In 1955, a visionary group in Utah set out to propel businesses forward through computerized accounting and business management systems. Determined to help companies realize efficiency and automation, they formed Business Machine Accounting, Inc. and began providing hardware and software solutions to companies throughout the Mountain West.
By the 1960s, technological advancements were reshaping possibilities in banking, and BMA (as the company became known) saw increased demand for its services within the banking sector. Banks across the nation found themselves at a crossroads. Community banks especially had to adopt technology and computerized banking systems or risk losing the ability to participate effectively in the US banking system. Many chose to surrender some of their independence by contracting with large, disconnected providers in exchange for access to services beyond their expertise. Others looked for ways to retain their autonomy by using in-house systems and tools.
Fay Packard of Central Bank, a third-generation banker and successful businessman with a knack for seeing potential in investments, saw this as an opportunity. In 1968, the bank took a controlling interest in BMA, which was now providing accounting, printing, and automation solutions to banks across the country.
Central Bank leadership was passed to Fay’s son, Cal, in 1972. Cal was a determined and skilled leader who valued controlling his own destiny through hard work and execution. He knew from the experience of his father, grandfather, and great- grandfather that steadiness, service, and independence were critical to the success of the bank and its customers.
He believed the same to be true for BMA, so Central Bank fully acquired the company in 1986 and changed its formal name to BMA Management Support Corporation, reflecting Fay’s vision to deliver support and solutions to independent businesses wanting to modernize and transform their companies. Fay’s foresight and Cal’s execution of these ideals have provided foundational strength to the bank and allowed it to remain independent and flourish in the face of consolidation and market turmoil.
Today, BMA operates as a wholly owned subsidiary of Central Bank and serves banks across the United States with the same focus on independence, steadiness, and service. BMA understands the delicate balance these institutions face—modernizing operations while preserving the close-knit relationships and community focus that define their value and make them special.
BMA’s solutions are developed with this unique challenge in mind. Unlike one-size-fits-all solutions from larger providers, BMA’s solutions are crafted to scale the personalized touch of community banks across digital platforms. It’s not just about providing technology; it’s about empowering community banks to transform that technology into sustained success for their organizations, the businesses they support, and the neighbors they serve.
As BMA grows, it maintains its commitment to keep independence at the core of community banking. The company’s structure mirrors that of the institutions it serves, allowing for the same autonomy, agility, and individualized touch that characterizes community banks. This alignment of values and operational style positions BMA not just as a vendor but as a true partner invested in the success and preservation of community banking.
As BMA continues to evolve, it always has an eye on its foundational purpose: to propel community banks forward while protecting what has always made them special. Banks that partner with BMA find that technology is no longer a roadblock but the catalyst for movement in the right direction. In an era where banking is increasingly impersonal, BMA stands as a beacon for institutions committed to keeping banking human, proving that it’s possible to embrace change without sacrificing tradition.
For over 35 years, BMA has empowered community banks to scale their personalized touch across digital platforms through simple, agile, and human technology solutions.
