Executive perspectives across regional and community banks reflect a thoughtful approach as leaders navigate regulatory pressures and accelerated change across the industry. According to the “C-Suite Barometer: Executive Leadership Insights in the US,” organizations are maintaining progress by pairing technology investment with disciplined execution and operational adaptability.

For regional banks, this focus exists alongside a familiar reality. Examiner expectations continue to rise, technology risk is changing, and internal resources remain constrained. In this environment, bank compliance teams are no longer viewed solely as risk gatekeepers. In addition, they’re also increasingly expected to support informed execution and help leadership move forward with clarity while maintaining regulatory readiness.

Why Is Adaptability Critical for Compliance Risk Management?

The C-Suite Barometer indicated that executives were entering 2026 with confidence, driven by a willingness to act in uncertain conditions. Adaptability, rather than caution alone, is shaping leadership decision-making.

For regional bank compliance teams, adaptability extends beyond updating policies after guidance is finalized or delivering one-time training. Regulatory expectations shift frequently, often between examination cycles. Compliance teams are responsible for interpreting new guidance, translating expectations into practice and supporting consistent application across lines of business.

Ongoing learning is essential in this environment to help compliance professionals stay current, apply judgment consistently and support their organization as strategies, products and processes change. Adaptability then becomes more of an operational discipline instead of a reactive response.

AI and Technology Transformation: New Challenges for Compliance Teams

Technology transformation remains a top strategic priority as artificial intelligence (AI) moves from experimentation into daily use. Even if they haven’t formally launched an AI program, banks are already using AI-enabled capabilities in many cases. These capabilities may exist within third-party platforms, underwriting tools, customer relationship management (CRM) systems or portfolio management applications.

This reality introduces new compliance considerations for regional and community banks. As AI-supported tools influence internal decisions, regulators expect institutions to understand how outputs are generated, where the underlying data originate and whether decisions can be supported by documentation and audit trails.

Data quality and traceability are emerging as significant risk areas. When AI-enabled tools generate narratives, assessments or insights, compliance teams need to address foundational questions, such as:

• Where did the information originate?
• Is it verified?
• Can it be reproduced?
• Can it be supported during an examination?

Examiners are unlikely to accept incomplete explanations or undocumented assumptions. Governance-grade use of AI depends on validated data sources, defined oversight and clear accountability. Approaches that emphasize controlled retrieval from approved data sets, rather than unrestricted content generation, can help reduce risk, support examiner expectations and discourage the use of unapproved tools outside established governance processes.

Moreover, education that is aligned with AI governance can help compliance teams support responsible innovation without introducing unnecessary regulatory exposure.

Workforce Readiness: A Strategic Priority for Bank Compliance

The C-Suite Barometer highlights sustained investment in both technology and talent, alongside continued challenges in attracting and retaining skilled professionals.

For regional banks, workforce readiness is often less about net new hiring and more about strengthening existing teams. Compliance, risk, audit and operations professionals are frequently asked to take on broader responsibilities as systems, products and regulatory requirements evolve.

Targeted education can help close knowledge gaps, promote consistent control application, and support engagement and retention. Board members are increasingly viewing workforce development as a risk management strategy that enables an institution to scale change without creating compliance blind spots.

How Do Strong Governance and Controls Drive Compliance Success?

Executives are recognizing that innovation succeeds when paired with robust controls, thoughtful execution and clear strategic direction. Confidence is driven by operational clarity rather than risk avoidance.

Strong governance for regional bank compliance teams extends beyond documented policies and procedures; they rely on people. Well-prepared teams apply judgment consistently, understand regulatory intent and respond effectively to examiner inquiries.

As AI and automation become more integrated into daily workflows, controls increasingly depend on data governance, documentation standards and the ability to explain how insights were produced, not just the outcomes. Ongoing education can strengthen these practices and serve as a foundational component of enterprise risk management.

Preparing for Regulatory Pressure: A Compliance Road Map

The C-Suite Barometer reflects an executive mindset that anticipates continued regulatory and external pressure. Preparation, rather than reaction, supports confidence, particularly in banking environments where supervisory expectations continue to rise.

Regional bank compliance teams that adopt continual learning approaches are better positioned to demonstrate readiness, respond to evolving guidance and support leadership decision-making during periods of change.

What Does This Mean for Bank Compliance Teams Going Forward?

The findings from the C-Suite Barometer reinforce several critical priorities and challenges that regional and community bank compliance teams need to address to stay ahead:

• Adaptability is essential in a dynamic regulatory environment.
• Technology adoption, including AI, introduces new governance and data risks.
• Workforce development is a strategic priority, not a support function.
• Strong controls depend on informed and consistent application.
• Confidence grows through preparation supported by continual education.

As regional bank leaders focus on disciplined execution and future-ready operations, compliance education plays a critical role in helping mitigate risk and supporting innovation.

How Forvis Mazars Can Help

ProBank Education Services at Forvis Mazars has been helping drive performance in the financial services industry through educational compliance training and resources for more than 40 years. Our team supports compliance at financial institutions by delivering insightful education that aligns compliance, risk and operations teams with evolving regulatory and examiner expectations. Through structured programs focused on technology, risk and applied judgment, ProBank Education Services professionals can help teams make informed decisions, explain processes and respond confidently during examinations. Connect with professionals at Forvis Mazars today to learn more about ProBank Education Services.