ex99-1.htm

NASDAQ: TBBK

The Bancorp, Inc. • Investor Presentation
3rd Quarter, 2012

Forward-Looking Statements

Safe Harbor Statement under the Private Securities Litigation Reform Act of 1995:

Statements in this presentation regarding The Bancorp, Inc.’s business that are not historical facts are “forward-
looking statements” that involve risks and uncertainties. These statements may be identified by the use of forward-
looking terminology, including the words “may,” “believe,” “will,” “expect,” “anticipate,” “estimate,” “continue,” or
similar words. For further discussion of these risks and uncertainties, see The Bancorp, Inc.’s filings with the SEC,
including the “risk factors” section of The Bancorp, Inc.’s Form 10-K. These risks and uncertainties could cause
actual results to differ materially from those projected in the forward-looking statements. The forward-looking
statements speak only as of the date of this presentation. The Bancorp, Inc. does not undertake to publicly revise or
update forward-looking statements in this presentation to reflect events or circumstances that arise after the date of
this presentation, except as may be required under applicable law.

The Bancorp, Inc. - Planning for Growth with Safety and Soundness

• Strategic Goal:

§ Create and grow a stable, profitable institution with the optimum reliance on capital, risk management and
technology, and manage it with knowledgeable and experienced management and senior officers

• Tactical Approach:

§ Deposits - Utilize a branchless banking network to gather scalable deposits through strong contractual
relationships at costs significantly below peers

§ Assets - Focus on asset classes including loans and securities appropriate to our expertise to achieve
returns above risk-adjusted peer net interest margins

§ Non Interest Income - Grow non interest income disproportionately in relation to non interest expense
through our deposit and asset approaches

§ Operating Leverage - Leverage infrastructure investment to grow earnings by creating efficiencies of
scale

The Bancorp, Inc. - Planning for Growth

Consumer Distribution Channel Penetration

Percent of U.S. Households, 1980-2009

Source: Federal Reserve, FRB Boston, FRB Philadelphia, SRI Consulting, University of Michigan, Mintel, Celent, Bank of America, comScore, Nielsen Mobile, Wall Street Journal, Mercatus Analytics

Business Model: A Distinct Business Strategy (1)

Assets Deposits

Prepaid Cards

Open Loop Prepaid Cards

• Deposits

• Non interest Income

Healthcare

Health Savings Accounts and
Flexible Spending Accounts

• Deposits

• Non interest Income

Payment Acceptance
Credit, Debit Card and
ACH Processing

• Deposits

• Non interest Income

Wealth Management

Deposits and Loans for Clients
of Wealth Firms

• Interest Income

• Deposits

• Non interest Income

Securities Portfolio

Primarily highly rated
government obligations

• Interest Income

Government Guaranteed
Lending

Loans to franchisees;
75% guaranteed by
U.S. government

• Interest Income

Automobile Fleet Leasing

Well-collateralized
Automobile Fleet Leasing

• Interest Income

• Non interest Income

Community Bank

Traditional Community
Banking Products

• Interest Income

• Deposits

• Non interest Income

41%

29%

GGL:
1%

(1) For the above presentation, revenue for asset-generating departments includes all revenue from the assets they fund with deposits they generate. It also includes half the revenue on
assets they generate but do not fund. The other half of that revenue is allocated to deposit producing departments. The revenue shown was generated in the first three quarters of
2012; for the segments marked 2010, revenue was generated in the first three quarters of 2010.

2010 Prepaid: 30%

2010 Community

Bank: 42%

Revenue Composition

(1) Post provision income is calculated as follows: net interest income less provision for loan and lease losses plus non interest income excluding securities gains and losses.

*Based on historical trends and is not intended to be, nor is, predictive of future results.

Non Interest Income-Generating Strategies: Growth and Sustainability

(1) Excludes gains on investment securities.

(2) CAGR calculated 2009 through 2011

*Based on historical trends and is not intended to be, nor is, predictive of future results.

Continued Growth in Non Interest Income(1)

Prepaid Gross Dollar Volume (1) and Cardholder Growth (2)

(1) Gross Dollar Volume is the total amount spent on all cards outstanding within a given period. The bar graph represents the gross dollar volume for the period segmented by the program contract date.

(2) Number of active cards as of year-end of the stated year with the exception of 2012, which is end of the third quarter.

*Includes actual data for the first three quarters and projected GDV for the fourth quarter. Projection for remainder of 2012 includes actual gross dollar volume associated with programs that began in 2012. The
projection for the fourth quarter of 2012 is not broken out by contracting year and is based on historical trends. It is not intended to be, nor is, predictive of future results.

Net Interest Income Generators(1)

Compressed Interest Rate Environment

(1) CAGR calculated 2009 through 2011

*Based on historical trends and is not intended to be, nor is, predictive of future results.

Primary Asset-Generating Strategies: Business Line Overview

• Community Bank

§ Offers traditional community banking products and services targeting
the highly fragmented Philadelphia/Wilmington banking market

• Automobile Fleet Leasing

§ Well-collateralized automobile fleet leasing

• Average transaction: 8-15 automobiles, $350,000

• 32% of portfolio leased by state and federal agencies

• Wealth Management

§ 17 affinity groups, managing $400 billion in assets

• SEI Investments, Legg Mason, Genworth Financial Trust
Company

§ Generates securities backed and other loans

• Government Guaranteed Lending

§ Loans from $150,000 to $5.0 million primarily to franchisees such as
UPS Stores, Massage Envy, FASTSIGNS and Save a Lot which have
a 75% guaranty by the U.S. Small Business Administration. Approved
Franchise and Medical Guidance lines total $494+ million.

• Securities

Primarily:

§ High credit quality tax exempt municipal obligations

§ U.S. Government agency securities primarily 4-5 year average lives
and other highly rated mortgage-backed securities

Category	30, 2012 Balance	30, 2011 Balance	30, 2012 Avg. Yield
	(in thousands)
Community Bank	$ 1,406,661	$ 1,398,264	4.21%
Government Guaranteed Lending	69,735	24,950	5.37%
Wealth Management	233,868	163,034	2.86%
Leasing Portfolio	146,728	129,400	7.22%
Investment Securities	657,601	434,457	2.95%

Non-Accrual Loans/Total Loans(1)

Asset Quality Overview

(1) Regional peers include publicly traded Mid-Atlantic commercial banks with assets between $1 billion and $4 billion as of June 30, 2012; graphs represent median values.
(2) Texas Ratio = (Non-accrual Loans + Restructured Loans + Loans 90 + days past due + OREO)/(Loss Reserves + Tangible Equity). TBBK computed with consolidated capital. Source: SNL Financial

Deposit-Generating Strategies: Growth and Low Cost

The Bancorp has experienced strong growth in deposits at below-peer costs.

Growth in Average Deposits
	September 30 YTD Average Deposits (dollars in thousands)	Cost of Funds(2)	Peer Cost of Funds(1)
2012	$ 3,197,619	0.32%	0.54%
2011	$ 2,505,555	0.41%	0.91%
Change	$ 692,064	-0.09%	-0.37%
% Change	28%	-22%	-41%

(1) Peer data source as of June 2012: Uniform Bank Performance Report for Banks $1-5 B in assets measuring interest expense to average interest earning assets.

(2) Bancorp cost of funds is lower after consideration of seasonal deposits.

Deposit-Generating Strategies: Sticky and Long-Term

The Bancorp has long-term, often exclusive agreements in place with its private label banking partners. We
have retained 99% of maturing contracts.

Private Label Deposits by Remaining Contractual Term(1)

(1) Does not include deposits associated with a third party with which TBBK disengaged in 2012.

Growth Engine: Where Do Deposits Come From?

September 30, 2012

Category	Balance (in millions)	Avg. Cost
Community Bank	$ 317	0.40%
Healthcare	337	0.74%
Prepaid Cards (including demand deposit accounts)	1,112	0.01%
Wealth Management	648	0.52%
Merchant Processing	173	0.64%
1031 Exchange	194	0.49%

Total Deposits: $2.8 billion

Average Cost: 0.32%

(Peer Average Cost: 0.54%)(1)

(1) Peer data source as of June 2012: Uniform Bank Performance
Report for Banks $1-5 B in assets measuring interest expense to
average interest earning assets.

Adjusted Operating Earnings(1),(2), (3)

Operating Leverage

(1) As a supplement to GAAP, Bancorp has provided this non-GAAP performance result. The Bancorp believes that this non-GAAP financial measure is useful because it allows investors to assess its operating
performance. Management utilizes adjusted operating earnings to measure the combined impact of changes in net interest income, non-interest income and certain other expenses. Adjusted operating earnings
exclude the impact of the provision for loan losses, income taxes, securities gains and losses and certain non-recurring items. Other companies may calculate adjusted operating earnings differently. Although
this non-GAAP financial measure is intended to enhance investors’ understanding of Bancorp’s business and performance, it should not be considered, and is not intended to be, a substitute for GAAP.

(2) CAGR calculated 2009 through 2011

(3) For reconciliation detail, please see Appendix.

The Bancorp, Inc. - Planning for Growth with Safety and Soundness

• Strategic Goal:

• Tactical Approach:

§ Deposits - Utilize a branchless banking network to gather scalable deposits through strong contractual
relationships at costs significantly below peers

§ Assets - Focus on asset classes including loans and securities appropriate to our expertise to achieve
returns above risk-adjusted peer net interest margins

§ Non Interest Income - Grow non interest income disproportionately in relation to non interest expense
through our deposit and asset approaches

§ Operating Leverage - Leverage infrastructure investment to grow earnings by creating efficiencies of
scale

NASDAQ: TBBK

APPENDIX

Capital Ratios and Selected Financial Data

		As of or for the three months ended	As of or for the three months ended
		September 30, 2012	September 30, 2011
		(dollars in thousands)	(dollars in thousands)
Selected Capital and Asset Quality Ratios:
	Equity/assets	9.28%	7.92%
	Tier 1 capital to average assets	9.20%	9.60%
	Tier 1 capital to total risk-weighted assets	14.51%	14.90%
	Total capital to total risk-weighted assets	15.77%	16.16%
	Allowance for loan and lease losses to total loans	1.78%	1.61%

Balance Sheet Data:
	Total assets	$ 3,113,125	$3,393,013
	Total loans, net of unearned costs (fees)	1,856,992	1,715,648
	Allowance for loan and lease losses	33,071	27,671
	Total cash and cash equivalents	544,658	1,191,268
`	Total investments	657,601	434,457
	Deposits	2,781,175	3,073,501
	Short-term borrowings	0	0
	Shareholders’ equity	288,985	268,679

Selected Ratios:
	Return on average assets	0.46%	0.33%
	Return on average common equity	4.97%	3.43%
	Net interest margin	2.90%	3.15%
	Book value per share	$ 8.73	$ 8.09

Current Loan Portfolio and Asset Quality Overview at 9/30/2012

Category (dollars in thousands)	Balance	% of Total Loans	Nonaccrual Loans	Nonaccrual/ Total Loans	OREO	30-89 Days Delinquent	90+ Days Delinquent	Q3 2012 Quarterly Charge-offs (net)
Commercial	$ 453,444	24%	$ 7,654	0.41%	$ 842	$ 2,857	$ 107	$ (782)
Commercial mortgage	614,410	34%	8,894	0.48%	891	1,042	3,077	(809)
Construction	263,726	14%	8,886	0.48%	1,332	-	667	( 2,008)
Direct financing leases (auto leases)	146,728	8%	-	0.00%	-	1,814	8	-
Residential mortgage	97,589	5%	93	0.01%	-	-	-	-
Securities backed loans and other	276,427	15%	927	0.05%	-	1,512	2	(41)
Total	$ 1,852,324	100%	$ 26,454	1.43%	$3,065	$ 7,225	$ 3,861	$ (3,640)

Bancorp’s Real Estate Lending Business Targets Well-Positioned Attractive, Stable
Markets

• Commercial lending is substantially all in greater Philadelphia/Wilmington metropolitan area

§ Consists of the 12 counties surrounding Philadelphia and Wilmington, including Philadelphia, Delaware,
Chester, Montgomery, Bucks and Lehigh Counties in Pennsylvania; New Castle County in Delaware; and
Mercer, Burlington, Camden, Ocean and Cape May Counties in New Jersey.

• Philadelphia/Wilmington and the surrounding markets encompass a large population, stable economic activity
and attractive demographics.

• Throughout the current down cycle and in prior cycles, the Philadelphia region has exhibited significant stability,
which is reflected in a lower negative equity compared to the rest of the nation, as shown below.

1st Quarter 2012 (1)	US	NJ	DE	PA
% of Homes with Negative Equity	22.3%	18.2%	16.2%	9.4%

(1) Source: CoreLogic, Q2 2012

Adjusted Operating Earnings Reconcilement

Category (dollars in thousands)	Q3 2012	Q2 2012	Q1 2012	Q4 2011	Q3 2011	Q2 2011	Q1 2011	Q4 2010	Q3 2010	Q2 2010	Q1 2010	Q4 2009	Q3 2009	Q2 2009	Q1 2009
Net income (loss) available to common shareholders	$3,561	$3,854	$3,972	$3,288	$2,282	$660	$2,688	$2,041	$588	$407	($4,056)	($932)	$787	$125	$363
Preferred stock dividend and accretion	-	-	-	-	-	-	-	-	-	-	6,242	965	965	982	847
Income tax expense	1,795	2,150	2,227	1,382	1,209	289	1,431	946	156	197	1,233	17	818	632	781
Gain on sales of investment securities	(107)	-	-	(136)	(20)	(603)	-	14	(2)	(469)	(750)	(436)	-	(670)	-
Other than temporary impairment in securities	-	126	-	-	-	-	75	-	135	-	-	2,225	-	-	-
Loss on other real estate owned	533	421	1,451	-	64	439	52	-	22	-	-	-	-	1,700	-
Provision for loan and lease losses	5,540	4,287	5,220	4,844	5,019	6,963	4,672	4,212	5,219	5,806	4,148	4,000	3,500	2,500	3,000
Core operating earnings	$11,322	$10,838	$12,870	$9,378	$8,554	$7,748	$8,918	$7,213	$6,118	$5,941	$6,817	$5,839	$6,070	$5,269	$4,991

NASDAQ: TBBK