Huntington Bank's Treasury Training Push Lifted Pipeline 41%

Treasury management fee pipeline at Huntington National Bank rose 41 percent in 2025, a result the bank attributes to its Treasury Management Training Center of Excellence, a newly designed continuous learning platform for commercial bankers and treasury management sales professionals.

The program matters for people-process decisions because it ties training directly to measured sales outcomes. The bank tracks baseline revenue, pipeline growth, sales calling activity, and closed-won new business after each session, according to a Training MVP Awards best-practice profile of the program. That model turns learning and development into a metric-governed function rather than a cost center.

What does the center actually deliver?

The platform runs on three content channels, each matched to a different delivery mode.

• In person. Treasury Management Sales Advisor Training and Commercial Banker Training form the core classroom offerings. Participants and segment leaders evaluate every session. Effectiveness is measured twice: through immediate feedback, and through post-training sales performance against pre-training baselines of revenue results, pipeline growth, calling activity, and closed-won new business.
• Virtual. Continuous Treasury Education gives treasury management sales colleagues product knowledge, product enhancements, sales strategy, and sales approach. A second stream, called "Invest in You," reaches all commercial banking sales colleagues. It builds awareness of new or innovative solutions, the bank's approach to sales, and how sales activity aligns to each topic.
• Written. A monthly Treasury Education Digest spreads new industry trends, product enhancements, and upcoming training. It also carries best practices designed to reinforce learning that happens in person and virtually.

The digest functions as connective tissue. It keeps the curriculum current between formal sessions and signals to colleagues what the bank expects them to learn next.

How does the bank match content to learning preferences?

Huntington built the center around the observation that sales colleagues absorb material in different ways. The profile describes three design choices intended to meet those varied needs.

• Verticalized, platform-integrated learning. Sessions are tailored to industry-specific needs, based on the clients the bank serves in each segment.
• Case-based and experiential learning. Participants work through case studies, simulations, and presentations that mimic real-world client scenarios.
• Leadership biodynamics. Delivered to treasury management sales advisors, this framework is rooted in the science of trust, engagement, and influence. The bank calls it key to developing leadership traits in sales colleagues.

The design questions for other employers are straightforward. Can a training function segment content by industry vertical, prove transfer through simulations, and measure leadership behaviors rather than attendance?

What results did the 2025 program produce?

The numbers cover all training and development initiatives hosted by the center during 2025.

• Treasury management fee pipeline up 41 percent
• Total TM fee opportunities up 22 percent
• Merchant Services revenue up 22 percent
• Commercial Card revenue up 29 percent
• Closed-won business across TM, Merchant, and Card up an average of 19 percent month-over-month

Each figure pairs a learning intervention with a commercial outcome. The month-over-month closed-won figure of 19 percent is the closest link between the training calendar and revenue conversion, since it tracks business won after sessions rather than annual totals alone.

The bank has not disclosed the number of colleagues trained or the program's cost. Those gaps matter for any employer attempting to benchmark the model against its own learning and development budget. Still, the structure is replicable in outline: a continuous platform, multiple delivery formats, an evaluation loop, and revenue metrics attached to every cohort. Banks and other sales-driven employers watching these results will want to test whether a 41 percent pipeline lift survives translation to their own segments.