Bloom Energy's Demand and Backlog Signals for Q1 2026: Insights and Trends

Key drivers of gross margin improvement for Columbia Banking System (COLB) in Q1 2026

Based on the Q1 2026 earnings call excerpts, COLB’s gross margin improvement appears to be driven less by a single one-off item and more by a mix shift that improves revenue per unit of balance sheet, alongside interest-rate timing effects that stabilize (and set up improvement in) net interest margins, plus expense control and acquisition integration that lowers the cost base pressure.

1) Net interest margin support from balance-sheet optimization (mix and pricing)

COLB emphasized that, although headline net interest margin (NIM) was down sequentially, it was largely influenced by identifiable timing factors from Q4 (premium amortization on acquired time deposits and accelerated loan repayment), and on a “pro forma” basis NIM was roughly flat quarter over quarter. ¹

More importantly for margin structure, COLB states that relative to 2025, NIM expanded by 36 bps due to its balance sheet optimization strategy, and that it “expects ongoing balance sheet optimization to drive net interest income growth and net interest margin expansion,” with Q1 described as the low watermark for 2026. ¹

Mechanically, management linked NIM stability/improvement to:

• Improved funding mix vs. Q4, including reduced wholesale funding (wholesale funding declined $560 million from Dec. 31). ²
• Reduced reliance on wholesale funding as customer deposit balances expanded despite seasonality. ³
• A portfolio remix away from lower-coupon/low-duration transactional loans toward “core relationship lending” (deposit-and-fee-generating relationships), including the run-down of transactional balances and replacement with relationship-based volume. ^{4 5 6}

This combination—higher-quality earning asset and funding mix—typically shows up as improved “gross margin” economics because it improves net revenue generation before operating expenses.

2) Loan portfolio “remix” from transactional to relationship-based lending (supports both NIM and fee generation)

COLB repeatedly points to the sequential and annual trend of shifting the mix of its loan portfolio toward higher-return, relationship-based lending:

• Commercial loan growth and a “continued remix… toward higher return, relationship-based lending as transactional loan balances continue to decline.” ⁷
• In Q1, the company attributed an improving engine of profitability to its ability to replace transactional exposure with relationship lending priced with a “six handle.” ⁴
• Management highlighted that it “does not need net balance sheet growth” to achieve EPS/ROTCE goals, and that a “cost-conscious culture further enhances” profitability—consistent with the idea that gross margin improvement is not solely dependent on asset growth but on margin quality. ⁸

In Q1 specifically, management also described transactional run-down and loan repricing dynamics that feed into the NIM trajectory:

• It described $230 million of additional transactional loan portfolio run down in Q1, with those balances coming off in the “low- to mid-4% range” and being replaced with relationship lending “with a six handle.” ⁴
• The firm disclosed nearly $3 billion of transactional loans priced in the mid-4% range that will mature or reprice over the next twelve months, with meaningful slowing by mid-2027—implying a continuing optimization tailwind into 2026 as those exposures reprice/run off and are replaced. ⁵
• It also described that, seasonally, it sees potential for elevated prepayments from these transactional maturities/repricings, and management’s plan is to replace with relationship-based volume (“Plan A”). ⁵

3) Deposit mix and pricing discipline that offsets seasonal wholesale funding pressure

COLB’s Q1 results reflect deposit inflow strength that mitigates typical first-quarter seasonality:

• Customer balances increased by $110 million as of March 31, supported by small business and retail deposit campaigns and additional HOA balances acquired from Pacific Premier (nearly $160 million since year-end). ⁷
• The deposit campaign referenced in the call generated nearly $450 million in new balances to the company through mid-April. ⁷
• Management said that disciplined deposit/pricing actions supported lower costs of interest-bearing liabilities: for Q1, the cost of interest-bearing was 2.04%, down 16 bps spot-to-spot, and an additional 8 bps decrease during the quarter “without any Fed funds actions.” ⁴

For gross margin, this matters because it improves the spread between asset yields and liability costs, reinforcing the NIM/margin story already described.

4) Acquisition integration and synergy realization lower operating friction (enabling stronger gross profit conversion)

While “gross margin” can be measured differently by different stakeholders, the earnings call strongly supports that margin expansion is helped by acquisition-related cost savings and controlled expense levels.

Key Q1 integration/expense drivers cited:

• COLB completed the Pacific Premier systems conversion and consolidated nine branches during the quarter. ³
• Management stated the company is “on track for full realization of all acquisition-related cost savings by the end of this quarter.” ³
• Noninterest expense was $369 million on an operating basis, and excluding intangible amortization, the first-quarter run rate of $328 million was below guided range due to earlier realization of cost savings following the systems conversion and some planned investments moving into Q2. ⁹
• As of March 31, it achieved $102 million of targeted $127 million in synergies, noting those savings were not fully run-rated in Q1 results. ⁹
• Looking forward, expense guidance indicated noninterest expense (excluding CDI amortization) in $335 million to $345 million range for Q2, before declining further in Q3 as full transaction cost savings are realized by June 30. ⁹

This is directionally consistent with improved margin: as integration benefits and synergy savings flow, gross profit (revenue minus direct/primary cost components depending on definition) is less pressured by fixed/semifixed operating costs.

5) Revenue quality improvements (core fee income growth) that complement margin expansion

COLB’s gross margin improvement is also supported by stronger noninterest revenue contribution—especially from recurring fees—which helps overall margin economics.

In Q1:

• Although operating noninterest income decreased sequentially due to lower swap syndication and international banking revenues after a strong prior quarter, management stated operating noninterest income was up $25 million (44%) relative to 2025 due to Pacific Premier impact and growth in fee income streams. ¹
• Management said bankers’ balanced growth in deposits, loans, and “quality fee income” is driving sustainable earnings growth. ³
• It also highlighted “exceptional growth” in financial services and trust revenue, treasury management, commercial card, merchant income, and other recurring customer fee business, and described the core fee income pipeline as healthy. ¹⁰

Even though these are noninterest items, they enhance the company’s overall earnings “margin” profile because higher recurring fee revenue can improve the conversion of revenue into profit, reducing reliance on rate-driven NIM alone.

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Bottom line

In Q1 2026, the most consistently cited drivers behind COLB’s margin improvement are:

1. Net interest margin expansion supported by balance-sheet optimization (improved funding mix and asset mix quality), with Q1 described as the low watermark for 2026. ¹
2. Transactional-to-relationship loan remix that improves earning spread and supports replacement with higher-return relationship lending. ^{7 4 5}
3. Deposit inflow strength and deposit pricing discipline that reduce liability cost pressure even with seasonal wholesale funding headwinds. ^{7 4}
4. Lower operating friction from Pacific Premier integration and synergies (run-rate expense benefits and partial synergy realization in Q1). ^{3 9}
5. Higher revenue quality from recurring fee businesses and growth in noninterest revenue vs. 2025, supporting overall margin economics. ^{1 10}

All of the above appear aligned with management’s stated objective of sustained profitability improvement driven by remixing the portfolio and maintaining disciplined cost and funding actions, rather than depending on rapid balance sheet growth. ^{8 3}