Market President: Joe Close

PUBLISHED JANUARY 2026

Family, football and finances: Joe Close’s personal F-Troop of success. All have helped him forge a banking career grounded in integrity, teamwork, and a deep commitment to stability and growth.

In the dynamic arena of Kansas City’s financial sector, Close stands as a paragon of principled leadership as regional president for the Kansas, Missouri, and Texas markets at FNBO. He assumed that role following the bank’s acquisition of Country Club Bank, where he had served as president since 2019, and now leverages more than 35 years in the industry to guide a combined entity forward.

Specializing in commercial real estate lending since 1992, Close has navigated economic cycles with a focus on relationships and stability. His path, drawn from family-rooted values and deliberate choices, underscores a style that prizes transparency, collaboration, and entrepreneurial drive.

Close’s foundational influences trace to a Springfield farm upbringing, where “consistency of core value reinforcement by the elders in my family” instilled integrity, commitment, and compassion. “We had a working farm, so an agrarian work ethic was second nature,” he says, crediting these for shaping his resilience amid “touch-the-hot-stove moments.” 

His maternal grandmother, widowed at 44 and a trailblazer in a male-dominated era, was a cross between local civic icons Anita Gorman and Jane Flynn and the former congresswoman from Texas, Shirley Chisholm. She was, he said, “a force to be reckoned with,” who taught him the value of diverse perspectives, historical lessons, and conviction. She founded women’s networks, a community foundation, and served on the city council into her 70s, modeling organic mentorship across backgrounds.

Athletics and education further refined his ethos. A three-year football letterman at the University of Missouri-Columbia, earning a BA in Roman History, Close learned discipline and teamwork: “If you have a team of players who are only in it for themselves… that team will under-perform. Real superstars check their ego and play for the team’s name on the front of the jersey, not the name on back.” An MBA from Missouri State University complemented this, preparing him for banking’s collaborative demands.

Entering the field in 1988 per his father’s advice—he viewed it as “the lifeblood of business”—Close honed his banking skills amid Florida’s recession, grasping that “the economy is not linear.” Relocating to Kansas City in 1992 with Boatmen’s Bank, he endured mergers before joining family-owned Country Club Bank in 2002 for stability: “It was the best decision I’ve made in the arc of my career.” 

His work there contributed to CCB’s asset growth from $300 million to $2.5 billion, and he ascended to president, then facilitated the FNBO merger. “Preserving the culture, talent and customer relationships … is an ongoing priority,” he emphasizes, guiding similar family-led cultures to alignment. He now leads the region to ensure smooth transitions, inspired by growth opportunities: “FNBO’s interest in Country Club Bank is based on a genuine desire to grow in Kansas City.”

Close’s leadership style centers on empowering high-performing teams through trust and resources, eschewing micromanagement. “High-performing teams expect greatness. I work to provide the coaching, resources and support needed to achieve their goals,” he explains. “I’ve learned that micromanagement kills
momentum and motivation.” 

Rooted in transparency, his principles—accountability, compassion, enthusiasm, integrity, and teamwork—form the bedrock. He once spearheaded an initiative to embed the bank’s mission via success stories, fostering adoption: “It’s critical that our mission is meaningful to those that support it.” This approach ensures teams rally around purpose, celebrating collectively as in his athletic days.

Close avoids common team-formation pitfalls like unclear objectives by setting measurable goals aligned with broader aims. “One common issue is the absence of clear objectives,” he says. “Without specific goals, a team-building activity could seem directionless.” Follow-up is key: “The lack of follow-up after an activity is another common pitfall. … Creating opportunities to debrief afterwards … allows us to integrate those lessons learned.” He builds cohesion through ongoing efforts, enhancing communication and participation for lasting impact.

Fostering collaboration, especially in challenges, involves reinstating purpose and removing barriers. “I try to lead with transparency and purpose, especially during times of stress. Teams can sometimes forget why their work matters,” he says. By “eliminating toxicity, removing roadblocks and streamlining decisions,” he creates a culture that promotes innovation: “Creating an honest, safe environment to challenge or express a new thought helps others feel comfortable sharing, leading to
new ideas.”