KEYBANK

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Bank and branch information published on this website may not be true or accurate at all times. You can also scroll down the page for a full list of all New York branch locations with addresses, hours, and phone numbers information. Their personal banking offers basic accounts, loans and lines of credit, credit cards, and investing as well as insurance.

Both needed a merger to improve their prospects. Gillespie was also named chairman.

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KeyCorp maintains business offices in 39 states. Key is ranked 479th on the list. The merger briefly made Key the 10th largest US bank. Its roots trace back to Commercial Bank of Albany, New York in 1825 and Cleveland's Society for Savings, founded in 1849. Society Corporation Society National Bank Society For Savings originated in 1849 as a , founded by Samuel H. In 1867, the modest but growing bank built Cleveland's first , the 10-story on. Despite erecting the tallest structure between New York and Chicago at the time, the bank remained extremely conservative. This conservatism helped the bank sidestep many depressions and financial panics. In 1958, Society converted from a mutual to a public company, which enabled it to grow quickly by acquiring 12 community banks between 1958 and 1978 under the banner Society National Bank. It went through another growth spurt from 1979 to 1989, as it acquired dozens of small banks and completed four mergers worth one billion dollars, most notably Cleveland-based Central National Bank in 1986. In 1987, Society CEO Gordon E. Heffern retired and was succeeded by Robert W. Gillespie was also named chairman. Gillespie started as a teller with Society to earn money while he was finishing his graduate studies. Society Corporation acquired -based Trustcorp in 1990 and Cleveland Trust, the major bank of holding company CleveTrust Corporation, in September 1991, a venerable Cleveland bank and Ohio's largest bank during the 1940s through the late 1970s. The Cleveland Trust deal established Society as a large regional bank. The jewel of Cleveland Trust was its robust personal and corporate trust businesses. However, its footing became unsteady due to bad real estate loans, forcing the resignation of Cleveland Trust chairman Jerry V. Moreover, Gillespie was able to outbid Society's larger rival, , which also bid for Cleveland Trust. KeyBank In 1825, New York Governor signed a bill chartering the Commercial Bank of Albany. In 1865, Commercial Bank was reorganized under the National Banking Act of 1864, and changed its name to National Commercial Bank of Albany. Over a hundred years passed before National Commercial merged with First Trust and Deposit to become First Commercial Banks in 1971, still a modest New York State bank with 89 offices. First Commercial changed its name to Key Bank Inc. Riley embarked on a plan to grow Key through acquisitions. From the mid-1970s to early 1980s, it made numerous acquisitions throughout. Beginning in the 1980s, Riley looked outside New York, expanding Key's footprint with an acquisition in , and eventually adding branches in and. However, by the mid-1980s, the state banking regulators within began looking askance at New York-based banks controlling their capital. That, coupled with increasing competition for acquisition targets, caused Riley to essentially abandon the Northeast. Instead, he began searching for prey in the Pacific Northwest. Riley found a target-rich environment in rural and underserved areas. He snapped up small banks in Wyoming, Idaho, Utah, Washington and Oregon. He even went so far as to buy two banks in Alaska, for which he was flogged in the media and in banking circles. While the rocked many banks, Key had ample capital. It bought the assets of two failed thrifts from the government: Empire Federal Savings and Loan and Goldome Savings Bank. Also in 1992, Key acquired Home Federal Savings of Fort Collins, its first move into Colorado. Key soon amassed nearly 700 banking offices. By 1993, the rural strategy with local management and minimal technology made Key a very profitable bank. However, it was getting tougher for Riley and CFO William Dougherty to maintain their 15% target and investors were cooling on Key stock after many high growth years. Key began testing a Vision 2001 computer system, which sped up and enhanced the loan process through faster credit scoring, loan servicing and collection capabilities. Merger of Society and Key 1994 Although Gillespie had built Society into a regional powerhouse in the Midwest, he wanted to vault the bank into the big leagues. He concluded Key, a bank with similar ambitions, was a suitable partner. Society and Key held talks in 1990 at Gillespie's prompting, but Riley decided to stay the course of smaller, more lucrative acquisitions with obvious synergies. Yet, news reports swirled that a possible merger was in the works in the fall of 1993. Key was the 29th largest U. Both needed a merger to improve their prospects. For its part, Key needed a succession plan due to the lack of an obvious successor to the 62-year-old Riley. In one week in June 1993, the bench had become barren - Chief Banking Officer James Waterston, hired the year before, quit and publicly stated that he was frustrated with the pace of achieving his goal of running a large bank. The head of KeyBank of Washington, Hans Harjo, was pushed out over an apparent dispute to move its headquarters from Seattle to Tacoma. It also became clear that Key had to undertake a technology infrastructure upgrade to connect its far-flung offices. Meanwhile, Society was in search of higher growth and longed to expand its presence outside of the so-called states of Ohio, Michigan, and Indiana. The merger was announced in early October 1993. This time it was Riley who made the first move. Riley, recuperating at his Albany home after breaking his hip in a horse-riding accident in Wyoming, called Gillespie directly. The two quickly sketched out the deal. The banks were roughly the same size in assets and had very little geographic overlap, so it was touted as an out-of-market merger in which few branches needed to be sold off. Furthermore, the deal plugged many of the perceived holes for both partners. The soft-spoken Gillespie was just 49 and Society had cultivated a deep bench of lieutenants. More importantly, Society had the computer systems and technology expertise to combine the two banks, along with Allen J. Riley also lamented the modest , which lost service from several major airlines in the 1980s and complicated air travel for Key executives. Ohio also had lower state taxes than New York. Lastly, Society had recently built , a 947-foot headquarters tower, that was more commensurate with a major bank than the modest buildings used in Albany. These issues made Cleveland the preferable location for the new headquarters. Conversely, Key's brand was more recognizable. The deal was structured as a merger of equals. While the merged bank took the KeyCorp name, Society was the nominal survivor; the merged bank was headquartered in Cleveland. The Society Bank name continued to be used in the former Society Corporation footprint for an additional two more years before it was retired in June 1996 and all Society Bank branches were converted to the KeyBank name and the bank charters were merged. Riley became chairman and CEO of KeyCorp and Gillespie became president and. Despite assurances from both Riley and Gillespie, the city of Albany and then-Governor openly fretted that the merger would be bad for the state capital since Key and its subsidiaries owned or leased more than 10% of Albany's commercial office space. By 2014, only about 225 non-branch employees were still based in Albany at the KeyCorp Tower. Society and Key completed the merger on March 1, 1994, after regulatory approval. Although it was touted as a merger of equals, Key and Society were an odd couple. Key was a decentralized community bank comprising two banking networks—an eastern network in New England and upstate New York and a western one in the Rockies and Pacific Northwest—within a single corporate structure. Society was a classic big-city commercial bank with a centralized structure largely concentrated in three states. Riley planned to retire as CEO at the end of 1995. He decided to accelerate it by four months, however, instead stepping down on September 1, 1995. Gillespie took the helm as CEO and later chairman, allowing his protege Henry Meyer to become COO and later president. Further transformation While still integrating Society and Key, Gillespie attempted to turn Key into a financial services powerhouse. Between 1995 and 2001, Gillespie initiated nine significant acquisitions and 6 divestitures. The McDonald acquisition was the largest non-banking deal in both size and impact on Key. McDonald was sold to the U. However, investors became wary of all the Gillespie-era deals. Some believed that Gillespie was making all the moves to cover up poor performance, although in hindsight that appears to be far from truth. For instance, Key sold its residential mortgage servicing to Countrywide Financial now in 1995, shareholder services in 1996, various chunks of the bank in 1997-1999 i. Wyoming, Florida, and Long Island , and credit card operations to The Associates in 2000 which was quickly thereafter acquired by. But Gillespie was attempting to increase fee-income by acquiring high-growth businesses, including McDonald and equipment financing firm Leastec, and decreasing the exposure to the bank's shrinking population base in its primary footprint, so-called states such as Ohio, Michigan, and Indiana. Gillespie resigned from the position on February 1, 2001, and then as at the annual meeting on May 17 during which he was replaced by Henry Meyer. In March 2011, Key was one of the last major banks to pay back TARP funds. In May 2011, Key made history by naming Beth E. Mooney, previously the bank's president, as the first female Chairman and CEO of a top 20 bank. In May 2013, the company acquired mortgage servicing rights from. In January 2015, KeyBank participated in the construction debt financing syndicate behind the Balko Wind Project purchased from Apex Clean Energy by D. The deal strengthened Key's position in and , as well as entering for the first time with a presence in both and. The deal made Key one of the largest banks in Pittsburgh, and gave it branches that were once part of crosstown rival , which Key tried to acquire from following the in 2008 before being outbid by First Niagara. As part of the transaction, 18 First Niagara branches in and in New York were sold to for reasons. KeyCorp holds the naming rights to in. Key acquired the as part of its purchase of First Niagara. The arena is home to the of the. The First Niagara purchase also gained Key the rights to near Pittsburgh. Although the company no longer owns the naming rights to KeyArena because it did not renew them, the facility continues to use the name. The New York Times. The New York Times. The New York Times. The New York Times. The New York Times. The New York Times. The New York Times. The New York Times. The New York Times. January 12, 2015 — via.

It went through another growth spurt from 1979 to 1989, as it acquired dozens of small banks and completed four mergers worth one billion dollars, most notably Cleveland-based Central National Bank in 1986. It also does not prohibit them from joining other networks or programs. Gary Walston, Momentum's vice president of marketing, called such programs a winning proposition for all involved. However, by the mid-1980s, the state banking keybank atm locations within began looking askance at New York-based banks controlling their capital. In May 2013, the company acquired mortgage servicing rights from. Instead, he said, the branches' high profile makes it easier to promote the service to his members. Society Corporation Society National Bank Society For Savings originated in 1849 as afounded by Samuel H.