DEF 14A of Regional Management Corp., Apr 9, 2026

DEF 14A of Regional Management Corp.

Filed Apr 9, 2026 · FY20250001519401-26-000005

Open on EDGAR

  1. Election of Director Nominees

    Election of Director Nominees The following table provides summary information about each director nominee. The nominees receiving a plurality of the votes cast at the meeting will be elected as directors.

  2. Election of Director Nominees

    | | Director | | | Committees | | | | | Name | Since | Experience/Qualifications | Independent | AC | HRCC | CGN | RC | | Carlos Palomares, Chair of the Board | 2012 | Financial Services Industry, Leadership, Credit Risk, Corporate Finance, Executive Compensation, Accounting, Risk Management | ✓ | ✓ | ✓ | | | | Julie Booth | 2025 | Financial Services Industry, Leadership, Credit Risk, Corporate Finance, Accounting, Risk Management, Investor Relations | ✓ | ✓ | | | | | Jonathan D. Brown | 2018 | Financial Services Industry, Capital Allocation, M&A, Corporate Governance, Investor Relations | ✓ | | | | ✓ | | Roel C. Campos | 2012 | Leadership, Cybersecurity, Corporate Governance, Government Affairs, Securities Compliance, Regulatory | ✓ | C | | ✓ | | | Maria Contreras-Sweet | 2018 | Financial Services Industry, Leadership, Corporate Finance, Technology/Innovation, Corporate Governance, Regulatory, Public Relations, Government Affairs | ✓ | | ✓ | C | | | Michael R. Dunn | 2014 | Financial Services Industry, Leadership, Credit Risk, Corporate Finance, M&A, Risk Management, Investor Relations | | | | | C | | Steven J. Freiberg | 2014 | Financial Services Industry, Leadership, Credit Risk, Corporate Finance, Marketing, M&A, Executive Compensation, Technology/Innovation, Risk Management, Investor Relations | ✓ | ✓ | C | | | | Sandra K. Johnson | 2020 | Financial Services Industry, Leadership, Information Technology, Cybersecurity, Blockchain Technology, Technology/Innovation, Entrepreneurship | ✓ | | | ✓ | ✓ | | Lakhbir S. Lamba | 2025 | Financial Services Industry, Leadership, Information Technology, Technology/Innovation, Credit Risk, Corporate Finance, Risk Management | | | | | |

  3. Election of Director Nominees

    | AC = Audit Committee | HRCC = Human Resources and Compensation Committee | CGN = Corporate Governance and Nominating Committee | RC = Risk Committee | C = Committee Chair |

  4. Fiscal 2025 Compensation Summary

    | Name and Principal Position | Salary ($) | Bonus ($) | Stock Awards ($) | Non-Equity Incentive Plan Compensation ($) | All Other Compensation ($) | Total ($) | | Lakhbir S. Lamba(1) | 78,356 | 150,000 | 349,973 | — | 8,923 | 587,252 | | President and Chief Executive Officer | | | | | | | | Robert W. Beck, | 680,000 | — | 2,999,995 | 1,021,020 | 123,394 | 4,824,409 | | Former President and | | | | | | | | Chief Executive Officer | | | | | | | | Harpreet Rana, | 435,000 | — | 989,968 | 435,435 | 48,629 | 1,909,032 | | Executive Vice President and | | | | | | | | Chief Financial and Administrative Officer | | | | | | | | Brian J. Fisher, | 412,000 | — | 334,991 | 412,412 | 37,905 | 1,197,308 | | Executive Vice President and Chief | | | | | | | | Strategy and Development Officer | | | | | | | | Manish Parmar, | 363,000 | — | 449,976 | 363,363 | 39,199 | 1,215,538 | | Executive Vice President and | | | | | | | | Chief Credit Risk Officer | | | | | | | | Catherine R. Atwood, | 372,000 | — | 439,982 | 372,372 | 34,880 | 1,219,234 | | Senior Vice President, | | | | | | | | General Counsel, and Secretary | | | | | | |

  5. Current Directors and Director Nominees

    Current Directors and Director Nominees The Board has the discretion to determine the size of the Board, the members of which are elected at each year’s annual meeting of stockholders. Our Board currently consists of nine directors: Carlos Palomares, Julie Booth, Jonathan D. Brown, Roel C. Campos, Maria Contreras-Sweet, Michael R. Dunn, Steven J. Freiberg, Sandra K. Johnson, and Lakhbir S. Lamba, with Mr. Palomares serving as Chair of the Board. Each of these individuals has been nominated and will stand as a director candidate for election at the Annual Meeting. Biographical information of each of our directors is provided below. In addition, following the biographical information of our directors, we have provided a matrix summarizing the background, skills, experience, qualifications, and other attributes of our directors that led the Nominating Committee and the Board to conclude that such individuals would provide valuable contributions to our business and should therefore serve our company as its directors.

  6. Current Directors and Director Nominees

    | Carlos Palomares Age: 81 Director Since: 2012 Chair of the Board Member of the Audit Committee and Human Resources and Compensation Committee | Mr. Palomares has served as President and Chief Executive Officer of SMC Resources, a consulting practice that advises senior executives on business and marketing strategy, since 2007. From 2001 to 2007, Mr. Palomares was Senior Vice President at Capital One Financial Corp., and from 2004 to 2007 he was Chief Operating Officer of the Capital One Federal Savings Bank banking unit. Prior to joining Capital One, Mr. Palomares served in various senior roles at Citigroup Inc. and its affiliates, including Chief Operating Officer of Citibank Latin America Consumer Bank, Chief Financial Officer of Citibank North America Consumer Bank, President and CEO of Citibank FSB Florida, and Chairman and CEO of Citibank Italia. Mr. Palomares serves on the board of directors of Banesco USA, a privately held financial institution registered in the state of Florida. He earned a B.S. degree in Quantitative Analysis from New York University. | | JULIE BOOTH Age: 57 Director Since: 2025 Member of the Audit Committee | Ms. Booth has served as a director of Pharmaceutical Organic Medicine Group (POMG LLC), a pharmaceutical startup company based in Michigan, since January 2026. Previously, Ms. Booth spent two decades at Rocket Companies ("Rocket"), a Detroit-based fintech platform company with mortgage, real estate, and personal finance businesses, including 14 years as Chief Financial Officer and Treasurer, and prior to that as VP of Finance and Director of Internal Audit. Before joining Rocket, Ms. Booth spent 13 years in the audit group of Ernst & Young LLP, working with a range of private and public clients. Additionally, she has served on a number of boards of directors in the non-profit sector, including serving as Board Chair for Make-A-Wish Michigan and Chair for the Mortgage Bankers Association’s Financial Management Committee. Ms. Booth received a B.B.A. with an emphasis in Accounting from the University of Michigan. | | JONATHAN D. BROWN Age: 41 Director Since: 2018 Member of the Risk Committee | Mr. Brown is a partner with Basswood Capital Management L.L.C. (“Basswood”), an alternative asset manager. He joined Basswood in 2009. In his current role, Mr. Brown is responsible for the research and investment analysis of companies across a broad range of sectors, with a specialized focus on financial services. Prior to Basswood, Mr. Brown worked at Sandelman Partners and Goldman Sachs. Mr. Brown graduated from Emory University’s Goizueta School of Business with a B.B.A., holding dual concentrations in Finance and Strategy & Management Consulting, as well as a minor in History. Mr. Brown is the representative of Basswood, our largest stockholder. For a description of our cooperation agreement with Basswood, pursuant to which Mr. Brown is nominated, see “Other Information – Certain Relationships and Related Person Transactions – Cooperation Agreement,” below. | | Roel C. Campos Age: 77 Director Since: 2012 Chair of the Audit Committee Member of the Corporate Governance and Nominating Committee | Mr. Campos most recently served as an equity partner with the law firm of Hughes Hubbard & Reed LLP (2016 to 2024) where he practiced law in the areas of securities regulation, corporate governance, and securities enforcement. Prior to joining that firm, Mr. Campos was a partner with both Locke Lord LLP and Cooley LLP. He served as a Commissioner of the Securities and Exchange Commission from 2002 to 2007. Earlier in his career, he practiced corporate law and served as a federal prosecutor in Los Angeles, California. Mr. Campos has previously served on the board of directors of KPMG US LLP, WellCare Health Plans, Inc, Liquidnet Holdings, Inc., and various non-profits as well as the Board of Visitors to the United States Air Force Academy. Mr. Campos earned his B.S. degree from the United States Air Force Academy, received an M.B.A. degree from the University of California, Los Angeles, and earned his J.D. degree from Harvard Law School. |

  7. Current Directors and Director Nominees

    | MARIA CONTRERAS-SWEET Age: 70 Director Since: 2018 Chair of the Corporate Governance and Nominating Committee Member of the Human Resources and Compensation Committee | Ms. Contreras-Sweet is the managing partner of Rockway Equity Partners, LLC and Contreras Sweet Companies, LLC. Prior to founding her current businesses, she served as a member of President Obama’s cabinet as the 24th Administrator of the U.S. Small Business Administration from 2014 to 2017, where she was responsible for a $132 billion loan portfolio. She is a founder of ProAmerica Bank, where she previously served as Executive Chairwoman, and a Co-Founder and former Managing Partner of Fortius Holdings, LLC. Ms. Contreras-Sweet has also served as the California Cabinet Secretary of the Business, Transportation and Housing Agency and been a senior executive at the 7-Up/RC Bottling Company. Ms. Contreras-Sweet is a director of TriNet Group, Inc., a publicly traded professional employer organization, where she serves on the nominating and corporate governance committee and chairs the risk committee, as well as Zions Bancorporation, N.A., a publicly traded bank, where she serves on the audit committee and the nominating and corporate governance committee. She previously served as a director of Sempra Group, a publicly traded leading North American energy infrastructure company (and now known as Sempra), from March 2017 to May 2023. Ms. Contreras-Sweet is the Chairman of the Los Angeles World Affairs Council Town Hall, a board member of the Pan American Development Foundation, and a board member of the Bipartisan Policy Center. She has been bestowed with numerous honorary doctorates including from Tufts University, Whittier College, and California State University, Los Angeles. | | Michael R. Dunn Age: 74 Director Since: 2014 Chair of the Risk Committee | Mr. Dunn previously served as Chief Executive Officer of Regional from October 2014 through July 2016 and as Executive Chairman of the Board from August 2016 through December 2016. Prior to joining Regional, Mr. Dunn was a partner at the private equity firm of Brysam Global Partners, a specialized firm focusing on investment in international banking and consumer lending companies, from 2007 through 2013. Mr. Dunn served as a board or alternate board member for all of Brysam’s portfolio companies. Prior to that, Mr. Dunn was with Citigroup for over 30 years, where he served in various roles including as the Chief Financial Officer and Chief Operating Officer of the Global Consumer Group and as a member of the Citigroup Management and Operating Committees. Mr. Dunn previously served on the boards of Banamex, a wholly owned Mexican bank subsidiary of Citigroup, and on the U.S.-based Student Loan Corporation, of which Citigroup owned a majority interest. He holds a B.S. degree from New York University and attended the University of Michigan Executive Program. He is a Certified Public Accountant in New York State. | | Steven J. Freiberg Age: 69 Director Since: 2014 Chair of the Human Resources and Compensation Committee Member of the Audit Committee | Mr. Freiberg is currently the Board Vice Chairman of SoFi Technologies, Inc. (“SoFi”), a publicly traded personal finance company where he chairs the compensation committee and serves on the audit committee and risk committee, the Chair of SoFi Bank, and he previously served as SoFi’s interim President and Chief Financial Officer. In addition, he became Chairman of the Board of Directors of Borrowell Inc. (a private Toronto-based company that is a leading brand and technology platform for financial well-being and access to financial products) in December 2025, and he currently serves as Lead Director (formerly Chairman) of the Rewards Network, Founder of Grand Vista Partners (a private investment office), and as a Senior Advisor to Towerbrook Capital Partners and the Portage Structured Equity Fund. Previously, Mr. Freiberg served as a director and the Chief Executive Officer of E*TRADE Financial Corporation from 2010 until 2012. Prior to joining E*TRADE, Mr. Freiberg spent 30 years serving in various roles at Citigroup and its predecessor companies and affiliates, including Co-Chairman/Chief Executive Officer of Citigroup’s Global Consumer Group, Chairman and Chief Executive Officer of Citi Cards, and Chairman and Chief Executive Officer of Citigroup’s North American Investment Products Division. Mr. Freiberg previously served on the board of directors of MasterCard Incorporated, Compass Digital Acquisition Corp., Portage Fintech Acquisition Corp., and Purchasing Power, LLC. | | Sandra k. johnson, Ph.D. Age: 65 | Dr. Johnson has served as the Chief Executive Officer of SKJ Visioneering, LLC, a technology consulting company, since 2014. She is also a Senior Executive Fellow with The Digital Economist. Prior to 2014, she spent 11 years as a Senior Technical Staff Member of the IBM |

  8. Current Directors and Director Nominees

    | Director Since: 2020 Member of the Corporate Governance and Nominating Committee and Risk Committee | Systems and Technology Group, serving in various roles, including Business Development Executive for IBM Middle East and Africa, Chief Technology Officer for IBM’s Global Small and Medium Business, and the Linux Performance Architect. She has conducted extensive research and published her findings in numerous computer-related and information technology areas, authored and co-authored over 80 publications, and was part of the design team that developed the prototype for the IBM Scalable Parallel Processor (SP2) (the base machine for “Deep Blue,” IBM’s world-famous chess machine). Dr. Johnson was a member of the IBM Academy of Technology (a group consisting of the top 1% of IBM’s technical professionals), has received numerous technical and professional awards, and is an IBM Master Inventor with over 40 patents issued and pending. Dr. Johnson serves on the board of directors of Pan-American Life Insurance Group, Inc., a leading provider of life, accident, and health insurance throughout the Americas. Dr. Johnson earned her B.S., M.S., and Ph.D. degrees in electrical engineering from Southern University, Stanford University, and Rice University, respectively. She is the first African American woman to earn a Ph.D. in computer engineering. Dr. Johnson is also a member of the Institute of Electrical and Electronics Engineers (“IEEE”) (where she is an IEEE Life Fellow). | | lakhbir s. lamba Age: 52 President and Chief Executive Officer Director Since: 2025 | Mr. Lamba has served as President and Chief Executive Officer of Regional since November 2025. From 2008 to 2025, he held roles of increasing responsibility at PNC Financial Services Group, Inc. (a diversified financial institution operating one of the largest U.S. banks), most recently as Executive Vice President, Head of Consumer Lending & Analytics (2017 to 2025) and Executive Vice President, Retail Lending, Asset Resolution Team & Analytics (2012 to 2017). Mr. Lamba received his Bachelor of Technology, Mechanical Engineering from Indian Institute of Technology and his M.B.A. in Finance and Strategy from Purdue University’s Krannert Graduate School of Management. |

  9. Current Directors and Director Nominees

    There are no family relationships among any of our directors or executive officers.

  10. Director Compensation

    Director Compensation Quality non-employee directors are critical to our success. We believe that the two primary duties of non-employee directors are to represent the long-term interests of our stockholders effectively and to provide guidance to management. As such, our compensation program for non-employee directors is designed to meet several key objectives: • Adequately compensate directors for their responsibilities and time commitments as directors of a public company; • Attract the highest caliber non-employee directors by offering a compensation program consistent with those at companies of similar size, complexity, and business character; • Align the interests of directors with our stockholders by providing a significant portion of compensation in equity and requiring directors to own our stock; and • Provide compensation that is simple and transparent to stockholders and reflects corporate governance best practices. The Compensation Committee, with the assistance of its independent compensation consultant, reviews the compensation of our non-employee directors annually. In benchmarking director compensation, we use the same compensation peer group that is used to benchmark compensation for our named executive officers (see “Compensation Discussion and Analysis – Compensation Objectives and Approaches – Compensation Determination Process” for information about the peer group). Our employees who serve as directors receive no separate compensation for service on the Board or its committees. We maintain a non-employee director compensation program structured as follows: • Board Cash Retainer: Each non-employee director receives an annual cash retainer of $70,000 payable in quarterly installments ($95,000 in the case of the chair or lead independent director, if applicable, of the Board). • Committee Member Cash Retainer: Each member of a Board committee receives an additional annual cash retainer of $8,750 per committee service payable in quarterly installments ($17,500 in the case of the chair of each committee). • Board Equity-Based Award: Each non-employee director receives, on an annual basis, shares of restricted common stock with a grant date value equal to $110,000 ($135,000 in the case of the chair or lead independent director, if applicable, of the Board). • Committee Member Equity-Based Award: Each member of a Board committee receives, on an annual basis, additional shares of restricted common stock with a grant date value equal to $8,750 per committee service ($17,500 in the case of the chair of each committee). The restricted stock awards (each, an “RSA”) are granted on the fifth business day following the date of the annual stockholders’ meeting at which directors are elected. The number of shares subject to the RSA is determined by dividing the value of the award by the closing price per share of the Company’s common stock on the grant date. The RSA vests and becomes non-forfeitable as to 100% of the underlying shares on the earlier of the first anniversary of the grant date or the date of the next annual stockholders’ meeting (so long as the period between the date of the annual stockholders’ meeting related to the grant date and the date of the next annual stockholders’ meeting is not less than 50 weeks), subject to the director’s continued service from the grant date until the vesting date, or upon the earlier occurrence of the director’s termination of service as a director by reason of death or disability or upon a change in control of the Company. In the event of the director’s termination of service for any other reason, the director forfeits the RSA immediately. The RSA is subject to the terms and conditions of the 2024 Plan and an RSA agreement, the form of which was previously approved by the Compensation Committee and the Board and filed with the SEC. Under the 2024 Plan, as proposed to be amended and restated as further described in Proposal No. 3, the maximum number of shares of common stock subject to awards granted during any 12-month period to a non-employee director, taken together with any cash-denominated awards and cash fees paid during such 12-month period to such non-employee director in respect of Board service, may not exceed $600,000 in total value (calculating the value of any such awards based on the fair market value per share of common stock on the grant date of the award). In the event that the service of a director as a director, committee member, or Board or committee chair commences or terminates during the director’s annual service to us, the director’s cash compensation will be adjusted on a pro-rata basis. Annual service relates to the approximately 12-month period between our annual meetings of stockholders. Each director is also reimbursed for reasonable out-of-pocket expenses incurred in connection with his or her service on our Board, including the cost of attending continuing education seminars related to corporate board of directors service and other topics relevant to the Company. The following table provides information regarding the compensation paid to each of our non-employee directors for their service as non-employee directors during the fiscal year ended December 31, 2025.

  11. Director Compensation

    | Name | Fees Earned or Paid in Cash(1) ($) | Stock Awards(2) ($) | Total ($) | | Julie Booth | 63,219 | 118,742 | 181,961 | | Jonathan D. Brown | 82,693 | 118,742 | 201,435 | | Roel C. Campos | 100,774 | 136,245 | 237,019 | | Maria Contreras-Sweet | 100,774 | 136,245 | 237,019 | | Michael R. Dunn | 91,734 | 127,494 | 219,228 | | Steven J. Freiberg | 100,774 | 136,245 | 237,019 | | Sandra K. Johnson | 91,734 | 127,494 | 219,228 | | Carlos Palomares | 117,564 | 152,479 | 270,043 |

  12. Director Compensation

    __________ (1) The amount paid in cash includes the relevant cash retainers described above plus cash payments pursuant to the vesting of dividend equivalent rights held by the directors. (2) On May 22, 2025, in accordance with the non-employee director compensation program outlined above, we awarded all of the Company’s non-employee directors shares of restricted common stock in the following amounts: Ms. Booth, 4,491 shares; Mr. Brown, 4,491 shares; Mr. Campos, 5,153 shares; Ms. Contreras-Sweet, 5,153 shares; Mr. Dunn, 4,822 shares; Mr. Freiberg, 5,153 shares; Dr. Johnson, 4,822 shares; and Mr. Palomares, 5,767 shares. These annual RSAs vest on the earlier of the first anniversary of the grant date or the date of the next annual stockholders’ meeting (so long as the period between the date of the annual stockholders’ meeting related to the grant date and the date of the next annual stockholders’ meeting is not less than 50 weeks), subject to continued service of the director until the vesting date or as otherwise provided in the award agreement. Amounts shown are the aggregate grant date fair value of stock awards computed in accordance with Financial Accounting Standards Board (“FASB”) Accounting Standards Codification (“ASC”) Topic 718. The total number of shares subject to RSAs held by each of our non-employee directors as of December 31, 2025 was: Ms. Booth, 4,491 shares; Mr. Brown, 4,491 shares; Mr. Campos, 5,153 shares; Ms. Contreras-Sweet, 5,153 shares; Mr. Dunn, 4,822 shares; Mr. Freiberg, 5,153 shares; Dr. Johnson, 4,822 shares; and Mr. Palomares, 5,767 shares. The total number of shares subject to nonqualified stock options held by each of our non-employee directors as of December 31, 2025 was: Mr. Palomares, 9,188 option shares. As of December 31, 2025, Ms. Booth, Mr. Brown, Mr. Campos, Ms. Contreras-Sweet, Mr. Dunn, Mr. Freiberg, and Dr. Johnson had no option awards outstanding. The outstanding equity awards held by Mr. Lamba as of December 31, 2025 are set forth in the Outstanding Equity Awards at Fiscal Year-End table that is presented elsewhere in this Proxy Statement. Currently, our director stock ownership requirement is 5x the annual cash retainer, inclusive of any committee service retainers. As of December 31, 2025, all directors were in compliance with our stock ownership guidelines.

  13. Compensation Program Highlights in 2025

    Compensation Program Highlights in 2025 Consistent with prior years, our 2025 annual meeting of stockholders (the “2025 Annual Meeting“) included a proposal that provided our stockholders with the opportunity to vote to approve, on an advisory basis, the compensation of our NEOs. Our “say-on-pay” proposal received approval of nearly 96% of voted shares. The Compensation Committee considered this result a demonstration of stockholders’ strong support of our compensation program, and, in particular, the changes the Compensation Committee made to certain performance metrics of the 2024 and 2025 long-term incentive awards following our engagement with stockholders in 2024 and 2025. As in all previous years, our Compensation Committee carefully reviewed our executive compensation program in 2025 to ensure that its design continued to achieve our intended objectives and reflect executive compensation “best practices.” In 2025, our Compensation Committee, in consultation with our independent compensation consultant, Frederic W. Cook & Co., Inc. (“FW Cook”), conducted a fulsome review of the design of our long-term incentive program in light of stockholder feedback following the results of the 2024 “say-on-pay” proposal. The design of the 2025 long-term incentive program is intended to directly align the interests of our executive officers with those of our stockholders, to give our executive officers a strong incentive to maximize stockholder returns on a long-term basis, and to aid in our recruitment and retention of key executive talent necessary to ensure our continued success. To that end, and in light of feedback received from stockholders, the Compensation Committee determined to make certain changes to the performance metrics of 2025 long-term incentive awards. Our long-term incentive program provides for the delivery of two award vehicles: (i) performance restricted stock units (“PRSUs”), a performance-based award with a three-year performance period; and (ii) restricted stock awards (“RSAs”) or restricted stock unit awards (“RSUs“) (collectively, “Restricted Stock“), each a time-based award with a three-year vesting schedule. For the 2025 PRSU awards, our Compensation Committee determined that, instead of measuring performance based on absolute cumulative total shareholder return (“TSR”), the 2025 PRSU award rewards executives for relative TSR compared to a custom peer group of 131 similarly situated publicly traded financial companies. In addition, the Compensation Committee determined to add an absolute financial metric - pre-provision return on assets (“ROA”) - as a performance modifier to the relative TSR metric. For additional detail regarding the award and vesting structure for PRSU awards granted in 2025, please see “Compensation Discussion and Analysis – Long-Term Incentive Awards – Components of 2025 Long-Term Incentive Program.” The Compensation Committee determined not to make any material changes to the annual incentive program in 2025. In the first quarter of 2025, the Compensation Committee reviewed the target total direct compensation for all NEOs. In light of our strong operating performance, as well as each executive officer’s demonstrated leadership and maturation in his or her role, the Compensation Committee determined to increase the total direct compensation of some of our named executive officers through a combination of increases to base salary and long-term incentive opportunity. In making all determinations with respect to our executive compensation program, our Compensation Committee received advice from FW Cook.

  14. Aligning Pay with Performance

    Aligning Pay with Performance We believe that a substantial portion of our executive officers’ compensation should be tied to their performance and the short- and long-term financial and operating results of our company. We originally developed our long-term incentive program in 2014 in consultation with our independent compensation consultant at the time, and we developed our existing long-term incentive program in consultation with our current independent compensation consultant FW Cook. We believe that the evolution of our long-term incentive program since 2014 has been critical to our ability to link our executives’ pay with the performance of our company, align our executives’ interests with those of our stockholders, and remain competitive in the marketplace for executive talent. Our executive compensation program embodies our pay-for-performance philosophy and closely ties the interests of our key executives to those of our stockholders. We heavily weight our executive officers’ compensation in performance-based short- and long-term incentive awards that are designed to reward exceptional performance. The following table describes the program design for each element of our incentive-based pay in 2025.

  15. Aligning Pay with Performance

    | Pay Elements | Program Design | | Annual Incentive Program | • Consists entirely of performance-based cash awards: o Metrics include pre-provision net income, average finance receivables, net credit losses as a percentage of average finance receivables, pre-provision ROA, total general and administrative expense as a percentage of total revenue, and an analysis by our Compensation Committee of our executives’ execution against short-term strategic objectives • Motivates our executives and brings total cash opportunities to competitive levels • Upside opportunity for high performance, but with a challenging threshold | | Long-Term Incentive Program | • Consists of PRSUs and Restricted Stock: o Vesting of PRSUs is based on total return to stockholders through the Company’s stock price appreciation and declared dividends with relative TSR over a three (3)-year performance period as compared to a custom peer group as the primary performance metric, and pre-provision ROA as a performance modifier to the relative TSR metric; shares subject to additional one (1)-year holding period o Roughly one-half of grant date fair value is in the form of performance awards o Restricted Stock vests in three equal annual installments, subject to continued employment or as provided in the 2024 Plan or relevant award agreement • Provides strong incentive to meet or exceed long-term financial and strategic goals to drive stockholder value and is utilized to attract, retain, and motivate executive talent |

  16. Results of Short- and Long-Term Incentive Programs

    Results of Short- and Long-Term Incentive Programs Our annual incentive program provides our executives with the opportunity to earn performance-based annual cash awards pursuant to our Annual Incentive Plan (as amended and restated, the “Annual Incentive Plan”). The achievement and payment of annual cash awards in 2025 was tied directly to our financial and operational performance, based primarily (75%) on objective performance measures and, to a lesser extent (25%), on our Compensation Committee’s assessment of our executive team’s achievement of its short-term strategic objectives. For 2025, our executive officers were paid 100% of their target annual bonuses under our Annual Incentive Plan as a result of our solid financial and operating results, as well as the management team’s effective management of operating expenses, continued strong execution on funding initiatives, maintenance of strong internal controls, and execution on short-term strategic objectives. In 2023, our long-term incentive program provided for the delivery of long-term incentive awards through a combination of two award vehicles: (i) time-based restricted stock awards and (ii) PRSUs. Vesting of the PRSUs is subject to the achievement of performance objectives over a three (3)-year performance period that began on June 14, 2023 and will end on June 14, 2026. Vesting of the PRSUs is dependent upon meeting a three (3)-year threshold level of absolute cumulative TSR. To earn the target award at the end of the three (3)-year performance period, our stock price (calculated based on the 20-day trading average through the last day of the performance period) plus the value of reinvested dividends paid (“Dividend-Adjusted Ending Price”) must increase by 15% from the 20-day trading average stock price through the grant date. No PRSUs will be earned by executive officers if the cumulative TSR at the end of the three (3)-year performance period is below the threshold performance level of -42.5% cumulative TSR, and executive officers will not earn more than 150% of the number of units granted if performance exceeds the maximum performance level of 72.5% cumulative TSR. In June 2026, our Compensation Committee will determine whether and to what extent our NEOs may earn their 2023 target PRSUs based upon the results achieved during the performance period.

  17. Stockholder Outreach and Engagement

    Stockholder Outreach and Engagement Stockholder outreach is a central feature of our investor relations philosophy. We provide numerous opportunities for current and prospective stockholders to gain access to our management team through quarterly earnings calls, attendance at investor conferences, one-on-one in-person meetings, and telephone calls. Through these interactions, we are able to educate current and prospective investors about our company, learn about concerns of stockholders, and provide investors with a better understanding of our business model and philosophy. We also receive valuable feedback from investors on topics including strategy, corporate governance, and executive compensation, which the Board and management take into consideration in making future business and compensation decisions. On an annual basis, we reach out to institutional investors in order to solicit their feedback regarding executive compensation practices and corporate governance matters. Based on feedback received, we have made - and expect to continue to make - certain changes to our compensation and corporate governance practices and disclosures. For example, in 2024, as a direct result of investor feedback, our Compensation Committee enhanced the rigor of the PRSU awards by increasing the threshold and target absolute TSR performance levels established for vesting of the 2024 PRSU awards. Also, after extensive stockholder outreach, our Compensation Committee eliminated the absolute TSR performance metric in PRSU awards granted in 2025 and instead conditioned vesting of 2025 PRSU awards upon the ranking of our TSR against a custom comparator group of companies over the performance period with the addition of a performance modifier of pre-provision ROA for fiscal years 2025 through 2027. Since our 2025 Annual Meeting, we reached out to institutional investors owning more than 60% of our outstanding common stock (as of December 31, 2025), specifically for the purpose of receiving their feedback regarding executive compensation practices and corporate governance practices and disclosures, and we expect to continue our stockholder outreach in 2026 and beyond.

  18. Engagement and Use of an Independent Compensation Consultant

    Engagement and Use of an Independent Compensation Consultant The Compensation Committee has the authority to hire outside advisors and experts, including compensation consultants, to assist it with director and executive officer compensation determinations. The Compensation Committee engages FW Cook as our independent compensation consultant to provide guidance related to our executive compensation program. We utilize FW Cook to better ensure that our compensation practices are appropriate for our industry, to review and to make recommendations with respect to executive officer and director cash and equity compensation, and to update our peer group, in each case for the Compensation Committee’s use in setting compensation. FW Cook’s recommendations to the Compensation Committee have generally been in the form of suggested compensation ranges or descriptions of policies that FW Cook currently considers “best practice” in our industry and for publicly traded companies. The Compensation Committee uses FW Cook’s reports to further its understanding of executive officer cash and equity compensation practices in the market. During 2025, FW Cook worked only for the Compensation Committee and performed no additional services for the Company or any of our executive officers. The Compensation Committee Chair approved all work performed by FW Cook. Our Compensation Committee assessed the independence of FW Cook, taking into account the factors set forth in NYSE rules, among other things. Our Compensation Committee concluded that no conflict of interest exists with respect to the work FW Cook performed or performs, as applicable, for our Compensation Committee, and FW Cook is independent under NYSE rules.

  19. Establishment and Use of a Peer Group

    Establishment and Use of a Peer Group We generally monitor compensation practices in the markets where we compete for executive talent to obtain an overview of market practices and to ensure that we make informed decisions on executive pay packages. For 2025 compensation decisions, we reviewed the compensation awarded by a peer group of publicly traded companies. At the outset of 2025, based upon prior peer group reviews conducted with the assistance of FW Cook, our peer group consisted of the following companies:

  20. Establishment and Use of a Peer Group

    | • America’s Car-Mart, Inc. • Consumer Portfolio Services, Inc. • Credit Acceptance Corp. | • Goeasy Ltd. • Green Dot Corporation • LendingTree, Inc. | • Oportun Financial Corp. • Propel Holdings, Inc. • Upstart Holdings, Inc. |

  21. Establishment and Use of a Peer Group

    | • ECN Capital Corp. • Enova International, Inc. • EZCORP, Inc. | • Medallion Financial Corp. • MoneyLion Inc. | • Velocity Financial, Inc. • World Acceptance Corporation |

  22. Establishment and Use of a Peer Group

    In the third quarter of 2025, with assistance from FW Cook, we reviewed our peer group using a scorecard-based approach that involved applying several filters (e.g., similar in revenue, market capitalization, and net income, similar in industry classification, strong financial health, presence of overlapping peers, and identification as a peer by a proxy advisory firm) and selecting the most qualified peer companies from a broader list of candidates. Based on the evaluation, our Compensation Committee determined that no changes to our peer group should be made in 2025. As of the time that the Compensation Committee re-approved our peer group, we were in the 2nd quartile of the peer group based on the latest four quarters of revenue, the 3rd quartile of the peer group based on the latest four quarters of net income, and the 1st quartile of the peer group based on market capitalization. These peer companies are largely within the consumer finance or specialty finance industries, are similar in size and/or scope to Regional, and/or are companies that Regional competes against for products, services, and human capital. Some companies included in our peer group will meet some, but not all, of these criteria. However, in setting compensation levels for our executive officers, our Compensation Committee takes into account any relevant differences among these peers. Consistent with our compensation objectives of attracting and retaining top executive talent, we believe that the base salaries and performance-based short- and long-term incentive compensation of our executive officers should be set at levels which are competitive with our peer group companies of comparable size, although we do not target any specific pay percentile for our executive officers. The peer group is used more as a general guide, being mindful of the following: • Appropriate base salaries for our executive officers should generally be in line with those paid by peer group companies of comparable size. • Performance-based short- and long-term incentive awards should reward exceptional performance, which can result in overall compensation that can exceed that of peer group companies of comparable size. Actual total compensation for executive officers may approach the higher end of the compensation at such peer group companies of comparable size, but only if high levels of short- and long-term performance are achieved (and vice versa).

  23. Elements of Compensation

    | Pay Elements | Component(s) | Rationale for Form of Compensation | | Base Salary | • Cash | • Attract and retain executive talent • Provide a fixed base of compensation generally aligned to peer group levels | | Short-Term Incentive | • Performance-based annual cash bonus | • Drive the achievement of key business results on an annual basis • Recognize individual executives based on their specific and measurable contributions • Structure a meaningful amount of at-risk, performance-based annual compensation | | Long-Term Incentive | • Performance-based long-term incentives: o PRSUs • Service-based long-term incentives: o Restricted Stock | • Drive the sustainable achievement of key long-term business results • Align the interests of executives with stockholders • Structure a meaningful amount of at-risk, performance-based long-term compensation • Attract, retain, and motivate executive talent |

  24. Base Salary

    In the first quarter of 2025, the Compensation Committee, in consultation with FW Cook, reviewed executive total direct compensation and determined to make modest increases to some NEO base salaries in light of our strong operating performance, as well as the executive officer’s demonstrated leadership and maturation in his or her role. In 2025, our executive officers’ base salaries ranged between the 15th and 42nd percentile relative to comparable executive officers at peer companies based on FW Cook’s October 2025 benchmarking analysis. Our Compensation Committee believes that it has set base salaries at appropriate levels to attract and retain effective executives and that base salaries, when combined with short- and long-term incentives, are an important component of a holistic compensation approach.

  25. Components of Annual Incentive Program

    Components of Annual Incentive Program The awards for 2025 were based primarily (75%) on our performance with respect to the metrics in the following table. The metrics in the table below drive the overall performance of our business from year to year and are balanced elements of our historical financial success. Each of the below five metrics are equally weighted at 15% each.

  26. Components of Annual Incentive Program

    | Performance Metric | What It Measures | Rationale for Metric | | Pre-Provision Net Income | Profitability | • Measures the effectiveness of our management team’s execution of our strategic and operational plans • Reflects business variables and factors that are within management’s control or are influenced by decisions made by executives | | Pre-Provision Return on Assets | Efficiency of Profitability | • Measures the effectiveness of our management team’s utilization of assets to generate earnings • Holds management accountable for growing the loan portfolio in a controlled and profitable manner | | Average Finance Receivables | Loan Portfolio Growth | • Measures our ability to grow our business | | Net Credit Losses as a Percentage of Average Finance Receivables | Loan Portfolio Control | • Measures the control our management team exerts on our loan portfolio • Measures the quality of underwriting policies and decisions and the effectiveness of collection efforts • When combined with our average finance receivables measure, balances attractive growth with effective portfolio control | | Total General and Administrative Expense as a Percentage of Total Revenue | Expense Control | • Measures the effectiveness with which our management team utilizes our corporate resources and minimizes our corporate expenses |

  27. Components of Annual Incentive Program

    The remaining 25% of the 2025 annual incentive awards was based on our Compensation Committee’s assessment of our executive team’s achievement of its short-term strategic objectives, which are consistent with our Board-approved financial and business plans for the Company. In light of ongoing, significant strategic projects and initiatives, our Compensation Committee believes that it is important to appropriately incentivize the achievement of strategic objectives (which often cannot be measured quantitatively) by linking their achievement (and the quality thereof) to our executives’ compensation.

  28. 2025 Annual Incentive Program Performance Targets, Results, and Payouts

    2025 Annual Incentive Program Performance Targets, Results, and Payouts For 2025, the following table provides details regarding the threshold, target, and maximum levels of performance set by the Compensation Committee for each performance metric, the weighting applied to each metric, our actual annual performance pursuant to each metric, and the percentage payout for each metric and in total. For each metric, as in prior years, a threshold level of performance must have been exceeded in order to earn any award, and each executive is eligible to earn up to 150% of his or her target award based upon the achievement of the performance goals established by the Compensation Committee. Performance between these goals is linearly interpolated. In setting the 2025 target performance goals, the Compensation Committee considered prevailing economic conditions, including inflation, higher interest rates, and credit trends, and aligned performance targets with the annual financial and business plan approved by the Board. The Compensation Committee seeks to establish rigorous, yet achievable, financial targets to ensure that management remains properly incentivized to perform, while also ensuring that the targets do not incentivize excessive risk taking by management.

  29. 2025 Annual Incentive Program Performance Targets, Results, and Payouts

    | Performance Metric | Threshold Performance | Target Performance | Maximum Performance | Actual Performance | Percentage Weight | Percentage Payout | | Pre-Provision Net Income(1)(2) | $41,300 | $59,000 | $70,800 | $60,862 | 15.0% | 16.2% | | Pre-Provision Return on Assets(2) | 2.51% | 2.95% | 3.40% | 3.09% | 15.0% | 17.2% | | Average Finance Receivables(1) | $1,780,614 | $1,978,460 | $2,176,306 | $1,973,537 | 15.0% | 14.8% | | Net Credit Losses Percentage(3) | 12.74% | 11.08% | 9.42% | 11.35% | 15.0% | 13.8% | | G&A Expense Percentage(4) | 43.36% | 40.34% | 37.31% | 39.90% | 15.0% | 16.1% | | Qualitative Performance Component(5) | N/A | N/A | N/A | N/A | 25.0% | 22.0% | | Total | | | | | 100.0% | 100.1% |

  30. 2025 Annual Incentive Program Performance Targets, Results, and Payouts

    __________ (1) Dollars denominated in thousands. (2) Pre-provision net income is defined as net income excluding the tax-effected impact of the provision for credit losses but including the impact of recognized net credit losses. Pre-provision net income is used as the numerator in calculating pre-provision return on assets. (3) Net credit losses as a percentage of average net finance receivables. (4) General and administrative expenses as a percentage of total revenue. (5) Qualitative Performance Component is based on individual and team performance. As described above, 25% of the total annual incentive program award opportunity is linked to our Compensation Committee’s assessment of our executive team’s achievement of its short-term strategic objectives. For 2025, our Compensation Committee elected to pay 88% of this award opportunity to each of our NEOs. Achievements contributing to the Compensation Committee’s determination of the qualitative performance percentage were the executive team’s: • Successful navigation of challenging macroeconomic events, including higher interest rates and inflationary pressure; • Delivery of significant growth in the auto-secured product, while maintaining credit quality; • Effective management of operating expenses; • Continued strong execution on funding initiatives, including successful negotiation of funding for bank partnership collateral and improvements to various terms of the existing credit facilities; and • Maintenance of a strong compliance record and internal control environment enterprise-wide. The Compensation Committee also identified areas for future improvement, including: • Employee turnover in the branch network; • Additional progress on digital initiatives; and Continued expansion of the bank partnership initiative. Target annual incentive levels and actual performance-based annual cash awards for each of our NEOs for 2025 are detailed below, based upon the 100.1% performance achievement detailed above.

  31. 2025 Annual Incentive Program Performance Targets, Results, and Payouts

    | Name | 2025 Eligible Base Salary | 2025 Target Award as % of Salary | Target Award | Actual Award | | Lakhbir S. Lamba(1) | N/A | N/A | N/A | N/A | | Robert W. Beck | $680,000 | 150% | $1,020,000 | $1,021,020 | | Harpreet Rana | $435,000 | 100% | $435,000 | $435,435 | | Brian J. Fisher | $412,000 | 100% | $412,000 | $412,412 | | Manish Parmar | $363,000 | 100% | $363,000 | $363,363 | | Catherine R. Atwood | $372,000 | 100% | $372,000 | $372,372 |

  32. 2025 Annual Incentive Program Performance Targets, Results, and Payouts

    (1) Pursuant to Mr. Lamba’s offer letter dated October 30, 2025 (the “Offer Letter”), Mr. Lamba received a signing bonus in the amount of $150,000 in lieu of participation in the Company’s 2025 annual incentive program. The target award percentages described above were determined by the Compensation Committee and are calibrated so that the total compensation opportunity for each executive officer is commensurate with that executive’s role and responsibilities. For 2025, the target award percentages remained the same as those in 2024. If an executive voluntarily terminates his or her employment during the performance year, he or she generally is ineligible to receive payment of a performance-based annual cash award.

  33. Annual Incentive Program Opportunities in 2026

    Annual Incentive Program Opportunities in 2026 In April 2026, our Compensation Committee determined that the 2026 annual incentive program would be identical in structure to the 2025 program described above. Target 2026 incentive levels for each of our continuing NEOs, as established by our Compensation Committee, are described in the table below.

  34. Annual Incentive Program Opportunities in 2026

    | Name | 2026 Base Salary | 2026 Target Award as % of Salary | 2026 Target Award | | Lakhbir S. Lamba | $550,000 | 150% | $825,000 | | Harpreet Rana | $445,000 | 100% | $445,000 | | Brian J. Fisher | $412,000 | 100% | $412,000 | | Manish Parmar | $363,000 | 100% | $363,000 | | Catherine R. Atwood | $372,000 | 100% | $372,000 |

  35. Annual Incentive Program Opportunities in 2026

    Our Compensation Committee’s goal is to implement a short-term incentive program that is effective in motivating our executives to achieve short-term financial and operational objectives, in furtherance of our pay-for-performance compensation strategy and our long-term strategic plans.

  36. Long-Term Incentive Awards

    Long-Term Incentive Awards Our long-term incentive award grants are intended to directly align the interests of our executive officers with those of our stockholders, to give our executive officers a strong incentive to maximize stockholder returns on a long-term basis, and to aid in our recruitment and retention of key executive talent necessary to ensure our continued success.

  37. Components of 2025 Long-Term Incentive Program

    Components of 2025 Long-Term Incentive Program In 2024 and early 2025, our Compensation Committee, in consultation with FW Cook, conducted a review of the design of our long-term incentive program. This review was a direct result of both the results of the 2024 say-on-pay proposal and extensive stockholder outreach conducted between the 2024 Annual Meeting and the grant date of the 2025 long-term incentive awards. Based on its review, the Compensation Committee determined to adopt a revised long-term incentive program for our executive officers. Similar to the 2024 long-term incentive program, the design of the 2025 program is intended to directly align the interests of our executive officers with those of our stockholders, to give our executive officers a strong incentive to maximize stockholder returns on a long-term basis, and to aid in our recruitment and retention of key executive talent necessary to ensure our continued success. In 2025, similar to 2024 and 2023, our long-term incentive program provided for the delivery of long-term incentive awards through a combination of the following two award vehicles:

  38. Components of 2025 Long-Term Incentive Program

    | LTI Vehicle | Vesting/Performance Period | Weighting | | Performance Restricted Stock Units | A three (3)-year performance period beginning March 17, 2025 and ending December 31, 2027 | Approximately one-half of total target award | | Restricted Stock | Shares vest in three equal annual installments beginning on December 31st of the grant year, subject to continued employment | Approximately one-half of total target award |

  39. Components of 2025 Long-Term Incentive Program

    Though the award vehicles remained the same, the performance metrics for the PRSU award were revised for 2025. Instead of measuring performance based on absolute cumulative TSR, the 2025 PRSU award rewards executives for relative TSR as compared to a custom peer group consisting of 131 similarly situated publicly traded financial companies. In addition, the Compensation Committee determined to add an absolute financial metric - pre-provision ROA - as a performance modifier to the relative TSR metric. We use relative TSR as the principal performance metric for the 2025 PRSU award because the Compensation Committee believes it is the best measure of the Company’s achievement for its stockholders over the long term and because our stockholder outreach confirmed that the majority of stockholders who engaged in compensation discussions with us favor relative TSR over the previously used absolute TSR design. In addition, we added the pre-provision ROA performance modifier based on the preference expressed in our stockholder engagement for the use of a performance metric that directly reflects Company performance and is within management’s control. The PRSUs have both upside and downside potential based on both relative TSR performance and the results of pre-provision ROA over the performance period. Vesting of the 2025 PRSU award occurs at the end of the performance period, which is December 31, 2027, and vested PRSUs are subject to an additional one (1)-year holding period following the vesting date. Vesting is dependent upon meeting a three (3)-year threshold level of relative TSR, and participants are eligible to earn up to 150% of the target award based on relative TSR, plus an additive 20 percentage points based on the Company’s pre-provision ROA over the performance period, resulting in a maximum total payout of 170%. To earn the target award at the end of the three (3)-year performance period, our relative TSR must be at the 55th percentile among the Company’s custom peer group. TSR is ranked among custom peer group companies, and the payout will be based on the following schedule with linear interpolation between threshold and target, and target and maximum.

  40. Components of 2025 Long-Term Incentive Program

    | Performance Level | Relative TSR Goal | Relative TSR Payout (% of Target) | | Maximum | >= 80th Percentile | 150% | | Target | 55th Percentile | 100% | | Threshold | 30th Percentile | 50% |

  41. Components of 2025 Long-Term Incentive Program

    In order to determine the custom peer group, the Compensation Committee limited the group to companies listed in the S&P SmallCap 600 Financials Index, added current peer companies that were not listed in the previously mentioned index, and added OneMain Financial because it competes directly with us in the consumer finance industry for both customers and human capital. This process resulted in a custom peer group of 131 companies, which will be used to determine performance under the relative TSR metric. The 2025 PRSU also includes a pre-provision ROA modifier, defined as pre-provision net income from operations divided by average total assets. We believe that pre-provision ROA measures the effectiveness of our management team’s utilization of assets to generate earnings and holds management accountable for growing the loan portfolio in a controlled and profitable manner. Average annual pre-provision ROA for fiscal years 2025 through 2027 will be certified by the Compensation Committee at the end of the performance period and will act as an additive modifier to the PRSU award. The number of units earned under the PRSU award may increase or decrease by as much as 20 percentage points based upon the Company’s achievement of average annual pre-provision ROA compared to threshold, target, and maximum performance levels established by the Compensation Committee. Executive officers cannot earn more than 170% of the number of units granted if performance exceeds the maximum performance levels.

  42. Long-Term Incentive Awards in 2025

    Long-Term Incentive Awards in 2025 In early 2025, the Compensation Committee established target long-term incentive opportunities for executive officers based on the growth of the company and demonstrated executive performance and leadership. The following awards were granted to our NEOs in 2025:

  43. Long-Term Incentive Awards in 2025

    | | | 2025 Target Grant Date Value | | | Name | Total | Performance RSUs(1) | Restricted Stock(2) | | Lakhbir S. Lamba(3) | $350,000 | N/A | $350,000 | | Robert W. Beck | $3,000,000 | $1,500,000 | $1,500,000 | | Harpreet Rana | $990,000 | $495,000 | $495,000 | | Brian J. Fisher | $335,000 | $167,500 | $167,500 | | Manish Parmar | $450,000 | $225,000 | $225,000 | | Catherine R. Atwood | $440,000 | $220,000 | $220,000 |

  44. Long-Term Incentive Awards in 2025

    __________ (1) The number of shares subject to the performance-contingent PRSU awards is determined by dividing the value of the award by the fair value of each PRSU, calculated on or as close in time as practicable to the grant date of the award using a Monte Carlo valuation model (rounded down to the nearest whole share). (2) Mr. Beck received a service-based restricted stock unit award. All other NEOs received a service-based restricted stock award. The number of shares subject to the restricted stock awards and the restricted stock unit award is determined by dividing the value of the award by the closing price per share of common stock on the grant date (rounded down to the nearest whole share). (3) In November 2025, Mr. Lamba received a restricted stock award having a grant date fair value of $350,000 in lieu of participation in the Company’s long-term incentive program in 2025 and as an inducement to have Mr. Lamba accept the employment offer from the Company, as further described under “President and Chief Executive Officer Transitional Year Compensation” below. Our Compensation Committee believes that our long-term incentive program furthers our pay-for-performance objectives, creates a compelling recruitment and retention tool, appropriately focuses our executives on the achievement of long-term financial and business goals, and strengthens the alignment of our executives’ interests with those of our stockholders.

  45. Long-Term Incentive Awards in 2026

    Long-Term Incentive Awards in 2026 Our Compensation Committee has not yet acted to establish all of the parameters of our long-term incentive program for 2026; however, we anticipate the structure and parameters to be substantially similar to the 2025 long-term incentive program. It is the Compensation Committee’s goal to continue to ensure that the 2026 long-term incentive program aligns the interests of our executive officers with those of our stockholders and gives our executive officers a strong incentive to maximize stockholder returns on a long-term basis. Our Compensation Committee believes that the current structure of our long-term incentive program furthers our pay-for-performance objectives, creates a compelling recruitment and retention tool, appropriately focuses our executives on the achievement of long-term financial and business goals, and strengthens the alignment of our executives’ interests with those of our stockholders.

  46. 2023 Long-Term Incentive Program

    2023 Long-Term Incentive Program In February 2023, we granted our then-current executive officers long-term incentive awards pursuant to the program described above in “Compensation Discussion and Analysis – Executive Summary of Compensation Programs – Results of Short- and Long-Term Incentive Programs.” Messrs. Beck, Fisher, and Parmar and Mses. Rana and Atwood participated in the 2023 long-term incentive program. The three (3)-year performance period established under the 2023 long-term incentive program will end on June 14, 2026. As previously noted, the 2023 PRSU award is a performance-contingent award that rewards executives for TSR as measured by the Company’s stock price appreciation and declared dividends. The 2023 PRSU award uses absolute cumulative TSR as the sole performance metric, and the PRSU award has both upside potential and downside risk based on positive or negative cumulative TSR performance. The service period for the 2023 PRSU award ended on December 31, 2025, and vested PRSUs are subject to an additional one-year holding period following the vesting date. Vesting is dependent upon meeting a three-year threshold level of absolute cumulative TSR over the performance period, which ends on June 14, 2026. Participants are eligible to earn up to 150% of their target award. To earn the target award at the end of the three-year performance period, our stock price (calculated based on the 20-day trading average through the vesting date) plus the value of reinvested dividends paid (“Dividend-Adjusted Ending Price”) must increase by 15% from the 20-day trading average stock price through the grant date. No PRSUs will be earned by executive officers if the cumulative TSR at the end of the three-year performance period is below the threshold performance level, and executive officers cannot earn more than 150% of the number of units granted if performance exceeds the maximum performance level. The following table reflects potential performance and payout percentages. Performance between these points will be linearly interpolated.

  47. 2023 Long-Term Incentive Program

    | | Performance | | Potential Payout | | | Performance Level | Dividend-Adjusted Ending Price Above (Below) Target | Absolute TSR | Shares Earned | Value Delivered(1) | | Maximum | +50.0% | +72.5% | 150% | 259% | | | +25.0% | +43.8% | 125% | 180% | | Target | 0.0% | +15.0% | 100% | 115% | | | (13.0%) | 0.0% | 87% | 87% | | Threshold | (50.0%) | (42.5%) | 50% | 29% | | | <(50.0%) | <(42.5%) | 0% | 0% |

  48. 2023 Long-Term Incentive Program

    __________ (1) Assumes PRSUs have an accounting value equal to the share price at grant. In June 2023, the Compensation Committee granted our NEOs PRSU awards for the following number of target shares:

  49. 2023 Long-Term Incentive Program

    | Name | Target Shares Granted | | Lakhbir S. Lamba | N/A | | Robert W. Beck | 46,296 | | Harpreet Rana | 13,734 | | Brian J. Fisher | 10,416 | | Manish Parmar | 8,410 | | Catherine R. Atwood | 6,543 |

  50. 2023 Long-Term Incentive Program

    Following the close of the performance period in June 2026, the Compensation Committee will determine the number of shares earned pursuant to the 2023 PRSUs. Since the development of our performance-based long-term incentive program in 2014, the Compensation Committee believes that the results have been appropriately punitive during times of poor performance and appropriately rewarding during times of strong performance. Our Compensation Committee believes that our performance-based awards appropriately reflect our operational and financial results over the relevant periods, validate our pay-for-performance strategy, and are supported by our TSR.

  51. President and Chief Executive Officer Transitional Year Compensation

    President and Chief Executive Officer Transitional Year Compensation On October 30, 2025, Robert W. Beck, our former President and Chief Executive Officer and a member of the Board, tendered his voluntary resignation from his then-current positions, effective as of November 10, 2025. Since that date, Mr. Beck has served in a non-executive employee role as the Company’s Senior Advisor pursuant to a Transition Letter Agreement. Lakhbir S. Lamba was appointed as our President and Chief Executive Officer and as a member of the Board on November 10, 2025. In connection with his appointment as President and Chief Executive Officer, in 2025, Mr. Lamba received (i) a signing bonus of $150,000 (less withholdings) in lieu of participation in the Company’s short-term incentive program in 2025 and (ii) a restricted stock award having a grant date fair value of $350,000 in lieu of participation in the Company’s long-term incentive program in 2025 and as an inducement to have Mr. Lamba accept the employment offer from the Company (“2025 Inducement RSA”). In addition, for 2026, as an inducement to have Mr. Lamba accept the employment offer from the Company, he will be awarded long-term incentive awards having a grant date fair value totaling $2,500,000, granted 50% as a performance restricted stock unit award eligible to vest on December 31, 2028 upon the achievement of performance criteria established by the Compensation Committee and 50% as a restricted stock award to vest in three equal installments ending on December 31, 2028, subject to Mr. Lamba’s continued employment from the grant date until the applicable vesting date and the terms of the applicable equity award agreements (the “2026 Inducement Awards,” and together with the 2025 Inducement RSA, the “Inducement Awards”). The Inducement Awards were and will be granted under the employment inducement award exemption under the NYSE Listed Company Manual Rule 303A.08. The Transition Letter Agreement and Mr. Lamba’s employment offer are described in more detail in the section “Summary of Employment Arrangements with Named Executive Officers.”

  52. Payments Upon Termination and Change in Control

    Payments Upon Termination and Change in Control Pursuant to the terms of the Regional Management Corp. Executive Severance and Change in Control Plan and certain long-term incentive award agreements, our NEOs are entitled to certain benefits upon the termination of their employment with us, the terms of which are described below under “Summary of Employment Arrangements with Named Executive Officers.”

  53. Risk Assessment of Compensation Policies and Practices

    Risk Assessment of Compensation Policies and Practices We have assessed our compensation programs for all employees and have concluded that our compensation policies and practices do not create risks that are reasonably likely to have a material adverse effect on our company. We believe that our compensation programs reflect an appropriate mix of compensation elements and balance current and long-term performance objectives, cash and equity compensation, and risks and rewards. During 2025, the Compensation Committee reviewed our compensation policies and practices for all employees, including our NEOs, particularly as they relate to risk management practices and risk-taking incentives. As part of its review, the Compensation Committee discussed with management the ways in which risk is effectively managed or mitigated as it relates to our compensation programs and policies. Based on this review, the Compensation Committee believes that our compensation programs do not encourage excessive risk but instead encourage behaviors that support sustainable value creation. The following features of our executive compensation program illustrate this point. • Compensation Committee Oversight. Our executive compensation programs are regularly reviewed and overseen by an independent Compensation Committee that retains the discretion to reduce compensation based on corporate and individual performance and other factors. • Mix of Incentives. Our compensation programs provide an appropriate mix of short-term and long-term incentives, as well as cash and equity opportunities. • Mix of Performance Metrics. The performance metrics associated with our incentive programs incorporate a variety of drivers of our business over both annual and three (3)-year time horizons. They also include a qualitative component, providing the Compensation Committee with flexibility beyond its inherent negative discretion. • Cap on Short- and Long-Term Incentive Awards. All short- and long-term incentive awards have a maximum performance measure which caps the payout for any given performance-based award. • Strong Link to Stockholder Interests. Equity components and long-term performance metrics create a strong alignment between our executives’ interests and our stockholders’ interests. Because long-term incentives typically vest over a three (3)-year period, our executives will always have unvested awards that could decrease in value if our business is not well-managed for the long term. • Review by Independent Compensation Consultant. Our executive compensation programs have been reviewed and analyzed by an independent compensation consultant. • Alignment with Annual Budget and Long-Term Strategic Plan. Performance metrics in our short- and long-term incentive programs are aligned with both our annual budget and our long-term strategic plan. • Protective Policies. We have adopted “clawback” policies, a stock ownership and retention policy, and prohibitions against hedging and pledging, thereby creating additional protections for our company and encouraging an alignment of our executives’ and stockholders’ interests. • Field Incentive Plan. Our operations field incentive plan is focused on growth, control, and profit—the three primary drivers of success in our branches. This creates appropriate alignment of employee incentive opportunities with company goals. • Administration and Disclosure. Administrative procedures, communication, and disclosure processes closely align with “best practices.” • Securities Trading Policy. Officers must obtain permission from the General Counsel before the purchase or sale of any shares, even during an open trading period. Based on the factors above, we believe that our NEOs and other employees are encouraged to manage our company in a prudent manner and that our incentive programs are not designed to encourage our NEOs or other employees to take excessive risks or risks that are inconsistent with the Company’s and our stockholders’ best interests. In addition, we have in place various controls and management processes that help mitigate the potential for incentive compensation plans to materially and adversely affect the Company.

  54. Summary Compensation Table

    Summary Compensation Table The following table sets forth the cash and other compensation that we paid to our NEOs or that was otherwise earned by our NEOs for their services in all employment capacities during the fiscal years ended December 31, 2025, 2024, and 2023.

  55. Summary Compensation Table

    | Name and Principal Position(1) | Year | Salary(2) ($) | Bonus ($) | Stock Awards(3) ($) | Non-Equity Incentive Plan Compensation(4) ($) | All Other Compensation(5) ($) | Total ($) | | Lakhbir S. Lamba(6), | 2025 | 78,356 | 150,000(7) | 349,973 | — | 8,923 | 587,252 | | President and Chief Executive Officer | | | | | | | | | Robert W. Beck, | 2025 | 680,000 | — | 2,999,995 | 1,021,020 | 123,394 | 4,824,409 | | Former President and | 2024 | 660,000 | — | 2,999,984 | 1,111,770 | 151,412 | 4,923,166 | | Chief Executive Officer | 2023 | 660,000 | — | 2,999,987 | 1,451,000 | 180,830 | 5,291,817 | | Harpreet Rana, | 2025 | 435,000 | — | 989,968 | 435,435 | 48,629 | 1,909,032 | | Executive Vice President and | 2024 | 420,000 | — | 889,989 | 471,660 | 63,432 | 1,845,081 | | Chief Financial and Administrative Officer | 2023 | 420,000 | — | 889,964 | 544,250 | 35,367 | 1,889,581 | | Brian J. Fisher, | 2025 | 412,000 | — | 334,991 | 412,412 | 37,905 | 1,197,308 | | Executive Vice President and Chief | 2024 | 412,000 | — | 674,978 | 462,676 | 55,421 | 1,605,075 | | Strategy and Development Officer | 2023 | 412,000 | — | 674,968 | 520,800 | 70,744 | 1,678,512 | | Manish Parmar, | 2025 | 363,000 | — | 449,976 | 363,363 | 39,199 | 1,215,538 | | Executive Vice President and | 2024 | 363,000 | — | 544,976 | 407,649 | 63,122 | 1,378,747 | | Chief Credit Risk Officer | 2023 | 363,000 | — | 544,967 | 458,700 | 74,384 | 1,441,051 | | Catherine R. Atwood(8), | 2025 | 372,000 | — | 439,982 | 372,372 | 34,880 | 1,219,234 | | Senior Vice President, | 2024 | 363,000 | — | 423,965 | 407,649 | 48,035 | 1,242,649 | | General Counsel, and Secretary | | | | | | | |

  56. Summary Compensation Table

    __________ (1) Mr. Lamba, Mr. Beck, Ms. Rana, Mr. Fisher, Mr. Parmar, and Ms. Atwood commenced employment effective as of November 10, 2025, July 22, 2019, November 23, 2020, January 14, 2013, January 6, 2020, and August 18, 2014, respectively. Mr. Beck resigned as President and Chief Executive Officer effective as of November 10, 2025. (2) The amounts represent annual base salaries, pro-rated for any partial year of service. For additional information, see “Compensation Discussion and Analysis – Elements of Compensation – Base Salary.” (3) Amounts shown are the aggregate grant date fair value of awards computed in accordance with FASB ASC Topic 718, excluding the effect of estimated forfeitures. For a discussion of the assumptions made in such valuation, see note 2 of the notes to our audited consolidated financial statements included in our Annual Report on Form 10-K for the fiscal year ended December 31, 2025. In 2025, Mr. Beck, Ms. Rana, Mr. Fisher, Mr. Parmar, and Ms. Atwood were granted PRSUs having the following grant date fair values: Mr. Beck, $1,499,999; Ms. Rana, $494,975; Mr. Fisher, $167,495; Mr. Parmar, $224,993; and Ms. Atwood, $219,995 (and a maximum potential value of $2,549,985; $841,439; $284,719; $382,465; and $373,970, respectively). The actual number of PRSUs, if any, that may be earned may range from 0% to 170% of the target number of units, based on achieving relative TSR goals, as further adjusted by achieving established targets for pre-provision ROA, over the three (3)-year performance period. Vested PRSUs are then subject to an additional one (1)-year holding period following the vesting date. In 2025, Mr. Lamba was granted an RSA with a total grant date fair value of $349,973. One-third of the shares subject to the RSA granted to Mr. Lamba vests on each of November 10, 2026, November 10, 2027, and November 10, 2028, so long as his employment continues (or is deemed to continue) from the grant date through the respective vesting dates or as otherwise provided in the applicable award agreement. In 2025, Mr. Beck was granted RSUs with a total grant date fair value of $1,499,996. In 2025, Ms. Rana, Mr. Fisher, Mr. Parmar, and Ms. Atwood were granted RSAs having the following total grant date fair values: Ms. Rana, $494,993; Mr. Fisher, $167,496; Mr. Parmar, $224,983; and Ms. Atwood, $219,987. One-third of the shares subject to the awards granted to each of Mr. Beck, Ms. Rana, Mr. Fisher, Mr. Parmar, and Ms. Atwood vests on each of December 31, 2025, December 31, 2026, and December 31, 2027, so long as such employee’s employment continues (or is deemed to continue) from the grant date through the respective vesting dates or as otherwise provided in the applicable award agreement. In 2024, Mr. Beck, Ms. Rana, Mr. Fisher, Mr. Parmar, and Ms. Atwood were granted PRSUs having the following grant date fair values: Mr. Beck, $1,499,998; Ms. Rana, $444,993; Mr. Fisher, $337,480; Mr. Parmar, $272,479; and Ms. Atwood, $211,986 (and a maximum potential value of $2,249,997; $667,490; $506,220; $408,719; and $317,979 respectively). The actual number of PRSUs, if any, that may be earned may range from 0% to 150% of the target number of units, based on achieving absolute cumulative TSR goals over the three (3)-year performance period. Vested PRSUs are then subject to an additional one (1)-year holding period following the vesting date. In 2024, Mr. Beck was granted RSUs with a total grant date fair value of $1,499,986. In 2024, Ms. Rana, Mr. Fisher, Mr. Parmar, and Ms. Atwood were granted RSAs having the following total grant date fair values: Ms. Rana, $444,996; Mr. Fisher, $337,498; Mr. Parmar, $272,497; and Ms. Atwood, $211,979. One-third of the shares subject to the awards granted to each of Mr. Beck, Ms. Rana, Mr. Fisher, Mr. Parmar, and Ms. Atwood vests on each of December 31, 2024, December 31, 2025, and December 31, 2026, so long as such employee’s employment continues (or is deemed to continue) from the grant date through the respective vesting dates or as otherwise provided in the applicable award agreement. In 2023, Mr. Beck, Ms. Rana, Mr. Fisher, and Mr. Parmar were granted PRSUs having the following grant date fair values: Mr. Beck, $1,499,990; Ms. Rana, $444,982; Mr. Fisher, $337,478; and Mr. Parmar, $272,484 (and a maximum potential value of $2,249,986; $667,472; $506,218; and $408,726, respectively). The actual number of PRSUs, if any, that may be earned may range from 0% to 150% of the target number of units, based on achieving absolute cumulative TSR goals over the three (3)-year performance period. Vested PRSUs are then subject to an additional one (1)-year holding period following the vesting date. In 2023, Mr. Beck, Ms. Rana, Mr. Fisher, and Mr. Parmar were granted RSAs having the following total grant date fair values: Mr. Beck, $1,499,997; Ms. Rana, $444,982; Mr. Fisher, $337,490; and Mr. Parmar, $272,483. One-third of the shares subject to the RSAs granted to each of Mr. Beck, Ms. Rana, Mr. Fisher, and Mr. Parmar vests on each of December 31, 2023, December 31, 2024, and December 31, 2025, so long as such employee’s employment continues (or is deemed to continue) from the grant date through the respective vesting dates or as otherwise provided in the applicable award agreement. The PRSUs, RSUs, and RSAs are subject to further terms and conditions, including as to vesting, as set forth in award agreements. Mr. Beck’s outstanding PRSUs, RSUs, and RSAs will continue to vest pursuant to the terms of the applicable award agreements until the termination of his employment with the Company on or around June 30, 2026 or as otherwise provided in the applicable award agreement. For additional information, see “Compensation Discussion and Analysis – Elements of Compensation – Long-Term Incentive Awards” and “Summary of Employment Arrangements with Executive Officers.” (4) For 2025, the amounts for Mr. Beck, Ms. Rana, Mr. Fisher, Mr. Parmar, and Ms. Atwood represent performance-based annual cash awards earned in 2025. We paid all such earned amounts in 2026. For 2024, the amounts for Mr. Beck, Ms. Rana, Mr. Fisher, Mr. Parmar, and Ms. Atwood represent performance-based annual cash awards earned in 2024. We paid all such earned amounts in 2025. For 2023, the amounts for Mr. Beck, Ms. Rana, Mr. Fisher, and Mr. Parmar represent performance-based annual cash awards earned in 2023 and cash-settled performance units that were granted in 2021 and earned over a performance period of January 1, 2021 through December 31, 2023. In the case of the performance-based annual cash awards, Mr. Beck, Ms. Rana, Mr. Fisher, and Mr. Parmar earned $891,000, $378,000, $370,800, and $326,700, respectively. In the case of the cash-settled performance units, Mr. Beck, Ms. Rana, Mr. Fisher, and Mr. Parmar earned $560,000, $166,250, $150,000, and $132,000, respectively. We paid all such earned amounts in 2024. For additional information, see “Compensation Discussion and Analysis – Elements of Compensation – Performance-Based Annual Cash Awards” and “Compensation Discussion and Analysis – Elements of Compensation – Long-Term Incentive Awards.” (5) The following table provides detail regarding the amounts in the “All Other Compensation” column for 2025. For additional information, see “Compensation Discussion and Analysis – Elements of Compensation – Perquisites.”

  57. Summary Compensation Table

    | Name | Year | Dividends ($) | 401(k) Plan Match ($) | Optional Annual Health Screening ($) | Legal Expenses ($) | Long- Term Disability Insurance Benefits ($) | Total ($) | | Lakhbir S. Lamba | 2025 | — | — | — | 8,923 | — | 8,923 | | Robert W. Beck | 2025 | 74,394 | 14,000 | 3,766 | 15,000 | 16,234 | 123,394 | | Harpreet Rana | 2025 | 21,041 | 14,000 | — | — | 13,588 | 48,629 | | Brian J. Fisher | 2025 | 16,739 | 14,000 | — | — | 7,166 | 37,905 | | Manish Parmar | 2025 | 13,514 | 14,000 | 2,846 | — | 8,839 | 39,199 | | Catherine R. Atwood | 2025 | 9,943 | 14,000 | 3,136 | — | 7,801 | 34,880 |

  58. Summary Compensation Table

    (6) Mr. Lamba was not an NEO for the years ended December 31, 2024 or December 31, 2023. This amount represents a signing bonus received upon commencement of Mr. Lamba’s employment with the Company. Ms. Atwood was not an NEO for the year ended December 31, 2023.

  59. Grants of Plan-Based Awards

    Grants of Plan-Based Awards The following table provides information concerning annual and long-term incentive awards granted in 2025 to each of our NEOs.

  60. Grants of Plan-Based Awards

    | | | | Estimated Future Payouts Under Non-Equity Incentive Plan Awards | | | Estimated Future Payouts Under Equity Incentive Plan Awards | | | All Other Stock Awards: Number of Shares of Stock or | Grant Date Fair Value of Stock | | Name | Award Type(1) | Grant Date | Threshold ($) | Target ($) | Maximum ($) | Threshold(2) (#) | Target (#) | Maximum (#) | Units (#) | Awards(3) ($) | | Lakhbir S. Lamba | RSA | 11/10/2025(4) | | | | | | | 9,121 | 349,973 | | Robert W. Beck | Annual | 1/1/2025 | — | 1,020,000 | 1,530,000 | | | | | | | | PRSU | 3/17/2025 | | | | 17,374 | 57,915 | 98,455 | | 1,499,999 | | | RSU | 3/17/2025 | | | | | | | 50,437 | 1,499,996 | | Harpreet Rana | Annual | 1/1/2025 | — | 435,000 | 652,500 | | | | | | | | PRSU | 3/17/2025 | | | | 5,733 | 19,111 | 32,488 | | 494,975 | | | RSA | 3/17/2025 | | | | | | | 16,644 | 494,993 | | Brian J. Fisher | Annual | 1/1/2025 | — | 412,000 | 618,000 | | | | | | | | PRSU | 3/17/2025 | | | | 1,940 | 6,467 | 10,993 | | 167,495 | | | RSA | 3/17/2025 | | | | | | | 5,632 | 167,496 | | Manish Parmar | Annual | 1/1/2025 | — | 363,000 | 544,500 | | | | | | | | PRSU | 3/17/2025 | | | | 2,606 | 8,687 | 14,767 | | 224,993 | | | RSA | 3/17/2025 | | | | | | | 7,565 | 224,983 | | Catherine R. | Annual | 1/1/2025 | — | 372,000 | 558,000 | | | | | | | Atwood | PRSU | 3/17/2025 | | | | 2,548 | 8,494 | 14,439 | | 219,995 | | | RSA | 3/17/2025 | | | | | | | 7,397 | 219,987 |

  61. Grants of Plan-Based Awards

    __________ (1) “Annual” refers to performance-based annual cash incentive award opportunities granted under our Annual Incentive Plan. “PRSU” refers to performance restricted stock unit award, “RSU” refers to restricted stock unit award, and “RSA” refers to restricted stock award, each granted under our 2024 Plan, with the exclusion of Mr. Lamba’s RSA which was granted as an inducement award pursuant to a stand-alone RSA agreement upon his appointment. For additional information, see “Compensation Discussion and Analysis – Elements of Compensation – Performance-Based Annual Cash Awards” and “Compensation Discussion and Analysis – Elements of Compensation – Long-Term Incentive Awards.” (2) The threshold number of units indicated will be earned only if a threshold level of performance is achieved. The number of threshold shares presented for the 2025 PRSU Awards reflects a threshold level of achievement resulting in a 50% payout for relative TSR performance less 20% for a negative pre-provision ROA modifier resulting from a below threshold performance result for pre-provision ROA. (3) Amounts shown are the aggregate grant date fair value of awards computed in accordance with FASB ASC Topic 718, excluding the effect of estimated forfeitures. For a discussion of the assumptions made in such valuation, see note 2 of the notes to our audited consolidated financial statements included in our Annual Report on Form 10-K for the fiscal year ended December 31, 2025. The Compensation Committee approved Mr. Lamba’s RSA on October 30, 2025 with a grant date of November 10, 2025.

  62. Outstanding Equity Awards at Fiscal Year-End

    Outstanding Equity Awards at Fiscal Year-End The following table provides information concerning equity awards that were outstanding as of December 31, 2025, for each of our NEOs.

  63. Outstanding Equity Awards at Fiscal Year-End

    | | Option Awards | | | | Stock Awards | | | | | Name | Number of Securities Underlying Unexercised Options Exercisable (#) | Number of Securities Underlying Unexercised Options Unexercisable (#) | Option Exercise Price ($) | Option Expiration Date | Number of Shares or Units of Stock that Have Not Vested (#) | Market Value of Shares or Units of Stock that Have Not Vested(1) ($) | Equity Incentive Plan Awards: Number of Unearned Shares, Units or Other Rights that Have Not Vested (#) | Equity Incentive Plan Awards: Market or Payout Value of Unearned Shares, Units or Other Rights that Have Not Vested(1) ($) | | Lakhbir S. Lamba | — | — | — | — | 9,121(2) | 353,439 | — | — | | Robert W. Beck | 21,489 | — | 25.35 | 07/22/29 | 17,731(3) | 687,076 | 46,296(4) | 1,793,970 | | | 55,788 | — | 16.66 | 03/26/30 | 33,625(5) | 1,302,969 | 57,230(6) | 2,217,663 | | | 53,742 | — | 30.22 | 02/04/31 | | | 57,915(7) | 2,244,206 | | Harpreet Rana | 17,371 | — | 28.21 | 11/23/30 | 5,260(8) | 203,825 | 13,734(4) | 532,193 | | | | | | | 11,096(9) | 429,970 | 16,978(6) | 657,898 | | | | | | | | | 19,111(7) | 740,551 | | Brian J. Fisher | 8,918 | — | 19.99 | 03/15/27 | 3,990(8) | 154,613 | 10,416(4) | 403,620 | | | 8,071 | — | 28.25 | 02/07/28 | 3,755(9) | 145,506 | 12,876(6) | 498,945 | | | 11,081 | — | 27.89 | 02/06/29 | | | 6,467(7) | 250,596 | | | 18,828 | — | 16.66 | 03/26/30 | | | | | | | 14,395 | — | 30.22 | 02/04/31 | | | | | | Manish Parmar | 5,442 | — | 29.18 | 01/06/30 | 3,221(8) | 124,814 | 8,410(4) | 325,888 | | | 12,667 | — | 30.22 | 02/04/31 | 5,044(9) | 195,455 | 10,396(6) | 402,845 | | | | | | | | | 8,687(7) | 336,621 | | Catherine R. Atwood | 7,317 | — | 30.22 | 02/04/31 | 2,507(8) | 97,146 | 6,543(4) | 253,541 | | | | | | | 4,932(9) | 191,115 | 8,088(6) | 313,410 | | | | | | | | | 8,494(7) | 329,143 |

  64. Outstanding Equity Awards at Fiscal Year-End

    __________ (1) Amounts are calculated based on the closing price ($38.75) of our common stock on December 31, 2025. (2) This amount represents the unvested portion of an RSA, which vests in three equal annual installments on each of November 10, 2026, November 10, 2027, and November 10, 2028. (3) This amount represents the unvested portion of an RSU, which vests in three equal annual installments on each of December 31, 2024, December 31, 2025, and December 31, 2026. (4) This amount represents a PRSU, assuming an achievement level at target. The actual number of PRSUs, if any, that may be earned may range from 0% to 150% of the target number of units set forth in the table above, based on whether the Company meets a threshold level of absolute cumulative TSR over a three (3)-year performance period ending June 14, 2026. Vesting was contingent upon the continued employment of the executive through December 31, 2025, or as otherwise provided in the applicable award agreement, and vested PRSUs are subject to an additional one (1)-year holding period following the vesting date, which holding period ends December 31, 2026. For additional information, see “Compensation Discussion and Analysis – Elements of Compensation – Long-Term Incentive Awards.” (5) This amount represents the unvested portion of an RSU, which vests in three equal annual installments on each of December 31, 2025, December 31, 2026, and December 31, 2027. This amount represents a PRSU, assuming an achievement level at target. The actual number of PRSUs, if any, that may be earned may range from 0% to 150% of the target number of units set forth in the table above, based on whether the Company meets a threshold level of absolute cumulative TSR over a three (3)-year performance period ending June 3, 2027. Vesting is also contingent upon the continued employment of the executive through December 31, 2026, or as otherwise provided in the applicable award agreement, and vested PRSUs are subject to an additional one (1)-year holding period following the vesting date, which holding period ends December 31, 2027. For additional information, see “Compensation Discussion and Analysis – Elements of Compensation – Long-Term Incentive Awards.” This amount represents a PRSU, assuming an achievement level at target. The actual number of PRSUs, if any, that may be earned may range from 0% to 170% of the target number of units set forth in the table above, based on whether the Company meets a threshold level of relative TSR, as further modified based on whether the Company attains (or fails to attain) target pre-provision ROA levels, over a three (3)-year performance period ending December 31, 2027. Vesting is also contingent upon the continued employment of the executive through December 31, 2027, or as otherwise provided in the applicable award agreement, and vested PRSUs are subject to an additional one (1)-year holding period following the vesting date, which holding period ends December 31, 2028. For additional information, see “Compensation Discussion and Analysis – Elements of Compensation – Long-Term Incentive Awards.” (8) This amount represents the unvested portion of an RSA, which vests in three equal annual installments on each of December 31, 2024, December 31, 2025, and December 31, 2026. (9) This amount represents the unvested portion of an RSA, which vests in three equal annual installments on each of December 31, 2025, December 31, 2026, and December 31, 2027.

  65. Option Exercises and Stock Vested

    Option Exercises and Stock Vested The following table summarizes the exercise of options and the vesting of restricted stock by each of our NEOs during the fiscal year ended December 31, 2025.

  66. Option Exercises and Stock Vested

    | | Option Awards | | Stock Awards | | | Name | Number of Shares Acquired on Exercise (#) | Value Realized on Exercise(1) ($) | Number of Shares Acquired on Vesting(2) (#) | Value Realized on Vesting(3) ($) | | Lakhbir S. Lamba | — | — | — | — | | Robert W. Beck | — | — | 50,926 | 1,973,383 | | Harpreet Rana | — | — | 15,668 | 607,135 | | Brian J. Fisher | 12,379 | 263,549 | 9,552 | 370,140 | | Manish Parmar | 5,000 | 73,300 | 8,718 | 337,823 | | Catherine R. Atwood | — | — | 7,286 | 282,333 |

  67. Option Exercises and Stock Vested

    __________ (1) The value realized upon exercise of stock option awards was calculated by determining the difference between the market price of the underlying securities at exercise and the exercise price of the options. (2) The amounts represent the number of shares delivered following the vesting of restricted stock on December 31, 2025. For additional information, see “Compensation Discussion and Analysis – Elements of Compensation – Long-Term Incentive Awards.” The value represents the gross number of shares that vested, multiplied by the closing price of our common stock on the applicable vesting date, and includes any amounts that were withheld for applicable taxes.

  68. CEO Pay Ratio

    CEO Pay Ratio The following table provides our calculation under applicable SEC regulations of the ratio of the annual total compensation of our Chief Executive Officer to the annual total compensation of our median employee for 2025.

  69. CEO Pay Ratio

    | Compensation Component | CEO ($) | Median Employee ($) | | Salary | 680,000 | 48,140 | | Stock Awards | 2,999,995 | — | | Non-Equity Incentive Plan Compensation | 1,021,020 | — | | All Other Compensation | 123,394 | 6,921 | | Total Compensation: | 4,824,409 | 55,061 | | CEO to Median Employee Pay Ratio: | 88:1 | |

  70. CEO Pay Ratio

    We took the following steps in calculating the ratio of the annual total compensation of our Chief Executive Officer to the annual total compensation of our median employee in 2025: (1) We determined that, as of November 9, 2025, our employee population was equal to 2,024 individuals, all located in the United States. This number includes all the individuals determined to be employees for federal tax purposes, whether full-time, part-time, or temporary, as of that date. We chose November 9, 2025, which is within the last three months of our fiscal year as required by applicable SEC regulations, because it was the last day Mr. Beck served as our CEO. (2) We next identified the employee receiving the median amount of compensation in our employee population. To do this, we compared the amount of wages and other compensation received by each employee, other than Mr. Beck, as reflected in our payroll records and reported to the Internal Revenue Service in Box 5 of Form W-2 for the calendar year ended December 31, 2025. This compensation measure was annualized for permanent employees who were employed on the measurement date but who did not work for the full calendar year. The compensation measure was consistently applied to all of our employees. (3) Once we identified our median employee, we measured that employee’s annual total compensation for the 2025 fiscal year by adding together (a) the same elements of compensation that are included in Mr. Beck’s total fiscal 2025 compensation, as reported in our Summary Compensation Table above, and (b) non-discriminatory health and welfare benefits paid by Regional, if any, which we have included as “All Other Compensation” in the table above. (4) For Mr. Beck, we used the amounts reported in our Summary Compensation Table above. Mr. Beck did not participate in non-discriminatory health and welfare benefit plans offered by Regional in 2025. The resulting pay ratio was calculated in a manner consistent with SEC regulations, and we believe that it constitutes a reasonable estimate. However, as contemplated by SEC regulations, we relied on methods and assumptions that we determined to be appropriate for calculating the Chief Executive Officer pay ratio at Regional. Other public companies may use methods and assumptions that differ from the ones we chose but are appropriate for their circumstances. It may therefore be difficult, for this and other reasons, to compare our reported pay ratio to pay ratios reported by other companies, including companies in our industry.

  71. Pay Versus Performance

    Pay Versus Performance Under the rules adopted pursuant to The Dodd-Frank Wall Street Reform and Consumer Protection Act of 2010 and Item 402(v) of Regulation S-K, we are providing the following information about the relationship between executive “compensation actually paid” and certain financial performance metrics and TSR of the Company. As described in more detail in the section “Compensation Discussion and Analysis,” the Company’s executive compensation program reflects a variable pay-for-performance philosophy. While the Company utilizes several performance measures to align executive compensation with Company performance, all of those Company measures are not presented in the Pay versus Performance table below. Moreover, the Company generally seeks to incentivize long-term performance and, therefore, does not specifically align the Company’s performance measures with compensation that is actually paid (as computed in accordance with Item 402(v) of Regulation S-K) for a particular year. For further information concerning our variable pay-for-performance philosophy and how we align executive compensation with our performance, refer to the section “Compensation Discussion and Analysis.”

  72. Pay Versus Performance

    | | Summary Compensation Table Total | Summary Compensation Table Total | Compensation Actually Paid | Compensation Actually Paid | Average Summary Compensation Table Total | Average Compensation Actually Paid | Value of Initial Fixed $100 Investment Based On: | | | Company-Selected Measure | | Year | for Current CEO(1) ($) | for Former CEO(1) ($) | to Current CEO(2) ($) | to Former CEO(2) ($) | for Non-CEO NEOs(3) ($) | to Non-CEO NEOs(4) ($) | TSR(5) ($) | Peer Group TSR(6) ($) | Net Income(7) ($) | Pre-Provision Net Income(8) ($) | | 2025 | 587,252 | 4,824,409 | 593,454 | 7,489,937 | 1,385,278 | 1,914,090 | 154.49 | 194.46 | 44,412,000 | 60,862,000 | | 2024 | — | 4,923,166 | — | 7,172,720 | 1,517,888 | 1,981,382 | 130.76 | 159.96 | 41,227,000 | 50,452,000 | | 2023 | — | 5,291,817 | — | 4,175,812 | 1,730,622 | 1,452,684 | 92.39 | 128.26 | 15,958,000 | 36,439,000 | | 2022 | — | 4,915,677 | — | 366,271 | 1,559,523 | 344,948 | 98.94 | 109.44 | 51,224,000 | 66,516,000 | | 2021 | — | 3,726,285 | — | 8,203,368 | 1,425,961 | 2,703,198 | 196.35 | 125.39 | 88,687,000 | 96,020,000 |

  73. Pay Versus Performance

    The dollar amounts reported are the amounts of total compensation reported for each corresponding year in the “Total” column of the Summary Compensation Table. Mr. Beck served as our President and Chief Executive Officer until his resignation effective as of November 10, 2025, at which time he became a Senior Advisor to the Company. Mr. Lamba was appointed as our President and Chief Executive Officer effective as of November 10, 2025. (2) The dollar amounts reported represent the amount of “compensation actually paid” to Mr. Lamba (current CEO) and Mr. Beck (former CEO), as applicable, as computed in accordance with Item 402(v) of Regulation S-K. The dollar amounts do not reflect the actual amount of compensation earned by or paid to Mr. Lamba or Mr. Beck during the applicable year. The following adjustments were made to Mr. Lamba’s and Mr. Beck’s total compensation, respectively, for each year to determine the compensation actually paid:

  74. Pay Versus Performance

    | Year | Reported Summary Compensation Table Total for Current CEO ($) | Less: Reported Value of Equity Awards(a) ($) | Add: Equity Award Adjustments(b) ($) | Compensation Actually Paid to Current CEO ($) | | 2025 | 587,252 | 349,973 | 356,175 | 593,454 | | 2024 | N/A | N/A | N/A | N/A | | 2023 | N/A | N/A | N/A | N/A | | 2022 | N/A | N/A | N/A | N/A | | 2021 | N/A | N/A | N/A | N/A |

  75. Pay Versus Performance

    | Year | Reported Summary Compensation Table Total for Former CEO ($) | Less: Reported Value of Equity Awards(a) ($) | Add: Equity Award Adjustments(b) ($) | Compensation Actually Paid to Former CEO ($) | | 2025 | 4,824,409 | 2,999,995 | 5,665,523 | 7,489,937 | | 2024 | 4,923,166 | 2,999,984 | 5,249,538 | 7,172,720 | | 2023 | 5,291,817 | 2,999,987 | 1,883,982 | 4,175,812 | | 2022 | 4,915,677 | 2,999,974 | (1,549,432) | 366,271 | | 2021 | 3,726,285 | 1,679,946 | 6,157,029 | 8,203,368 |

  76. Pay Versus Performance

    __________ (a) The grant date fair value of equity awards represents the total of the amounts reported in the “Stock Awards” and “Option Awards” columns in the Summary Compensation Table for the applicable year. (b) The equity award adjustments for each applicable year include the addition (or subtraction, as applicable) of the following: (i) the year-end fair value of any equity awards granted in the applicable year that are outstanding and unvested as of the year-end; (ii) the amount of change as of the end of the applicable year (from the end of the prior fiscal year) in fair value of any awards granted in prior years that are outstanding and unvested as of the end of the applicable year; (iii) for awards that are granted and vest in the same applicable year, the fair value as of the vesting date; (iv) for awards granted in prior years that vest in the applicable year, the amount equal to the change as of the vesting date (from the end of the prior fiscal year) in fair value; (v) for awards granted in prior years that are determined to fail to meet the applicable vesting conditions during the applicable year, a deduction for the amount equal to the fair value at the end of the prior fiscal year; and (vi) the dollar value of any dividends or other earnings paid on stock or option awards in the applicable year prior to the vesting date that are not otherwise reflected in the fair value of such award or included in any other component of total compensation for the applicable year (any such dividends are accrued but not paid unless and until the applicable award (or portion thereof) vests). The valuation assumptions used to calculate fair values did not materially differ from those disclosed at the time of grant. The amounts deducted or added in calculating the equity award adjustments for Mr. Lamba are as follows:

  77. Pay Versus Performance

    | Year | Year End Fair Value of Equity Awards Granted in the Year ($) | Year over Year Change in Fair Value of Outstanding and Unvested Equity Awards ($) | Fair Value as of Vesting Date of Equity Awards Granted and Vested in the Year ($) | Year over Year Change in Fair Value of Equity Awards Granted in Prior Years that Vested in the Year ($) | Fair Value at the End of the Prior Year of Equity Awards that Failed to Meet Vesting Conditions in the Year ($) | Value of Dividends or other Earnings Paid on Stock or Option Awards not Otherwise Reflected in Fair Value or Total Compensation ($) | Total Equity Award Adjustments ($) | | 2025 | 353,439 | — | — | — | — | 2,736 | 356,175 | | 2024 | N/A | N/A | N/A | N/A | N/A | N/A | N/A | | 2023 | N/A | N/A | N/A | N/A | N/A | N/A | N/A | | 2022 | N/A | N/A | N/A | N/A | N/A | N/A | N/A | | 2021 | N/A | N/A | N/A | N/A | N/A | N/A | N/A |

  78. Pay Versus Performance

    The amounts deducted or added in calculating the equity award adjustments for Mr. Beck are as follows:

  79. Pay Versus Performance

    | Year | Year End Fair Value of Equity Awards Granted in the Year ($) | Year over Year Change in Fair Value of Outstanding and Unvested Equity Awards ($) | Fair Value as of Vesting Date of Equity Awards Granted and Vested in the Year ($) | Year over Year Change in Fair Value of Equity Awards Granted in Prior Years that Vested in the Year ($) | Fair Value at the End of the Prior Year of Equity Awards that Failed to Meet Vesting Conditions in the Year ($) | Value of Dividends or other Earnings Paid on Stock or Option Awards not Otherwise Reflected in Fair Value or Total Compensation ($) | Total Equity Award Adjustments ($) | | 2025 | 3,536,750 | 1,082,875 | 651,465 | 162,724 | — | 231,709 | 5,665,523 | | 2024 | 3,198,286 | 786,091 | 602,465 | 608,303 | — | 54,393 | 5,249,538 | | 2023 | 1,907,875 | (210,041) | 410,861 | (233,257) | — | 8,544 | 1,883,982 | | 2022 | 965,224 | (1,134,964) | 267,265 | (1,780,084) | — | 133,126 | (1,549,432) | | 2021 | 2,860,183 | 1,429,691 | 842,850 | 963,945 | — | 60,359 | 6,157,029 |

  80. Pay Versus Performance

    (3) The dollar amounts reported represent the average of the amounts reported for the Company’s NEOs as a group (excluding Mr. Lamba, who has served as our CEO since November 10, 2025, and Mr. Beck, who served as our CEO until his resignation effective as of November 10, 2025) in the “Total” column of the Summary Compensation Table in each applicable year. The NEOs (excluding Mr. Lamba and Mr. Beck, as applicable) included for purposes of calculating the average amounts in each applicable year are as follows: (i) for 2025 and 2024, Harpreet Rana, Brian J. Fisher, Manish Parmar, and Catherine R. Atwood and (ii) for 2023, 2022, and 2021, Harpreet Rana, John D. Schachtel, Brian J. Fisher, and Manish Parmar. (4) The dollar amounts reported represent the average amount of “compensation actually paid” to the NEOs as a group (excluding Mr. Lamba and Mr. Beck, as applicable), as computed in accordance with Item 402(v) of Regulation S-K. The dollar amounts do not reflect the actual average amount of compensation earned by or paid to the NEOs as a group (excluding Mr. Lamba and Mr. Beck, as applicable) during the applicable year. In accordance with the requirements of Item 402(v) of Regulation S-K, the following adjustments were made to average total compensation for the NEOs as a group (excluding Mr. Lamba and Mr. Beck, as applicable) for each year to determine the compensation actually paid, using the same methodology described above in footnote 2:

  81. Pay Versus Performance

    | Year | Average Reported Summary Compensation Table Total for Non-CEO NEOs ($) | Less: Average Reported Value of Equity Awards(a) ($) | Add: Average Equity Award Adjustments(b) ($) | Average Compensation Actually Paid to Non-CEO NEOs ($) | | 2025 | 1,385,278 | 553,729 | 1,082,541 | 1,914,090 | | 2024 | 1,517,888 | 633,477 | 1,096,971 | 1,981,382 | | 2023 | 1,730,622 | 733,715 | 455,778 | 1,452,684 | | 2022 | 1,559,523 | 711,188 | (503,387) | 344,948 | | 2021 | 1,425,961 | 373,407 | 1,650,643 | 2,703,198 |

  82. Pay Versus Performance

    The amounts deducted or added in calculating the total average equity award adjustments noted above are as follows:

  83. Pay Versus Performance

    | Year | Average Year End Fair Value of Equity Awards Granted in the Year ($) | Year over Year Average Change in Fair Value of Outstanding and Unvested Equity Awards ($) | Average Fair Value as of Vesting Date of Equity Awards Granted and Vested in the Year ($) | Year over Year Average Change in Fair Value of Equity Awards Granted in Prior Years that Vested in the Year ($) | Average Fair Value at the End of the Prior Year of Equity Awards that Failed to Meet Vesting Conditions in the Year ($) | Average Value of Dividends or other Earnings Paid on Stock or Option Awards not Otherwise Reflected in Fair Value or Total Compensation ($) | Total Average Equity Award Adjustments ($) | | 2025 | 652,815 | 228,659 | 120,232 | 34,360 | — | 46,476 | 1,082,541 | | 2024 | 675,354 | 165,988 | 127,213 | 122,986 | — | 5,430 | 1,096,971 | | 2023 | 466,610 | (49,795) | 100,489 | (61,659) | — | 132 | 455,778 | | 2022 | 228,822 | (333,259) | 63,356 | (493,920) | — | 31,614 | (503,387) | | 2021 | 644,027 | 528,887 | 166,476 | 293,032 | — | 18,221 | 1,650,643 |

  84. Pay Versus Performance

    Cumulative TSR is calculated by dividing the sum of the cumulative amount of dividends for the measurement period, assuming dividend reinvestment, and the difference between the Company’s stock price at the end and the beginning of the measurement period by the Company’s stock price at the beginning of the measurement period. (6) Represents the weighted peer group TSR, weighted according to the respective companies’ stock market capitalization at the beginning of each period for which a return is indicated. The Company utilized the NYSE Financial Index for the peer group. This index has been utilized historically in our Annual Reports on Form 10-K in connection with the required performance graph. (7) The dollar amounts reported represent the amount of net income reflected in the Company’s audited financial statements for the applicable year. (8) Pre-provision net income is defined as net income excluding the tax-effected impact of the provision for credit losses but including the impact of recognized net credit losses. This metric has been adjusted for certain non-operating restructuring expenses incurred in 2023, as well as non-performing loan sales transacted in 2022 and 2023. Financial Performance Measures As described in greater detail in “Compensation Discussion and Analysis,” the Company’s executive compensation program reflects a variable pay-for-performance philosophy. The metrics that the Company uses for both our long-term and short-term incentive awards are selected based on an objective of incentivizing our NEOs to increase the value of our enterprise for our stockholders. While the Company uses numerous financial and non-financial performance measures for the purpose of evaluating performance for the Company’s compensation programs, the Company has determined that pre-provision net income is the financial performance measure that, in the Company’s assessment, represents the most important performance measure (that is not otherwise required to be disclosed in the table) used by the Company to link compensation actually paid to the Company’s NEOs, for the most recently completed fiscal year, to Company performance. The most important financial performance measures used by the Company to link executive compensation actually paid to the Company’s NEOs, for the most recently completed fiscal year, to the Company’s performance are as follows: • Pre-provision net income • Pre-provision return on assets Total shareholder return Analysis of the Information Presented in the Pay versus Performance Table The following charts show the relationship between Compensation Actually Paid and the required performance measures in the tabular disclosure above—Company TSR, Net Income, and Pre-Provision Net Income (the Company-Selected Measure), as well as a comparison of Company TSR against NYSE Financial Index TSR.

  85. Pay Versus Performance

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  86. Potential Payments Upon Termination or Change in Control

    Potential Payments Upon Termination or Change in Control Under our Severance Plan and their long-term incentive award agreements, our executive officers are entitled to severance benefits following certain terminations. These benefits ensure that our executives are motivated primarily by the needs of our business, rather than circumstances that are outside of the ordinary course of business (such as circumstances that might lead to the termination of an executive’s employment or that might lead to a change in control). Severance benefits provide for a level of continued compensation if an executive’s employment is adversely affected in these circumstances, subject to certain conditions. We believe that these benefits enable executives to focus fully on their duties while employed by us, ensure that our executives act in the best interests of our stockholders, even if such actions are otherwise contrary to our executives’ personal interests, and alleviate concerns that may arise in the event of an executive’s separation from service with us. We believe that these severance benefits are in line with current market practices. The rights to and level of benefits are determined by the type of termination event. The Severance Plan, including the related Participation Agreements of our NEOs thereunder, provides for the following cash and other benefits:

  87. Potential Payments Upon Termination or Change in Control

    | Termination Event | Severance Benefits | | “Qualifying Termination” Without a Change in Control | The Severance Plan defines “qualifying termination” as termination of a participant’s employment by the participant for good reason or by the Company for any reason other than cause, disability, or death. (1) Payment in Lieu of 30 Days’ Notice. At our election, 30 days’ base salary in lieu of allowing the participant to work through any required 30-day termination notice period. (2) Base Salary Continuation. In the case of Mr. Lamba, an amount equal to two times his salary in effect on the termination date, payable over a period of 24 months following his termination date, and in the case of each other participant, an amount equal to his or her salary in effect on the termination date, payable over a period of 12 months following his termination date. (3) Average Bonus. In the case of Mr. Lamba, an amount equal to two times his average bonus determined as of the termination date, payable over a period of 24 months following his termination date, and in the case of each other participant, an amount equal to his or her average bonus determined as of the termination date, payable over a period of 12 months following his or her termination date. A participant’s “average bonus” as defined in the Severance Plan is the average annual bonus paid for the three fiscal years preceding the year of termination or such lesser number of full fiscal years that the participant has been employed. If employment is terminated before the last day of the participant’s first full fiscal year, the average bonus is calculated as the participant’s target bonus. (4) Annual Incentive Compensation. The pro-rata portion of any bonus for the year in which termination occurs, to the extent earned, plus, if termination occurs after year-end but before the bonus for the preceding year is paid, the bonus for the preceding year, to the extent earned. (5) Health Benefits Continuation Coverage. Reimbursement of COBRA premiums for continuation coverage under our group medical plan for 24 months (in the case of Mr. Lamba) or 12 months (in the case of each other participant) following his or her termination date, so long as he or she is not entitled to obtain insurance from a subsequent employer. (6) Outplacement Services. Reasonable outplacement service expenses for 24 months (in the case of Mr. Lamba) or 12 months (in the case of each other participant) following the termination date, not exceeding $25,000 per year. | | “Qualifying Termination” With a Change in Control | If a qualifying termination occurs within one (1) year immediately following a change in control or within six (6) months immediately prior to such change in control, then the participant is entitled to the benefits described immediately above, except the amounts described in items (2) and (3) will be increased to be two times salary and average bonus for all participants, except for Mr. Lamba, whose benefits would |

  88. Potential Payments Upon Termination or Change in Control

    | Termination Event | Severance Benefits | | | remain at two times salary and average bonus. Such severance benefits will be payable over a period of 24 months following Mr. Lamba’s termination date and a period of 12 months following the termination date of each other participant. | | Disability | If employment is terminated due to the participant’s disability, he or she will be entitled to the same benefits as if a qualifying termination without a change in control occurred, except that he or she is not entitled to 30 days’ notice of termination (or payment in lieu thereof). The disability severance benefits will be reduced by the amount of any disability benefits paid to the participant pursuant to any disability insurance, plan, or policy provided by us to or for the benefit of the participant. If any disability benefits paid to a participant pursuant to any disability insurance, plan, or policy provided by us are not subject to local, state, or federal taxation, then our severance obligations in the event of termination due to the participant’s disability will be reduced by an amount equal to the gross taxable amount that we would have been required to pay in order to yield the net, after-tax benefit that the participant actually received pursuant to such disability insurance, plan, or policy. | | Death | Annual Incentive Compensation. The pro-rata portion of any bonus for the year in which death occurs, to the extent earned, plus, if death occurs after year-end but before the bonus for the preceding year is paid, the bonus for the preceding year, to the extent earned (paid to the participant’s designated beneficiary or estate, as applicable). | | Voluntary Termination | Annual Incentive Compensation. If termination occurs after year-end but before the bonus for the preceding year is paid, the bonus for the preceding year, to the extent earned (the participant is not entitled to any bonus for the year during which voluntary termination occurs). | | Cause | None. |

  89. Potential Payments Upon Termination or Change in Control

    In addition to the benefits provided for under the Severance Plan, our long-term incentive award agreements provide for the following treatment of awards following termination:

  90. Potential Payments Upon Termination or Change in Control

    | Termination Event | Award Treatment | | By the Company Without Cause, by the Executive for Good Reason, Due to Disability, or Due to Death | • Nonqualified Stock Option Awards: Pro-rata accelerated vesting of any unvested shares. • Restricted Stock Awards: Pro-rata accelerated vesting of any unvested shares. • Performance-Contingent RSUs: Eligibility to vest in a pro-rata portion of the award, subject to actual performance over the full performance period. • Restricted Stock Units: Pro-rata accelerated vesting of any unvested shares. | | “Double-Trigger” Change in Control | • Nonqualified Stock Option Awards: Full accelerated vesting in the event of a termination of employment by us without cause or by the executive as a result of good reason within six months before or one (1) year after the effective date of a change in control. • Restricted Stock Awards: Full accelerated vesting in the event of a termination of employment by us without cause or by the executive as a result of good reason within six months before or one (1) year after the effective date of a change in control. • Performance-Contingent RSUs: Full accelerated vesting at target in the event of a termination of employment by us without cause or by the executive as a result of good reason within six months before or one (1) year after the effective date of a change in control. • Restricted Stock Units: Full accelerated vesting in the event of a termination of employment by us without cause or by the executive as a result of good reason within six months before or one (1) year after the effective date of a change in control. | | Retirement | • Nonqualified Stock Option Awards: Continued vesting as if the executive remained employed. • Restricted Stock Awards: Unvested shares are forfeited as of the termination date. • Performance-Contingent RSUs: Eligibility to vest in a pro-rata portion of the award, subject to actual performance over the full performance period. • Restricted Stock Units: Eligibility to vest as if the executive remained employed. |

  91. Potential Payments Upon Termination or Change in Control

    | Termination Event | Award Treatment | | | An executive is generally eligible for “Retirement” when he or she (i) is 65 or older at the time of termination, or (ii) is 55 or older at the time of termination and has completed ten (10) years of service to Regional. Under the 2024 Plan and applicable award agreements, “Retirement” means, with respect to our Chief Executive Officer only, the termination of employment by the Chief Executive Officer on or after both (A) the Chief Executive Officer’s attainment of age 55 and completion of at least five (5) years of service, and (B) the date upon which the sum of the Chief Executive Officer’s age plus years of service equals 65. |

  92. Potential Payments Upon Termination or Change in Control

    The following table provides information concerning the payments and the value of other benefits that our NEOs would have been eligible to receive if their employment had been terminated under the described circumstances on December 31, 2025. Our obligation to provide the payments and other benefits described in the table are found in our Severance Plan and each NEO’s long-term incentive award agreements, in each case, as described above. In calculating the amounts included in the table below, we have assumed (i) that the termination event and/or change in control occurred on December 31, 2025, (ii) a share price of $38.75 (our closing share price on December 31, 2025), and (iii) the following: • “Payment in Lieu of 30 Days’ Notice”: We have assumed that we will elect to pay 30 days’ base salary in lieu of allowing the NEO to work through any required 30-day termination notice period. • “Severance Payment”: The amount represents a combination of the “Base Salary Continuation” and “Average Bonus” payments described above. • “Annual Incentive Compensation”: The amount is based upon the level of performance and percentage payout actually achieved, as determined by the Compensation Committee in February 2026. • “Long-Term Incentive Award Vesting”: The value associated with accelerated nonqualified stock option awards has been calculated by multiplying the number of accelerated shares by the amount by which our stock price as of December 31, 2025 exceeded (if at all) the exercise price of the option. For any performance-contingent long-term incentive award where vesting remains subject to actual performance over a performance period, we have calculated the value of any awards still subject to vesting as if the performance period concluded on December 31, 2025. “Other Benefits”: The amount includes reimbursement of COBRA premiums for continuation coverage and the value of outplacement services. We have assumed (i) that the NEO will not become entitled to obtain insurance from a subsequent employer, and (ii) that the NEO will receive the maximum value of outplacement services.

  93. Potential Payments Upon Termination or Change in Control

    | | | Termination Event | | | | | Name | Type of Payment or Benefit | Termination by the Company Without Cause or by the Executive for Good Reason ($) | Termination by the Company Without Cause or by the Executive for Good Reason in Connection with a Change in Control ($) | Termination Due to Death ($) | Voluntary Termination by the Executive(1) ($) | | Lakhbir S. Lamba | Payment in Lieu of 30 Days’ Notice | 45,205 | 45,205 | — | — | | | Severance Payment | 1,100,000 | 1,100,000 | — | — | | | Annual Incentive Compensation | — | — | — | — | | | Long-Term Incentive Award Vesting(2) | — | — | — | — | | | Other Benefits | 25,000 | 25,000 | — | — | | | Total | 1,170,205 | 1,170,205 | — | — | | Harpreet Rana | Payment in Lieu of 30 Days’ Notice | 35,753 | 35,753 | — | — | | | Severance Payment | 863,365 | 1,726,730 | — | — | | | Annual Incentive Compensation | 435,435 | 435,435 | 435,435 | — | | | Long-Term Incentive Award Vesting(2) | 1,969,856 | 3,331,611 | 1,969,856 | — | | | Other Benefits | 25,000 | 25,000 | — | — | | | Total | 3,329,409 | 5,554,529 | 2,405,291 | — | | Brian J. Fisher | Payment in Lieu of 30 Days’ Notice | 33,863 | 33,863 | — | — | | | Severance Payment | 827,296 | 1,654,592 | — | — | | | Annual Incentive Compensation | 412,412 | 412,412 | 412,412 | — | | | Long-Term Incentive Award Vesting(2) | 1,280,610 | 1,903,225 | 1,280,610 | — | | | Other Benefits | 25,751 | 25,751 | — | — | | | Total | 2,579,932 | 4,029,843 | 1,693,022 | — | | Manish Parmar | Payment in Lieu of 30 Days’ Notice | 29,836 | 29,836 | — | — | | | Severance Payment | 728,904 | 1,457,808 | — | — | | | Annual Incentive Compensation | 363,363 | 363,363 | 363,363 | — | | | Long-Term Incentive Award Vesting(2) | 1,126,036 | 1,805,848 | 1,126,036 | — | | | Other Benefits | 25,000 | 25,000 | — | — | | | Total | 2,273,139 | 3,681,855 | 1,489,399 | — | | Catherine R. Atwood | Payment in Lieu of 30 Days’ Notice | 30,575 | 30,575 | — | — | | | Severance Payment | 740,907 | 1,481,814 | — | — | | | Annual Incentive Compensation | 372,372 | 372,372 | 372,372 | — | | | Long-Term Incentive Award Vesting(2) | 922,211 | 1,539,804 | 922,211 | — | | | Other Benefits | 25,000 | 25,000 | — | — | | | Total | 2,091,065 | 3,449,565 | 1,294,583 | — |

  94. Potential Payments Upon Termination or Change in Control

    A voluntary termination that is treated as a “retirement” may result in pro-rata or continued vesting of certain long-term incentive awards. None of our NEOs, except for Mr. Beck who was no longer a participant in the Severance Plan as of December 31, 2025, were eligible for “retirement” as of December 31, 2025. (2) See “Executive Compensation Tables – Outstanding Equity Awards at Fiscal Year-End” for a summary of equity-based long-term incentive awards outstanding as of December 31, 2025. The amounts shown in the table do not include payments and benefits to the extent they are provided generally to all salaried employees upon termination of employment and do not discriminate in scope, terms, or operation in favor of our NEOs. Because the amounts in the table are calculated subject to the assumptions provided and on the basis of the occurrence of a termination as of a particular date and under a particular set of circumstances, the actual amount to be paid to each of our NEOs upon a termination or change in control may vary significantly from the amounts included in the table. Factors that could affect these amounts include the timing during the year of the termination event and the type of termination event that occurs. In connection with his retirement, Mr. Beck continued to receive his annual base salary of $680,000 through December 31, 2025. Mr. Beck was awarded a cash bonus opportunity based upon the Company’s and his performance in 2025, with a target bonus equal to one hundred percent (150%) of his base salary (the “2025 Annual Bonus”). In February 2026, the Compensation Committee determined that Mr. Beck earned the 2025 Annual Bonus of $1,021,020. Long-term incentive awards granted to Mr. Beck will continue in accordance with their terms and be governed by the terms of applicable plans, related award agreements, and the Transition Agreement. Mr. Beck will also be paid base salary in the aggregate amount of $1,000,000 for the period from January 1, 2026 to June 30, 2026.

  95. Proposal No. 1: Election of Directors

    Proposal No. 1: Election of Directors Our Bylaws currently provide that the number of directors of the Company shall be fixed from time to time by resolution adopted by the Board. There are presently nine directors. The Nominating Committee evaluates the size and composition of the Board on at least an annual basis. In connection therewith, the Nominating Committee has nominated and recommends for election as directors the following nine nominees: Julie Booth, Jonathan D. Brown, Roel C. Campos, Maria Contreras-Sweet, Michael R. Dunn, Steven J. Freiberg, Sandra K. Johnson, Lakhbir S. Lamba, and Carlos Palomares. Each nominee presently serves as a director. Directors shall be elected to serve until the next annual meeting of stockholders or until their successors are elected and qualified or until their earlier resignation, removal, or death. A candidate for election as a director is nominated to stand for election based on his or her professional experience, recognized achievements in his or her respective fields, an ability to contribute to some aspect of our business, and the willingness to make the commitment of time and effort required of a director. A description of the background, business experience, skills, qualifications, attributes, and certain other information with respect to each of the nominees for election to the Board can be found above in the “Board of Directors and Corporate Governance Matters” section of this Proxy Statement. Each of the above-listed nominees has been identified as possessing an appropriate mix of background and experience, good judgment, deep knowledge of our industry, strength of character, and an independent mind, as well as a reputation for integrity and high personal and professional ethics. Each nominee also brings a strong and unique background and set of skills to the Board, giving the Board, as a whole, competence and experience in a wide variety of areas. In selecting this slate of nominees for 2026, the Nominating Committee specifically considered the background and business experience of each of the nominees, along with the familiarity of the nominees with our business and prospects, which has been developed as a result of their service on our Board. The Nominating Committee believes that such familiarity will be helpful in addressing the opportunities and challenges that we face in the current business environment. Each of the nine nominees has consented to being named in this Proxy Statement and to serve as a director, if elected. In the event that any nominee withdraws, or for any reason is unable to serve as a director, the proxies will be voted for such other person as may be designated by the Nominating Committee as a substitute nominee, but in no event will proxies be voted for more than nine nominees. The Nominating Committee has no reason to believe that any nominee will not continue to be a candidate or will not serve if elected. The Board unanimously recommends a vote “FOR” the election of each of the nominees listed above.

  96. Indemnification of Directors and Officers

    Indemnification of Directors and Officers Our Bylaws provide that we will indemnify our directors and officers to the fullest extent permitted by the General Corporation Law of the State of Delaware (the “DGCL”). In addition, our Amended and Restated Certificate of Incorporation provides that our directors will not be liable for monetary damages for breach of fiduciary duty to the fullest extent permitted by the DGCL. There is no pending litigation or proceeding naming any of our directors or officers to which indemnification is being sought, and we are not aware of any pending or threatened litigation that may result in claims for indemnification by any director, officer, or other party.