ANALYST PRESENTATION Paul B. Murphy, Jr. Chairman and …Paul B. Murphy, Jr. Chairman and Chief Executive Officer 58 37 Co-Founder and former CEO of Amegy bank − Grew Amegy Bank

Cadence Bank, N.A. Member FDIC

STRICTLY CONFIDENTIAL – NOT FOR REDISTRIBUTION

AN ALY S T P R E S E N TAT I O N

February 7, 2017

Paul B. Murphy, Jr.Chairman and CEO

39TH ANNUAL INSTITUTIONAL INVESTORS CONFERENCE

March 4-7, 2018 | Orlando, Florida

Cadence Bank, N.A. Member FDIC2

DisclaimersThis communication contains forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995. These forward-lookingstatements reflect our current views with respect to, among other things, future events and our results of operations, financial condition and financialperformance. These statements are often, but not always, made through the use of words or phrases such as “may,” “should,” “could,” “predict,”“potential,” “believe,” “will likely result,” “expect,” “continue,” “will,” “anticipate,” “seek,” “estimate,” “intend,” “plan,” “projection,” “would” and“outlook,” or the negative version of those words or other comparable words of a future or forward-looking nature. These forward-looking statements arenot historical facts, and are based on current expectations, estimates and projections about our industry, management’s beliefs and certain assumptionsmade by management, many of which, by their nature, are inherently uncertain and beyond our control. Accordingly, we caution you that any suchforward-looking statements are not guarantees of future performance and are subject to risks, assumptions and uncertainties that are difficult to predict.Although we believe that the expectations reflected in these forward-looking statements are reasonable as of the date made, actual results may prove tobe materially different from the results expressed or implied by the forward-looking statements. Such factors include, without limitation, the “Risk Factors”referenced in our Registration Statement on Form S-1 filed with the Securities and Exchange Commission (SEC), other risks and uncertainties listed fromtime to time in our reports and documents filed with the SEC, including our Annual Reports on Form 10-K and Quarterly Reports on Form 10-Q, and thefollowing factors: business and economic conditions generally and in the financial services industry, nationally and within our current and future geographicmarket areas; economic, market, operational, liquidity, credit and interest rate risks associated with our business; lack of seasoning in our loan portfolio;deteriorating asset quality and higher loan charge-offs; the laws and regulations applicable to our business; our ability to achieve organic loan and depositgrowth and the composition of such growth; increased competition in the financial services industry, nationally, regionally or locally; our ability to maintainour historical earnings trends; our ability to raise additional capital to implement our business plan; material weaknesses in our internal control overfinancial reporting; systems failures or interruptions involving our information technology and telecommunications systems or third-party servicers; thecomposition of our management team and our ability to attract and retain key personnel; the fiscal position of the U.S. federal government and thesoundness of other financial institutions; the composition of our loan portfolio, including the identify of our borrowers and the concentration of loans inenergy-related industries and in our specialized industries; the portion of our loan portfolio that is comprised of participations and shared national credits;and the amount of nonperforming and classified assets we hold. Cadence can give no assurance that any goal or plan or expectation set forth in forward-looking statements can be achieved and readers are cautioned not to place undue reliance on such statements. The forward-looking statements are madeas of the date of this communication, and Cadence does not intend, and assumes no obligation, to update any forward-looking statement to reflect eventsor circumstances after the date on which the statement is made or to reflect the occurrence of unanticipated events or circumstances, except as requiredby applicable law.

Certain of the financial measures and ratios we present are supplemental measures that are not required by, or are not presented in accordance with, U.S.generally accepted accounting principles (GAAP). We refer to these financial measures and ratios as “non-GAAP financial measures.” We consider the use ofselect non-GAAP financial measures and ratios to be useful for financial and operational decision making and useful in evaluating period-to-periodcomparisons. These non-GAAP financial measures should not be considered a substitute for financial information presented in accordance with GAAP andyou should not rely on non-GAAP financial measures alone as measures of our performance. More information regarding non-GAAP financial measures,including a reconciliation of non-GAAP financial measures to the comparable GAAP financial measures, is included in our earnings release and in theappendix to this presentation.


Historical Financial Performance

3

$5.3

$6.6$7.0

$8.0

$9.0

2013 2014 2015 2016 2017

Deposits ($bn)

$4.2

$4.7$4.8

$5.4

$5.6

2013 2014 2015 2016 2017

AUM ($bn)

44%

62%74%

17%

$4.9

$6.2

$6.9

$7.4

$8.3

2013 2014 2015 2016 2017

Loans ($bn)

26%

74%

80% 84%

20%16%

92%

8%

96%

4%

$66

$85 $95

$148

$193

2013 2014 2015 2016 2017

Pre-tax Pre-Provision Income ($mm) (1)

(1) Considered a non-GAAP financial measure.

79.3%

74.3%70.9%

59.9%

54.8%

2013 2014 2015 2016 2017

Efficiency Ratio (%) (1)

$254 $245$232

$220$233

2013 2014 2015 2016 2017

Noninterest Expense ($mm)

Net Interest Margin (%)4.96% 4.06% 3.29% 3.30% 3.57%


2017 Financial Highlights$ in millions, except per share and unless otherwise indicated

(1) Favorable (Unfavorable) comparison versus prior period. YoY represents 12/31/17 vs. 12/31/16.(2) Considered a non-GAAP financial measure. See “Non-GAAP Measures and Ratio Reconciliation” in the appendix

▪ Net income of $121.4 million or $1.48 per share, ROAA of 1.21% and ROATCE of 13.14% (excluding the one-time tax charge of $19.0 million in 4Q17)(2)

▪ In January 2018 initiated quarterly cash dividend of $0.125 per share

▪ Loans of $8.3 billion up 11% from 2016, reflecting solid momentum

▪ Core deposits (excl. brokered) of $8.2 billion, increasing $1.2 billion or 18% from 2016

▪ Adj. operating revenue(2) of $426.1 million, up 16% from 2016

▪ NIM (FTE) of 3.57%, up 27 bp from 2016, reflecting the balance sheet asset sensitivity to rate increases

▪ Efficiency ratio(2) of 54.8%, improved from 59.9% in 2016, reflecting ongoing focus on managing expense and expanding revenue

▪ NPA% dropped from 2.23% a year ago to 0.85% at year-end 2017

▪ Net charge-offs of $4.4 million for the year or 6 bp of average loans

2017 2016

$ %

Net interest income 326.2$ 279.4 46.8$ 17%

Noninterest income 99.9 88.4 11.5 13%

Noninterest expense 233.4 220.2 (13.2) -6%

Provision for credit losses 9.7 49.3 39.6 80%

Net Income 102.4 65.8 36.6 56%

PTPP Net Earnings(2)

192.7 147.7 45.1 31%

Earnings per Share 1.25 0.87 0.38 44%

Securities available-for-sale 1,262.9$ 1,139.3 123.6$ 11%

Loans net of unearned income 8,253.4 7,432.7 820.7 11%

Total assets 10,948.9 9,530.9 1,418.0 15%

Deposits 9,011.5 8,016.7 994.8 12%

Tangible common equity(2)

1,031.0 747.8 283.2 38%

Tangible book value per share(2)

12.33 9.97 2.36 24%

NPLs / Total Loans 0.58 % 1.73 % 1.15 % 66%

ACL / Total Loans 1.06 1.11 (0.05) -5%

Net charge-offs / Average Loans 0.06 0.65 0.59 91%

Efficiency ratio(2) 54.77 59.86 5.09 9%

Net interest margin (FTE) 3.57 3.30 0.27 8%

ROAA 1.02 0.71 0.31 44%

ROATCE(2) 11.08 8.68 2.40 28%

TCE/TA(2) 9.71 8.13 1.58 19%

Inco

me

Stat

emen

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alan

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t (P

E)Se

lect

Rat

ios

(%)

YoY

Comparison(1)


Respected Veteran Management Team and Board of Directors

Attractive Run-Rate Core Profitability and Return Profile

Middle Market C&I focus, Texas franchise and Specialized Industries Drive Growth

Proven Business Model Focused on Client Relationships, High Touch, and Personal Service

Mid-Sized Bank with Large Bank Skill Set and Talent

Well Positioned in Attractive Markets in Texas and the Southeast

5

Key Investment Highlights

Disciplined Underwriting and Well Established Risk Management Framework


Management

Name Title AgeYears of

Experience Previous Experience

Paul B. Murphy, Jr.

Chairman and Chief Executive

Officer58 37

▪ Co-Founder and former CEO of Amegy bank

− Grew Amegy Bank from 1 location / $50mm in assets in 1990 to 85 locations / $11bn in assets by 2010

− Generated a 36x return and 16 year IRR of 25%+ for initial investors when sold to Zions in 2005

▪ Spent 9 years at Allied Bank of Texas/First Interstate

Samuel M. Tortorici

President 52 31

▪ CEO of Regions Bank C&I business

− Oversaw ~$40bn of loan commitments and deposits generating over $1bn in revenue

− Led 500 bankers across 16 states

▪ CFO of AmSouth

Valerie C. Toalson

Executive Vice President,

Chief Financial Officer

52 31

▪ CFO of BankAtlantic Bancorp (7 years)

▪ 13 years at Bank of Oklahoma in various senior roles including Controller, Credit Services and Chief Auditor

▪ Financial Services Audit Manager at Price Waterhouse

Hank Holmes

Executive Vice President,

Business Services46 24

▪ President of Cadence Bank

▪ Former Director of Special Assets, Private Banking and Commercial Real Estate divisions at Amegy Bank of Texas

▪ Spent 18 years at Amegy; 10 years on Executive Management Team

Randy Schultz

Executive Vice President, SpecializedIndustries

59 35

▪ Founder and managing director of Regions Bank’s Restaurant Banking Group (RRB)

▪ Managing Director of Bank of America’s Restaurant and Beverage Finance Group (RBFG)

− Grew portfolio from $300mm in assets to over $7bn

6

Executive Management Team – Proven & Experienced


Veteran Board of Directors – Active & Engaged

Board of Directors

Name Title Age Experience

Paul B. Murphy, Jr. Chairman / CEO 58▪ CEO of Cadence Bancorporation

▪ Co-Founder and former CEO of Amegy bank

William B. Harrison, Jr. Director 74

▪ Former Chairman/CEO J.P. Morgan Chase, Chase Manhattan, Chemical Bank

▪ Member of the J.P. Morgan International Council, Advisory Board member of the Aurora Capital Group, the Advisory Board of Chilton Investment Company, and the Advisory Board of Spencer Stuart

Robert K. Steel Director 66▪ CEO Perella Weinberg

▪ Former NYC Deputy Mayor, CEO of Wachovia, US Treasury Under Secretary, Goldman Sachs Vice-Chairman and Head of Equities in Europe

Scott M. Stuart Director 58

▪ Co-founder and managing partner of Sageview Capital

▪ Former Partner and part of investment committee at KKR

▪ Former investment banker in the M&A group at Lehman Brothers

J. Richard Fredericks Director 72

▪ Founding Partner and Managing Director at Main Management

▪ Previous U.S. Ambassador to Switzerland and Liechtenstein

▪ Montgomery Securities, Shuman, Agnew & Company, Dean Witter

− 17 time All American bank analyst at Montgomery Securities

Marc J. ShapiroSenior

Advisory Director70

▪ Former non-executive Chairman and former Vice Chairman for Finance and Risk Management of J.P. Morgan Chase

▪ Former CEO Texas Commerce Bank

Stanley D. Levy Advisory Director 54▪ COO of the Morgan Group

▪ Former Managing Director in J.P. Morgan Chase’s Real Estate and Lodging Investment Banking Group


A Franchise Evolved

FORMATION

2009Community Bancorp, LLC(n/k/a Cadence Bancorp, LLC)

Board of Directors and management team formed

Intent to buy/recap distressed banks in need of capital and management

October 2010Fund Closing

$1bn committed capital raise

Patient, long-term investors consisting largely of university endowments and pension funds

March 2011

Cadence Bank, N.A.

Starkville, MS-based

$1.5bn in assets

38 branches

126-yr history

July 2012

Encore Bank, N.A.

Houston, TX-based

$1.6bn in assets

12 branches

Linscomb & Williams

Encore Trust

Town & Country Insurance

May 2014

Investment Grade Rating

Kroll Bond Rating Agency

June 2014

$245mm debt issuance

March 2015

$50mm debt issuance

April 2011

Superior Bank, N.A.

Birmingham, AL-based

$2.6bn in assets

73 branches

54-yr history

FDIC Loss Share Agreement

January 2016

Terminated Superior Bank loss share agreement

Balance Sheet Initiatives

Loan Sales

$36mm in 2014

$133mm in 2015

$336mm in 2016

Branch / Deposit Sales

2 branches, $31mm in 2014

7 branches, $258mm in 2015

($ in millions) 2012 2013 2014 2015 2016 2017

Assets $5,728 $6,453 $7,945 $8,812 $9,531 $10,949

Loans $3,992 $4,859 $6,193 $6,917 $7,433 $8,253

Acquired $2,243 $1,466 $1,073 $730 $554 $458

Originated $1,749 $3,394 $5,120 $6,186 $6,879 $7,795

Deposits $4,625 $5,347 $6,580 $6,987 $8,017 $9,011

Branches 117 99 81 66 66 65

FTEs 1,547 1,373 1,344 1,218 1,193 1,205

September 2011Added a 16 person

C&I team in Houston

December 2011Added a 6 person

Specialized Industries lending team including Healthcare and Restaurant

August 2012TampaCommercial BankingBusiness Banking Treasury Management

Cadence BranchLPO / Trust Office

2009 2010 2011 2012 2013 2014 2015 2016 2017

Capital Raise M&A / Recruit Talent Growth & Operating Leverage

April 2017

$172.5mm Initial Public Offering


Straightforward Business Model

Markets

People

9

Mission, Values and Vision

Our Vision …To be one of the top performing banks in the nation.

Our Core Values …▪ Do Right: Do right by others. Your customers,

your colleagues and yourself.

▪ Own It: Own your actions. Be as accountable for what works as what doesn't. Doers are those who try new approaches. And every step forward eventually becomes the path for others to follow.

▪ Embrace We: Nothing is more powerful than what comes from bringing together a diverse group of passionate professionals committed to their colleagues, customers and community.

▪ Fresh Thinking Welcome Here: Achieving our vision depends on each of us challenging convention to find new and better ways to do the things that will separate us from our competition and best serve our clients. We must be willing to lead in order to create meaningful solutions for our clients.

The Cadence Difference

To deliver a better banking experience for every client.

Our Mission …

We will design for them. Respond to them. And learn from them. We will ignite our talented team to relentlessly pursue the most innovative products and best services

and practices in all we do. We will utilize technology to deliver timely and superior solutions for our customers. We will be a bank our customers will be proud of. We

will be the bank to get it right.

It Matters Who You Choose to be Your Banker


Commentary

10

$ in billions

▪ Markets with large, growing populations

▪ Texas is the 2nd largest economy among U.S. states and 10th

largest global economy

▪ Texas has an attractive infrastructure supported by job growth, active business climate, strong trade and foreign investment

▪ Birmingham, Tampa and Huntsville are established and stable Southeast markets

▪ Southeast markets provide steady growth and high quality funding to complement our Texas franchise

Source: U.S. Census data from Nielsen, Bureau of Labor Statistics and SNL Financial; market data as of June 30, 2017Note: Cadence aggregate demographic data shown based on a deposit-weighted average of Cadence’s top 5 MSAs; 2012 deposit data shown pro forma for pending Encore acquisition.1 Projection period is January 2018 to January 2023 (compound annual growth rate “CAGR”).2 5-year GDP CAGR is as of September 27, 2016.

5-Year Historical GDP CAGR²

Attractive Markets – Diverse and Complementary

Review of Largest MSAs

MSA Deposits# of

Branches Mkt. SharePopulation

(mm)5-Year

Dep. CAGRDeposits in

Market

Houston $ 3.1 9 1.3 % 7.0 16.4 % $ 240.9

Birmingham 1.8 10 4.9 1.2 29.0 37.9

Tampa 0.8 8 1.0 3.1 24.4 81.9

Huntsville 0.3 4 4.4 0.5 7.4 7.8

Sarasota 0.3 3 1.7 0.8 7.2 20.5

Other Markets 1.5 31 –. –. 5.9 167.5

Total $ 7.9 65 –. % –. 15.4 % $ 556.5

5-Year Projected Population CAGR¹

0.7 %

1.2 %

1.6 %

0.3 %

1.3 %

0.9 %

1.5 %

2.1 %2.2 %

2.8 %

1.2 %

2.8 %

0.7 %

3.1 %


1.0

2.0

3.0

1977 1982 1987 1992 1997 2002 2007 2012 2017

Mill

ion

s o

f Jo

bs

11

Houston’s Attractive Growth Outlook

Source: U.S. Department of Labor, U.S. Census data from Claritas, BEA, Greater Houston Partnership, U.S. Department of Commerce and Forbes.Note: Historical U.S. and Texas growth rates shown as CAGRs.

$ in millions

▪ 4th largest MSA by population in the U.S. with 6.9mm residents

▪ Fastest growing metropolitan area, by population, among the top 25 largest metropolitan areas in the U.S.

▪ One of the youngest populations among large MSAs

▪ If Houston was a country, it would be the 23rd largest country in the world (~$500bn of GDP)

▪ Houston has more jobs than 36 states in the U.S.

▪ 3rd lowest cost of living amongst top 20 MSAs

▪ 4th most Fortune 500 headquarters with 20; 41 Fortune 1,000 headquarters

▪ Largest port system in the U.S., large and growing medical center, technology hub, energy epicenter and petrochemical production

The Houston Market Provides Size, Scale and Diversity

U.S. ’12-’17: 1.8% Houston ‘12-’17: 2.4%

2mm jobs added over last 40 years (~50K per Year)

Diversified Economy Houston Population Growth (000s)

Growing Non-Energy Jobs (000s) Houston Total Job Growth

2,654 2,748 2,804 2,839 2,881

234 245 214 197 201 2,888

2,993 3,017 3,036 3,082

2013 2014 2015 2016 2017

Mining & Logging + 50% Manufacturing Non-Energy Jobs

Non-Energy CAGR Since 2013: 2.1 %

Mining & logging +50% of Manufact. CAGR since 2013: (3.7)%

6,1256,224

6,3536,468

6,677

6,866

2012 2013 2014 2015 2016 2017

US '12-'17: 0.8 %

TX '12-'17: 1.7 %


Proven Business Model & Long-Term Client Relationships

12

Ban

kin

gFi

nan

cial

Se

rvic

es

Note: Figures do not equal 100% due to rounding.1 Excludes corporate overhead segment.

Segment Revenue Contribution¹

Banking Business Line Revenue Contribution

Product Offering

▪ Commercial Banking

− Corporate and middle market commercial and industrial

− Specialized industries (restaurant, healthcare, technology)

− Energy

− Community and business banking

− Commercial real estate

▪ Retail Banking

− Business banking (serves 16,000 businesses)

− Mortgage and other consumer (serves 65,000 households)

▪ Private Banking

▪ Investment Management

− Focus on the affluent and high net worth segments

− Linscomb & Williams – 45 year history

− Approximately $3.3bn of assets under management

▪ Trust Services

− Personal and institutional trust services

− Approximately $2.3bn of assets under administration

▪ Insurance Services

− Business and personal insurance products

− Full range of insurance products (P&C, life, disability, etc.)

Focused on delivering high-touch, personalized service across our franchise;130 relationship managers with an average of 20 years of experience

2017 Banking Segment Revenue : $ 396.3mm

2017 Total Revenue1 : $ 442.9mm


Highlights

Consistent Loan Growth

13

$ in millions, unless otherwise indicated

Loan Growth

▪ Loans grew $821 million or 11% to $8.3 billion from

the year ago period. Cadence continues to be

commercial-focused, reflecting 76% of total loans.

▪ Organic loan production and pipelines remain

attractive with strong commercial customer activity.

▪ Energy loans were $935 million or 11% of total

loans, with 60% of the total consisting of

Midstream.

(1) Period End Financials.(2) Figures do not equal 100% due to rounding.(3) Favorable (Unfavorable) comparison versus prior period. YoY represents 12/31/17 vs. 12/31/16. QoQ represents 12/31/17 vs. 9/30/17.

4Q17 Loan Breakdown and Historical Comparison

4Q17(1)

%

Total(2)

$ % $ %

Commercial and Industrial (C&I)

Services 1,444$ 17% 216$ 18% 5$ 0%

Other 1,303 16% 114 10% 122 10%

General C&I 2,747 33% 331 14% 127 5%

Energy sector 935 11% (4) 0% 2 0%

Restaurant industry 1,036 13% 171 20% 56 6%

Healthcare 416 5% (29) -6% 22 6%

Total C&I 5,134 62% 469 10% 207 4%

Commercial Real Estate (CRE)

Income producing 1,083 13% 81 8% (63) -5%

Land and development 75 1% 4 6% 2 3%

Total CRE 1,158 14% 86 8% (61) -5%

Consumer

Residential real estate 1,691 20% 234 16% 74 5%

Other 75 1% 6 9% 3 4%

Total Consumer 1,766 21% 240 16% 76 5%-

Small Business Lending 222 3% 29 15% 4 2%0%

Gross Loans 8,280$ 100% 822$ 11% 227$ 3%

Unearned income (27) (4) 15% (3) 14%

Loans net of unearned income 8,253$ 821$ 11% 223$ 3%

QoQ

Comparison(3)

YoY

Comparison(3)


Improving Credit Quality

14


Nonperforming Assets(1)Highlights

Net Charge Offs

▪ Total nonperforming assets declined by $51 million during 4Q17 to $71 million and an NPA%(1) of 0.9% at December 31, 2017. Overall asset quality improvement, increase in energy prices, active credit resolutions, and loan paydowns drove NPAs lower by $96 million or -58% from a year ago.

▪ 90% of all NPLs are energy, of which over 75% are performing in accordance with contractual terms.

▪ Originated portfolio delinquency (30+ day past due) of 23 bp compared to 27 bp in 3Q17.

▪ Net charge-offs of $2.7 million in 4Q17 or 13 bp of average loans, on an annualized basis, compared to $0.2 million or 1 bp in 3Q17 and $3.7 million or 20 bps in 4Q16.

▪ The decline in NPAs, low charge-offs, improving energy environment and lack of hurricane-related credit issues supported a net loan provision recovery of $4.5 million in 4Q17.

▪ The allowance for credit losses was $87.6 million or 1.1% of total loans at 4Q17, and the reserves for the energy portfolio was 1.8%.

(1) NPA% represents total nonperforming assets (NPAs) to total loans and OREO and other NPAs


Highlights

Meaningful Core Deposit(2) Growth

15


Deposit Growth

4Q17 Deposit Breakdown and Comparison

▪ Core Deposit(2) growth remains a top strategic focus,

increasing $538 million or 7% from 3Q17 and $1.2

billion or 18% from 4Q16. Commercial deposit

relationships and treasury management services

were the strongest areas of growth.

▪ Approximately 51% of Core Deposits are from

commercial customers, 12% wealth services

customers and 37% retail as of December 31, 2017.

(1) Favorable (Unfavorable) comparison versus prior period. YoY represents 12/31/17 vs. 12/31/16. QoQ represents 12/31/17 vs. 9/30/17.(2) Core deposits are defined as total deposits excluding brokered deposits

Deposit Composition (12/31/17)

4Q17 % Total

Noninterest-bearing 2,243$ 25% 402$ 22% 171$ 8%

Interest-bearing 4,109 46% 502 14% 291 8%

Savings 177 2% (3) -2% (1) 0%

Retail CD 1,304 14% 806 162% 65 5%

Jumbo CD 382 4% (466) -55% 11 3%

Core Deposits 8,215$ 91% 1,239.9$ 18% 537.8$ 7%

Interest-bearing 567 6% (368) -39% (121) -18%

Retail CD 230 3% 123 114% 94 69%

Brokered Deposits 797$ 9% (245.1)$ -24% (27.4)$ -3%

Total Deposits 9,012$ 100% 995$ 12% 510$ 6%

YoY

Comparison(1)

QoQ

Comparison(1)


Net Interest Margin

16


Highlights

▪ Net interest margin (tax equivalent) improved 28bp

to 3.59% from 3.31% a year ago and improved 7bp

from 3.52% in the third quarter due to increased

loan yields and lagging deposit costs related to the

December rate hike.

▪ Loan yields excluding acquired credit impaired loans

(ACI) increased to 4.47% for 4Q17 versus 4.03% for

4Q16 and 4.41% for 3Q17, demonstrating the

interest-sensitivity of the loan portfolio. 70% of the

loan portfolio is floating rate of which 86% driven by

30/60/90 day LIBOR. Loan betas excluding ACI were

59% year to date(1).

▪ Total accretion (including recovery income) from

acquired loans for 4Q17 was $8.1 million as

compared to $5.8 million in 3Q17 and $8.0 million in

4Q16.

▪ Total cost of deposits was 69 bp for 4Q17 versus 47

bp in 4Q16 and 64 bp in 3Q17. Deposit betas were

approximately 29% year to date(1).

NIM, Yields & Costs

Est. Sensitivity (Net Interest Income % change)

(5.7)%

5.1 %

10.0 %

(4.8)%

0.0 %

4.3 %

8.5 %

-100bps 0 +100bps +200bps

Instantaneous Gradual

$(21) $(18)

$ 19 $ 16

$ 37 $ 32

$ 0

(1) Year to date measured from 1Q17 to 4Q17, using quarterly average balances


Highlights

Attractive Noninterest Income Platform

17

Noninterest Income Composition(2)

Adjusted Noninterest Income Growth(1)


4Q17 Noninterest Income: $ 26mm

▪ Adjusted noninterest income(1) of $26 million was up

15% compared to 4Q16 and down -5% from 3Q17.

▪ Total service fees and revenue for 4Q17 was $22.4

million, a decrease of $0.6 million from 3Q17, and an

increase of $1.8 million from the same period of 2016.

▪ $3.3 million of other income in 4Q17, up $1.5 million

from 4Q16 and decrease of $0.9 million in 3Q17. 4Q17

included a $1.6 million loan sale gain, 4Q16 included a

($0.5) million loss, both related to credit resolutions.

3Q17 included a $1.1 million gain from insurance sale.

Assets Under Management

(1) Considered a non-GAAP financial measure. See “Non-GAAP Measures and Ratio Reconciliation” in the appendix(2) Figures do not equal 100% due to rounding.

Adjusted Noninterest Income(1) / Total Revenue

22.2 % 24.3 % 22.0 % 25.0 % 22.6 %


Pre-tax, Pre-Provision Net Earnings(1)

Net Earnings Growth & Ongoing Expense Management

18

Noninterest Expense

Highlights


▪ 4Q17 Pre-tax, Pre-Provision Net Earnings(1) was up 20%

from 4Q16 and full year 2017 up 30% from 2016.

▪ The efficiency ratio(1) for 2017 of 54.8%, improved from

59.9% in 2016, reflecting strong growth in organic revenue

combined with realization of capacity within the

organization.

▪ 4Q17 expenses included a number of non-routine or

notable expenses related to legacy bank pre-acquisition

legal costs, secondary offering costs, consulting, and other.

Efficiency Ratio(1)

(1) Considered a non-GAAP financial measure. See “Non-GAAP Measures and Ratio Reconciliation” in the appendix

+ 30 %+ 6 %

- 509 bp


Our Strategy Going Forward

19

Organic Loan Growth

▪ Grow existing customer relationships and leverage proven team / capabilities to drive market share gains

▪ Continue the strong momentum in our specialized lending businesses and add new industry verticals

▪ Attract and develop early career talent to drive incremental relationship and loan growth

Grow Deposit Franchise

▪ Grow retail deposits through optimized and focused branch footprint

▪ Increase adoption of digital and mobile offering

▪ Leverage strong commercial relationships to grow treasury and cash management

Operating Leverage

▪ Continued expense discipline and focus on operating efficiency

▪ Selectively invest in infrastructure and hire key people in anticipation of future growth

▪ Leverage sophisticated technology comparable to that offered by much larger banks

Fee BusinessOpportunity

▪ Use strong commercial relationships to grow AUM/A in investment management and trust

▪ Continue to build treasury and cash management business

▪ Focus on products and services that complement our core banking business

SelectiveM&A

▪ Focus is on organic growth, but may consider strategic, financially compelling, in-market opportunities

▪ May consider opportunities that provide strong deposit funding, access to new markets or customers, add new product capabilities and / or bolster our existing fee offering

▪ Over 180 in-market bank opportunities with $500mm - $3.0bn of assets¹

¹ Source: SNL Financial and regulatory filings.


Operating Leverage and Attractive Returns

20

The Cadence Value Proposition

Attractive Markets1

Scalable Infrastructure2

Quality Loan Growth3

Proven Expense Discipline 4

Motivated and Focused Leadership5


Supplementary

Information


$10+ billion Preparation

*Assumes 21.5% tax rate(1) Based on preliminary management assumptions and calculations driven off current assessment of Cadence bank profile.

▪ As of 12/31/17, $10.9 billion of total assets. We will be required to comply with heightened regulatory requirements as we crossed the $10 billion threshold during the third quarter of 2017.

▪ Under the current timeline, we will be subject to the majority of incremental regulation starting in 3Q 2018 and DFAST stress testing in 2019.

▪ Large and experienced team with nearly 80 risk and audit professionals. In addition, we have spent over $2 million enhancing our risk management infrastructure since 2013.

− Hired an independent consultant in early December 2016 to provide services on DFAST (stress testing) preparation, including an assessment of current status and assistance in preparation and ongoing maintenance of stress test framework

$ in millionsEx

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Date Estimated Annual Impact

Key Primary Regulation Applicable 2018E 2019E Description

Durbin 3Q 2018 $ 1.30 $ 2.60 Caps interchange revenue

FDIC Assessment 3Q 2018 1.50 3.00 FDIC Large Bank assessment pricing(1)

CFPB Supervision 3Q 2018 TBD TBD CFPB oversight of consumer businesses

DFAST (stress test) ‘19 Cycle 1.56 1.38 Company-run stress test requirements

Highway Bill 1Q 2018 1.25 1.25 Caps Federal Reserve dividends

Total Pre-Tax $ 5.61 $ 8.23

Total After-Tax 4.40 6.46


CBRG Portfolio Overview1

Specialized Industries: Restaurant Banking

23


Total Restaurant Industry Loans1

▪ Approximately $1,071 million of CBRG loans with an average loan size of $14.5 million as of 12/31/17

▪ As of 12/31/17, 66% franchisee clients and 34% franchisors-operating companies

▪ Strong credit results and active portfolio management:

▪ Since inception, only ~$400k charge-offs (strategic exit)

▪ 76% limited service and 24% full service restaurants

▪ Well diversified exposure across 43 concepts and multiple geographies

1 Total Restaurant Industry Loans for Cadence Bancorporation, as reported in our publicly filed financial statements, are based on NAICS codes and include certain loans originated outside of the Cadence Bank Restaurant Group (CBRG). Other figures are for CBRG only.

CBRG Sector ConcentrationCBRG Concept Exposure Mix


CBHBG Portfolio Overview1

Specialized Industries: Healthcare Banking

24


Total Healthcare Industry Loans1

▪ Over $401 million in Healthcare Banking Group (CBHBG) funded loans, $655 million in total committed balances, and 42 clients as of 12/31/17

▪ Granular portfolio with average funded loans of approximately $10 million by client

▪ Approximately 90% of clients are based in or have significant operations in Texas and the Southeastern United States

▪ Highly selective client acquisition strategy focused on:

▪ Strong and experienced management teams

▪ Appropriate healthcare sector selection

▪ Client partners (management and private equity) looking to use moderate leverage

▪ Significant equity and junior capital in client capital stack (Typical capital structure has equity as a minimum of 40-50% of total capital).

▪ Significant diversification by sector:

▪ The REIT sector includes clients with significant portfolio diversification at the client level

▪ Additional diversification within the sectors. For example, Post-acute includes Home Health, Hospice and Nursing.

1 Total Healthcare Industry Loans for Cadence Bancorporation, as reported in our publicly filed financial statements, are based on NAICS codes, excluding non-owner occupied CRE, and include certain loans originated outside of the Cadence Bank Healthcare Group (CBHBG). Other figures are for CBHBG only, which include certain healthcare related loans categorized as non-owner occupied CRE in our financial statements, and are therefore not included in the above Healthcare Industry NAICS figures.

CBHBG Sector Concentration1


Energy Loans Detail

25

$ in millions

Note: Figures may not total due to rounding.(1) Excluded from our Nonperforming Loans as of September 30, 2017 is a $9.9 million nonperforming energy credit that has been reclassified as held-for-sale (HFS) and is being carried at lower of cost or market value. Because this credit has been reclassified to HFS it has not been included in our investment loan portfolio ratios in order for these ratios to be comparable to prior periods. This loan was sold in 4Q17.

4Q16 1Q17 2Q17 3Q17 4Q17

Outstanding Balance

Exploration & Production $371.9 $339.5 $322.5 $295.0 $278.2

Midstream 472.1 469.8 493.1 558.2 557.8

Energy Services 95.4 94.5 86.7 79.8 99.4

Total Energy Sector $939.4 $903.9 $902.3 $933.0 $935.4

Percent to total outstanding loans 12.6% 11.9% 11.7% 11.6% 11.3%

Allocated Allowance for Credit Losses (ACL)

Exploration & Production $13.0 $19.2 $22.2 $19.0 $12.9

Midstream 5.9 5.8 2.2 1.5 1.6

Energy Services 5.7 6.0 4.0 2.7 2.5

Total Energy Sector $24.6 $31.1 $28.4 $23.2 $17.0

ACL as a Percentage of Outstanding Balances

Exploration & Production 3.5% 5.7% 6.9% 6.5% 4.6%

Midstream 1.3% 1.2% 0.4% 0.3% 0.3%

Energy Services 5.9% 6.4% 4.7% 3.4% 2.5%

Total Energy Sector 2.6% 3.4% 3.2% 2.5% 1.8%

Nonperforming Loans

Exploration & Production $95.5 $102.6 $77.1 $ 57.7(1) $36.9

Midstream 10.7 9.7 9.4 7.9 -

Energy Services 7.2 6.4 6.5 6.4 5.9

Total Energy Sector $113.4 $118.6 $93.0 $72.0(1) $42.8

Energy NPLs/ Energy outstanding loans 12.1% 13.1% 10.3% 7.7%(1)

4.6%


Allowance for Credit Losses Rollforward

26

$ in thousands

Note: Figures may not total due to rounding.

4Q16 1Q17 2Q17 3Q17 4Q17 2016 2017

Allowance for credit losses at beginning of period $91,169 $82,268 $88,304 $93,215 $94,765 $79,783 $82,268

Charge-offs

Commercial real estate 93 93

Commercial and industrial 3,036 310 2,551 440 2,344 46,368 5,645

Consumer 187 241 161 141 386 2,093 929

Small business 699 167 - 37 841 204

Total Charge-Offs $3,922 $551 $2,879 $581 $2,860 $49,302 $6,871

Recoveries

Commercial real estate 12 14 114 76 39 578 243

Commercial and industrial 118 532 363 71 27 1449 993

Consumer 111 63 578 196 64 403 901

Small business 2 192 34 65 16 9 307

Total Recoveries $243 $801 $1,089 $408 $146 $2,439 $2,444

Net Charge-Offs $3,679 ($250) $1,790 $173 $2,714 $46,863 $4,427

Provision for credit losses:

Commercial real estate 711 438 2,591 (384) (908) 1,389 1,737

Commercial and industrial (6,968) 5,097 4,416 (123) (3,507) 43,782 5,883

Consumer 65 211 (330) 2,190 (325) 1,506 1,746

Small business 970 40 24 40 265 2,671 369

Total Provision for Credit Losses ($5,222) $5,786 $6,701 $1,723 ($4,475) $49,348 $9,735

Allowance for credit losses at end of period $82,268 $88,304 $93,215 $94,765 $87,576 $82,268 $87,576


Summary Balance Sheet – Period End

27

$ in millions


4Q16 1Q17 2Q17 3Q17 4Q17

Assets

Cash and Due from Banks $48.0 $56.4 $62.3 $68.2 $238.7

Fed Funds & Short Term Inv 200.9 259.8 226.6 521.1 492.1

Total Securities 1,181.3 1,174.1 1,129.9 1,252.7 1,313.2

Loans 7,432.7 7,561.5 7,716.6 8,028.9 8,253.4

Loans Held For Sale 17.8 43.4 49.8 21.8 61.4

Allowance for Credit Losses (82.3) (88.3) (93.2) (94.8) (87.6)

Intangibles 332.7 331.5 330.3 329.1 328.0

Other Assets 399.7 382.7 389.3 375.0 349.6

Total Assets $9,530.9 $9,720.9 $9,811.6 $10,502.3 $10,948.9

Liabilities

Total Deposits $8,016.7 $7,841.7 $7,930.4 $8,501.1 $9,011.5

Total Borrowings 331.7 682.6 499.3 572.7 470.8

Other Liabilities 101.9 90.7 77.9 87.6 107.5

Total Liabilities $8,450.4 $8,615.0 $8,507.5 $9,161.4 $9,589.9

Total Shareholders' Equity $1,080.5 $1,106.0 $1,304.1 $1,340.8 $1,359.1

Liabilities and Shareholders' Equity $9,530.9 $9,720.9 $9,811.6 $10,502.3 $10,948.9


Summary Income Statement$ in millions

(1) Considered a non-GAAP financial measure. See “Non-GAAP Measures and Ratio Reconciliation” in the appendixNote: Figures may not total due to rounding.

4Q16 1Q17 2Q17 3Q17 4Q17 2016 2017

Interest Income $87.1 $89.6 $99.4 $99.5 $108.4 $335.3 $396.9

Interest Expense 14.6 14.9 17.0 18.3 20.5 55.8 70.7

Net Interest Income $72.5 $74.8 $82.4 $81.2 $87.9 $279.4 $326.2

Noninterest Income 22.4 24.1 23.0 27.1 25.7 88.4 99.9

Total Revenue $94.9 $98.9 $105.4 $108.3 $113.6 $367.8 $426.1

Noninterest Expense 55.4 54.3 56.1 56.5 66.4 220.2 233.4

Pre-Tax Pre-Provision Earnings (1) $39.5 $44.5 $49.2 $51.8 $47.2 $147.7 $192.7

Provisions for Credit Losses -5.2 5.8 6.7 1.7 -4.5 49.3 9.7

Pre-Tax Income $44.7 $38.8 $42.5 $50.0 $51.7 $98.3 $183.0

Income Taxes 15.7 12.6 13.6 17.5 37.0 32.5 80.6

Net Income $29.0 $26.1 $29.0 $32.6 $14.7 $65.8 $102.4


Non-GAAP Measures and Ratio Reconciliation

29

$ in millions


4Q16 1Q17 2Q17 3Q17 4Q17 2016 2017

Efficiency ratio

Noninterest expenses (numerator) $55.4 $54.3 $56.1 $56.5 $66.4 $220.2 $233.4

Net interest income $72.5 $74.8 $82.4 $81.2 $87.9 $279.4 $326.2

Noninterest income 22.4 24.1 23.0 27.1 25.7 88.4 99.9

Operating revenue (denominator) $94.9 $98.9 $105.4 $108.3 $113.6 $367.8 $426.1

Efficiency ratio 58.40% 55.00% 53.30% 52.20% 58.44% 59.86% 54.77%

Adjusted noninterest expenses and operating revenue

Noninterest expense $55.4 $54.3 $56.1 $56.5 $66.4 $220.2 $233.4

Less: Branch closure expenses - - - - 0.1 0.2 0.2

Adjusted noninterest expenses $55.3 $54.3 $56.1 $56.5 $66.3 $219.9 $233.2

Net interest income $72.5 $74.8 $82.4 $81.2 $87.9 $279.4 $326.2

Noninterest income 22.4 24.1 23.0 27.1 25.7 88.4 99.9

Less: Securities gains (loss), net 1.3 0.1 (0.2) - - 3.7 (0.1)

Adjusted operating revenue $93.6 $98.8 $105.6 $108.3 $113.6 $364.1 $426.2

Pre-tax, pre-provision net earnings

Income before taxes $44.7 $38.8 $42.5 $50.0 $51.7 $98.3 $183.0

Plus: Provision for loan losses (5.2) 5.8 6.7 1.7 (4.5) 49.3 9.7

Pre-tax, pre-provision net earnings $39.5 $44.5 $49.2 $51.8 $47.2 $147.7 $192.7


Non-GAAP Measures and Ratio Reconciliation, continued

30 Note: Figures may not total due to rounding.


4Q16 1Q17 2Q17 3Q17 4Q17 2016 2017

Tangible common equity ratio

Shareholders’ equity $1,080 $1,106 $1,304 $1,341 $1,359 $1,080 $1,359

Less: Goodwill and other intangible assets, net (333) (331) (330) (329) (328) (333) (328)

Tangible common shareholders’ equity $748 $775 $974 $1,012 $1,031 $748 $1,031

Total assets $9,531 $9,721 $9,812 $10,502 $10,949 $9,531 $10,949


Tangible assets $9,198 $9,389 $9,481 $10,173 $10,621 $9,198 $10,621

Tangible common equity ratio 8.13% 8.25% 10.27% 9.94% 9.71% 8.13% 9.71%

Tangible book value per share

Shareholders’ equity $1,080 $1,106 $1,304 $1,341 $1,359 $1,080 $1,359


Tangible common shareholders’ equity $748 $775 $974 $1,012 $1,031 $748 $1,031

Common shares issued (000s) 75,000 75,000 83,625 83,625 83,625 75,000 83,625

Tangible book value per share $9.97 $10.33 $11.64 $12.10 $12.33 $9.97 $12.33

Return on average tangible common equity

Average common equity $1,094 $1,091 $1,251 $1,321 $1,349 $1,094 $1,254

Less: Average intangible assets (334) (332) (331) (330) (329) (336) (330)

Average tangible common shareholders’ equity $761 $759 $920 $991 $1,020 $758 $923

Net income $29 $26 $29 $33 $15 $66 $102

Return on average tangible common equity 15.16% 13.96% 12.63% 13.04% 5.71% 8.68% 11.08%



31


4Q17 2017

Net income excluding one-time tax charge

Net income $14.7 $102.4

Add: One-time tax charge 19.0 19.0

Net income excluding one-time tax charge $33.7 $121.4

Earnings per share

Earnings per diluted common share $0.17 $1.25

One-time tax charge per share 0.22 0.23

Earnings per diluted common share excluding one-time

tax charge$0.39 $1.48

Return on Average Assets


Average assets 10,586.2 10,020.0

Return on average assets excluding one-time tax charge 1.26% 1.21%



32


4Q17 2017

Return on Average Common Equity


Average common equity 1,348.9 1,253.9

Return on average common equity excluding one-time

tax charge9.9% 9.7%

Return on Average Tangible Common Equity


Average tangible common shareholders’ equity 1,020.2 923.5

Return on average tangible common shareholder's equity

excluding one-time tax charge13.1% 13.1%

Effective Tax Rate

Income before taxes $51.7 $183.0

Income tax expense 37.0 80.6

Less: one-time tax charge 19.0 19.0

Income tax expense excluding one-time tax charge 18.0 61.6

Effective tax rate excluding one-time tax charge 34.8% 33.7%

Documents

ANALYST PRESENTATION Paul B. Murphy, Jr. Chairman and …Paul B. Murphy, Jr. Chairman and Chief Executive Officer 58 37 Co-Founder and former CEO of Amegy bank − Grew Amegy Bank