Teachers Mutual Bank

TMB needed deposit growth to fund the bank's accelerating home loan portfolio. The challenge was scale, speed, and margin.

Term deposits are price-sensitive, the rate environment was compressing, and the competitive set ran from the Big Four with infinite balance sheet to direct-only neobanks competing on headline rate alone. TMB's positioning as a teachers' mutual gave the bank a community-trust advantage but no inherent rate edge. The acquisition system had to deliver deposit balances large enough to meaningfully fund loan-book growth, at a cost low enough that the NIM earned across the deposit holding period made the campaign economics work.

A multi-channel performance system designed around the deposit-decision moment. Google Search captured high-intent rate-shopping behaviour with keyword sets segmented across the comparison-shopper, the existing-member rollover audience and the brand-defensive layer.

Facebook ran prospecting against the broader community-trust narrative (the teachers and education-sector custom audience). Campaign Manager 360 ran programmatic display at scale with multiple creative concepts.

Each channel's contribution was attributed back through Campaign Manager 360 so the channel mix could be reset between flights based on what had actually worked, not what was assumed to have worked. The system was repeatable: the architecture was deployed and refined across consecutive Term Deposit flights, each iteration sharper than the last.

A single Term Deposit campaign within the system produced A$5.7 million in modelled multi-year NIM contribution from the deposit balances acquired, a 5,090% return on campaign investment.

Across 2016–17, TMB's annual reports record its retail member deposit book growing A$743 million, from A$4.55 billion to A$5.29 billion (16.3%), and its total assets growing 20.6%, from A$5.54 billion to A$6.68 billion. Those are bank-wide figures, and the year included the November 2016 merger with the Fire Brigades Employees' Credit Union, which brought more than A$215 million in assets, so they are not the acquisition system's result alone.