acquisition cost savings were essentially complete by June 30. [6]

The analytical question changes once conversion is complete. Combining systems can remove duplicated expense and make a broader product set available, while retaining customers and executing everyday payments become the continuing test. A company statement that a savings target was achieved establishes management’s reported milestone; it does not independently measure service quality or prove that all integration risks have ended.

Acquisition accounting also complicates year-over-year comparisons. A larger combined business can report higher income and expense even if organic activity changes less. The closing transaction and subsequent balance-sheet adjustments therefore matter when interpreting growth, alongside comparable-period operating measures.

Commercial relationships include association banking

Columbia’s homeowners-association business provides financing and deposit services nationwide. The bank identifies online banking, remote deposit capture, receivables services and application-programming-interface connections for account reconciliation. These are current product descriptions, not disclosed volumes or independently verified performance outcomes. [7]

An association is a useful example of how lending and payments can reinforce each other. Regular assessments create collection and reconciliation work; reserves and operating cash create deposit needs; a major repair can create a borrowing requirement. A bank that serves these connected activities can build a relationship that extends beyond one loan. That is an explanation of the business model, not a claim about the profitability of Columbia’s association customers.

Digital connections can reduce repetitive manual work, but they also put weight on accurate account mapping, permissions and payment controls. A relationship supported by software remains exposed to customer concentration and competition for balances. The public product page does not quantify association deposits, deposit concentration or realized fraud losses, so those cannot be inferred from the breadth of the service menu. [7]

Equipment finance reaches customers through intermediaries

Columbia offers direct equipment finance, vendor finance and financing through Financial Pacific Leasing, Inc., also called FinPac. FinPac identifies itself as a Columbia Bank subsidiary originating through third-party originators and lessors. Its stated small-ticket contracts generally range from $5,000 to $150,000; its commercial division describes financings from $150,000 to $1.5 million. These are marketed product ranges rather than a portfolio distribution. [8][9]

This channel can reach small businesses beyond the branch network. It connects equipment sellers and originators with funding, while spreading origination across many individual transactions. The risk mechanisms include borrower cash flow, the equipment’s resale value, the quality of information supplied by intermediaries and the cost of servicing or recovering a small balance. A physical asset does not ensure that recovery proceeds will match the loan amount.

The parent reported second-quarter FinPac net charge-offs of $15 million, versus $14 million in the prior quarter. The rest of the portfolio’s net charge-offs fell to $15 million from $21 million. [6]

The split shows why a group average can conceal different trends. It does not establish a comparable loss rate for the two portfolios without their respective average balances. An equipment-finance contract is also distinct from an insured deposit; the company explicitly states that FinPac products are not FDIC-insured. [9]

Funding changes reflect both pricing and balance-sheet choices

Parent deposits declined to $52.056 billion from $53.489 billion during the second quarter; borrowings increased to $4.3 billion from $3.4 billion. Management cited deliberate brokered and wholesale-public-deposit reductions and seasonal tax payments. Interest-bearing deposit cost declined to 1.96% from 2.04%. [6]

Falling deposits do not have a single interpretation. They may reflect seasonal customer payments, a decision to stop paying for relatively expensive funding, competitive losses or a combination. Replacing some deposits with borrowings can preserve funding capacity while changing its cost, maturity and collateral requirements. The reported direction of deposit cost alone cannot describe the cost of the whole funding structure.

The parent also attributed loan contraction to runoff in lower-rate transactional credit and non-owner-occupied commercial property payoffs, while commercial relationship lending grew. [6]

For borrowers, these categories represent different economic exposures: owner-occupied property repayment is tied closely to the operating business, while investment-property credit depends more directly on rent, occupancy and refinancing. Portfolio reduction can improve a chosen mix but also lower interest-earning volume. Public summaries do not establish the outcome for every borrower or property.

Earnings, realized losses and problem assets moved differently

The parent reported $208 million of second-quarter net income and a 3.93% net interest margin. Noninterest income was $88 million and expense $375 million. Net charge-offs were 0.25% annualized, while nonperforming assets rose to $273 million, or 0.42% of assets. [6]

Net interest margin measures net interest income relative to earning assets; it is not a return on equity or a loan-pricing quote. Fee income broadens revenue, but total noninterest income can also include valuation changes and unusual receipts. Likewise, reported expense can fall as merger costs recede without the same decline in ordinary service-delivery costs.

Lower realized losses can coexist with a larger stock of nonperforming assets. Charge-offs recognize losses during a period; nonperforming assets describe unresolved problem exposures at a date. Neither series alone shows the ultimate recovery on troubled loans. The parent’s company-defined operating measures should remain labeled non-GAAP when used, and should not replace the reported net-income figure.

The bank and parent amounts in this profile retain their separate reporting boundaries. The reviewed material does not supply a complete reconciliation between certificate-level regulatory balances and consolidated parent accounts.

Capital structure and the limits of the evidence

The July release estimated parent common-equity Tier 1 capital at 11.6% for June 30. [6]

On September 14, the bank announced pricing of $250 million of subordinated notes due 2036, intended as bank Tier 2 capital, with an initial 6.721% coupon. It described a possible return of up to $250 million to the parent for trust-preferred-security redemptions. The notes are bank obligations, without a parent guarantee, and are not insured deposits. Closing was stated as expected September 18; that announcement alone does not verify completion. [10]

Common equity and subordinated debt absorb losses at different points in the capital structure. Intended Tier 2 treatment does not turn debt into common equity, and an announced capital return is not identical to a completed distribution. The later financing announcement is kept separate from the June financial snapshot.

Further dated evidence on customer retention, funding mix, equipment losses and commercial-property resolutions would clarify the combined franchise’s development. This profile uses public company disclosures and a current charter-status check. It does not establish an October balance sheet, a confidential supervisory rating, an exhaustive litigation review or a guarantee about deposits beyond applicable insurance terms.

Sources

1. FDIC institutions: legal identity and active status, October 2 index checked October 5, 2026Official sourceBack to text: ↑
2. FDIC bank financials: June 30, 2026; dollar fields in thousandsOfficial sourceBack to text: ↑1↑2
3. FDIC June 30, 2026 asset inventory; domestic charter classes selected for this seriesOfficial sourceBack to text: ↑
4. Columbia: Pacific Premier closing and Umpqua-to-Columbia name change, September 2, 2025SourceBack to text: ↑1↑2
5. Columbia Banking System Form 8-K: completed parent and bank mergers, September 2, 2025Filing / reportBack to text: ↑1↑2
6. Columbia Banking System: company-issued second-quarter results, July 23, 2026SourceBack to text: ↑1↑2↑3↑4↑5↑6
7. Columbia Bank: homeowners-association banking, undated page reviewed October 5, 2026SourceBack to text: ↑1↑2
8. Columbia Bank: equipment finance, vendor finance and leasing, undated page reviewed October 5, 2026SourceBack to text: ↑
9. Financial Pacific Leasing: company description and bank ownership, undated page reviewed October 5, 2026SourceBack to text: ↑1↑2
10. Columbia Bank: subordinated-note pricing announcement, September 14, 2026; closing described as expectedSourceBack to text: ↑