GBFH 2026年第三季度业绩电话会：随着博彩支付推进，净息差改善

GBank Financial Holdings (NASDAQ: GBFH) 在其2026财年第三季度业绩说明会上强调，净息差有所扩大，信贷投放保持强劲，且博彩支付业务取得初步进展。管理层同时表示，刷卡手续费收入下降、信贷成本偏高以及SBA贷款出售的时间节点对已公布的业绩产生了拖累。

核心要点

• 净息差环比上升17个基点至3.95%。管理层表示，本季度业绩尚未反映最优惠利率变动后SBA贷款在次月的重新定价情况。
• 商业贷款及SBA贷款发放额合计达1.717亿美元。管理层指出，常态化年化贷款增速或将保持在10%–15%的区间内。
• 出售收益率从5.04%提升至5.57%。然而，由于SBA修订了操作规程，预计2026年12月新发放贷款的出售收益将递延至2027年1月。
• GBank作为19家博彩和金融科技客户的赞助银行，在第三季度带来了3120万美元的日均存款额。
• 不良资产减少500万美元，同时早期逾期金额下降逾1000万美元，降至约200万美元。
• 管理层预计信贷成本将在2027年趋向更加常态化的水平，而研发中的博彩项目预计短期内不会带来实质性贡献。

核心财务数据

电话会议中讨论的拨备计提构成包括：与贷款增长相关的33.3万美元、存量零售信用卡项目的68.7万美元、专项准备金98.1万美元以及60万美元的CECL（预期信用损失）调整。GBank正逐步终止存量零售信用卡业务。

薪酬及福利费用中包含了52.0万美元的离职补偿金。管理层还提到了与贷款生成相关的佣金增加、10.0万美元的第三方成本以及与合同纠纷相关的60.0万美元支出。

业务与经营业绩

GBank明确了三大核心增长引擎：拉斯维加斯商业银行业务、全国SBA贷款平台以及博彩支付业务。公司计划深化在法律服务、医疗保健、建筑与房地产、专业服务、制造业及物流分销等领域的客户关系。

SBA业务依然是净利息收入、贷款出售收益及可持续代管服务费的核心来源。GBank还在招聘更多的SBA业务拓展客户经理，以推动资产组合的多元化。

本季度博彩支付业务从研发阶段迈向上线推广阶段。BoltBetz于9月在Distill全部9家门店上线。运营两个月后，管理层报告称博彩俱乐部会员的使用率为5%，而在前10%的高价值会员中使用率达到了10%。

在内华达州300个持牌场所运营着3,000台博彩机的Terribles计划于2026年11月初上线BoltBetz。管理层指出，该运营商通过这些机器处理的年等效交易规模约为10亿美元。

与AXIS赌场管理系统的技术对接预计将于2026年12月完成，从而使公司能够在2027年推出一至两家AXIS博彩运营商服务。Lucky Loads预付费卡遭遇技术延迟，预计将于2027年第二季度上线。

管理层业绩展望

管理层指出，基于公司的历史表现，10%–15%的年化贷款增速是一个合理的常态化区间。

在SBA贷款出售效益方面，管理层认为5.0%–5.56%的出售收益率区间是合理的。储备项目保持强劲，但贷款出售的时间节点可能会引发季度波动。

GBank将自身描述为资产敏感型银行，拥有约8亿美元的重定价或浮动利率资产以及3亿美元的同类存款。管理层表示，该银行通常受益于加息环境，而SBA贷款通常在最优惠利率变动后的次月进行调整。

公司预计2027年其商业贷款、SBA贷款和信用卡组合的信贷成本将趋向更加常态化的水平。公司未对博彩存款或交易量设定具体的金额目标，但表示预计在整个2027年将展现出良好进展与增长势头。

风险与关注要点

非利息收入仍低于管理层预期的理想水平。多家在线体育博彩运营商停止接受信用卡付款后，刷卡手续费收入有所下降，管理层称这一变化超出了银行的控制范围。

信贷成本居高不下，不良资产水平仍高于管理层的理想预期。资产负债表上仍保留有约1000万美元的其他收回不动产。

SBA修订后的操作规程禁止银行在贷款发放的当月将其出售。因此，与2026年12月新发放贷款相关的收益将推迟至2027年1月，从而给第四季度的出售收益带来不利影响。持有期内增加的利息收入预计无法完全弥补递延的收益。

博彩与金融科技业务仍取决于技术对接、监管批准、合规审查、运营商审计、培训以及客户接受度。管理层强调，应将这些项目视为分阶段推进的业务，而非短期盈利贡献项。

分析师问答环节点评

分析师关注的焦点集中在2027年博彩业务指标、净息差敏感性、信贷常态化进程、SBA贷款出售时机以及费用趋势。

管理层表示，博彩业务进展初期将通过存款和运营里程碑来衡量，而非营收目标。季度报告将继续披露存款、信用卡交易量和净刷卡手续费收入，一旦这些项目在财务上产生实质影响，将增加更多的营收指标。

在信贷方面，管理层强调了提早识别问题贷款以及信贷管理、代管服务和不良资产清收团队之间更紧密的协作。早期逾期金额和不良资产的减少被列为取得初步成效的证据。

关于管理层变动，首席执行官 Jeffrey Newgard 表示，首席财务官（CFO）的遴选范围已缩小至三名候选人。其他优先招聘岗位包括经验丰富的拉斯维加斯客户经理、支付业务专家以及SBA业务拓展客户经理。

业绩说明会完整文字实录

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完整财报电话会议逐字稿

管理层陈述

Operator

Hello, and welcome to the GBank Financial Holdings, Inc. Q3 2026 Earnings Call.

[Operator Instructions]

Also, as a reminder, this conference is being recorded today. If you have any objections, please disconnect at this time.

Joining us this afternoon are Jeff Newgard, President and CEO of GBank Financial Holdings and G Bank; and Edward Nigro, Todd Nigro, both Directors of GBank Financial Holdings.

The related Q3 earnings press release was filed with the U.S. Securities and Exchange Commission today and is available on the News and Media section of our website, gbankfinancialholdings.com.

Before we begin, I'd like to remind everyone that any forward-looking statements are subject to risks, uncertainties, and other factors that could cause actual results to differ materially from those anticipated future results.

Please see our safe harbor statements in our earnings press release. All comments expressed or implied made during today's call are subject to those safe harbor statements.

Any forward-looking statements made during this call are made only as of today's date, and we do not undertake any duty to update such forward-looking statements, except as required by law.

Additionally, during today's call, we may discuss certain non-GAAP financial measures, which we believe are useful in evaluating our performance. A reconciliation of these non-GAAP financial measures to the most comparable GAAP financial measures can also be found in our earnings release.

I'd now like to pass it over to Ed Nigro.

Edward Nigro

Thank you, and good afternoon, everyone. Thank you for joining us. I'm Ed Nigro.

The engagement of Jeff Newgard in May of 2026 as President and CEO of GBank was the first phase of the GBank Financial Holdings succession plan.

Recognizing Jeff's banking experience, we accelerated Phase 2, appointing Jeff as GBank Financial Holdings President and CEO as well as Chairman of the Board of GBank.

Now, with Phase 2 completed, I decided that I would be more productive in my role as CEO of BankCard Services. So, Jeff, I pass on to you the leadership of the bank I founded 20 years ago, but I really look forward to working with you to grow the bank's gaming fintech business.

Now to Jeff.

Jeffrey Newgard

Thank you, Ed. Ed founded GBank and played a central role in building it into the company it is today, including the development of its national SBA lending franchise and its gaming and payment strategy.

On behalf of the Board, I want to thank Ed for his vision, his years of service, and the drive he brought to building this company. We look forward to his continued service as a director and a partner as CEO of BankCard Services.

I'm honored that the Board has asked me to lead GBank Financial Holdings as well as the bank. I've spent more than 20 years growing banks.

I led Bank of Idaho's growth from $250 million to $1.3 billion in assets before its sale to Glacier Bancorp. I'm excited to bring that experience to GBank and build on the strong foundation already in place.

Today, I'll start with our third quarter results, then share some observations from my first 5 months with the company and the priorities that will guide our efforts going forward.

Rather than rehash all the ups and downs in the quarter, I want to highlight what I think is important for shareholders and the analyst community.

First, the earnings power of the bank can be clearly seen in the adjusted numbers, which are supported by higher net interest income, improving net NIM, and the beginnings of solid expense management.

While noninterest income is clearly lower than we would all like, the sequential reduction in gain on sale income is simply a timing issue. The 5.57% gain on sale margin is a taste of what's coming as the held-for-sale loans are monetized.

The decline in interchange income, though disappointing, was outside of our control, resulting from the decision by several online sports betting operators to disallow credit cards as a payment source. That change had a significant effect on third-quarter results.

Credit costs have also weighed on earnings this year across our commercial, SBA, and credit card portfolios. We are confident those costs will move back toward more normalized levels as we move into 2027.

While the reported numbers are much lower than expectations, I want to emphasize that our results show that several areas of the bank are, in fact, performing well.

Further, after a detailed review of our loan portfolio and operations, I can assure you that I am comfortable with our processes and approach to underwriting, monitoring, and problem credit resolution.

While the last several quarters have been difficult for the bank and shareholders, I believe that GBank is now headed in the right direction. I'm building my team, and many of the challenges negatively impacting the bank should be fully addressed by year-end.

With that, I'd really like to spend some time discussing my vision for the bank and how our gaming fintech payments initiatives play a crucial role in that vision.

Since joining GBank in June, I've spent a lot of time getting to know our team, our customers, and reviewing our operations and loan portfolio.

What I found is a franchise with 3 distinct growth engines: an established commercial bank in Las Vegas, a national SBA lending platform, and a payments business serving the gaming industry.

As the largest independent bank headquartered in Las Vegas, we're part of a growing and increasingly diverse commercial market that we know well.

Our national SBA business takes that reach well beyond our local markets. We are one of the largest SBA lenders in the country and the #1 SBA lender in hospitality.

Across our SBA and commercial banking businesses, we originated $171.7 million in loans this quarter. We also serviced $1.2 billion of loans we've sold, allowing us to maintain customer relationships and generate recurring servicing income long after the loans are sold.

Our payment business is still in its early stages and will take time to develop, but it gives us a third avenue for growth alongside commercial banking and SBA lending.

Together, these businesses provide multiple sources of revenue, specialized expertise, and attractive opportunities for growth. With that foundation in place, I have identified 4 priorities that will guide how we'll build the company going forward.

First and most important is growing the core bank.

That means deepening our presence in the markets we already serve, adding experienced bankers where it makes sense, and continuing to build relationships in customer segments where we see attractive opportunities, including legal, health care, construction and real estate, professional services, manufacturing and distribution.

It also means doing more for the customers we already have through lending, treasury management and deposit services. Our SBA franchise will remain an important part of that growth through net interest income, gain on loan sales and recurring servicing fees.

We will protect our established hotel lending strength while expanding selectively into additional industries and using our broader banking capabilities to deepen customer relationships.

We'll do all of this with discipline and a focus on relationships. In markets where we know how to manage the risk, the goal is a broader, more durable franchise and a deeper customer relationship and more diverse mix of customers and industries.

Second is credit. Nonperforming assets remain higher than we want them to be, and resolving them is a priority.

Since I joined GBank, we've increased the resources dedicated to credit administration and special assets, strengthened coordination across our credit, servicing, and workout teams, and become more proactive in identifying and addressing problem credits.

Those efforts enabled us to bring down early-stage delinquencies by more than $10 million from the end of the second quarter. While there's still work to do, I believe these efforts position us to improve portfolio performance and maximize recoveries over time.

Third is growing our payments business. We're excited about that opportunity, and GBank is committed to building it for the long term.

We are currently using BankCard Services LLC's patented payment technology to function as the sponsor bank for 19 gaming and fintech clients. Average daily deposits for these relationships in Q3 were $31.2 million.

GBank's role is to provide the regulated banking foundation for secure, compliant, and efficient funds flow across the gaming ecosystem.

As a sponsor bank, GBank supplies the banking infrastructure, account framework, payment rail connectivity, and regulatory oversight, while technology and gaming partners deliver the patron-facing experience and operator integrations.

In an industry where funding settlement and cashless wagering often remain fragmented, GBank's infrastructure helps us streamline the movement of funds, supporting a better experience for patrons, greater efficiency for gaming operators, and a scalable source of deposits.

New fintech programs should be viewed as multistage bank-enabled businesses rather than near-term financial contributors. After a client signs, each program progresses through a deliberate launch process.

Technical integration, applicable regulatory approvals, GBank compliance review and onboarding, a gaming operator prelaunch audit, accounting setup, marketing and promotional planning, staff training, and ultimately, go-live.

The process is not always linear, but each completed milestone reduces execution risk and brings the program closer to meaningful adoption, deposit growth, and payment volumes for the bank.

That opportunity is beginning to take shape through specific customer and partner milestones to sell a group of neighborhood taverns with gaming machines, formally launching the BoltBetz application at all 9 of its Las Vegas locations in September, following a limited launch in Q1, and early returns have been positive.

Terribles, a Nevada-based gaming operator with 3,000 gaming machines statewide, will go live with the BoltBetz application in early November.

The integration of the AXI casino management system and the banker payments infrastructure is also underway.

Once the technical integration is complete and the first AXIS gaming operator is signed, the launch process described above will begin for that operator.

Each subsequent AXIS operator will be signed, integrated, and launched separately, and we'll provide updates and material milestones as they are achieved.

Not every part of the business is progressing at the same pace. The Lucky Loads prepaid card is taking longer than anticipated and is expected to launch in the second quarter of next year.

I cannot express how important gaming and payments are to our long-term strategy.

While we do not expect the developing programs to contribute materially to our results in the near term, GBank already supports a broader portfolio of gaming and Fintech clients through its relationship with BankCard Services, providing an established base of deposits and payment activity as the developing programs move towards scale.

We'll continue to report deposits, credit card transactions, and net interchange fee income each quarter.

In addition, we'll focus on concrete milestones such as regulatory approvals, completed integrations, customer launches, and adoption.

Once those programs are large enough to have a meaningful effect on GBank's results, we'll add revenue measures and metrics that provide insight into the success of each.

We remain confident that this business can be a meaningful source of low-cost deposits and fee income over time.

Fourth is running the company well. As GBank continues to grow, our processes and operating discipline must keep pace.

Our independent IT and cybersecurity audits were completed last quarter with a satisfactory rating, the highest possible rating, and 0 high or moderate risk findings.

We are implementing the remaining law and best practice recommendations, none of which require additional spending. We have also established an enterprise-wide AI governance framework with policies and guardrails governing the use of AI.

AI is already being deployed and integrated into GBank business processes, and we're accelerating and expanding its use as we identify additional applications, strengthening our leadership team as part of this.

We continue to make progress on our search for a Chief Financial Officer and look forward to providing an update when appropriate.

We will also continue to build out our broader team with an emphasis on talent that can deepen relationships in existing markets and selectively expand our reach where we see attractive opportunities.

I want to assure all shareholders that we will operate this company as efficiently as possible. And based on my relatively short time here, I'm confident there is ground to gain on the expense front.

Turning to capital. Organic growth remains our top priority. We have a strong capital position, and the priority is putting it to work in the core bank and the businesses we've talked about today to enhance shareholder value. That's the plan.

Now it's on us to deliver it, and I'm looking forward to getting to know all of our analysts and shareholders better over the coming months. I'll be clear about priorities, candid about our progress, and we'll hold ourselves accountable for delivering consistent results over time.

With that, we'll open the call up to your questions.

Operator

[Operator Instructions]

Our first question will come from Joe Yanchunis with Raymond James.

分析师问答

Joseph Yanchunis

And I apologize if I missed this, as I have a couple going on right now. But you said you expect '27 to be a fresh start and that we should start seeing the gaming initiatives take hold during that year.

Can you put some numbers around that for us? Like what would we consider successful in 2027 in terms of gaming deposits, live machines, or transaction activity in your view?

Jeffrey Newgard

Okay. Excellent. We're just getting some disturbance on our end. Okay. So yes, as I described the process, we are going to look at the milestones that each one goes through, each one of these businesses that we bring on.

So there's been a full launch at Distill, and that started in September.

And then we have Terribles starting in November, and then AXIS is going to be in next year. Integration starts at the end of this year. So, how we're going to measure results is growth in deposits.

And we're going to bring that to you every quarter. And we're going to show you the milestones that each one is going through. So, as far as the dollar amounts, I don't have projected dollar amounts for you, but we will see progress and traction through '27.

Joseph Yanchunis

And again, I apologize if this was covered in the prepared remarks in detail. So the NIM improved, what, 17 bps this quarter, which is pretty encouraging. How much of that improvement is structural versus mix?

And then I guess, again, as we look into '27, what are some of the biggest levers that could move that NIM higher from the 3.95% absent the gaming deposit growth?

Jeffrey Newgard

Yes. Thank you. Yes, I was very encouraged with the NIM results. And you know what that doesn't include, because of the way the SBA reprices, is that we are very asset-sensitive, first of all. And all those SBA loans, they adjust the next month after an adjustment in prime.

So, the prime rate increase is not seen in that NIM. So, it will affect next quarter's NIM. And being very asset-sensitive, we do better in a rising rate environment. So we feel good about NIM.

The other thing is, for 2027, some of the levers are here locally in Las Vegas. We have a real opportunity to penetrate this market.

We have existing relationships, and we are going to bring on experienced bankers to help us penetrate that market and bring in those relationships with loans and deposits.

And I've done this before at Bank of Idaho; we entered many new markets. The benefit here is that we're already here. We're established. We're the largest independent bank in Las Vegas. And it's our home turf.

So we have a lot of advantage, and it's the most exciting opportunity except for our gaming fintech side. I'm pretty jazzed about that, too.

Joseph Yanchunis

And then you mentioned asset sensitivity. What is your asset sensitivity to a 100 basis point increase?

Jeffrey Newgard

We have $800 million in assets and that float. So, adjustable basically monthly after the adjustment in the prime, and then $300 million in deposits that float. Does that help you? 500,000 delta?

Joseph Yanchunis

Yes. Yes, that's helpful. And then just a couple for me here. So, your allowance ex guaranteed loans is now 1.54%, but specific reserves increased again this quarter. How much additional reserve build should we be contemplating?

And what would need to happen for you to feel comfortable that the credit cleanup is largely behind you?

Jeffrey Newgard

Yes. So the good news: I want to take the opportunity to say that we went from 2.8% to 2.6%, which at least is moving in the right direction.

As part of the allowance, $333,000 was for growth. That legacy retail credit card, $687,000. That number we are winding down. We are winding down that program and see that number diminishing. The specific reserves of $981,000, as you mentioned.

And then the other part is there was a CECL adjustment of $600,000. So, that was a big part of that. NPAs are down $5 million, which, as I mentioned, last quarter, we hired a very seasoned special assets manager, and he came in and really made a lot of headway.

And that's where you see the reduction in NPAs. And then early-stage delinquencies are down by over $10 million. And that's indication to me that we're moving that in the right direction.

Joseph Yanchunis

And then last one for me. Jeff, as you continue to put your team in place, can you give us an update on the search for a permanent CFO? And you touched on this a little bit in your prepared remarks.

What other key hires or areas of expertise do you think you still need to add to the organization?

Jeffrey Newgard

Yes. So definitely on the CFO front, I have 3 candidates that I'm with right now, and you'll get an update very soon. Believe me, I need a CFO as my partner.

Then on the payment side, I think there's opportunity there. And then on the local market side, what I look for is a very seasoned, established banker that has relationships.

And then in addition, filling out additional SBA business development officers in order to further diversify that portfolio. So, those are the positions that make sense.

Operator

Our next question will come from Matthew Erdner with JonesTrading.

Matthew Erdner

Ed and Jeff, congratulations to you both; exciting times. But yes, I wanted to follow up a little bit on a previous question.

You mentioned the early-stage delinquencies are down $10 million there. How much do you feel like you can really work through in the next quarter?

And then I guess following up on that, is there anything within that between guaranteed versus non-guaranteed?

And Jeff, you mentioned in your prepared remarks a big focus on credit. Is there anything, I guess, under the hood that you guys are really changing or taking control of in terms of different processes or procedures as you go through this stuff?

Jeffrey Newgard

Yes, absolutely. My belief on credit is quicker is better. Early recognition is the whole key for credit quality, getting on these credits early, before they go past 60 or 90 days and hit downgrades.

I'm very comfortable with how we're managing it now, but that's just the beginning. We are going to continue to look at past-due and manage those. We're down to about $2 million right now in the early-stage delinquencies, and we're going to continue to hit those.

And then the way special assets work, it's kind of a life cycle to itself. It starts with the past-due and then downgrades.

And then finally, at the end, you have OREO, other real estate owned. And we have about $10 million sitting in OREO that is going to come off. So we're really focusing hard on getting those off our books.

Matthew Erdner

And then I guess just looking into my model and the gain on sales, I was a little high there.

Are there any dynamics that were impacted during the quarter? How should we think about the timing of sales going forward?

Jeffrey Newgard

Yes. I'm glad you asked that question because there's a dramatic change in the SBA SOP, the operating procedure.

And it's a change for all banks, all banks involved in SBA is that the month that you originate the loan, you cannot sell it and get that gain on sale in the same month.

You have to wait until the next month in order to sell it. So that is going to impact gain on sale in December. Because those originations that are done in December are then going to get pushed to January.

And then it will even out after that, but it will have an impact on the fourth quarter. Now, the positive side of that is that we will get interest income during those days that those are on our books.

But I mean, it's not going to offset the gain on sale. And we don't have a good feel for -- we have a good pipeline and feel really confident about our pipeline. But until we get closer, not sure how much that will impact December. The other really cool thing is to look at our gain on sale margin.

I was very pleased with that, from 504 to 557. That's a 10% increase. So I'm very pleased with that.

Matthew Erdner

And then, one more follow-up for me, and then I'll step out of the queue. That gain on sale margin, one: how sustainable is that over the course of 2027?

And I know that's looking into a crystal ball, but where do you think those settle out on a normalized basis?

And then from a noninterest expense modeling thing, salaries, wages, and employee benefits increased a little bit quarter-over-quarter. Should we look at the second quarter or the third quarter as more of a run rate going forward?

Jeffrey Newgard

Yes. So, I'll answer your second question first because it's freshest in my mind. Is the increase in salary and benefits.

We had $520,000 in severance payments. And then the rest of that is because we had such robust originations of $171.7 million and increased commissions. So we have to pay for that production. So that's the increase there.

And then, if you look on the last page of the press release, you'll notice that the severance is in there in the adjusted numbers, as well as third-party, unrelated to the credit card, by the way, of $100,000.

And then, we have off to the side $600,000 in contract disputes. And so, however you want to look at that, that's where expenses are going.

And then the first part of the question was gain on sale. So what we have is a really well-oiled machine, very consistent if you look over the last 3 quarters. And we see the pipeline still being robust. We have a process that is very tuned as far as selling those guaranteed portions.

And I would say, if anything, we're going to spend more energy around getting those sold and making sure those get sold quicker.

Operator

Our next question will come from Tim Coffey with Green Capital.

Timothy Coffey

Jeff, I appreciate you framing the conversation the way you did and lining up the different verticals and what's going on there.

One of the things you're inheriting is a really good growth engine. And so I wonder what do you think is a normalized level of loan growth on an annualized basis for this company?

Jeffrey Newgard

I think you're going to see it be pretty consistent with what we've done in the past. It's working well. What was the percentage you threw out there?

Timothy Coffey

I think annualized was 15% in the quarter.

Jeffrey Newgard

Yes, 10% to 15%.

Timothy Coffey

If we just look at the community bank in Las Vegas, where are the areas where you think the bank can grow loans?

Where is the low-hanging fruit in your mind?

Jeffrey Newgard

I think the business community is very robust here. And what's nice is that people around this bank already have relationships.

We just haven't fully tapped them. And as I get out in the community, I'm going to make those relationships.

And the Board, frankly, has already done a lot of work on bringing deposits to the bank. But I want them to make introductions so that we can increase those relationships and deposits; the medical service area and contractors as well are low-hanging fruit.

Timothy Coffey

The company is incredibly well connected in the community. And then, the SBA division is really, really strong. Is there a normalized level of gain on sale on a quarterly basis that you think is reasonable?

Jeffrey Newgard

Well, we're $557 this quarter. I would say that 5 to 5.56 range is reasonable.

Operator

This completes our Q&A session. I will now turn the call back over to Jeff Newgard, President and CEO of GBank Financial Holdings and GBank, for any closing remarks.

Jeffrey Newgard

Thank you. I'd like to take this time to have Todd Nigro give a little update on our Fintech area.

Todd Nigro

Thanks, Jeff. We got a few things to report on. So, bear with me. It's been an exciting time. I think that Q3 and Q4 really represent going from development mode with our capabilities in Fintech to launch mode.

Albeit initially at a smaller scale, we're still launching in September. We got all 9 locations, as you mentioned, up and running. And that's quite a process to do that.

As you alluded to in your opening remarks, it starts with signing up a gaming operator and goes all the way through regulatory audit, accounting, and go-live training and approvals.

And in just the short 2 months that we've been doing it, I'm going to share just a little bit of data on Distill. We've already achieved 5% adoption among patrons who are using the app as their primary loading mechanism.

And when I say 5% adoption, I'm speaking with regard to the gaming club. We've also had a 10% adoption among the top 10% of our gaming club members.

So the high end of the market, which is a larger transaction volume customer, seems to be willing to use the app on a more regular basis.

And I just want to frame that up within the casino industry, especially bricks and mortar, if you sat in front of any gaming executive that operates in a casino and said we're going to get to 15% to 20% cashless adoption with a system like ours, they would think that, that would be an absolute home run.

So the industry has, to our benefit, quite low expectations about cashless, but we're already seeing some numbers that are really encouraging.

And I just feel like I want to share that when I share information about the distill operation, I'm the gaming operator; I'm the owner of that organization.

I don't want to imply that as we roll out to gaming operations that are not owned by a Nigro or even Tim Herbst, who sits on our board for Terribles. We're likely not to be able to share confidential information on gaming club numbers and adoption rates and things like that.

Hopefully, we'll get to deliver some, but that's really up to the gaming operator to share that information. But I have the benefit of being involved in the ones that I'm reporting on, so we can share some additional stuff.

Terribles is really on a whole other level as far as complexity. They've also gone through the entire process, Jeff explained, and have all of the regulatory and internal approvals to launch the product. And it's important to grasp the scope of the Terribles organization.

There are 3,000 gaming machines. They have 300 individually licensed gaming locations across Nevada. That's all the way from Northern to Southern Nevada.

And they do approximately $1 billion in transaction equivalent value a year going through those machines.

So this is a very large, very complex organization, and launching them after the small distill operation is an endeavor that's going to give us a lot of really good data and experience in the industry because launching an organization like Terribles in the cashless world is unprecedented.

I do not believe that anybody else in our industry is even tackling an organization like this. So we're super excited about it. And we are going to see material data coming out of the Terribles organization, some of which we will likely be able to share next year.

AXIS is in an earlier stage. We signed them in July, and now we're doing our technical integration with their casino management system. We expect the technical integration to complete in 2027.

Our technical integration is going to be complete in December of this year. That sets us up for AXIS signing on a gaming operator, which we expect to happen, and us launching one of those in 2027 because the technical integration phase is one of the longer lead-time items in the process.

So we're still very excited about that product and that launch coming next year with a gaming operator or 2.

And I also wanted to state that what we're doing right now at GBank, BCS, BoltBetz, Bankroll, is multiple integrations with other casino management systems and cashless and cash access payment providers in the gaming industry.

And we're having active and ongoing discussions with both online and brick-and-mortar gaming operators. So there's a lot of activity going on in the organization right now.

And one of the things that we've been doing, which I think we're going to start to see results from, is that we've been building the infrastructure, both in the bank at BCS and at Bankroll at BolBetz, in order to start delivering on deposit growth for the organization going forward.

The Lucky Lowes prepaid card has hit some technical delays. It seems like technical delays are commonplace in the gaming Fintech world that we live in.

However, we still remain very enthusiastic about the product. It's going to do really well out there in the marketplace because it's being built on all of the systems that we're currently using at BolBetz and Bankroll. So that's going to happen in 2027.

And I also think that, that's going to generate some material data for us on how Fintech can deliver for the bank. So unless I miss anything, Jeff, I Excellent. That's it in a nutshell. Thank you.

Jeffrey Newgard

Thank you. We're very excited about it. Well, before we conclude, I'd like to thank our Board, our employees, and our shareholders for their continued support.

We remain focused on executing against the priorities I've outlined today, and we look forward to updating you on our progress. Thank you.

Operator

Thank you for joining the GBank Financial Holdings, Inc. Q3 2026 Earnings Call. You may now disconnect.