UNITED STATES
SECURITIES AND EXCHANGE COMMISSION
Washington, D.C. 20549


SCHEDULE 14A


PROXY STATEMENT
Pursuant to Section 14(a) of the Securities Exchange Act of 1934




Filed by the Registrant                ☒
Filed by a Party other than the Registrant        ☐
Check the appropriate box:
☐    Preliminary Proxy Statement        
☐    Confidential, for Use of the Commission Only (as Permitted by Rule 14a-6(e)(2))
☒    Definitive Proxy Statement
☐    Definitive Additional Materials
☐    Soliciting Material Under Rule 14a-12
TEXAS CAPITAL BANCSHARES, INC.
(Name of Registrant as Specified In Its Charter)

(Name of Person(s) Filing Proxy Statement, if other than the Registrant)

Payment of Filing Fee (Check the appropriate box)all boxes that apply):
☒    No fee required.
☐    Fee computed on table below per Exchange Act Rules 14a-6(i)(1) and 0-11.
(1)    Title of each class of securities to which transaction applies:
(2)    Aggregate number of securities to which transaction applies:
(3)    Per unit price or other underlying value of transaction computed pursuant to Exchange Act Rule 0-11 (Set forth the amount on which the filing fee is calculated and state how it was determined):
(4)    Proposed maximum aggregate value of transaction:
(5)    Total fee paid:
☐    Fee paid previously with preliminary materials.
☐    Check box if any part of the fee is offset as providedFee computed on table in exhibit required by Item 25(b) per Exchange Act Rule 0-11(a)(2)Rules 14a-6(i)(1) and identify the filing for which the offsetting fee was paid previously. Identify the previous filing by registration statement number, or the Form or Schedule and the date of its filing.0-11.
(1)    Amount Previously Paid:
(2)    Form, Schedule or Registration Statement No:
(3)    Filing Party:
(4)    Date Filed:







tcbi-20230308_g1.jpg
NOTICE OF ANNUAL MEETING AND PROXY STATEMENT
20222023|



tcbi-20230308_g2.jpg
Table of Contents
Table of Contents
GENERATING LONG-TERM STOCKHOLDER VALUE
A LETTER FROM OURTHE CEO
NOTICE OF ANNUAL MEETING OF STOCKHOLDERS
VOTING INFORMATION
PROXY STATEMENT SUMMARY
PROXY STATEMENT
 Information about Solicitation and Voting
GOVERNANCE
PROPOSAL ONEELECTION OF DIRECTORS
Board Qualifications and Experience Matrix
Director Nominees
Board Diversity
  Board and Committee Matters
Board Leadership Structure
Board and Corporate Governance: Strong Governance Practices
Risk Oversight
Environmental, Social and Governance (ESG) Highlights
Stockholder Engagement
Committees of the Board
Additional Governance Matters
DIRECTOR COMPENSATION
STOCK OWNERSHIP INFORMATION
Principal Stockholders and Beneficial Owners
Delinquent Section 16(a) Reports
AUDIT MATTERS
Audit Committee Report
Auditor Fees and Services
PROPOSAL TWORATIFICATION OF THE APPOINTMENT OF ERNST & YOUNG LLP AS THE COMPANY'SCOMPANY’S INDEPENDENT REGISTERED PUBLIC ACCOUNTING FIRM
EXECUTIVE COMPENSATION*
PROPOSAL THREEADVISORY APPROVAL OF THE COMPANY'SCOMPANY’S EXECUTIVE COMPENSATION
PROPOSAL FOURADVISORY APPROVAL OF THE FREQUENCY OF THE COMPANY’S SAY ON PAY VOTE
Compensation Discussion and Analysis
Executive Officers
Compensation Committee Report
Compensation Tables
CEO PAY RATIO
PAY VERSUS PERFORMANCE
EQUITY COMPENSATION PLAN INFORMATION
INDEBTEDNESS OF MANAGEMENT AND RELATED PARTY TRANSACTIONS
2022 LONG-TERM INCENTIVE PLANADDITIONAL INFORMATION
PROPOSAL FOUR APPROVAL OF THE 2022 LONG-TERM INCENTIVE PLAN
Equity Compensation Plan Information
ADDITIONAL INFORMATION
Stockholder Nominees for Director
Stockholder Proposals for 20232024
Advance Notice Procedures
Annual Report
ANNEX A - Non-GAAP Financial Measures
A-1
 * A detailed Table of Contents for Compensation topics appears on page 4148.

Cautionary Note Regarding Forward-Looking Statements; Available Information
This Proxy Statement includes estimates, projections, and statements relating to ourthe Company’s business plans, objectives, and expected operating results that are “forward-looking statements” within the meaning of the Private Securities Litigation Reform Act of 1995 and Section 21E of the Securities Exchange Act of 1934. These forward-looking statements are not historical in nature and may generally be identified by use of words such as “believe,” “expect,” “anticipate,” “estimate,” “intend,” “future,” “plan,” “may,” “should,” “will,” “could,” “would,” “will be,” “will continue,” “will likely result,” and similar expressions. Because forward-looking statements relate to future results and occurrences, they are subject to inherent and various uncertainties, risks, and changes in circumstances that are difficult to predict, may change over time, and are based on management's expectations and assumptions at the time the statements are made and are not guarantees of future results. We describeThe Company describes risks and uncertainties that could cause actual results and events to differ materially in ourthe Company’s Annual Report on Form 10-K, Quarterly Reports on Form 10-Q and other filings we makethe Company makes with the Securities and Exchange Commission (“SEC”), including under “Risk Factors” and “Management’s Discussion and Analysis of Financial Condition and Results of Operations”. We undertakeThe Company undertakes no obligation to update or revise publicly any forward-looking statements, whether because of new information, future events, or otherwise.
References to ourthe website in this Proxy Statement are provided as a convenience, and the information on ourthe website is not, and shall not be deemed to be, a part of this Proxy Statement or incorporated into this Proxy Statement or any other filings we makethe Company makes with the SEC. The SEC maintains a website that contains reports, proxy and information statements, and other information regarding issuers, including Texas Capital Bancshares, Inc., that electronically file with the SEC at http://www.sec.gov.
TCBI 20222023|Notice of Annual Meeting and Proxy Statement i

tcbi-20230308_g2.jpg
Generating Stockholder Value
GENERATING LONG-TERM
STOCKHOLDER VALUE
Since the new CEO, Rob C. Holmes, arrived in January 2021 the Company has been on a journey to transform Texas Capital Bancshares, Inc., and its subsidiaries (collectively, the “Company” or “firm”), including its largest subsidiary, Texas Capital Bank (the “Bank”). The Company has taken monumental steps to reimagine and restructure the way it operates internally, improving its financial safety and soundness, and improving what the Company provides and how it provides services to its clients. The Company’s vision is to be the flagship financial services firm in Texas serving the best clients in its markets, and is committed to delivering this outcome through adherence to a defined set of tangible goals.
The Company’s goals are:
Strong execution on the core set of financial products coupled with industry expertise and higher touch service that earns us the right to provide advice when it counts
Financially resilient firm that is easy to do business with and is both proactive and responsive to client, employees and community needs
Build trusted relationships in core markets and industries that leads us to being a “first call” from top clients and prospects
Employer of choice in Texas for people interested in growing their career in financial services
In 2021, the Company adopted a comprehensive strategic plan under which management and staff evaluated all aspects of the business, including lines of business, product offerings, client services, contractual arrangements, liabilities and the deposit base. The Company made significant progress against both its near-term objectives and longer-term goals to build a platform capable of delivering products and services, relevant to Texas-based businesses and entrepreneurs, at every stage of their life cycles.
Higher quality, less volatile earnings+Higher capital ratios with stable liquidity assets+Banking the best clients=Long-term stockholder value
Notably, 2022 was the second year of immense change for the firm: the Company implemented a bold, enterprise-wide strategy to transform the institution into the premier, and first, full-service financial services firm headquartered in Texas. The vision is centered upon providing excellent service to clients throughout the entire cycle of their lives and businesses – from opening their first checking account to financing their business expansions, to supporting them through an acquisition or sale and assisting with their private wealth management.
In just 24 months, leadership and management revolutionized operations to earn business and exceed expectations. The Company strengthened its financial position, its offerings and its teams. These changes required a significant investment in infrastructure, processes and people. The Company has been transparent that this transformation would begin with a period of sustained investment to reorganize the operating model around client delivery and service while expenses were realigned directly against expanded coverage and improved capabilities. While the implementation of the strategic plan is not yet complete, the Company reached an inflection point where many positive results are evident from the efforts of management and staff. For example, the Company’s first ever, Dallas-based trading floor was launched in May 2022. With Texas Capital Securities, the Company can now provide its clients access to capital markets, financial advisory and other investment banking solutions.
Because of the recent capabilities built at the Company, leadership and management has been able to recruit the best and brightest from across the country who want to grow their careers in financial services in Texas. The Company aggressively invested in its Private Wealth and Banking capabilities. It expanded its Treasury
TCBI 2023|Notice of Annual Meeting and Proxy Statement 1

tcbi-20230308_g2.jpg
Generating Stockholder Value
Services and streamlined its consumer checking onboarding process via a digital client intake. With the sale of the insurance premium finance business, the capital base is stronger than ever in the history of the firm.
During this journey the compensation and employee programs and plans evolved too, and will continue to evolve as the Company continues to seek, attract and retain the best and the brightest people necessary to achieve the goals.
From Private Wealth and Banking to Treasury Services to Capital Markets, the firm is committed to serving across all segments of the Bank’s communities. Every banking relationship results in an investment in a community, whether in the form of loan growth, charitable investment, impact lending or a multitude of other avenues.
The Company’s CEO and the Board believe that continued work to implement the strategic plan, including the dramatic changes already occurred, will position the Company for growth of the right kind and long-term stockholder value.



TCBI 2023|Notice of Annual Meeting and Proxy Statement 2

tcbi-20230308_g2.jpg
A Letter from ourthe CEO
Texas Capital Bancshares, Inc.
2000 McKinney Avenue, 7th Floor

Dallas, Texas 75201






March 10, 20229, 2023




Dear Fellow Stockholders:


This past year was pivotal forIt is my pleasure to invite you to attend the 2023 Annual Meeting of Stockholders of Texas Capital Bancshares, Inc. We launchedat 8:00 a.m., central daylight time, on Tuesday, April 18, 2023, which will be held at the corporate headquarters, Texas Capital Center, at 2000 McKinney Avenue, Dallas, TX, 75201.
2022 was a transformative strategy with the goal of buildingyear for Texas Capital Bank intoas we made significant progress against the flagship financial services firmstrategic plan to build the Flagship Financial Services Firm in the state of Texas. This year was focused on strategic alignment and building the capabilities necessary to earn the right to serve the best clients in our markets. We made tangible progress delivering against the strategic priorities and have already begun delivering against our prioritiesfinancial targets: we launched our Investment Banking division, added and performance drivers: we welcomed key leaders toenhanced our organization, and we added products and services, reorganized the operating model around client delivery to emphasize client experience while strengthening the firm’s financial resilience and are now transitioning our focus towards leveraging the full breadth of the new platform to serve and delight our clients while strengthening our financial resilience. Critically,clients. Foundational to the firm’s culture, we continued investing in our people and empowering the communities we serve.


Our People

This year wethe firm invested in human capital through recruiting,development, inclusion and employee experience efforts by:
• Offering more development opportunities for employees – resulting in over 88,000 hours of training and over 300 employees taking a new role or expanded role within the firm
• Continuing progress on hiring the best talent for client-facing roles
• Expanding the suite of employee resource groups. ERGs are a pillar of our diversity, equity, and inclusion initiatives including:and furthers our goal to be an employer of choice

Building out Launching the senior management team, including 8 new Operating Committee members working alongside a significant portion offirst leadership model for the Bank’s 1,900+ employees that have been recruited this past year;

Materially increasing our number of client-facing bankers, many of them experienced veterans with expertise in specific industry verticals;

Building a diverse team comprised of 66% diverse employees (~50% identifying as women and ~40% identify as members of racial minority groups);

Establishing an analyst training program, unique to Texas Capital Bank, to develop and strengthen our pipeline of future leaders and transform our culture from the bottom up as well as from the top down; and

Expanding our Diversity, Equity and Inclusion Council focusing on the development of goalsfirm that will enable employees at every level to grow and develop their leadership skills
• Launching Success Profiles for roles across the firm that identify the knowledge, skills and abilities needed to be further ingrainedsuccessful in our business strategy as we move forward.every role


Our Communities

As weour presence and our bankers expand acrossthroughout Texas, we continue to groware growing our relationships and empowerempowering the communities we serve under three pillars: Live, Learn, and Lift. We knowTexas Capital Bank’s Community Impact Program exists to remove barriers that whenstand in the way of communities becoming healthy, resilient, and prosperous. When our communities thrive, so does our firm.

• In 2022 the firm served over 100 nonprofit organizations within Texas Capital Bank’s markets in Texas with total philanthropy of $3 million, over 9,300 volunteer hours and over 130 nonprofit boards served by bank employees
We As part of our transformation story, we know that real community transformation begins with intentionality and purpose which is why the firm is committed to helping build and transform communities, including underserved communities in real, measurable and impactful ways. Last year, the firm invested $4.3$10.8 billion in total impact lending, including $342$349 million in community development lending, $119 millionwhich includes loans in underserved communities, including loans for affordable housing, lending, $2.4 billion in small business lending,to community service providers and $1.5 billion in home mortgages, including 1,195 mortgages in low- and moderate-income communities.

We continue to prioritize strategic investments in low- and moderate-income communities to help close the wealth gap, including a $51 million investment in community development.

We supported the Texas business sector, funding over $206 million in loans through the second round of the Paycheck Protection Program as our state rebounded from the COVID-19 crisis of early 2020 and innovated, grew, and thrived.
TCBI 20222023|Notice of Annual Meeting and Proxy Statement 13

tcbi-20230308_g2.jpg
A Letter from ourthe CEO
businesses that create jobs in these areas, and for rebuilding and revitalizing these areas, and $10.5 billion in small business lending.
• We continue to prioritize strategic investments in low- and moderate-income communities to help close the wealth gap, including $10 million impact investing, defined as investments into equity funds that fund real estate development, small business, public welfare, and minority depository institutions in under-resourced communities. The impact lending and investments created 413 affordable housing units and helped over 48,000 small businesses.
• In 2022, we created the Texas Capital Bank Foundation because we genuinely want to elevate the firm’s support of Texas nonprofits that are serving the needs of families that need it the most. While the Foundation is new, the firm’s commitment to giving back to the community is not
Our Board and Governance

A balancedAn experienced and experienced Boardwell-rounded board of Directorsdirectors is a crucial part of our commitment.the firm’s commitment to financial resiliency and good governance. We engaged with several stockholders throughout the year and intently listened to your feedback. This year, we expanded our Board to eleventwelve directors with the addition of Paola Arbour,Tom Long, who brings more than three decades of leadership and public company experience leading and transforming IT organizations and who is an active participant in multiple forums promoting women in technology and diversity and inclusion.the energy industry. The Boardboard of Directorsdirectors is committed to providing strong governance for the Company adopting market-leadingmarket leading stockholder friendly policies, such as ourincluding board leadership structure, which is currently led by an independent Chair, a lack of takeover protections, a director retirement age, limits for directors on other board service, and a low threshold of 10% for stockholders to call a special meeting.

Due to the director retirement age policy, Larry Helm will be retiring from the Board following the Annual Meeting. I would like to take this opportunity to thank Larry for his years of service as the firm has benefited greatly from both his leadership and his deep expertise in banking matters during his 17 years of service to the firm, including 10 of those years as Chairman. With his retirement, the size of the Board will be reduced to eleven members.
Over the last two years, I have had the pleasure ofenjoyed meeting many of ouryou, stockholders since joiningof the firm, just a year ago and greatly valueappreciate the conversationsdiscussions and the insights you have shared with me as we continue to execute on our transformation.strategic plan. I look forward to continuing our ongoing engagement and thank youam grateful for your ongoing support of Texas Capital Bancshares and Texas Capital Bank as we continue to focusare focused on driving sustainable growth and value creation.creation for all our stakeholders.

Your vote is important to us. Whether or not you plan to attend the Annual Meeting, please submit your proxy promptly so that your shares will be voted in accordance with your preference.
Sincerely,
tcbi-20230308_g3.jpg
Rob C. Holmes
President and Chief Executive Officer and President


TCBI 20222023|Notice of Annual Meeting and Proxy Statement 24

tcbi-20230308_g2.jpg
Notice of Annual Meeting
Texas Capital Bancshares, Inc.
2000 McKinney Avenue, 7th Floor

Dallas, Texas 75201


NOTICE OF ANNUAL MEETING OF STOCKHOLDERS
Date and Time:Tuesday, April 19, 2022,18, 2023, at 9:8:00 a.m. (central daylight time)
Location:2000 McKinney Avenue, 7th Floor, Dallas, Texas 75201
Items of Business:• To elect eleven (11) directors – Paola M. Arbour, Jonathan E. Baliff, James H. Browning, Larry L. Helm, Rob C. Holmes, David S. Huntley, Charles S. Hyle, Thomas E. Long, Elysia Holt Ragusa, Steven P. Rosenberg, Robert W. Stallings, and Dale W. Tremblay, each to serve until the next annual meeting of stockholders or until their successors are elected and qualified;
• To ratify the appointment of Ernst & Young LLP as the Company'sCompany’s independent registered public accounting firm for the year ending December 31, 2022;2023;
• To approve, on an advisory basis, the 20212022 compensation of the Company’s named executive officers as described in the Proxy Statement;
• To approve, on an advisory basis, the Company's 2022 Long-Term Incentive Plan;frequency of the Company’s say on pay vote; and
• To transact such other business as may properly come before the Annual Meeting or any postponements or adjournments thereof.
Record Date:Stockholders of record at the close of business on February 23, 202222, 2023 are the only stockholders entitled to notice of and to vote at the Annual Meeting.
OurThe Proxy Statement for the 20222023 Annual Meeting of Stockholders (the “Annual Meeting”) of Texas Capital Bancshares, Inc. follows. Financial and other information about the Company are contained in ourthe Annual Report to Stockholders for the fiscal year ended December 31, 20212022 (the “2021“2022 Annual Report”), which accompanies the Proxy Statement.
To ensure that your shares are represented at the meeting, we urgethe Company urges you to submit your voting instructions by proxy as promptly as possible. You may submit your proxy via the Internet or telephone, or, if you received paper copies of the proxy materials by mail, you can also submit a proxy via mail by following the instructions on the proxy card or voting instruction card. We encourage youYou are encouraged to submit a proxy via the Internet. It is convenient and saves usthe Company significant postage and processing costs. You can revoke a proxy at any time prior to its exercise at the Annual Meeting by following the instructions in the Proxy Statement.

We areThe Company is making the Proxy Statement and the form of proxy first available on or about March 10, 2022.9, 2023.


By order of the board of directors,
tcbi-20230308_g4.jpg
Anna M. Alvarado
EVP, Chief Legal Officer & Corporate Secretary
March 10, 20229, 2023
Dallas, Texas


IMPORTANT NOTICE REGARDING THE AVAILABILITY OF PROXY MATERIALS FOR THE ANNUAL MEETING OF STOCKHOLDERS TO BE HELD ON April 19, 2022:18, 2023:
The Texas Capital Bancshares, Inc. 20222023 Notice of Annual Meeting and Proxy Statement, 20212022 Annual Report (including
the Company'sCompany’s Annual Report on Form 10-K) and other proxy materials are available at www.proxydocs.com/tcbi.
TCBI 20222023|Notice of Annual Meeting and Proxy Statement 35

tcbi-20230308_g2.jpg
Notice of Annual Meeting
VOTING INFORMATION
It is very important that you vote in order to play a part in the future of the Company. Please carefully review the proxy materials for the Annual Meeting and follow the instructions below to cast your vote on all of the voting matters.


Who is Eligible to Vote
You are entitled to one vote for each share of common stock you own. Only those stockholders that owned shares of the Company’s common stock on February 23, 2022,22, 2023, the record date established by the board of directors, will be entitled to vote at the Annual Meeting. At the close of business on the record date, there were 50,690,92048,285,929 shares of common stock outstanding held by 157149 identified holders.


We areThe Company is furnishing ourits proxy materials to ourits stockholders primarily through the Internet in accordance with rules adopted by the Securities and Exchange Commission. Stockholders have been mailed a Notice of Internet Availability of Proxy Materials on or around March 10, 2022,9, 2023, which provides them with instructions on how to vote and how to access the proxy materials on the Internet. It also provides instructions on how to request paper copies of these materials. Stockholders who previously enrolled in a program to receive electronic versions of the proxy materials will receive an email notice with details on how to access those materials and how to vote.


How to Vote
Even if you plan to attend the Annual Meeting, please submit your voting instructions by proxy right away using one of the following methods for submitting a proxy (see Page page 1012 for additional information). Make sure to have your proxy card, voting instruction form (“VIF”) or Notice of Internet Availability (“Notice”) in hand and follow the instructions. If your shares are held in the name of a broker, bank or other nominee, please follow the voting instructions that you receive from the broker, bank or other nominee entitled to vote your shares, which may include requesting and bringing to the meeting a Legal Proxy.
VOTE IN ADVANCE OF THE MEETING*VOTE AT THE MEETING
via the Internetby phoneby mail
tcbi-20230308_g5.jpg
tcbi-20230308_g6.jpg
tcbi-20230308_g7.jpg
tcbi-20230308_g8.jpg
Visit www.proxypush.com/tcbi to submit a proxy via your computer or mobile telephoneCall 1-866-390-5385 (toll-free) or the number on your proxy card or VIFSign, date and return your proxy card or VIFBring your proxy card, VIF or Notice orand Legal Proxy
*You will need the 16-digit control number included on your proxy card, voting instruction form or Notice of Internet Availability of Proxy Materials.
If you have questions or require assistance with voting your shares, or if you need additional copies of the proxy materials, please contact Alliance Advisors, LLC, 200 Broadacres Drive, 3rd Floor, Bloomfield, New Jersey 07003. Stockholders may call toll free: (833) 501-4842.


Electronic Stockholder Document Delivery
Instead of receiving future copies of annual meeting proxy materials by mail, stockholders of record and most beneficial owners can elect to receive an e-mail that will provide electronic links to these documents. Opting to receive your proxy materials online will save us the cost of producing and mailing documents and will also give you an electronic link to the proxy voting site.
TCBI 20222023|Notice of Annual Meeting and Proxy Statement 46

tcbi-20230308_g2.jpg
Proxy Summary
PROXY STATEMENT SUMMARY
This summary provides an overview of selected information in this year'syear’s Proxy Statement. We encourageThe Company encourages you to read the entire Proxy Statement before voting.
Our Vision: To Be the Flagship Financial Services Firm in Texas Serving the Best Clients in our Markets
Our
Goals:
Employer of choice in Texas for people interested in growing their career in financial services
Strong execution on the core set of financial products coupled with industry expertise and higher touch service that earns us the right to provide advice when it counts
Financially resilient bankfirmthat is easy to do business with and is both proactive and responsive to client,clients, employees and community needs
Build trusted relationships in our core markets inand industries that leads us to being a "first call"call” from top clients and prospects
Employer of choice in Texas for people interested in growing their career in financial services
Building a Technology-Enabled and Scalable Operating
 Model
Our
Core Values:
1. Act with transparency, candor and discipline in all we do.the Company does. 2. Be accountable to one another, clients, communities and stakeholders. 3. Commit to excellence every day. 4. Foster a culture of trust through collaboration, inclusion, and respect.
Annual Meeting of Stockholders
tcbi-20230308_g9.jpgDate & Time
tcbi-20230308_g10.jpgLocation
tcbi-20230308_g11.jpgRecord Date
April 19, 202218, 2023
9:8:00 a.m. CDT
2000 McKinney Avenue, 7th Floor, Dallas, Texas 75201February 23, 202222, 2023
Voting Matters
Stockholders will be asked to vote on the following matters at the Annual Meeting.
Board

Recommendation
Page

Reference
Proposal One - Election of Directors
The Board believes that each of the 11 director nominees has the knowledge, experience, skills and background necessary to contribute to an effective and well-functioning Board.
ü Vote FOR each director nominee
Proposal Two - Ratification of the Appointment of Ernst & Young LLP as the Company'sCompany’s Independent Registered Public Accounting Firm
The Audit Committee has appointed Ernst & Young LLP to serve as ourthe Company’s independent registered public accounting firm for 20222023 and this appointment is being submitted to our stockholders for ratification. The Audit Committee and the Board believe that the continued retention of Ernst & Young to serve as ourthe independent auditor is in the best interests of the Company and its stockholders.
ü Vote FOR
Proposal Three - Advisory Approval of the Company'sCompany’s Executive Compensation
The Company seeks a non-binding advisory vote from its stockholders to approve the compensation of the NEOs as disclosed in this Proxy Statement. The Board values the opinions of our stockholders and will take into consideration the outcome of the advisory vote when considering future executive compensation decisions.
ü Vote FOR
Proposal Four - Advisory Approval of Say on Pay Frequency
The Company seeks a non-binding advisory vote from its stockholders on the frequency of the advisory approval of the compensation of the Company’s named executive officers (Say on Pay”). The Board recommends one year.
üOne Year
Proposal Four - Approval of our 2022 Long-Term Incentive Plan
The Board recommends that stockholders approve the Company's 2022 Long-Term Incentive Plan, which would provide a vehicle for the Board to issue long-term incentive and other equity awards to management, employees and the Board.
ü Vote FOR
TCBI 20222023|Notice of Annual Meeting and Proxy Statement 57

tcbi-20230308_g2.jpg
Proxy Summary
Governance Highlights
Board Composition (See page 13)
The Board has the appropriate diversity of thought, experience and expertise necessary to oversee our business. The Governance and Nominating Committee (the "Governance Committee") regularly reviews the overall composition of the Board and its Committees to assess whether it reflects the appropriate mix of skills, experience, backgrounds and qualifications that are relevant to our current and future business and strategy, and to introduce fresh perspectives and broaden and diversify the views and experience represented on the Board.
Director Nominees (See page 16)
The following table provides summary information about each director nominee. Each nominee is to be elected by a majority of the votes cast.
Committee Memberships
Nominee
Age1
Primary
Occupation
Indepen-
dent
Director
Since
AuditCompen-
sation
Gover-
nance
Risk
Paola M. Arbour58CIO, Tenet Healthcareü2021X
Jonathan E. Baliff58Operating Partner, Genesis Parkü2017X
James H. BrowningÀ
72Former Partner, KPMG LLPü2009CHX
Larry L. Helm ◊74Chairman, Texas Capital Bancshares, Inc.ü2006X
Rob C. Holmes57CEO / President, Texas Capital Bancshares, Inc.2021
David S. Huntley63Chief Compliance Officer, AT&T Inc.ü2018XX
Charles S. HyleÀ
71Former Chief Risk Officer, Key Corp.ü2013XCH
Elysia Holt Ragusa71Principal, RCubetti LLCü2010XCH
Steven P. Rosenberg63President, SPR Ventures, Inc.ü2001X
Robert W. Stallings72President / CEO, Stallings Capital Group, Inc.ü2001XX
Dale W. Tremblay63Executive Chairman, C.H. Guenther & Son LLCü2011CH
À= Financial Expert
◊ = Board Chair CH = Committee Chair
  1 Age as of Proxy Mailing Date.
Board Tenure
boardtenurenew.jpg
The Board considers length of tenure when reviewing nominees to maintain an overall balance of experience, continuity and fresh perspective.
Board Independence and Leadership (See pages 13 and 23)
Each year the Board reviews and evaluates our Board leadership structure. The Board appointed Larry L. Helm as its Chairman for 2022. Rob C. Holmes is our CEO and President. All of our directors, other than our CEO, are independent (10 of 11 members).

Governance Highlights
Board Composition (See page 15)
The Board has the appropriate diversity of thought, experience and expertise necessary to oversee the business. The Governance and Nominating Committee (the “Governance Committee”) regularly reviews the overall composition of the Board and its Committees to assess whether it reflects the appropriate mix of skills, experience, backgrounds and qualifications that are relevant to the current and future business and strategy, and to introduce fresh perspectives and broaden and diversify the views and experience represented on the Board.
Director Nominees (See page 19)
The following table provides summary information about each director nominee. Each nominee is to be elected by a plurality of the votes cast, but the Company’s governance guidelines require that each director who receives more withhold” votes than for” votes in the election must offer to resign.
Committee Memberships
Nominee
Age1
Primary
Occupation
Indepen-
dent
Director
Since
AuditCompen-
sation
Gover-
nance
Risk
Paola M. Arbour59CIO, Tenet Healthcareü2021XX
Jonathan E. BaliffÀ
59CFO / Director, Redwire Corporationü2017X
James H. BrowningÀ
73Former Partner, KPMG LLPü2009CHX
Rob C. Holmes58CEO / President, Texas Capital Bancshares, Inc.2021
David S. Huntley64Chief Compliance Officer, AT&T Inc.ü2018XX
Charles S. HyleÀ
72Former Chief Risk Officer, Key Corp.ü2013XCH
Thomas E. LongÀ
66Co-CEO / Director, Energy Transfer LPü2022X
Elysia Holt Ragusa72Principal, RCubetti LLCü2010XCH
Steven P. Rosenberg64President, SPR Ventures, Inc.ü2001XX
Robert W. Stallings73President / CEO, Stallings Capital Group, Inc.ü2001XX
Dale W. Tremblay64Executive Chairman, C.H. Guenther & Son LLCü2011CH
À= Financial Expert
◊ = Board Chair CH = Committee Chair
  1 Age as of Proxy Mailing Date.
Board Tenure
tcbi-20230308_g12.jpg
The Board considers length of tenure when reviewing nominees to maintain an overall balance of experience, continuity and fresh perspective.
Board Independence and Leadership (See pages 15 and 27)
Each year the Board reviews and evaluates the Board’s leadership structure. The Board appointed Larry L. Helm as its Chairman for 2022. Mr. Helm will retire as of the Annual Meeting. The Board appointed Robert W. Stallings to succeed him as Chairman effective at the Annual Meeting. Rob C. Holmes is the CEO and President. All of the directors, other than the CEO, are independent (11 of 12 current members).
TCBI 20222023|Notice of Annual Meeting and Proxy Statement 68

tcbi-20230308_g2.jpg
Proxy Summary
Governance Highlights (cont.)
Board Profile(See page 1418)
The Board identified particular qualifications, attributes, skills and experience that are important to be represented on the Board as a whole, in light of the Company'sCompany’s current and future business needs. The following table indicates the number of current directors that have the noted skill or experience.
boardskillsnewplus.jpgtcbi-20230308_g13.jpg
Board Diversity(See page pages 2218 and 26)
The Company and the Board believe diversity in the boardroom is critical to the success of the Company and its ability to create long-term value for our stockholders. The diverse backgrounds and diversity of ourthought of the individual directors help the Board better oversee the Company'sCompany’s management and operations from a variety of perspectives.
 Women:
2Directors (18%(16.7%)
 Racial / ethnic diversity:
2 Directors (18%(16.7%)
OurThe Governance Committee and ourthe Board consider diversity in a broad sense, including diversity of viewpoints, background, work experience and other demographics, such as race, age, gender identity, ethnicity, nationality, disability, sexual orientation and cultural background. The Board will continue to make diversity a priority when considering director candidates.
Stockholder Engagement and Outreach (See pages 3139 and 4553)
We
The Company routinely engageengages with various stakeholders, of the Company, including stockholders, rating agencies, proxy advisory services, and customers on a variety of matters. This year, wemanagement contacted many of ourthe stockholders for the purpose of formally engaging with them about their 2022 proxy vote and a variety of topics, including ourprogress on the new corporate strategy, Board composition, including diversity and skills, Board oversight of risk, ourstrategic plan, executive compensation programperformance measures and philosophy,metrics, ESG practices and corporate responsibility, including human capital management. A number accepted our offer to engage,data security. See “Governance – Stockholder Engagement and we plan to continue this outreachExecutive Compensation – 2022 Say on a regular basis. Some declined to engage noting that they did not have any issues with our programs.Pay and Stockholder Engagement” for more information on specific discussions and actions since the last annual meeting.
tcbi_shengagementchart.jpgtcbi-20230308_g14.jpg
TCBI 20222023|Notice of Annual Meeting and Proxy Statement 79

tcbi-20230308_g2.jpg
Proxy Summary
Governance Highlights (cont.)
Environmental, Social and Governance (ESG) Update(See page 2631) and following)
We
The Company established an ESG Council in 2021, which is overseen by the Board, consisting of executive leadership and senior management, to begin navigatingnavigate and more proactively advancingadvance ESG-related efforts.
tcbi-20230308_g15.jpg
Focused on operating ourthe business in a sustainable manner. OurThe headquarters, Texas Capital Center, is located in a leased building designated as a LEED (Gold level) facility
Proud to support clients who excel in sustainable business practices

During 2021 the Bank incorporated Environment,Environmental, Social and Governance considerations into a policy statement. The statement sets forth expectations that as part of the Bank'sBank’s “know your customer” program and due diligence efforts it will consider potential environmental, social or governance risk factors, including those related to the Bank'sBank’s Enhanced Due Diligence Industry list
The Bank currently operates only 9 physical branches and will continue to focus on its branch-lite model, which is further evidenced by its investment and growth in its fully online, consumer platform, Bask Bank, offering a variety of savings products to consumers
The Bank’s lending portfolio consists of less than 8% in the energy or carbon fuels sector
With the launch of the Diversity, Equity and Inclusion Council in 2020, co-Chaired by the CEO and the CHRO, enhancements continue to be made to accelerate DEI efforts and outcomes, including establishing a VP of Diversity, Equity and Inclusion. Formed numerous employee resource groups (ERGs)
Continued a record of strong community involvement in 2022 through employee volunteerism (over 9,300 hours), total impact lending ($10.8 billion) and philanthropic investment ($3 million)
Created the Texas Capital Bank Foundation to further our assistance to Texas non-profit entities
The Bank has a diverse workforce where 44% are women and 44% self-identify as ethnically diverse
tcbi-20230308_g16.jpg
tcbi-20230308_g17.jpg
Strong Board and corporate governance practices support overall effectiveness and enable management to manage the business and maintain integrity in the marketplace
During 2022, senior management contacted stockholders owning 61% of the common stock and, along with Board members, met with stockholders owning 35% of the shares to communicate the Company’s progress on ESG matters and to better understand how ESG fits into investment analysis and decision-making
One other thing that shapes how the Bank and the Company think about ESG is that, as a bank, it’s already subject to some of the strictest regulation of any industry list.– the Bank’s information systems, internal controls, and capital allocations are just a few places it has more eyes on it than the average public company. At the end of the day, good corporate governance takes the form of policies and programs, including several internal committees the Bank implemented to ensure it protects the interests of all stakeholders
During 2022, the Company continued development of security controls and processes through various means

Working diligently to assure the health, safety and well-being of our employees and customers, especially in response to the COVID-19 pandemic, with internal and external programs to assist
With the launch of the Diversity, Equity and Inclusion Council in 2020, co-Chaired by our CEO and CHRO, enhancements continue to be made to accelerate DEI efforts and outcomes. Hired a VP of Diversity, Equity and Inclusion. Formed numerous employee resource groups (ERGs)
Continued our record of strong community involvement through employee volunteerism (>7,600 hours), community lending ($4.3 billion in 2021) and philanthropic investment (>$2 million in 2021)
social.jpg
governance.jpg
Strong Board and corporate governance practices support our overall effectiveness and enable us to manage our business and maintain our integrity in the marketplace
During 2021 we met with stockholders holding 57% of our shares to communicate our progress on ESG matters and to better understand how ESG fits into their investment analysis and decision making

Governance Practices (See pages 2327 and 6375)
The Board is committed to good corporate governance, which promotes the long-term interests of stockholders, strengthens the Board and management accountability and helps build public trust in the Company. Highlights of ourthe Companys governance practices include:
Annual election of directors
MajorityPlurality voting for directors in uncontested elections with director resignation if withheld votes exceed for votes
Independent Chair
All directors are independent, other than CEO
Director retirement policy
Director capacity, commitment and over boarding policy
Directors may be removed with or without cause
Action by written consent / right to call special meeting permitted
No poison pill
Executive sessions of independent directors
Annual Board and Committee evaluations
Strong investor outreach program
Robust stock ownership guidelines for directors and executives (directors-5x; CEO-6x; other EO's-4x)
Prohibition on hedging and pledging
Comprehensive recoupment policy
Annual advisory vote on executive compensation
Risk oversight by Board and Committees
Human capital management oversight by Board and Compensation and Human Capital Committee
Board oversight of Company issues related to corporate social responsibility, public policy, philanthropy, and community participation
Stock Ownership Guidelines / Hold Requirement
To ensure continued alignment of executive and stockholder interests, our stock ownership guidelines require the Company's executive officers and directors to own shares with a target value of:
5x base salary for the CEO;
3x base salary for the other Executive Officers; and
4x cash portion of the annual cash retainer for directors.
In addition, a robust hold requirement assures that our executive officers and directors will continue to hold the shares they receive (after taxes) until the ownership guideline has been attained and maintained.
TCBI 20222023|Notice of Annual Meeting and Proxy Statement 810

tcbi-20230308_g2.jpg
Proxy Summary
Proxy Summary (cont.)
  2021Proxy Summary(cont.)
 2022 Company Performance (See page 4756)
$315.2 Million Net Income1
up 34.0%2
$6.18 Diluted EPS3
up 34.3%2
11.4% ROTCE4
up 35.7%2
$235.2 Million Net Income11.04% ROA5
up 316%55.2%2
$4.60 Diluted EPS3 13.0% CET1 Ratio6
up 311%17.5%2
8.35% ROCE11.3% ROACE4
up 298%1
$3.2 Billion Stockholders' Equity
up 12%34.5%2
$28.1 Billion Total Deposits
down 9%2
$34.7 Billion Total Assets
down 8%2
Adopted and continue to implement updated2022 was a transformative year with significant progress toward the announced strategic plan including detailed reviewsto build the Flagship Financial Services firm in Texas, serving the best clients in its markets
• Launched an Investment Banking Division, Texas Capital Securities, with a full suite of each business line,investment banking products and services
• Invested in technology and people, reorganizing the operating model investment spendaround client delivery to emphasize client experience
• Delivered operating leverage and overall strategypositive financial trends, achieving target or better results on 11 of the 14 compensation plan financial goals. Almost all 16 strategic goals achieved as well.
Raised $625 million Sale of premium finance business / associated loan portfolio of a subsidiary provided approximately $3.4 billion cash to enhance financial resiliency, improving liquidity and capital allowingratios while earnings accretive
Remained steadfast in its commitment to diversity, equity and inclusion and support of employees and the Bank to exceed “well-capitalized” regulatory ratioscommunity through philanthropic activities and leaving the Company well positioned to execute on new strategy
Deliberate unwinding of business lines and technology not aligned to our core strategy allowed for self-funding of necessary investment, reduced variability in earnings and more efficient use of capital
Continued focus on credit quality, and proactive resolution of legacy credit issues
Built-out senior management team; established ESG Council; and expanded DEI Council
Notes: 1 Net income available to common stockholders. 2 Percentage change over the prior fiscal year. 3 Earnings per share. 4 Return on Common Equity.

community lending
  2021 2022 NEO Compensation (See pages 5261-6072)
Compensation ElementsCompensation Decisions
Short-

Term
Base Salary
All NEO'sNEOs received a base salary commensurate with their position after consideration of peer market data
Annual Incentive Bonus:
EPSFinancial Goals (40%); ROCE
Key CEO Goals (40%)
Strategic Goals (20%); Strategic Priorities (40%)

ActualMaximum payout for each portion of the award is 150% of target
Assessment of Company performance on EPS and ROCE metrics against targetsa group of Financial Goals produced aan aggregate payout of 150% on each; payouts on assessment120% (150% for the CEO)
Assessment of NEO individual performance on the Strategic PrioritiesKey CEO Goals ranged from 85%100% to 150% for, and on the NEO's,other Strategic Goals ranged from 70% to 150%, with the CEO'sCEO’s aggregate incentive bonus payout at 150% of target
Ms. Alvarado (who joined late inThe Key CEO Goals (which were achieved) were creating a positive Digital Client Experience, implementing an improved Management Information Systems (costing & expense allocation framework), full deployment of the year) receivedInvestment Bank and Banking Sales enablement. Each of these and the other 12 Strategic Goals were measured against a guaranteed incentive bonus for 2021scorecard
Long-

Term
Performance RSUs (50% of award):
Vest at the end of a 3-year performance period based on:
(i) EPS over three one-year performance periodsThree-year Average ROTCE4 (60%), and
(ii) Relative TSR to Peer Group7 (40%)
All NEO'sNEOs (except Mr. Cummings) received an award of performance RSUs for 2021 (except Ms. Alvarado who joined late20228
Maximum payout for each portion of the award is 200% of target
ROTCE replaced EPS in the year)
Only the Relative TSR and the 2021 EPS2022 long-term performance targets were established when the RSUs were granted in 2021, with the 2022 and 2023 EPS performance targets remaining to be established (which will show separate "grants" in 2022 and 2023 relating to the 2021 award)
Relative TSR was a new metric and weighting for 2021; replacing cumulative EPS relative to the peer group (50%) in 2020plan
Time RSUs (50% of award):
Vest at the end ofRatable vesting over a 3-year vesting period, subject to continued employment
All NEOs received an award of time RSUs for 20212022
New
Hire /
Other
Cash Awards
All NEOs (other than Ms. Anderson) commenced employment with the Company in 2021
Mr. Holmes and Mr. Storms received sign-in cash bonus awards of $2.5 million and $250,000, respectively
Time RSUs
Notes: 1 Net income available to common stockholders. 2 Percentage change over the prior fiscal year. 3 Earnings per share. 4 Return on Tangible Common Equity or Return on Average Tangible Common Equity (ROTCE"). ROTCE is a non-GAAP financial measure defined as net income available to common stockholders as a percentage of average tangible common equity. See Annex A” to this Proxy Statement for additional information concerning this income measure and a reconciliation of this measure to Return on Average Common Equity (ROACE), the most comparable U.S. GAAP financial measure. 5 Return on average assets. 6 CET1 Ratio is Common Equity Tier 1 capital divided by risk-weighted assets. 7 Rank within Peer Group based on Relative Total Stockholder Return. 8 Mr. Holmes receivedCummings was designated as an award of $14.5 million time RSUs in connection with joiningexecutive officer after the Company in 2021
Ms. Alvarado received an award of $1.3 million time RSUs in connection with joining the Company in 2021
Ms. Anderson received an award of $50,000 time RSUs for retention while onboarding the new CEO and new CIOannual performance RSU grant date.
TCBI 20222023|Notice of Annual Meeting and Proxy Statement 911

tcbi-20230308_g2.jpg
Proxy Statement
PROXY STATEMENT
For the Annual Meeting of Stockholders to be held on April 19, 202218, 2023
This Proxy Statement is being furnished to the stockholders of Texas Capital Bancshares, Inc. (“we,” “us,” or the(the “Company”) on or about March 10, 2022,9, 2023, in connection with the solicitation of proxies by the board of directors to be voted at the 20222023 annual meeting of stockholders (the “Annual Meeting”). The Annual Meeting will be held on April 19, 2022,18, 2023, at 9:8:00 a.m. at the offices of the Company located at 2000 McKinney Avenue, 7th Floor, Dallas, Texas 75201. The Company is the parent corporation of Texas Capital Bank (“Texas Capital Bank” or the “Bank”); the Company and the Bank collectively referred to as the “firm” or the “Company,” where appropriate).
In accordance with rules and regulations adopted by the Securities and Exchange Commission (“SEC”), instead of mailing a printed copy of ourthe proxy materials to each stockholder, we arethe Company is furnishing proxy materials to ourits stockholders on the Internet. You will not receive a printed copy of the proxy materials unless you specifically requested.request them. The Notice of Internet Availability of Proxy Materials will instruct you as to how you may access and review all of the important information contained in the proxy materials. The Notice of Internet Availability of Proxy Materials also instructs you as to how you may submit your proxy on the Internet.


INFORMATION ABOUT SOLICITATION AND VOTING
Record Date and Voting Securities
You are entitled to one vote for each share of common stock you own. Only those stockholders that owned shares of the Company’s common stock on February 23, 2022,22, 2023, the record date established by the board of directors, will be entitled to vote at the Annual Meeting. At the close of business on the record date, there were 50,690,92048,285,929 shares of common stock outstanding held by 157149 identified holders. Outstanding shares of the Company'sCompany’s Series B Preferred Stock currently do not have voting rights.
Quorum and Voting
At least a majority of the total number of issued and outstanding shares of common stock as of the record date must be present at the Annual Meeting in person or by proxy and entitled to vote to have a quorum to transact business. If there are not sufficient shares present and entitled to vote at the Annual Meeting for a quorum or to approve any proposal, the board of directors may postpone or adjourn the Annual Meeting to permit the further solicitation of proxies.
Directors are elected by a plurality of the votes cast at the Annual Meeting. The eleven (11) nominees receiving the highest number of votes “for” will be elected. Votes may be cast “for” or may be “withheld” with respect to any or all nominees. For purposes of the election of directors, votes that are “withheld” and broker non-votes (described below) will be counted as “present” for purposes of establishing a quorum but will not be counted as votes cast and will have no effect on the result of the vote. Stockholders may not cumulate votes in the election of directors. In accordance with ourthe Company’s Majority Voting Policy, any nominee for election as a director who receivesreceiving a greater number of “withhold” votes than votes “for” election in an uncontested election must deliver his or her resignation to the board of directors. The board of directors will determine whether to accept the resignation based upon the recommendation of the Governance and Nominating Committee and consideration of the circumstances. The Company will disclose the Board’s decision and the process by which it was reached.
The affirmative vote of a majority of the shares of the Company’s common stock present in person or by proxy at the Annual Meeting is required to approve Proposal Two (ratification of the appointment of Ernst & Young LLP as the Company’s independent registered public accounting firm), and Proposal Three (advisory vote on 20212022 executive compensation) and Proposal Four (the 2022 Long-Term Incentive Plan). Votes on these proposals may be cast “for,” “against” or “abstain.” An abstention will have the effect of a vote against Proposals Two Three and Four. Broker non-votes will have no effectThree. With respect to Proposal Four (advisory vote on the outcomefrequency of Proposals Two, Three and Four. Abstentions,stockholder advisory voting on executive compensation), stockholders will choose among holding advisory votes against and broker non-votes will be counted as “present” for purposes of establishingon the Company’s executive compensation every year, every two
TCBI 20222023|Notice of Annual Meeting and Proxy Statement 1012

tcbi-20230308_g2.jpg
Proxy Statement
years, or every three years, or may abstain from voting. The frequency choice receiving the most stockholder votes will be deemed to be the choice of the stockholders. Broker non-votes will have no effect on the outcome of Proposals Two and Three. Abstentions, votes against and broker non-votes will be counted as “present” for purposes of establishing a quorum. The results of voting on Proposals TwoThree and Three Four are advisory only and will not be binding upon the Company or its board of directors.
The Company does not currently know of any other matters that may come before the Annual Meeting. However, if any other matters are properly presented at the Annual Meeting, the persons designated in the enclosed proxy will vote your proxy in their discretion on such matters.
A broker non-vote occurs when a bank, broker or other nominee holding shares for a beneficial owner submits an executed proxy to the Company but does not vote on a particular proposal because it does not have discretionary voting power with respect to that item and has not received voting instructions from the beneficial owner. If your shares are held in the name of a bank, broker or other nominee, they are not permitted to vote on your behalf on Proposals One, Three or Four at the Annual Meeting unless you provide specific instructions to such bank, broker, or other nominee in accordance with their procedures. For your vote to be counted on Proposal One (election of directors), Proposal Three (advisory vote on 20212022 executive compensation), and Proposal Four (approval(advisory vote on the frequency of the 2022 Long-Term Incentive Plan)stockholder advisory voting on executive compensation), you must communicate your voting decisions to your bank, broker or other nominee within the time period stated in their instructions to you. Your bank, broker or other nominee will be permitted to vote on Proposal Two (ratification of the appointment of Ernst & Young LLP as the Company’s independent registered public accounting firm) without instructions from you.
The individuals named as proxies will vote properly completed proxies received prior to the Annual Meeting in the way you direct. If you send in a properly completed proxy but do not specify how the proxy is to be voted, the shares represented by your proxy will be voted to elect the eleven (11) director nominees, to ratify the appointment of Ernst & Young LLP as the Company’s independent registered public accounting firm for 2022,2023, to approve, on an advisory basis, the 20212022 compensation of ourthe named executive officers, and to approve, on an advisory basis, the 2022 Long-Term Incentive Plan.selection of annual voting on executive compensation. If your shares are held by a bank, broker or other nominee and you want to vote in person at the Annual Meeting, you must obtain a legal proxy from the record holder and present it at the Annual Meeting.
If you are a stockholder of record you may revoke a proxy at any time before the proxy is exercised by:
1.delivering written notice of revocation to Texas Capital Bancshares, Inc., Attn: Corporate Secretary – Annual Meeting, 2000 McKinney Avenue, 7th Floor, Dallas, Texas 75201;
2.submitting another properly completed proxy card that is later dated;
3.voting by telephone at a subsequent time;
4.voting through the Internet at a subsequent time; or
5.voting in person at the Annual Meeting.
If your shares are held in the name of a broker, bank or other nominee, please follow the instructions that you receive from them to instruct them to revoke the voting of your shares.
Please review the proxy materials and follow the relevant instructions to vote your shares. We hopeThe Company hopes you will exercise your rights and fully participate as a stockholder.
Solicitation of Proxies
It is important that you are represented by proxy or are present in person at the Annual Meeting. The Company requests that you vote your shares by following the instructions as set forth in the Notice of Internet Availability of Proxy Materials. Your proxy will be voted in accordance with the directions you provide.
The Company’s board of directors is making this solicitation and the Company will pay the costs and all expenses of this proxy solicitation. The directors, officers and employees of the Company and the Bank may also solicit proxies by telephone or in person but will not be paid additional compensation to do so. We haveThe Company engaged Alliance Advisors, LLC to assist with the solicitation of proxies for a fee of $14,500. We have also agreed to reimburse Alliance Advisors, LLC for certain expenses and to indemnify Alliance Advisors, LLC against certain losses and expenses. We will reimburse brokers, fiduciaries and custodians for their costs in forwarding proxy materials to beneficial owners of common stock.$12,000.
TCBI 20222023|Notice of Annual Meeting and Proxy Statement 1113

tcbi-20230308_g2.jpg
Proxy Statement
We areThe Company also agreed to reimburse Alliance Advisors, LLC for certain expenses and to indemnify Alliance Advisors, LLC against certain losses and expenses. The Company will reimburse brokers, fiduciaries and custodians for their costs in forwarding proxy materials to beneficial owners of common stock.
The Company is permitted to send a single Notice of Annual Meeting of Stockholders (“Notice”) and any other proxy materials we chooseit chooses to mail to stockholders who share the same last name and address, unless the stockholders have notified the Company of their desire to receive multiple copies of the Notice or proxy materials. This procedure is called “householding” and is intended to reduce our printing and postage costs.
The Company will promptly deliver, upon written or oral request, a separate copy of the Notice or proxy materials to any stockholder residing at an address to which only one copy was mailed. If you would like to receive a separate copy of the Notice or other proxy materials, either now or in the future, please contact usthe Company in writing at the following address: Texas Capital Bancshares, Inc., Attn: Investor Relations, 2000 McKinney Avenue, 7th Floor, Dallas, Texas 75201, or via telephone at (214) 932-6600.
If you hold your shares through a bank, broker or other nominee and would like to receive additional copies of the Notice and any other proxy materials, or if multiple copies of the Notice or other proxy materials are being delivered to your address and you would like to request householding, please contact your bank, broker or nominee.
TCBI 20222023|Notice of Annual Meeting and Proxy Statement 1214

tcbi-20230308_g2.jpg
Governance
GOVERNANCE
The Company is committed to effective corporate governance, which promotes the long-term interests of stockholders, strengthens Board and management accountability and helps build public trust in the Company. See “Corporate Governance Highlights” for more information.
The Company'sCompany’s corporate governance guidelines, Board committee charters and other materials can be accessed on ourthe Company’s website at https://investors.texascapitalbank.com/governance-responsibility/governance-documents/default.aspx. WeThe Company will promptly deliver free of charge, upon request, a copy of the corporate governance guidelines, Board committee charters or Code of Business Conduct or ourits most recent Form 10-K or Annual Report to any stockholder requesting a copy. Requests should be directed to the Company’s Corporate Secretary, Texas Capital Bancshares, Inc., 2000 McKinney Avenue, 7th Floor, Dallas, Texas 75201. The Company'sCompany’s SEC filings, including Forms 3, 4 and 5 filed by the Company’s directors and executive officers, can be accessed on ourthe website at https://investors.texascapitalbank.com/financials/sec-filings/default.aspx.


PROPOSAL ONE – Election of Directors
Background
Based on the recommendation of ourthe independent Governance and Nominating Committee (the “Governance(“Governance Committee”), ourthe board of directors nominated eleven directors – Paola M. Arbour, Jonathan E. Baliff, James H. Browning, Larry L. Helm, Rob C. Holmes, David S. Huntley, Charles S. Hyle, Thomas E. Long, Elysia Holt Ragusa, Steven P. Rosenberg, Robert W. Stallings, and Dale W. Tremblay, to serve a one-year term expiring at the 2023 Annual Meeting2024 annual meeting of Stockholders,stockholders, or until their successors are elected and qualified. All of the nominees have indicated their willingness to continue to serve as a director if elected. Each of the nominees have previously been elected as directors of the Company by stockholders except for Ms. Arbour,Mr. Long, who was elected by the Board in July 2021.May 2022. Mr. Larry L. Helm has been a director since 2006 and is retiring from the Board as of the 2023 Annual Meeting pursuant to the Company’s director retirement guidelines. The Board thanks Mr. Helm for his service to the Company and the Board.
At the Annual Meeting, you will have the opportunity to elect these eleven nominees. Unless otherwise instructed, the proxy holders will vote the proxies received by them for these eleven nominees. However, if any of the nominees is unable or declines to serve for any reason, your proxy will be voted for the election of a substitute nominee selected by the board of directors.
The board of directors determined that each of ourthe Company’s current directors, and each of ourthe director nominees, other than Mr. Holmes, qualifies as an “independent director” as defined in the Nasdaq Stock Market Listing Rules and as further defined by applicable statutes and regulations.
The name of each of ourthe nominees for election and certain information about them, as of the date of this Proxy Statement (except ages, which are as of the estimated proxy mailing date), is set forth below. Included in the information below is a description of the particular qualifications, attributes, skills and experience that led the Board to conclude that each person below should serve as a director of the Company.
There is no family relationship between or among any of ourthe executive officers or directors. There are no arrangements or understandings between any of ourthe executive officers or directors and any other person pursuant to which any of them are elected as a director or appointed as an officer.


TCBI 20222023|Notice of Annual Meeting and Proxy Statement 1315

tcbi-20230308_g2.jpg
Governance
 Board Composition and Refreshment Board Refreshment
Over the last seven years:
5 new directors elected
Rotation of Two Committee Chairs
Expanded skills and qualifications (including diversity) represented on the Board
     New Chair appointed for 2023
Ensuring the Board is composed of directors who bring diverse viewpoints and perspectives, exhibit a variety of skills, professional experience and backgrounds, and effectively represent the long-term interests of ourthe stockholders, is a principal priority of the Board and the Governance Committee. The Board and the Committee also understand the importance of Board refreshment, and strive to maintain an appropriate balance of tenure, turnover, diversity and skills on the Board. The Board believes that new perspectives and new ideas are critical to a forward-looking and strategic board, as is the ability to benefit from the valuable experience and familiarity that longer-serving directors bring.
Over the last seven years:
5 new directors elected
Rotation of Two Committee Chairs
Expanded qualifications and diversity represented on the Board
Qualifications Required of All Directors
The Board and the Governance Committee require that each director be a recognized person of high integrity with a proven record of success in his or her field and have the ability to devote the time and effort necessary to fulfill his or her responsibilities to the Company. Each director must demonstrate innovative thinking, familiarity with and respect for corporate governance requirements and practices, a willingness to assume fiduciary responsibilities, an appreciation of diversity and a commitment to sustainability and to dealing responsibly with social issues. In addition, the Board conducts interviews of potential director candidates to assess integral qualities, including the individual’s ability to ask difficult questions and, simultaneously, to work collegially.
The Board considers diversity in a broad sense, including diversity of viewpoints, background, work experience and other demographics, such as race, age, gender identity, ethnicity, nationality, disability, sexual orientation and cultural background, and professional experience and skills in evaluating candidates for Board membership and assesses the effectiveness of this policy through the Governance Committee'sCommittee’s annual review of director nominees. The Board believes that diversity results in a variety of points of view and, consequently, a more effective decision-making process.
A substantial majority of the board must qualify as independent under the relevant listing standards of the Nasdaq Stock Market and applicable rules of the SEC. All members of the current board of directors, other than Mr. Holmes, qualify as independent under these standards.
Ms. ArbourMr. Long joined the Board in July 2021.May 2022. The Governance Committee and the full Board carefully reviewed herhis experience, skills and attributes, including herhis independence. The Governance Committee and the Board determined to elect herelected him to the Board in July 2021May 2022 and determined to recommend herhim to stockholders for re-election at the 20222023 Annual Meeting. He had been recommended as a candidate by unrelated company’s CEO.


TCBI 2023|Notice of Annual Meeting and Proxy Statement 16

tcbi-20230308_g2.jpg
Governance
Qualifications, Attributes, Skills and Experience on the Board
The Board identified particular qualifications, attributes, skills and experience that are important to be represented on the Board as a whole, in light of the Company'sCompany’s current and future business needs. The following table summarizes certain characteristics of the Company and the associated qualifications, attributes, skills and experience that the Board believes should be represented on the Board.

TCBI 2022|Notice of Annual Meeting and Proxy Statement 14

star.jpg
Governance

Qualifications, Attributes, Skills
and Experience
Characteristics
Financial Services ExpertiseExperience in one or more of the Company'sCompany’s specific financial services areas
Accounting, Financial ReportingExperience as an accountant or auditor at an accounting firm, chief financial officer, or other relevant experience in accounting and financial reporting
Public Company Board ExperienceExperience as a board member of another public company
Board Leadership RoleExperience in a leadership role on a board of directors, including Chair, Lead Director, or Committee Chair
C-Suite ExperienceExperience as a CEO, CFO, COO, CIO, CRO or other senior executive of a major organization or public company
Information Technology / Cyber SecurityExperience understanding information systems and technology and implications for operating businesses, including cyber security
M&A ExperienceExperience with respect to banking, mergers and acquisitions, private equity, capital markets transactions, investment banking, and long-term strategic planning
Privacy / Data SecurityExperience managing privacy, cyber and data security risks in a large organization
Regulatory ComplianceExperience in regulatory matters or affairs, including as part of a regulated financial services firm or other highly regulated industry
Risk ManagementExperience managing risks in a large organization including specific types of risk (e.g., financial, cyber, privacy and data security) or risks facing large financial institutions
Sales / MarketingExperience building or supervising sales / marketing organizations, including for new markets or products / services


Board Qualifications and Experience Matrix
The following chart reflects the various qualifications and experience of our director nominees. Each director also contributes other important skills, expertise, experience, viewpoints, and personal attributes to our board of directors that are not reflected in the chart below.
skills7.jpg



















TCBI 20222023|Notice of Annual Meeting and Proxy Statement 1517

tcbi-20230308_g2.jpg
Governance
Board Qualifications and Experience Matrix
The following chart reflects the various qualifications and experience of the 11 director nominees. Each director also contributes other important skills, expertise, experience, viewpoints, and personal attributes to the board of directors that are not reflected in the chart below.
tcbi-20230308_g18.jpg
TCBI 2023|Notice of Annual Meeting and Proxy Statement 18

tcbi-20230308_g2.jpg
Governance
Director Nominees    
boardofdirectors_0008xpaol.jpgtcbi-20230308_g19.jpg
Career Highlights
Executive Vice President and Chief Information Officer, Tenet Healthcare Corporation (since 2018), oversees the leadership and strategic direction for Tenet’s information technology (IT) systems and identifies opportunities to support that company’s expansive care network through the application of digital technology, data analytics, automation and customer experience
Prior to joining Tenet, she served in Vice President and President roles at Service Now and ProV International
Earlier in her career, Arbour served as vice president of service delivery at Dell Services, where she was responsible for global service delivery and customer experience; and served as Vice President in services across Europe and the United States for EDS
Paola M.

Arbour
Committee Membership(s)
Risk    Governance & Nominating

Risk

Chief Information Officer,Tenet HealthcareSpecific Qualifications, Experience, Skills and ExpertiseSelect Professional and Community Contributions
Director since 2021
More than 35 years of experience leading and transforming IT organizations
Executive management experience
IT expertise
Advisory board member, Dallas CIO Leadership Association
Board member, the Technology Business Management Council
Member, Evanta CIO Community for Gartner
Independent
Age 5859
Other Current Public Directorships
None
Public Directorships in the Past Five Years
None    
TCBI 2023|Notice of Annual Meeting and Proxy Statement 19

tcbi-20230308_g2.jpg
Governance
tcbi-20230308_g20.jpg
Career Highlights
Operating Partner, Genesis Park, a private investment company
Chief Financial Officer, Director (since 2021), Chair Audit Committee, and member Nominating and Corporate Governance Committee, Redwire Corporation (NYSE:RDW)
Operating Partner, Genesis Park, a private investment company
Former President, Chief Financial Officer, and Director, Genesis Park Acquisition Corp. (NYSE:GNPK), a special purpose acquisition company (SPAC) (from 2020 until its merger with Redwire Corporation in 2021)
Former CEO/CEO / President / Director (2014-2019), and Senior Vice President and Chief Financial Officer (2010-2014), Bristow Group Inc. (NYSE:VTOL), an industrial aviation solutions provider offering helicopter transportation, and search and rescue and aircraft support servicesservices.1 Mr. Baliff ceased serving as an executive officer of Bristow in February 2019
Executive Vice President-Strategy (2008-2010), NRG Energy, leading development and implementation of corporate strategy and M&A
Managing Director, Credit Suisse’s Global Energy Group (1997-2008)
U.S. Air Force veteran. While on active duty, he served in numerous assignments flying F-4 Phantom Fighter aircraft, including the first combat missions during the first Gulf War
Jonathan E.

Baliff
Committee Membership(s)
Risk    Audit    


Operating Partner, Genesis ParkChief Financial Officer, Redwire CorporationSpecific Qualifications, Experience, Skills and ExpertiseSelect Professional and Community Contributions
Director since 2017
Extensive financial / leadership experience serving in executive roles with public companies
Focus on corporate strategy, coupled with banking experience earlier in his career

Financial Expert

U.S. Air Force (1985 until retirement in 1993 with the rank of Captain)
Board Member, Alley Theatre
Board of Advisors, Georgetown Graduate Schools of Foreign Service


Independent
Age 5859
Other Current Public Directorships
Redwire Corporation
Public Directorships in the Past Five Years
Genesis Park Acquisition Corp.
Bristow Group Inc.













1 The 2014 global oil price collapse and ensuing turmoil in offshore transportation services resulted in several in the industry filing for bankruptcy, including Bristow Group Inc., which filed for Chapter 11 bankruptcy protection in May 2019. Bristow was the world’s largest commercial helicopter and industrial aviation company serving the energy and government sectors. Despite the 2014 global oil price collapse, Bristow continued to recognize revenue growth while Bristow’s peer group’s revenues fell by an average of ~10% annually with most competitors filing for bankruptcy over the same period.
TCBI 20222023|Notice of Annual Meeting and Proxy Statement 1620

tcbi-20230308_g2.jpg
Governance
tcbi-20230308_g21.jpg
Career Highlights
Retired as partner (2009), KPMG LLP, an international accounting firm, after more than 38 years with the firm
Served as Chairman of the Board, director and member, Audit Committee, of RigNet Inc., a global technology company providing customized communications services, applications, real-time machine learning and cybersecurity solutions to enhance customer decision-making and business performance (from 2012 until acquired by Viasat Inc. in 2021)
Director (since 2016), and Chair, Audit Committee, Herc Holdings, Inc., a NYSE-listed full-service equipment rental company
James H.

Browning
Committee Membership(s)
Audit (chair)
Governance & Nominating


Former Partner, KPMGSpecific Qualifications, Experience, Skills and ExpertiseSelect Professional and Community Contributions
Director since 2009
More than 38 years in public accounting
Expertise in financial / accounting / SEC matters
Vast experience dealing with public company boards
Financial Expert
Member, AICPA
Member, NACD
Independent
Age 7273
Other Current Public Directorships
Herc Holdings Inc.
Public Directorships in the Past Five Years
RigNet, Inc.

boardofdirectors_0009xlarr.jpg
Career Highlights
Chairman of the Board of the Company (since May 2012); served as interim CEO of the Company (May 2020 until Jan. 2021)
Former senior advisor, Accelerate Resources, LLC, engaged in the acquisition of non-operated oil and natural gas properties and mineral interests (Aug. 2017 until May 2020)
Former head of U.S. Middle Market Banking at Bank One (2001 - 2004) and CEO (1996 - 1998) of Bank One Dallas, N.A.
Larry L.
Helm
Committee Membership(s)
Risk
Chairman of the Board; Former Chairman and CEO of Bank One DallasSpecific Qualifications, Experience, Skills and ExpertiseSelect Professional and Community Contributions
Director since 2006
Current and former banking executive, with extensive knowledge of our industry
Executive management expertise

Immediate Past Chair, Goodwill Industries of Dallas
Former Board Member, Dallas Chapter of the American Red Cross, and Dallas Symphony Orchestra, among others
Independent
Age 74
Other Current Public Directorships
ESGEN Acquisition Corporation

Public Directorships in the Past Five Years
None


TCBI 2022|Notice of Annual Meeting and Proxy Statement 17

star.jpg
Governance

tcbi-20230308_g22.jpg
Career Highlights
Chief Executive Officer and President of the Company, member of the board of directors (since Jan. 2021); CEO & President, Texas Capital Bank
Former senior executive JPMorgan Chase & Co. and predecessor firms (1989 until 2020), including as Global Head of Corporate Client Banking and Specialized Industries (2011 until 2020), co-head of JPMorgan’s North American Retail Industries Investment Banking practice (2005 - 2011), head of Investment Banking for the southern region of the U.S. (2010 - 2011), and had shared oversight of the Commercial Banking Credit Markets business, which provided Asset Based Lending and other credit solutions (2016 - 2020)
Rob C.
Holmes
Committee Membership(s)
None
Chief Executive Officer, President and DirectorSpecific Qualifications, Experience, Skills and ExpertiseSelect Professional and Community Contributions
Director since 2021
Extensive knowledge of all aspects of our business
More than 30 years of experience and leadership in the banking industry


Advisory Board, University of Texas at Austin McCombs School of Business
Board Member, Baylor Health Care System Foundation
Member, University of Texas at Austin Development Board
Salesmanship Club
Non-Independent
Age 5758
Other Current Public Directorships
Dillard'sDillard’s, Inc.
Public Directorships in the Past Five Years
None
    
TCBI 2023|Notice of Annual Meeting and Proxy Statement 21

tcbi-20230308_g2.jpg
Governance
tcbi-20230308_g23.jpg
Career Highlights
More than 27-year career with AT&T Inc. and subsidiaries, a global leader in telecommunications, media and technology
Senior Executive Vice President & Chief Compliance Officer (since 2014), responsible for developing privacy policies, legal and regulatory compliance, and ensuring adherence to internal compliance requirements, and protecting company assets
Former Senior Vice President & Assistant General Counsel, AT&T Services (2012-2014)
Former Senior Vice President & General Counsel, AT&T Advertising Solutions and AT&T Interactive (2010-2012)
David S.

Huntley
Committee Membership(s)
Audit
Compensation &and Human Capital


Chief Compliance Officer, AT&TSpecific Qualifications, Experience, Skills and ExpertiseSelect Professional and
Community Contributions
Director since 2018
Compliance and legal expertise
Experience developing and implementing policies to safeguard the privacy of customer and employee information


Director, AT LAST!, the Baylor Health Care System Foundation, the Dallas Citizens Council, and the National Urban League
Trustee, Southern Methodist University; Public Trustee, Dallas Medical Resources
Executive Committee, Texas Business Hall of Fame
Independent
Age 6364
Other Current Public Directorships
None
Public Directorships in the Past Five Years
None    
TCBI 2022|Notice of Annual Meeting and Proxy Statement 18

star.jpg
Governance

tcbi-20230308_g24.jpg
Career Highlights
Retired Senior Executive Vice President & Chief Risk Officer, Key Corp. and Key Bank (holding company and regional bank based in Cleveland, Ohio)(from 2004 until his retirement in 2012)
Former executive Barclays Capital, working in the U.S. and London (from 1980 - 2003), most recently as Managing Director and Global Head of Credit Portfolio Management - London
Former banker, JP Morgan (1972 - 1980)(1972-1980)
Charles S.

Hyle
Committee Membership(s)
Risk (chair)    
Audit    


Former Chief Risk Officer, Key Corp.Specific Qualifications, Experience, Skills and ExpertiseSelect Professional and Community Contributions
Director since 2013
Broad financial services experience
Managing bank credit and operational risk
Financial Expert


An active impact investor in several startup social enterprises focused on educational technology through Learn Launch + Accelerator in Boston
Independent
Age 7172
Other Current Public Directorships
None
Public Directorships in the Past Five Years
None

boardofdirectors_0004xelsy.jpg
Career Highlights
Former President / COO, The Staubach Company (2001 - 2008)(merged with Jones Lang LaSalle in 2008)
Retired International Director, Jones Lang LaSalle, a commercial real estate services company (2008 - 2017)
Former director (2007 - 2018), Lead Director, member, Compensation Committee, and Chair, Nominating and Corporate Governance Committee, Fossil Group, Inc.
Elysia Holt
Ragusa
Committee Membership(s)
Governance & Nominating (chair)    
Compensation & Human Capital    

Principal, RCubetti LLCSpecific Qualifications, Experience, Skills and ExpertiseSelect Professional and Community Contributions
Director since 2010
C-Suite and Public Company Board Experience
Commercial Real Estate Expertise
Leadership Training Experience
Change Management Expertise
Board of Directors, The Contemporary Austin
Advisory Board, University of Texas McCombs School of Business
United Way of Dallas Allocation Chair
Independent
Age 71
Other Current Public Directorships
None
Public Directorships in the Past Five Years
Fossil Group, Inc.

TCBI 20222023|Notice of Annual Meeting and Proxy Statement 1922

tcbi-20230308_g2.jpg
Governance
tcbi-20230308_g25.jpg
Career Highlights
Co-Chief Executive Officer (since 2021) and director (since 2019), Energy Transfer LP and its general partner, LE GP, LLC. Formerly Energy Transfer Group's Chief Financial Officer (CFO) (2016-2020)
Chairman of the Board (since 2021) and director (since 2018), USA Compression GP, LLC
CFO / director, Penn Tex Midstream GP, LLC (2016-2017)
Executive Vice President / CFO, Regency GP LLC (2010-2015)
Vice President / CFO, Matrix Service Company (2008-2010), and DCP Midstream Partners, LP (2005-2008)
Various executive / financial positions with Duke Energy Corp. (1998-2005)
Thomas E.
Long
Committee Membership(s)
Audit    

Co-CEO / Director, Energy Transfer LPSpecific Qualifications, Experience, Skills and ExpertiseSelect Professional and Community Contributions
Director since 2022
Extensive financial / leadership experience serving in roles with public companies
Focus on corporate finance, coupled with energy-related experience
Financial Expert

Member, Financial Executives International
Independent
Age 66
Other Current Public Directorships
Director of Energy Transfer LP and LE GP, LLC (2019- )
Public Directorships in the Past Five Years
Director of the general partner of Sunoco LP (2016-2021)

tcbi-20230308_g26.jpg
Career Highlights
Former President / COO, The Staubach Company (2001-2008)(merged with Jones Lang LaSalle in 2008)
Retired International Director, Jones Lang LaSalle, a commercial real estate services company (2008-2017)
Former director (2007-2018), Lead Director, member, Compensation Committee, and Chair, Nominating and Corporate Governance Committee, Fossil Group, Inc.
Elysia Holt
Ragusa
Committee Membership(s)
Governance & Nominating (chair)    
Compensation and Human Capital    

Principal, RCubetti LLCSpecific Qualifications, Experience, Skills and ExpertiseSelect Professional and Community Contributions
Director since 2010
C-Suite and Public Company Board Experience
Commercial Real Estate Expertise
Leadership Training Experience
Change Management Expertise
M&A Expertise
Board of Directors, The Contemporary Austin
Advisory Board, University of Texas McCombs School of Business
United Way of Dallas Allocation Chair
Independent
Age 72
Other Current Public Directorships
None
Public Directorships in the Past Five Years
Fossil Group, Inc.

TCBI 2023|Notice of Annual Meeting and Proxy Statement 23

tcbi-20230308_g2.jpg
Governance
tcbi-20230308_g27.jpg
Career Highlights
President, SPR Ventures, Inc., a private investment company (since 1997)
Former owner, CEO and President, SPR Packaging LLC, a manufacturer of flexible packaging for the foodindustrial and consumer industry (2007(2006 until his retirementits sale in 2018)
Former President, ConAgra Private Label (1992-1997)
Director (since 2008), Chair, Nominating and Corporate Governance Committee, and member, Audit Committee, Cinemark Holdings, Inc., a leader in the motion picture exhibition industry with theatres and screens in the U.S. and Latin America
Former director (2007-2014), member Audit, Compensation and Nominating and Governance Committees, PRGX Global, Inc., a supplier of specialized data auditing services
Former director of Ready Ice, Inc. (1996-2004), Chair, Audit Committee, and former director of PRGX, Inc. (2005-2011), served on multiple committees, both publicly traded companies
Steven P.

Rosenberg
Committee Membership(s)
Compensation &and Human Capital

Risk

President, SPR Ventures, Inc.Specific Qualifications, Experience, Skills and ExpertiseSelect Professional and Community Contributions
Director since 2001
Corporate leadership, private entrepreneurial investment and public company boards / management
Experience in accounting and financial management
M&A
Sales and marketing    
Member, Executive Board and Treasurer, Dallas Holocaust and Human Rights Museum
Trustee and Past President, AkibaYavneh Academy
Treasurer and Endowment Chair, American Friends of Bar Ilan University, Israel
Member, National Council, AIPAC
Independent
Age 6364
Other Current Public Directorships
Cinemark Holdings, Inc.


Public Directorships in the Past Five Years
None    

tcbi-20230308_g28.jpg
Career Highlights
Chairman of the board of directors and CEO of Stallings Capital Group, Inc., an investment company (since March 2001)
Retired Executive Chairman of the Board of GAINSCO, Inc., a property and casualty insurance company (August 2001 - April 2021, when GAINSCO was acquired by State Farm)
Former CEO of an asset management company as well as a savings bank
Former director of Crescent Real Estate Equities Company and the Federal Home Loan Bank of Dallas
Robert W.

Stallings
Committee Membership(s)
Governance & Nominating
Risk


President & CEO, Stallings Capital Group, Inc.Specific Qualifications, Experience, Skills and ExpertiseSelect Professional and Community Contributions
Director since 2001
Banking, financial services and insurance expertise
Private entrepreneurial investment
Public Company Board Experiencecompany board experience
Chairman & Founder, The Stallings Foundation
Independent
Age 7273
Other Current Public Directorships
None
Public Directorships in the Past Five Years
None
TCBI 20222023|Notice of Annual Meeting and Proxy Statement 2024

tcbi-20230308_g2.jpg
Governance
tcbi-20230308_g29.jpg
Career Highlights
Executive Chairman (former President / CEO, since 2001), C.H. Guenther & Son LLC (dba Pioneer Flour Mills; a food manufacturer of high-quality products; one of the oldest privately held companies in the U.S.)
Prior to joining C.H. Guenther, senior officer, The Quaker Oats Company, responsible for all Worldwide Food Service Businesses
Former director (2005-2019), member, Audit Committee, and Chair, Compensation Committee, Clear Channel Outdoor Holdings, Inc., a large, public advertising company
Director, Nature Sweet Ltd., a privately-owned agricultural and distribution company; director, Monogram Foods, a privately-owned major co-packer and private label provider for strategic partners throughout the nation
Dale W.

Tremblay
Committee Membership(s)
Compensation &and Human Capital (chair)


Executive Chairman, C.H. Guenther & Son LLCSpecific Qualifications, Experience, Skills and Expertise
Select Professional and
Community Contributions
Director since 2011
Public / private company management leadership
M&A and private equity experience
Sales & marketing experience
Public Company Board Experiencecompany board experience


Director, Haven for Hope
Director, San Antonio Opera
Former Founding Board Member, Texas Can Academy - San Antonio
Federal Reserve Bank of Dallas - former Consumer Advisory Committee Member
Former Finance Advisory Board Member, Michigan State University
Independent
Age 6364
Other Current Public Directorships
None
Public Directorships in the Past Five Years
Clear Channel Outdoor Holdings, Inc.


Retiring Director
Mr. Helm has been a director of the Company since 2006, and Chairman since 2012. He is retiring from the Company as of the 2023 Annual Meeting in accordance with the Company’s director retirement guideline.
tcbi-20230308_g30.jpg
Career Highlights
Chairman of the Board of the Company (since May 2012); served as interim CEO of the Company (May 2020 until Jan. 2021)
Former senior advisor, Accelerate Resources, LLC, engaged in the acquisition of non-operated oil and natural gas properties and mineral interests (Aug. 2017 until May 2020)
Former head of U.S. Middle Market Banking at Bank One (2001 - 2004) and CEO (1996 - 1998) of Bank One Dallas, N.A.
Larry L.
Helm
Committee Membership(s)
Risk
Chairman of the BoardSpecific Qualifications, Experience, Skills and ExpertiseSelect Professional and Community Contributions
Director since 2006
Current and former banking executive, with extensive knowledge of our industry
Executive management expertise

Immediate Past Chair, Goodwill Industries of Dallas
Former Board Member, Dallas Chapter of the American Red Cross, and Dallas Symphony Orchestra
Independent
Age 75
Other Current Public Directorships
ESGEN Acquisition Corporation

Public Directorships in the Past Five Years
None

TCBI 20222023|Notice of Annual Meeting and Proxy Statement 2125

tcbi-20230308_g2.jpg
Governance
Board Diversity
We believeThe Company believes it is important that ourits board of directors is composed of individuals reflecting the diversity represented by ourits employees, our customers, and ourits communities. In recent years, ourthe Governance Committee took this priority to heart in its nominations process, and the diversity of ourthe Board has broadened. With the addition of Paola Arbour in 2021, wethe Company continued to expand the diversity of ourits Board. In response to feedback from stockholders, we provideProvided below is enhanced disclosure regarding the diversity of our Board, utilizing the template included in Nasdaq's rule proposal.Board.
Board Diversity Matrix (As of February 23, 2022)
Board Diversity Matrix (As of March 9, 2023)*Board Diversity Matrix (As of March 9, 2023)*
Board Size:Board Size:Board Size:
Total Number of DirectorsTotal Number of Directors11Total Number of Directors12
Did Not
Disclose
Gender
Did Not
Disclose
Gender
FemaleMaleNon-BinaryFemaleMaleNon-Binary
Part I: Gender IdentityPart I: Gender IdentityPart I: Gender Identity
Directors1
Directors1
29
Directors1
210
Part II: Demographic Background2
Part II: Demographic Background2
Part II: Demographic Background2
African American or Black African American or Black1African American or Black1
Alaskan Native or Native American Alaskan Native or Native American1Alaskan Native or Native American1
Asian AsianAsian
Hispanic or Latinx Hispanic or LatinxHispanic or Latinx
Native Hawaiian or Pacific Islander Native Hawaiian or Pacific IslanderNative Hawaiian or Pacific Islander
White WhiteWhite19
Two or More Races or Ethnicities Two or More Races or EthnicitiesTwo or More Races or Ethnicities
LGBTQ+
LGBTQ+3
LGBTQ+3
Demographic Background Undisclosed Demographic Background UndisclosedDemographic Background Undisclosed
* The Board Diversity Matrix as of the prior year appears in the Company’s 2022 Notice of Annual Meeting and Proxy Statement, available on the Company’s website at https://investors.texascapitalbank.com/financials/sec-filings/default.aspx.* The Board Diversity Matrix as of the prior year appears in the Company’s 2022 Notice of Annual Meeting and Proxy Statement, available on the Company’s website at https://investors.texascapitalbank.com/financials/sec-filings/default.aspx.
1 Number of directors based on gender identity.
1 Number of directors based on gender identity.
1 Number of directors based on gender identity.
2 Number of directors who identify in any of these categories.
2 Number of directors who identify in any of these categories.
2 Number of directors who identify in any of these categories.
3 Number of directors who self-identify in any of these categories.
3 Number of directors who self-identify in any of these categories.


The Governance Committee considers diversity in a broad sense, including diversity of viewpoints, background, work experience and other demographics, such as race, age, gender identity, ethnicity, nationality, disability, sexual orientation and cultural background.


TCBI 2023|Notice of Annual Meeting and Proxy Statement 26

tcbi-20230308_g2.jpg
Governance
BOARD AND COMMITTEE MATTERS
Board of Directors
The board of directors oversees the business affairs of the Company. The board of directors meets on a regularly scheduled basis to review significant developments affecting the Company and to act on matters requiring approval by the board of directors. Special meetings of the board of directors are held as required from time to time when important matters arise that require action between scheduled meetings. The board of directors held fivesix regularly scheduled meetings during 2021.2022. Each of the Company’s directors participated in at least 75% of the meetings of the board of directors and the committees of the board of directors on which the director served during 2021.2022.
TCBI 2022|Notice of Annual Meeting and Proxy Statement 22

star.jpg
Governance
Board Leadership Structure
The Board’s leadership structure is designed to promote Board effectiveness and to appropriately allocate authority and responsibility between the Board and management. The Board believes it is important to retain flexibility to determine its leadership structure based on the particular composition of the Board, the individuals serving in leadership positions, the needs and opportunities of the Company as they change over time. Currently, the CEO and chairman positions are separated under the Company’s board leadership structure. Larry L. Helm acts as the non-executive Chair, and Rob C. Holmes serves as the CEO. Mr. Helm will be retiring from the board of directors and as Chair as of the Annual Meeting. The Board has appointed Robert W. Stallings to serve as Chairman commencing at the Annual Meeting. The members of the Company’s board of directors also serve as directors of the Bank to provide effective oversight of the Bank.


A significant portion of ourthe Board’s oversight responsibilities is carried out through its four independent, principal standing committees: Audit Committee, Risk Committee, Governance and Nominating Committee, and Compensation and Human Capital Committee. Allocating responsibilities among committees allows more in-depth attention devoted to the Board’s oversight of the business and affairs of the Company. See “Risk Oversight” below for more information. Committees meet regularly in conjunction with scheduled Board meetings and hold additional meetings as needed. Each committee reviews reports from senior management and reports its actions to, and discusses its recommendations with the full Board.


All committee chairs are appointed at least annually by ourthe Board. Committee chairs are responsible for:
Calling meetings of their committees
Approving agendas for their committee meetings
Presiding at meetings of their committees
Serving as a liaison between committee members and the Board, and between committee members and senior management, including the CEO
Working directly with the senior management responsible for committee mandates
Board members have direct access to management and regularly receive information from and engage with management during and outside of formal Board meetings. In addition, the Board and each committee has the authority and resources to seek legal or other expert advice from sources independent of management.

Board and Corporate Governance: Strong Governance Practices
The board of directors is committed to providing sound governance for the Company. The board of directors adopted Corporate Governance Guidelines (the “Guidelines”) and charters for each committee of the board of directors to provide a flexible framework of policies relating to the governance of the Company. These documents are available in the “Governance Documents” section of the Company’s website at https://investors.texascapitalbank.com/governance-responsibility/governance-documents/default.aspx.
Our sound governance practices include:
Annual election of all directors
Majority voting for directors in uncontested elections
Independent Chair
All directors are independent, other than CEO; 100% principle standing committee member independence
Director retirement policy
Director capacity, commitment and over boarding policy
Directors may be removed with or without cause
Action by written consent / stockholder right to call special meeting permitted
Executive sessions of independent directors at each regular Board meeting
Annual Board and Committee evaluations
TCBI 20222023|Notice of Annual Meeting and Proxy Statement 2327

tcbi-20230308_g2.jpg
Governance
The Company’s sound governance practices include:
Annual election of all directors
Plurality voting for directors in uncontested elections with a required offer of resignation by any director who receives more “withhold” votes than “for” votes in the election
Independent Chair
All directors are independent, other than CEO; 100% principle standing committee member independence
Director retirement policy
Director capacity, commitment and over boarding policy
Directors may be removed with or without cause
Action by written consent / stockholder right to call special meeting permitted
Executive sessions of independent directors at each regular Board meeting
Annual Board and Committee evaluations
Strong investor outreach program, including participation by ourthe Chair and other Directors
RobustAccountability to maintain stock ownership guidelines for directorsper director and executivesexecutive guidelines
Prohibition on hedging and pledging
Comprehensive recoupment policy
Ongoing director education
Ongoing consideration of Board composition and refreshment, including diversity in director succession
Strong director attendance: each director attended the 2022 annual meeting and 75% or more of total meetings of the Board and committees on which he or she served during 20212022
Board oversight of corporate responsibility and ESG matters
Board and Compensation and Human Capital Committee oversight of human capital management matters
Direct Board access to management and access to independent advisors
No poison pill
Among the policies addressed in the Guidelines are the following:
Retirement policy.A director who reaches the age of 75 at or before the time of his or her election will not be eligible for election to the board of directors, subject to waiver of this requirement on an annual basis by unanimous vote of the remaining members of the board.
Board leadership structure. Currently led by an independent Chair.
Limits on other board service.No director may serve on more than four public company boards (including the Company’s board of directors), but the Chair may only serve on a maximum of two other public company boards. The Company'sCompany’s CEO and other executive officers may serve on only one other public company board.
Review of significant responsibility changes. changes. Any director who retires from his or her principal employment, or who materiallywhose principal occupation or business association changes the responsibilities of his or her principal employment,substantially, must tender a letter of resignation to the board of directors. The board of directors will determine whether to accept the resignation based on the recommendation of the Governance Committee after its review of the circumstances.
Annual meeting attendance. attendance. The board of directors encouragesexpects all of its members to attend the Company’s annual meetings of stockholders. Of the teneleven directors then serving on the Board, all of the directors were in attendance at the 20212022 Annual Meeting.
TCBI 2023|Notice of Annual Meeting and Proxy Statement 28

tcbi-20230308_g2.jpg
Governance
Director compensation. Director compensation includes a substantial equity component representing approximately half of each director'sdirector’s annual compensation to align director interests with the long-term interests of stockholders. See “Director Compensation”.
Director stock ownership. ownership. The board of directors established stock ownership guidelines for directors to further align their interests with the long-term interests of stockholders. Directors are expected to own common stock having a value of at least fourfive times the cash portion of the annual retainer paid to outside directors, and may not dispose of any shares of the Company’s common stock unless they own, and will continue to own, common stock with a value at or above that level.
Executive pay governance and stock ownership.ownership. As discussed in more detail below at “Executive Compensation – Compensation Discussion and Analysis”, the Guidelines include policies addressing:
Executive stock ownership;
No excise tax gross-ups with respect to executive compensation received upon a change in control;
No “single trigger” payment or acceleration of benefits upon a change in control; and
Recoupment or “Clawback” of incentive compensation upon a restatement of the Company’s financial statements.
TCBI 20222023|Notice of Annual Meeting and Proxy Statement 2429

tcbi-20230308_g2.jpg
Governance
Risk Oversight
OurThe board of directors is responsible for oversight of management and the business affairs of the Company, including the management of risk. The board of directors oversees an enterprise-wide approach to risk management, intended to support the achievement of strategic objectives to optimize ourthe organizational performance and enhance stockholder value while operating within the guidelines of ourthe Company’s risk appetite statement. WhileAlthough the board of directors has the ultimate oversight responsibility for the risk management process, the Board authorized varioushas generally delegated the responsibility of risk oversight activities to the Board’s Risk Committee. Certain other Board-level committees to provide primaryare delegated oversight of specific aspects of risk management. For example, human capital and incentive compensation risk is overseen by the Compensation and Human Capital Committee of the Board. While the Risk Committee has oversight of each risk category, including cyber, the Audit Committee of the Board has primary reporting and oversight of certain programs and operating activities that have key risk management roles or attributes, including financial reporting, internal audit, external audit and most aspects of the compliance management program.

The following graph shows the Board’s allocation of key risk topics to the various Board committees.
Board of Directors
Oversight of risk in ESG matters
Risk CommitteeAudit Committee
Oversight of the Company’s management of credit, liquidity, strategic, market, operational (including information technology and cyber security), compliance, financial, and capital adequacy (“enterprise”) risks
Annual review and approval of the Company’s risk management framework and review and recommendation to the board of directors of the Company’s risk appetite statement
Oversees the activities of the ERC, which is chaired by the Company’s Chief Risk Officer, who has a direct reporting relationship to the Risk Committee
Oversight of supervisory issues and enforcement actions and remediation efforts
Confirms that the Company’s lending activities are within the context of the Company’s risk framework
Communicate with the other Board committees to assure the integrated oversight of the full range of enterprise risks    
Oversight of major financial risk exposures
Monitors the Company’s financial reporting risk, including the allowance for credit losses, and regulatory compliance risk
Oversight of Trust Department
Review significant risk trends identified by internal audit
Compensation and
Human Capital Committee
Review and oversight of compensation plan risk assessments
Oversight of risk related to human capital management, including talent management, executive succession planning and DEI
Governance and Nominating Committee
Oversight of risks related to corporate governance practice and procedure
To embed risk management into the front-line processes while maintaining a strong system of oversight, the enterprise risk management program.(“ERM”) Framework establishes a “Three Lines of Defense” model for risk governance. The Three Lines of Defense clarifies the roles and responsibilities of the Lines of Business (“LOBs”)(first line of defense), Independent Risk Management (second line of defense), and Internal Audit (third line of defense) relative to the management of risk, as well as provides a framework that supports the integrity of information escalated to the Bank’s risk governance committees and to the Board. The three lines are balanced in importance and stature and must all operate effectively across the organization to enable strong risk management.


In addition, management
TCBI 2023|Notice of Annual Meeting and Proxy Statement 30

tcbi-20230308_g2.jpg
Governance
The ERM principles and related components detailed within the accompanying chart represent a summary of the Company’s overall ERM Framework.
To provide clarity on the role of certain parties relative to the three lines of defense, all departments / functions have been mapped to each line of defense. There are instances and functions that transcend the three lines of defense that have responsibilities inclusive of those in the first and second lines of defense but other than risk-taking activities. Furthermore, a formal organizational structure is in place which outlines the chain of command/line of authority within each business area.
tcbi-20230308_g31.jpg
Management established an internal Executive Risk Committee (“ERC”), reporting to the Board's Risk Committee, chaired by the Company’s Chief Risk Officer (Mr. Storms), and comprised of executives responsible for all major categories of risk to provide management oversight and guidance related to the Company’s enterprise risk management, including the CEO and CFO. The ERC updates the Company’s risk appetite statement and enterprise risk management policy on an annual basis and establishes various risk tolerances focused on quantitative and qualitative key risk indicators, which are ultimately approved by the board of directors.


In addition, the Bank is expected to conduct a Capital Stress Test exercise to assess the capital adequacy of the Bank in a stressed economic environment while ensuring alignment with the Board’s Risk Appetite. The following graph showsCapital Stress Test Framework is part of the allocation of key risk topicsoverall capital planning and management process. Management’s Capital Management Committee (“CMC”) is responsible for the governance, oversight, decision-making and approval for the annual capital stress test exercise. The CMC is designed to escalate matters, as necessary, to the Asset/Liability Committee (“ALCO”) and then to the Executive Risk Committee.

Controls are incorporated into the process, establishing principles and policies to ensure that the capital stress test exercise is governed and consistent with various Board committees.stakeholder expectations. The capital adequacy assessment will underpin which capital actions can be carried out after the review of the capital stress test results and the appropriate approvals.
Board of Directors
Oversight of risk in ESG matters
Risk CommitteeAudit Committee
Oversight of the Company’s management of credit, liquidity, strategic, market, operational (including information technology and cybersecurity), compliance, financial, and capital adequacy ("enterprise") risks
Annual review and approval of the Company’s risk management framework and review and recommendation to the board of directors of the Company’s risk appetite statement
Oversees the activities of the ERC, which is chaired by the Company’s Chief Risk Officer, who has a direct reporting relationship to the Risk Committee
Oversight of supervisory issues and enforcement actions and remediation efforts
Confirm that the Company's lending activities are withing the context of the Company's risk framework
Communicate with the other Board committees to assure the integrated oversight of the full range of enterprise risks    
Oversight of major financial risk exposures
Monitors the Company’s financial reporting risk, including the allowance for credit losses, and regulatory compliance risk
Review significant risk trends identified by internal audit
Compensation and Human Capital Committee
Review and oversight of compensation plan risk assessments
Oversight of risk related to human capital management, including talent management, executive succession planning and DEI
Governance and Nominating Committee
Oversight of risks related to corporate governance practice and procedure
TCBI 2022|Notice of Annual Meeting and Proxy Statement 25

star.jpg
Governance
Environmental, Social and Governance (ESG) Highlights
Overview
OurThe Company’s vision is, “To be the flagship financial services firm in Texas serving the best clients in our markets.” In order to make that happen, we needthe firm needs to ensure we haveit has the appropriate level of focus in the management of our environment,its environmental, social and governance (“ESG”) practices. We takeThe firm takes a comprehensive approach to corporate social responsibility that includes investing in ourits communities, creating a culture of strong corporate governance, attracting and retaining the best talent, and continuing our focus on sustainable business practices. We believeThe Company believes that this approach enables usit to more effectively serve ourits stockholders, clients, communities, and colleagues.


While ourthe ESG programs continue to evolve, we arethe firm is currently focusing on creating value through the following prioritized areas: governance, sustainable finance, diversity, equity and inclusion (“DEI”), engaging and empowering employees, our philanthropy, employee giving and volunteerism, and investment in affordable housing. We continuehousing and taking a proactive approach to cyber security to protect Bank employees and customers. The firm continues to improve and deepen ourits ESG initiatives by assessing ourits practices against industry best practices, incorporating stakeholder feedback and actively participating in and advocating for the causes that matter most to ourits various stakeholders.


We
TCBI 2023|Notice of Annual Meeting and Proxy Statement 31

tcbi-20230308_g2.jpg
Governance
The Company launched the ESG Council in 2021, leadled by ourthe Chief Legal Officer, which is responsible for oversight and proactively advancing our ESG efforts, including involvement of key internal executives and integration with the Bank’s strategy. During 2022, the firm enhanced the ESG Council by solidifying the monthly cadence of meetings, expanded the Council by adding additional executives to ensure all stakeholders are engaged to enhance the comprehensive approach, developed an ESG Roadmap with measurable short-term and long-term goals, with defined benchmarks to measure progress, and identified gaps and other areas for improvement internally to drive further improvements in the Company’s ESG scoring across many rating agencies. To better highlight the impact the Bank is having, its website now has a dedicated landing page, Our Values in Action, highlighting the Bank’s environmental, social and governance efforts. The website is: https://www.texascapitalbank.com/who-we-are/our-company/our-values-in-action.

     Stockholders
     Board of Director and Committee Oversight
éééé
ESG Leadership Council
1 Operating Committee-Level Leadership Integrating with Strategy
2 Subject Matter Experts from Across the Company to Drive Execution
3 Monthly Meeting Cadence to Maintain Momentum
4 Education and Baselining to Move Efficiently
5 Organized Sub-Teams to Coordinate Activities
Clear and Effective Communication to Both

Internal and External Stakeholders


Areas of 20212022 Focus
The devastating effects of the COVID-19 pandemic and failuresCompany continues to address systemic inequality in our society have highlighted the importance of sharpening ourrefine its focus on how ourits business impacts individuals, groups and communities around the world. As further described below, our key ESG accomplishments in 20212022 included:
Heightened focus on supporting our employees, clients and communities, through the COVID-19 pandemic, including by expanding employee benefits implementing payment deferral and other programs to assist our clients and providing support toprovide local and regional and global COVID-19 relief efforts;support;
Expanded efforts to advance our DEI initiatives, including
market-related activities to support DEI,
formed and launched three additional employee resource groups (“ERGs”),
continued purposeful DEI university hiring efforts, and
more focus on community-focused DEI events;
Incorporated environmental, social and governance considerations into a Bank policy statement;
Greater transparency through increased ESG reporting and disclosures;
Initiation of work to evaluate and address climate risks and opportunities;
Formation of the Texas Capital Bank Foundation;
Becoming the Employer of Choice in Texas for people interested in growing their career in financial services and offering benefits that improve lives:
expanding Ginger Mental Health Support,
TCBI 20222023|Notice of Annual Meeting and Proxy Statement 2632

tcbi-20230308_g2.jpg
Governance
launchingcontinued offering of Vitality, Health Cooking Classes,
Step Challenges,
creation of TCBI Leadership Model,
Early Careers Program,
renewed Investments in the Intern Program, and
creation of Success Profiles to name a DEI strategy and establishing a Diversity, Equity and Inclusion Council, made upfew;
In 2022, the Bank was honored:
Most Trusted Bank in America by Newsweek
D CEO Magazine Corporate Citizenship Awards
Collaboration of executive leadership and senior management, to begin navigating and more proactively advancing ESG-related efforts;the Year
hiring a VP of Diversity, Equity and Inclusion;
forming two employee resource groups (“ERGs”); and
purposeful DEI university hiring efforts;
Incorporated environment, social and governance considerations into a Bank policy statement;
Greater transparency through increased ESG reporting and disclosures; and
Initiation of work to evaluate and address our climate risks and opportunities.Texas Bankers Foundation LiFE Award


"As President and CEO, it is important to me that the companyCompany live up to its stated values. As we look forward, we are eager to accelerate our advancements in diversity, equity and inclusion efforts as well as environmental, social and corporate governance areas."
ROB C. HOLMES



Much of what the firm does with respect to ESG may seem far from core operations, but there is a business case for it – benefits that are hard to quantify aren’t less valuable but nonetheless, done right they lead to value creation. Management couldn’t work as effectively as it does without extensive local engagement, as described below. Another thing that shapes how the firm thinks about ESG is the fact that, because its primary operating subsidiary is a bank, it is already subject to some of the strictest regulation of any industry. But even with that high bar, the firm still has been able to deliver on its strategic transformation plan and continues reinvesting in the communities it serves.
ESG Governance and Reporting
OurThe Company’s ESG program is under the primary oversight of ourthe Board, with ourthe Compensation and Human Capital Committee focusing on human capital management (including talent management, executive succession planning, DEI and culture). We reviewManagement reviews and discuss ourdiscusses strategy, goals, practices and performance with the Board, which also receives management updates on our progress, ratings, disclosures and stakeholder engagement. At the executive management level, ourthe ESG program is led by ourthe Chief Legal Officer, in collaboration with the Company'sCompany’s ESG Council established in 2021, which ensures appropriate alignment and involvement from the Chief Executive Officer, other executive leaders and cross-functional management. In 2021, we2022, the Company published ourits Corporate Social Responsibility Report, which can be found at https://www.texascapitalbank.com/who-we-are/our-company/community-impact.sites/default/files/documents/TCB_2022_Corporate_Responsibility_Report_Digital.pdf. This report includes details on many of ourthe ESG initiatives and accomplishments. WeIn 2022, the Company also published on its website an ESG-focused landing page titled “Our Values in Action,” meant to highlight the Company’s ESG-related progress and initiatives in real-time rather than waiting to share the news in a quarterly or yearly periodical. See https://ww.texascapitalbank.com/who-we-are/our-company/our-values-in-action. The Company will continue to enhance and evolve ourits disclosures, taking into consideration industry practices and stakeholder expectations.expectations, among other factors.
TCBI 2023|Notice of Annual Meeting and Proxy Statement 33

tcbi-20230308_g2.jpg
Governance
Environmental
tcbi-20230308_g15.jpg
We areThe Company is focused on operating ourthe business in a sustainable manner, as we believeit believes it better serves ourits communities and also has a positive effect on operating expenses. The Company also believes that it’s important for its clients to reflect the values behind how it does business, which is why it endeavors to steward its capital and resources toward investments that drive value, socially responsible and sustainable business practices.
Operational Environmental Impact. OurThe firm’s corporate headquarters, Texas Capital Center, is located in a leased building that has been designated as a U.S. Green Building Council Leaders in Energy and Environmental Design (LEED) Gold level building.building, and its newer lease, the North Dallas Campus, is also LEED certified (Silver level building). Additionally, ourthe firm’s branch-light operating philosophy allows usit to avoid the impact on the environment of operating a large number of facilities.facilities, while still allowing it to serve clients with the level of service its clients have come to expect.
tcbi-20230308_g32.jpg
Sustainable Finance. OurFinance. The firm’s lending agreements require that energy industry and real estate construction clients comply with all applicable federal, state and local environmental regulatory requirements. The Company is proud to support clients who excel in sustainable business practices, including the following:
An energy client that provides a clean burning alternative to diesel and gasoline for municipalities and private transportation fleets.
A client that creates products from recycled plastic, agricultural waste and natural resources, while aiding in the fight against deforestation in the United States.
During 2021 the Bank incorporated Environment,Environmental, Social and Governance considerations into a policy statement. The statement sets forth expectations thatNow, as part of the Bank'sregular process around engaging with clients and potential clients, the Bank’s “know your customer”customer" program
TCBI 2022|Notice of Annual Meeting and Proxy Statement 27

star.jpg
Governance
androbust due diligence efforts it will considerassessments help evaluate potential environmental, social orand governance risk factors including those relatedso that the Company can remain committed to doing business in the Bank's Enhanced Due Diligence industry list.most sustainable way possible.
Social and Human Capital Management
tcbi-20230308_g16.jpg
The health, safety and well-being of our employees and customers is of paramount importance. This includes financial and other support, encouragement of a culture of diversity, equity, and inclusion, through training and development, and both personal and financial involvement in the community.
tcbi-20230308_g33.jpg
Health & Safety / COVID-19 Response. OurSafety. The Company’s policy is to provide a safe and healthy workplace. In 2021, we2022, the Company continued our response toits support of the global COVID-19 pandemic by supporting ourCompany’s employees, clients and communities in a variety of ways.
WeThe Company focused on providing employee support to address work, life, financial and health-related issues. This included programs and benefits to ease work-from-home challenges and addresssupport the medical and other support needs of those directly impacted by COVID-19.employees. Examples include mental health support, technology equipment and a commitment to retain ourand improve incentive compensation packages.
We took significant measures to provide employees with a sense of safety, security, and certainty in response to the COVID-19 pandemic. To protect the health and safety of employees and customers, we established social distancing and hygiene and environmental safety protocols for on-site workers at our banking centers and offices. We also provided free COVID-19 testing for employees enrolled in our medical coverage. In addition, we developed tracking and reporting solutions to monitor employee circumstances related to the COVID-19 pandemic.
WeThe Company has an enhanced our performance management process, and implemented a more defined process for succession planning deeper into the organization. We also enhanced parental bonding leave benefits.
We facilitated $206 million in Small Business Administration loans via the second round of the Paycheck Protection Program.
Under our Live, Learn, Lift philanthropic giving program, we donated more than $2 million to non-profit causes, many providing COVID-19 assistance.
Diversity, Equity and Inclusion (“DEI”). We work to promote a culture of diversity, equity, and inclusion across everything we do, from how we serve our clients and develop products and services, to the ways we help communities and support our employees. As part of these efforts, we strive to build diverse and inclusive teams that will continue to attract and retain top talent.
diversity.jpg
When we launched our Diversity, Equity and Inclusion Council in 2020, it was to accelerate diversity, equity and inclusion efforts and outcomes. The Council exists as part of our commitment to address diversity, equity and inclusion, both within our company and in our communities. The DEI Council is Co-Chaired by our CEO and our CHRO, and is made up of colleagues from departments across our organization, and aims to steer our diversity and inclusion strategies. The Council is working to develop DEI goals and metrics that will be ingrained in our business strategy. Through routine strategy sessions and planning, the DEI Council continues to explore the evolution of diversity, equity and inclusion at the Company.

Our DEI program is led by our new VP of Diversity, Equity and Inclusion. We take a multi-pronged approach to creating a diverse and inclusive workplace that includes employee awareness programs and resource groups, training and educational opportunities, leadership development, mentoring and hiring outreach programs. We are continually investing in our workforce to further emphasize diversity and inclusion and to foster our employees’ growth and career development.



TCBI 20222023|Notice of Annual Meeting and Proxy Statement 2834

tcbi-20230308_g2.jpg
Governance
DEIDiversity, Equity and Inclusion.
Diversity Statement. At Texas Capital Bank, diversity, equity, and inclusion (DEI) is important in all that we do and it starts with our recruiting efforts. In 2021, 40% of new hires were women and 42% were members of racial minority groups.
In 2021, we adopted a marketing plan under which we will have more presence on social media highlighting our transformational work, insights into our culture and more awarenessan integral part of the strategy to build a strong culture where employees can reach their full potential professionally and personally. People are the firm’s greatest asset; the firm’s DEI initiatives are a driver and an enabler for employees to thrive within the firm’s teams, with clients, and in the firm’s communities.
tcbi-20230308_g34.jpg
In 2022, the Company enhanced its inclusion efforts through cultural celebrations and employee engagement activities across its markets, and the Company broadened communications internally and externally as a whole. To date,it highlighted the plan has resulting in six timesstories and experiences of diverse leaders from across the number of viewers when comparedfirm. Additionally, the Company added headcount to the prior social media presence for Texas Capital Bank.DEI team to support the firm’s DEI efforts.
ByTexas Capital Bank remains committed to our DEI efforts and fostering an inclusive respectful and diverse workplace where all voices are heard and valued, togethervalued. Our continued investment in DEI is critical not only to the evolution of our business, but in strengthening our overall focus on our people and promoting a work environment of which we will strengthen our position as a leading regional bank. As we look ahead, we understand the significant opportunity we have to further advance our DEI efforts.can all be proud.

ROB C. HOLMES, CEO & President
Recruiting Talent. The firm’s Talent Acquisition and Community Development teams worked together to expand its relationship with academic and strategically located HBCUs (Historically Black Colleges and Universities) across the firm’s Texas markets. This year, the Company expanded its pipeline strategy by adding three tier-one HBCUs to the targeted schools: Huston-Tillotson University, Prairie View A&M University and Texas Southern University. Additionally, the Company launched a Commercial Banking Program at Huston-Tillotson University and the University of North Texas, Dallas; a local HSI (Hispanic Serving Institution). As the Company increases its engagement with these institutions, the Company plans to grow enrollment in the Banking Certificate Program by 25% in 2023. The Company’s university recruiting efforts have been successful in building its diversity pipeline – resulting in 44% of the hired analysts being female and 25% self-identifying as ethnically diverse.
As a firm, at December 31, 2022, 44% of the workforce are female and 44% self-identify as ethnically diverse. The Company will continue to invest in recruiting strategies to help Texas Capital Bank reflect the clients and communities it serves.
Diversity Council. In 2020, the Company launched the Diversity Council made of colleagues from departments across the organization assisting in the creation of a DEI strategy. The Council is continuing to develop DEI goals and metrics that will align to the Company’s business strategy. This year, in support of the Council’s educational efforts, the Company shared the Texas Diversity Council resources to help the team learn and begin to implement diversity best practices across the firm.
Employee Resource Groups (ERGs). In late 2021 two new employee resource groups (ERGs) were officially created: / early 2022, the Company rounded out the suite of ERGs with the launch of its final three: Emerging Professionals, PROUD and Multi-Ethnic Resource Group (MERG). The Company previously launched the Women of Texas Capital Bank ERG and the Veterans ERG. Approximately 25% of the firm’s employee population participates in one or more of the ERGs. This year, the ERGs hosted various personal and Employees Together (VET)professional development events as well as created opportunities for the Bank to engage with its local communities. To highlight some of these impactful events: the Emerging Professional ERG. Both have been very active in engaging colleagues in hosted a varietypersonal finance workshop to promote financial literacy across the firm, and the Women of activitiesTCB ERG partnered with the Susan G. Komen Foundation and events, fromUT Southwestern Medical for Breast Cancer Awareness Monthmonth. MERG partnered with the Talent Acquisition team to Veteran’s Day observances,support recruitment efforts as the Company expanded its HBCU and town hall events with topics such as “Why MentoringHSI strategy. The goal in 2023 is Important” fireside chat. Additionally, three newto build ERG membership and to continue to align ERG efforts in a strategic way to the firm’s business goals.
Why the ERGs officially launched in January 2022. Their unique missions are as follows:exist.
Emerging Professionals Employee Resource Group – whose: the mission is to support the growth of emerging professionals by creatingprovide members opportunities for these leaders to build meaningful relationships with our teams across all markets and age groups. We aim to provide members withgenerations through networking and community service events and career development activities and have them engage with leaders at all levels across the firm.
MultiethnicMulti-Ethnic Employee Resource Group (MERG) – whose: the mission is to serve all employees by celebrating, uplifting, and prioritizing the importance of diversity and inclusion across all ethnicities both within the bankBank and in our communities. We striveits
TCBI 2023|Notice of Annual Meeting and Proxy Statement 35

tcbi-20230308_g2.jpg
Governance
communities; the goal is to engenderprovide a multicultural perspective through initiatives that promote cultural competence, allyship, and development. In keeping with the Company's core values of collaboration, inclusion, and respect, MERG works to bring awareness of achievements and challenges of the diverse individuals and communities we represent as a company. Our resource group will also serve as a partner to strengthen a work environment free of race or ethnic discrimination.development
Professionals Respecting Others'Others’ Unique Differences (PROUD) Employee Resource Group – whose: the mission is to cultivate an inclusive environment that supports and encourages LGBTQ+ and allies to advance their professional skills and leadership abilities through mentorship, dialogue, and bringing yourone’s authentic self to work. Our members arework
Women of TCB: the mission is to support and encourage women to advance their professional skills and leadership abilities through connection, mentorship, and dialogue
Veterans and Employees Together (VETs): the mission is to honor and to recognize the Veterans that serve or have served the country; the goal is to create opportunities to connect Veterans and non-Veterans for dialogue around leadership, development, and service
Supplier Diversity. The Company is committed to empowering others insupporting and promoting qualified diverse businesses from historically underrepresented groups. This year, the communityCompany revamped its supplier diversity program by sharing challengesupdating exiting vendor records, revising its vendor questionnaire, and experiencesestablishing benchmarking metrics for better reporting and making meaningful connections.
We adopted a Human Rights Policy that, among other things, addressesgoal setting. The Company will continue to grow its supplier diversity efforts through intentional outreach, awareness, and information across the protection of women'sfirm and minority groups' rights, and it applies to our suppliers and partners, too. As of December 31, 2021, we had approximately 1,750 employees, nearly all of whom are full-time. Approximately 50% are female and approximately 40% are members of racial minority groups.third-party vendors.
Training and Development. We supportThe Company is committed to supporting the development of its employees. The development of employees at every level in the organization reinforces the leadership framework, the Company’s values, and develop ourits commitment to employees through a varietyhaving the opportunity to grow their careers at Texas Capital Bank. This commitment is evidenced by over 88,000 hours of training and development programs that build and strengthen employees’ leadershiplearning resulting in employees gaining the technical and professional skills including career development plans, in-house learning opportunitiesneeded to be successful in their role and an early career development program.advancing their careers.
tcbi-20230308_g35.jpg
AsIn 2022, part of ourthe Company’s training and development program, during 2021, we:included:
CreatedRevising and launchedupdating of critical annual regulatory compliance and required corporate training targeted for people managers.all employees
Packaged current onlineBuilding and delivering technical, job-specific skills training courses to align with career paths.for areas such as operations, sales, credit, and technology
Launched anRefining the analyst program that includes several weeks ofto focus on critical credit training, in preparation to move into frontline banking positions.
Created technical training, and leadership skills
Launching job profiles for roles across the Bank with skills, knowledge, and abilities to empower employees to focus on targeted skill development and career ownership
Launching a leadership model with business-critical competencies for focused on bank employees.
TCBI 2022|Notice of Annual Meetingcoaching and Proxy Statement 29

star.jpg
Governance
development
Involvement in the Community / Affordable Housing. WeThe Company established ourselvesitself as a leader in the community by making strategic financial investments in community endeavors and by promoting a strong corporate culture of volunteerism. We serve ourThe Company’s Community Impact Program exists to remove barriers that stand in the way of communities underbecoming healthy, resilient, and prosperous. The Company does that through three pillars:
Live (basicLive: Basic needs to support quality of life);life
Learn (educationalLearn: Educational opportunities for lifetime success); andsuccess
Lift (supportiveLift: Supportive services for individuals, small businesses and veterans).veterans
tcbi-20230308_g36.jpg
During 2021, we continued providing relief in response toThroughout 2022 the COVID-19 pandemic and made significant investments in non-profits and small businesses to ensure their continued survival and success.
Throughout 2021 we wereCompany was able to provide a wide range of support to ourits communities, including Total Impact Lending of $4.3$10.8 billion, exclusively within ourits market assessment area ofareas in Texas and exclusively serving low- and moderate-income (LMI”) / underserved communities and small businesses that fit the SBA definition of $1MM or less in annual revenues or loans less than $1MM to a business, comprised of:
$342349 million in community lending, which includes loans in underserved communities, or loans that benefit LMI individuals, including loans for affordable housing; loans to community service providers (e.g., medical facilities that serve indigent, uninsured);providers; loans to businesses that create jobs in LMI areas; and loans for rebuilding and revitalizing these areas.
TCBI 2023|Notice of Annual Meeting and Proxy Statement 36

tcbi-20230308_g2.jpg
Governance
$10.49 billion in the form of more than 48,000 small business loans.
These loans helped to create 477 single-family and 535 multi-family413 affordable housing units, medical facilities, 127 beds at homeless shelters50 permanent new jobs, and 1,014 permanent jobsthe acquisition, renovation or expansion of 4 charter schools, each in the communities that we serve.it serves.
$2.4 billion in the form of loans to 60,240 small businesses.
$119 million for homebuilders’ lines of credit / loans to build 477 single-family homes under $300,000 in low- and moderate-income communities.
$1.5 billion for home mortgages, including 1,195 mortgages in low- and moderate-income communities.
WeThe Bank also had Impact Investing during 20212022 of $51$10 million. Texas Capital Community Development Corporation, a wholly-owned subsidiary of the Bank, made investments in various Community Reinvestment Act-qualified funds that provide equity and subordinated debt capital into small and growing businesses. These investments funds are Small Business Investment Corporations (SBIC); Community Development Corporations (CDFI); and real estate funds that invest in preserving affordable multi-family housing.
During 2021 we also made more than $2 million in various philanthropic investments. In addition, we and our employees helped restock food bank shelves, purchased holiday gifts for children in need and supported our front-line heroes.
Additional impactful activities included:
OurThe Company’s employees spent over 7,6009,300 hours volunteering in Company-sponsored projects, including teaching financial literacy and skills-based volunteering. Impact Teams are committees in each of ourthe firm’s offices that coordinate volunteer projects to serve their local community. These teams are completely voluntary and serve as the hands and feet of ourthe volunteer program. Over 135 non-profit boards are served.
OurThe Mobile Banking Center was deployed for mostre-branded and re-launched at a Community Fair, where the Bank celebrated the West Dallas community with a free event and announced newly expanded hours of operation at the year to a local hospital in Dallas, Texas, where a mobile COVID-19 testing center has been set up. Trinity Groves branch.
The Mobile Banking Center has served as a private space of refuge with fully equipped facilities for medical staff to rest and, when needed, serve as an additional testing site.
Maintenance ofhosts a virtual financial literacy curriculum to be deployed in every market throughout Texas to ensure that there is no disruption to the financial literacy programming we providethe Bank provides through ourits Mobile Banking Center or with partner non-profit agencies.
Our 2021The Company’s 2022 annual Corporate Social Responsibility Report highlights ourits commitment to underserved communities.
TCBIPhilanthropy. During 2022|Notice the Company also made more than $3 million in various philanthropic gifts (with approximately 1/3 in each of Annual Meetingthe three pillars). The Company partnered with over 100 organizations through funding, referrals and Proxy Statement 30investments. These cover a wide range of activities from financial literacy to support services for the homeless. In addition, the Company and its employees helped restock food bank shelves, planted community gardens, taught kids how to code, purchased holiday gifts for children in need and supported front-line heroes.

In honor of National Cancer Survivors Month in June 2022, Texas Capital Bank launched a fundraiser to benefit the American Cancer Society’s life-saving work in the State of Texas. The Bank’s goal was to raise $10,000 by June 1, 2022. The Bank pledged to match every dollar that employees raised up to $10,000, for a total of $20,000. In less than 24 hours the Bank met that $10,000 goal, but didn’t stop there – employee donations continued to pour in, and the amount raised soon surpassed $20,000. All told, the Bank contributed $50,000 to the American Cancer Society.
star.jpgTexas Capital Bank Foundation. During 2022, a non-profit 501(c)(3) organization, Texas Capital Bank Foundation, was created with an established board of directors to carry out the Foundation’s commitment to the communities it serves. Via the Bank’s $8 million donation, the Foundation will meet its philanthropic commitment to the community through Community Impact Grants and four newly-created Honors Awards, three of which follow the Bank’s pillars of “Live,” “Learn,” and “Lift.” The fourth Honors Award is the STAR Award, given to an organization for “Supporting our Troops, Active and Remembered”.
Governance
“Giving back has always been a part of our DNA, and with the establishment of the Texas Capital Bank Foundation, we are excited to grow our investments in nonprofit organizations committed to helping fellow Texans.”
ROB C. HOLMES, CEO & President
Political Activities. Our corporateCorporate responsibility includes participation from time to time in the political and public policy process, specifically in areas that impact the banking industry, as well as our clients, stockholders, employees and communities. It is important that wethe Company engage with legislators and policymakers, where appropriate, and support initiatives to advocate constructively for the long-term interests of ourthe Company’s business and our key constituents. Our politicalPolitical activities are subject to the oversight of ourthe Governance
TCBI 2023|Notice of Annual Meeting and Proxy Statement 37

tcbi-20230308_g2.jpg
Governance
Committee, which recognizes the importance of appropriate governance and risk management of ourthe Company’s corporate political activities, and reviews our activities for alignment with ourthe Company’s business, strategy and corporate values, as well as compliance with applicable laws and regulations. Political contributions are made primarily through a federal political action committee that is non-partisan and employee funded. Political contributions utilizing corporate funds are limited and subject to restrictions and disclosure pursuant to ourapplicable policies.
Governance
tcbi-20230308_g17.jpg
Corporate Governance. Strong corporate governance practices support ourthe Company’s overall effectiveness and enable usthe firm to manage ourits business and maintain ourits integrity in the marketplace. We believeThe Company believes strong governance is essential and constructive at all levels, from the board of directors to executive management and throughout ourthe Company. For more information about ourthe firm’s governance practices, see “Board and Corporate Governance: Strong Governance Practices” and “Compensation Governance Best Practices”. During 2021 we2022 directors and management met with stockholders to communicate our progress on ESG matters and to better understand how ESG fits into their investment analysis and decision making. See “Stockholder Engagement” below.
Because the Company’s primary operating subsidiary is a bank, the Bank has robust controls and reviews, which cover everything from stress testing to anti-money laundering activities. In the last few years the Bank expanded those frameworks with working groups like the DEI Council and the ESG Council to broaden the scope of those efforts – legal compliance is a comfortable minimum for these projects, but in many areas the Company is doing more.
As noted above, the Company has a strong ERM Framework allowing the firm to examine potential risk at multiple levels and with internal executive- and Board-level oversight.
Information Security. In 2022, the firm continued to enhance its security program under the auspices of continually improving security to battle the growing cyber threat. These included, among other things, network detection and response, data security, secure logins, establishment of an insider risk program, and continued evolution of third-party cyber security protocols and processes. These improvements contribute to the Company’s ability to protect its employees, clients and third-party partners.
Additionally, the Company continued enhancing its capability to address cyber threats – an industry-wide growing risk that is ever evolving. In that regard, the Company bolstered its security operations by growing its cyber intelligence team, among other detection and prevention capabilities.These capabilities resulted in assisting clients in protecting funds, taking down impersonating websites, while providing peace of mind and engendering the trust of employees and clients.
The Company also enhanced its focus on employees and clients by rolling out a large scale Cyber Education and Awareness program that included new Phish testing, educational videos, improved cyber security training, and multiple cyber security presentations from the Federal Bureau of Investigations, highlighting the strong partnership the Company maintains with law enforcement and its clients and customers in each market to educate and highlight how cyber threats may affect them and what the Company does to protect and combat these threats.
Code of Conduct. The Company’s Code of Conduct is updated yearly, and all directors, officers, and employees are required to adhere to the principles of honesty and transparency set forth in the Code of Conduct and Company policies.
The above summary reflects selected highlights of ourthe firm’s various ESG efforts and is not an exhaustive list.

Stockholder Engagement
Our Board and management team greatly value the perspectives and feedback of our stockholders, which is why we have proactive, ongoing engagement with our stockholders throughout the year. Our Chairman, the Compensation and Human Capital Committee Chair, and executive management significantly expanded our engagement efforts in 2021, meeting with several of our investors to discuss our new strategic plan, changes in the senior management team and other topics outlined below. In addition, our Chief Executive Officer, our Chief Financial Officer and our Investors Relations team maintain ongoing dialogue among our stockholders on the Company's financial and strategic performance.
We contactedRepresenting over
19 of our Top 2569%
Stockholdersof our outstanding common stock
We held in-person and telephonic meetings withRepresenting approximately
1031%
Stockholdersof our outstanding common stock
Feedback from this year's investor meetings was positive with many investors expressing appreciation for the Company's strategy and new executive team. Topics covered during our discussions with investors included:
board composition, including diversity and skills;
board oversight of risk;
our executive compensation program and philosophy; and
corporate responsibility, including human capital management.
TCBI 20222023|Notice of Annual Meeting and Proxy Statement 31

star.jpg
Governance
Several stockholders also expressed a preference for enhanced disclosure of Board member expertise and diversity. A summary of the feedback we received was discussed and considered by the Board and our Compensation Committee.
The Company continually evaluates enhancements to our corporate governance, ESG and executive compensation practices, and appreciates engaging key stakeholders – including our stockholders – in the evaluation of these enhancements. For example, we made the following enhancements to our proxy statement to improve transparency:
increased disclosure of ESG and human capital matters;
more clarity on the one-time payments to the new CEO in 2021; and
added director skills and diversity matrices.

TCBI 2022|Notice of Annual Meeting and Proxy Statement 3238

tcbi-20230308_g2.jpg
Governance
Stockholder Engagement
The Board and management team greatly value the perspectives and feedback of the Company’s stockholders, which is why they maintain an ongoing, proactive engagement with stockholders throughout the year in a variety of ways. Throughout the year, the Investor Relations team and executive leaders regularly meet with current stockholders, prospective investors, and investment research analysts. These meetings typically include the Company’s CEO, CFO, and Investor Relations Team in order to engage stockholders and solicit feedback on various topics relevant to the Company’s strategy and performance. Additionally, management attended numerous investment analyst sponsored industry conferences and conducted several non-deal roadshows to meet both in person and virtually with existing and prospective investors.
In Fall 2022, three directors, Mr. Helm (the Chairman), Mr. Tremblay (the Compensation and Human Capital Committee Chair), Mr. Stallings (the Board’s longest-tenured director), and executive management, significantly expanded the engagement efforts, meeting with several investors to discuss our new strategic plan, executive compensation and other topics outlined below. In many instances, the directors and management discussed the voting results on the Company’s 2022 Say on Pay Vote. For more information, see “Executive Compensation – 2022 Say on Pay Vote and Stockholder Engagement” below. Feedback from this year’s investor meetings was positive with many investors expressing appreciation for the Company’s strategy and new executive team, and additional discussion concerning the compensation plans. The Company continually evaluates enhancements to its corporate governance, ESG and executive compensation practices, and appreciates engaging with key stakeholders – including stockholders – in the evaluation of these enhancements.
Engagement
Strategies
Engage with:
Institutional stockholders
Retail stockholders
Equity research analysts
Proxy advisory firms
Industry thought leaders
Investment bankers
Communicate through:
Proxy Statement
Annual Report
SEC Filings
Press Releases
Investor relations website
Investor meetings
2022 Engagements
Met with stockholders and potential investors nationwide
Attended 5 investor conferences and attended 6 research analyst hosted group meetings
Hosted 2 fireside chats to provide detailed information on new products and services
Executive management participated in 2 non-deal roadshows
Chief Executive Officer and Chair conducted the 2022 Annual Meeting of Stockholders
Fall 2022 engagement with top holders
Topics discussed:
Business strategy and execution, including premium finance business disposition
Compensation and incentive plans (metrics and targets)
Environmental, social and governance issues and programs
Data security programs
Financial performance
Ad hoc topics
Opportunities to engage:
Stockholder engagement program
Quarterly earnings calls
Investor conferences
Non-deal roadshows
Annual stockholders’ meeting
Headquarter visits from investors
tcbi-20230308_g14.jpg
TCBI 2023|Notice of Annual Meeting and Proxy Statement 39

tcbi-20230308_g2.jpg
Governance
Committees of the Board of Directors
The board of directors has four standing committees:
Audit Committee
Governance and Nominating Committee
Compensation and Human Capital Committee
Risk Committee
The following table sets forth the current composition of ourthe committees as of the date of this Proxy Statement and the number of meetings of each committee during 2021.2022.
Independent
Director
Audit
 Committee
Governance
and Nominating
Committee
Compensation
and Human
Capital
 Committee
Risk
 Committee
Independent
Director
Audit
 Committee
Governance
and Nominating
Committee
Compensation
and Human
Capital
 Committee
Risk
 Committee
Paola M. ArbourPaola M. Arbourü=Paola M. Arbourü
Jonathan E. Baliffü=
Jonathan E. Baliff À
Jonathan E. Baliff À
ü
James H. Browning À
James H. Browning À
ü£=
James H. Browning À
ü£
Larry L. Helm
ü=
Larry L. Helm 1
Larry L. Helm 1
ü
Rob C. HolmesRob C. HolmesRob C. Holmes
David S. HuntleyDavid S. Huntleyü==David S. Huntleyü
Charles S. Hyle À
Charles S. Hyle À
ü=£
Charles S. Hyle À
ü£
Thomas E. Long À
Thomas E. Long À
ü
Elysia Holt RagusaElysia Holt Ragusaü£=Elysia Holt Ragusaü£
Steven P. RosenbergSteven P. Rosenbergü=Steven P. Rosenbergü
Robert W. StallingsRobert W. Stallingsü==Robert W. Stallingsü
Dale W. TremblayDale W. Tremblayü£Dale W. Tremblayü£
Meetings in 2021Board = 56964
Meetings in 2022Meetings in 2022Board = 66765
Chair of the Board £ Committee Chair = Committee Member À Financial Expert
Chair of the Board £ Committee Chair = Committee Member À Financial Expert
Chair of the Board £ Committee Chair = Committee Member À Financial Expert
1 Mr. Helm will retire as a director and Chair of the Board at the 2023 Annual Meeting. Mr. Stallings has been appointed Chairman of the Board effective at the 2023 Annual Meeting.
1 Mr. Helm will retire as a director and Chair of the Board at the 2023 Annual Meeting. Mr. Stallings has been appointed Chairman of the Board effective at the 2023 Annual Meeting.
A general description of the functions performed by each committee is set forth below. For more information about the risk oversight delegated to each committee, see “Risk Oversight” above beginning on page 2530.
Audit Committee. Committee. The Audit Committee oversees the Company’s and the Bank’s processes related to financial and regulatory reporting, internal control, and regulatory and legal compliance. The Audit Committee also oversees the Company’s internal control over financial reporting, management’s preparation of the financial statements of the Company, the Company’s methodology for establishing the allowance for credit losses and the sufficiency of quarterly provisions for credit losses, the Trust Department, and reviews and assesses the independence and qualifications of the Company’s independent registered public accounting firm. The board of directors adopted a written charter for the Audit Committee, which is available on the Company’s website at https://investors.texascapitalbank.com/governance-responsibility/governance-documents/default.aspx.Committee. The Audit Committee appoints the firm selected to be the Company’s independent
TCBI 2023|Notice of Annual Meeting and Proxy Statement 40

tcbi-20230308_g2.jpg
Governance
registered public accounting firm and monitors the performance of such firm, reviews and approves the scope of the annual audit and quarterly reviews and reviews with
TCBI 2022|Notice of Annual Meeting and Proxy Statement 33

star.jpg
Governance
the independent registered public accounting firm the Company’s annual audit and annual consolidated financial statements. The Audit Committee also oversees the Company’s internal audit staff, which includes reviewing with management the status of internal accounting controls, and evaluates areas having a potential financial or regulatory impact on the Company that may be brought to the Audit Committee’s attention by management, the independent registered public accounting firm, the board of directors or by employees or other sources, including the Company’s confidential “hotline” maintained to allow employees to make confidential reports of matters requiring attention.
The board of directors determined that all of the Audit Committee’s members are able to read and understand fundamental financial statements and are independent of management as contemplated by the current listing standards of the Nasdaq Stock Market and SEC regulations. The board of directors also determined that twofour members, Messrs. Baliff, Browning, Hyle and Hyle,Long, qualify as “audit committee financial experts” as defined by the SEC and also satisfy the Nasdaq Stock Market’s financial sophistication requirements.
Governance and Nominating Committee. The Governance and Nominating Committee (“Governance Committee”) oversees the corporate governance policies for the Company and identifies, screens, recruits and recommends to the board of directors candidates to serve as directors. The Governance Committee makes recommendations concerning the size and composition of the board of directors and its committees, considers any corporate governance issues that arise and develops appropriate recommendations, develops specific criteria for director independence, and assesses the effectiveness of the board of directors. The board of directors adopted a charter for the Governance Committee, which is available on the Company’s website at https://investors.texascapitalbank.com/governance-responsibility/governance-documents/default.aspx.Committee.
The Governance Committee considers industry knowledge and other business expertise, personal traits such as character, integrity and wisdom, and the candidate’s understanding of business operations, marketing, finance or other aspects relevant to the success of a large publicly traded corporation in today’s business environment, among other factors, when evaluating candidates for the Company’s board of directors.
The Governance Committee endeavors to have a board of directors representing diverse backgrounds and possessing a wide range of professional experience in areas that are relevant to the Company’s business and its status as a public company. To that end, the Governance Committee considers diversity in a broad sense when identifying nominees, for director, looking primarily for diversity in professional experiences and skills, but also considering other dimensions of diversity, including race, age, gender identity, sexual orientation, disability, ethnicity, nationality and cultural background. Director searches in recent years have specified that candidates should provide diversity to the Board in addition to specific experience and skill sets being sought; the individuals considered by the Governance Committee in these searches have included diverse candidates, and it is expected that future director searches will continue this practice. Two of the threefour most recent additions to the board of directors enhanced its gender and racial diversity. These considerations ensure the board of directors is comprised of individuals who are able to contribute a variety of viewpoints, which the Governance Committee believes is an important component in ensuring that the Board exercises good judgment and diligence.
The Governance Committee regularly assessesevaluates and recommends individual director candidates in the sizecontext of the boardneeds and then-current make-up of directors,the Board as a whole. The objective is to recommend individuals who will, acting as a group, contribute to the success of the Company’s business and advancement of stockholder interests through the exercise of sound judgment.
The Governance Committee regularly assesses whether any vacancies are expected due to retirement or otherwise, and the need for particular expertise on the board of directors.Board. Candidates may come to the attention of the Governance Committee from current directors, stockholders, professional search firms, officers or other persons. The Governance Committee reviews allconsiders individuals recommended by stockholders in the same manner and to the same extent as it considers director nominees identified by other means. All candidates are reviewed in the same manner regardless of the source of the recommendation.
Compensation and Human Capital Committee. Committee. The Compensation and Human Capital Committee (“Compensation Committee”) advises management and makes recommendations to the board of
TCBI 2023|Notice of Annual Meeting and Proxy Statement 41

tcbi-20230308_g2.jpg
Governance
directors with respect to the compensation and other employment benefits of the named executive officers of the Company. The Compensation Committee also oversees the Company’s long-term incentive and annual incentive programs for executive officers and employees. The board of directors adopted a written charter for the Compensation Committee’s Charter is available on the Company’s website at https://investors.texascapitalbank.com/governance-responsibility/governance-documents/default.aspx.Committee. The board of directors determined that all of the Compensation Committee’s members are independent of management as contemplated by the current listing standards of the Nasdaq Stock Market, and are also independent
TCBI 2022|Notice of Annual Meeting and Proxy Statement 34

star.jpg
Governance
under SEC rules, including SEC Rule 16b-3. For more information regarding the Compensation Committee’s processes and procedures for the consideration and determination of executive compensation, see the “Compensation Discussion and Analysis” later in this Proxy Statement.
Risk Committee. Committee. The Risk Committee oversees the Company’s policies and processes related to risk identification, assessment, monitoring and management, including the establishment of a comprehensive risk framework for the Company and setting and monitoring the risk appetite of the Company as described in more detail above atCompany. SeeRisk Oversight. above. A majority of the Risk Committee members are intended to be “independent” directors. The board of directors adopted a written charter for the Risk Committee’s Charter is available on the Company’s website at https://investors.texascapitalbank.com/governance-responsibility/governance-documents/default.aspx.Committee.
Additional Governance Matters
Communications with the Board
Stockholders may communicate with the board of directors, including the non-management directors, by sending an e-mail to bod@texascapitalbank.com or by sending a letter to the board of directors, c/o Corporate Secretary, 2000 McKinney Avenue, 7th Floor, Dallas, Texas 75201. The Corporate Secretary has the authority to disregard any inappropriate communications or to take other appropriate actions with respect to any such inappropriate communications. If deemed an appropriate communication, the Corporate Secretary will submit stockholder correspondence to the chairman of the board or to any specific director to whom the correspondence is directed.
Code of Business Conduct and Ethics
The Company adopted a Code of Business Conduct and Ethics (“Code of Conduct”) that applies to all of its directors and employees, including its CEO, CFO, and Chief Accounting Officer. The Code of Conduct is available on the Company'sCompany’s website at https://investors.texascapitalbank.com/governance-responsibility/governance-documents/default.aspx. Any amendments to, or waivers from, ourthe Code of Conduct applicable to ourthe executive officers will be posted on ourthe Company’s website within four days of such amendment or waiver.
Director Compensation
Director Compensation Process
OurThe Company’s director compensation program is intended to enhance ourits ability to attract, retain and motivate non-employee directors of exceptional ability and to promote the common interest of directors and stockholders in enhancing the value of our common stock. OurThe Board reviews director compensation at least annually based on recommendations by the Compensation Committee (in consultation with the Governance Committee). The Compensation Committee has the authority to engage a consulting firm to evaluate director compensation and since 2018 has engaged Pearl Meyer to assist in setting director compensation. The Compensation Committee reviews director compensation taking into account multiple factors, including pay practices at publicly traded companies, continued expansion of director, committee chair and lead directorboard chair responsibilities, and the growing time commitment. The Committees and the Board base their determinations on director compensation on recommendations from Pearl Meyer and on market practices and reviewing trends at other S&P 500 companies and our compensation comparatorpeer companies (outlined below). The Compensation Committee is lookingcontinues to look at the structure of Board compensation to more align with industry and peer groups. The Board approved a new director compensation package effective April 19, 2022. Compensation for the portion of 2022 prior to such date was paid and pro-rated based on the prior director compensation package.

TCBI 2023|Notice of Annual Meeting and Proxy Statement 42

2021
tcbi-20230308_g2.jpg
Governance
2022 Director Compensation
For service on ourthe board of directors in 2021, our2022, non-employee directors were paid an annual retainer of $70,000 (increased as of April 2022 from $55,000 and a feein lieu of $1,750 per meeting. Our non-executive, independentindividual board and committee meeting fees). Also, effective April 2022, the Chair received pro-rata shares of the Board is entitled to an additional $80,000$90,000 per year for the periods during which he servedserving in that role. In addition, each member of a committee was paid a fee of $1,750 per committee meeting attended. Directors serving as chair of the Audit Committee and Risk Committee received an additional $30,000 per year for serving in those roles, and the directors chairing the Compensation Committee and Governance Committee received an additional
TCBI 2022|Notice of Annual Meeting and Proxy Statement 35

star.jpg
Governance
$20,000 $25,000 per year for serving in those roles. Members attending special meetings of the board and committees were paid $1,750Directors serving on a committee, but not serving as chair, received an additional $10,000 per meeting. year for serving in those roles.
In addition to cash retainer fees, each non-employee director received an annual grant of RSUs with an aggregate grant date fair value of approximately $65,000$80,000 at the April 2022 board meeting, which vest in full one year from the grant date on April 20, 2022.19, 2023. New non-employee directors receive a grant of RSUs with an aggregate pro rata grant date fair value of approximately $65,000$80,000 upon their appointment, which vest in full on the first anniversary of the grant date.
The following table contains information pertaining to the compensation of the Company’s board of directors for the 2021 fiscal year.year 2022. Amounts below also include fees paid for service on subsidiary board committees.
20212022 Director Compensation Table*
NameNameFees Earned or Paid in Cash
(A)
Stock Awards
(B)
TotalNameFees Earned or Paid in Cash (A)Stock Awards (B)Total
Paola M. ArbourPaola M. Arbour$15,500 $65,040 $80,540 Paola M. Arbour$79,500 $80,031 $159,531 
Jonathan E. BaliffJonathan E. Baliff81,250 65,041 146,291 Jonathan E. Baliff74,500 80,031 154,531 
James H. BrowningJames H. Browning187,417 65,041 252,458 James H. Browning116,500 80,031 196,531 
Larry L. Helm (C)Larry L. Helm (C)54,833 750,056 804,889 Larry L. Helm (C)154,583 80,031 234,614 
David S Huntley86,500 65,041 151,541 
David S. HuntleyDavid S. Huntley90,000 80,031 170,031 
Charles S. HyleCharles S. Hyle114,750 65,041 179,791 Charles S. Hyle116,500 80,031 196,531 
Thomas E. LongThomas E. Long37,500 80,014 117,514 
Elysia Holt RagusaElysia Holt Ragusa127,250 65,041 192,291 Elysia Holt Ragusa110,750 80,031 190,781 
Steven P. RosenbergSteven P. Rosenberg98,000 65,041 163,041 Steven P. Rosenberg90,250 80,031 170,281 
Robert W. StallingsRobert W. Stallings109,000 65,041 174,041 Robert W. Stallings84,750 80,031 164,781 
Dale W. TremblayDale W. Tremblay103,000 65,041 168,041 Dale W. Tremblay104,000 80,031 184,031 
*Columns for which no amounts are reported have been deleted. Mr. Holmes is also a director of the Company but he receives no separate compensation for his service as a director and his compensation is included in the “2022 Summary Compensation Table” below.
(A)Amounts represent meeting fees paid upon attendance of board and committee meetings, annual retainer fees and fees for service as chairman of the board or a committee.
(B)Amounts represent the aggregate grant date fair value of time-based RSUs, determined in accordance with Accounting Standard Codification (ASC) Topic 718. On April 20, 2021, Mr. Helm and all other19, 2022, the then currently serving directors received 11,705 and 1,0151,377 RSUs, respectively, with a grant date fair value of $64.08$58.12 per share, which will vest in full on April 20, 2022.19, 2023. Messrs. Rosenberg and Hyle elected to defer vesting of 100% of their award of such units until their respective date of separation from the board of directors. On July 20, 2021, Ms. ArbourMay 16, 2022, Mr. Long received 1,0771,542 RSUs with a grant date fair value of $60.39$51.89 per share, which will vest in full on July 20, 2022.
(C)Mr. Helm acted as our interim CEO from May 2020 until January 2021. In addition to his normal compensation as a director, he received a base salary and an award of time-based RSUs for acting as interim CEO. The RSUs are included in the table above, together with his other compensation as a director. His base salary is included in the “2021 Summary Compensation Table” below.16, 2023.

Director Stock Ownership Guidelines
The board of directorsBoard established stock ownership guidelines for directors to further align their interests with the long-term interests of stockholders. Directors are expected to beneficially own shares of common stock having a value of at least fourfive times the cash portion of the annual retainer paid to outside directors (increased during 2022 from four times). The types of securities that count toward the required ownership guideline include (i) shares of common stock owned outright, whether individually or through beneficial ownership in a trust or entity, and (ii) vested or unvested time-based RSUs. Directors may not dispose of any such shares of the Company’s common stock unless they own, and will continue to own, common stock with a value at or above that level. As of the computation date, December 31, 2021,2022, all of ourthe then current independent directors had attained the minimum stock ownership levels based on holdings, except for Ms. Arbour, who joined the Board in 2021.2021, and Mr. Long, who joined the Board in 2022.
TCBI 20222023|Notice of Annual Meeting and Proxy Statement 3643

tcbi-20230308_g2.jpg
Stock Ownership Information
STOCK OWNERSHIP INFORMATION
Principal Stockholders and Beneficial Owners
The following tables settable sets forth information as of the record date for the Annual Meeting, February 23, 2022,22, 2023, concerning the beneficial ownership of the Company’s common stock by: (a)by each person the Company knows to beneficially own more than 5% of the issued and outstanding shares of a classcommon stock.
Persons Known to Company Who Own More Than 5%
of Outstanding Shares of Company Common Stock
Number of Shares of Common
Stock Beneficially Owned
Percent of Shares of Common
Stock Outstanding*
BlackRock, Inc. and certain affiliates5,855,996(1)12.1%
The Vanguard Group and certain affiliates4,977,806(2)10.3%
T. Rowe Price Investment Management, Inc.3,633,859(3)7.5%
Dimensional Fund Advisors LP and certain affiliates3,197,594(4)6.6%
State Street Corporation and certain affiliates2,621,681(5)5.4%
AllianceBernstein L.P.2,517,210(6)5.2%
*    Percentage is calculated on the basis of 48,285,929 shares, the total number of shares of common stock; (b)stock outstanding on February 22, 2023.
(1)    As reported by BlackRock, Inc. on a Schedule 13G/A filed with the SEC on January 23, 2023, as of December 31, 2022, reporting sole voting power with respect to 5,744,979 shares and sole dispositive power with respect to 5,855,996 shares. Its address is 55 East 52nd St., New York, NY 10055.
(2)    As reported by The Vanguard Group on a Form 13G/A filed with the SEC on February 10, 2023, as of January 31, 2023, reporting shared voting power with respect to 34,563 shares, sole dispositive power with respect to 4,894,377 shares and shared dispositive power with respect to 83,429 shares. Its address is 100 Vanguard Blvd., Malvern, PA 19355.
(3)    As reported by T. Rowe Price Investment Management, Inc. on a Form 13G filed with the SEC on February 14, 2023 as of December 31, 2022, reporting sole voting power with respect to 1,865,129 shares, and sole dispositive power with respect to 3,633,859 shares. Its address is101 E Pratt St., Baltimore, MD 21201.
(4)    As reported by Dimensional Fund Advisors LP on a Form 13G filed with the SEC on February 10, 2023 as of December 30, 2022, reporting sole voting power with respect to 3,149,063 shares and sole dispositive power with respect to 3,197,594 shares. Dimensional provides investment advice to four registered investment companies and acts as investment manager or sub-advisor to certain other commingled funds, group trusts and separate accounts (collectively, the “Funds”). In certain cases, subsidiaries of Dimensional may act as an advisor or sub-adviser to certain Funds. In its role as investment adviser, sub-adviser and/or manager, Dimensional or its subsidiaries may possess voting and/or investment power over the securities of the issuer that are owned by the Funds, and may be deemed to be the beneficial owner of the shares. However, all shares are owned by the Funds, and Dimensional disclaims beneficial ownership of such shares. Its address is Building One, 6300 Bee Cave Road, Austin, TX 78746.
(5)    As reported by State Street Corporation on a Form 13G/A filed with the SEC on February 7, 2023 as of December 31, 2022, reporting shared voting power with respect to 2,504,463 shares and shared dispositive power with respect to 2,621,681 shares. Its address is One Lincoln Street, Boston, MA 02111.
(6)    As reported by AllianceBernstein L.P on a Form 13G/A filed with the SEC on February 14, 2023 as of December 31, 2022, reporting sole voting power with respect to 2,190,709 shares, sole dispositive power with respect to 2,466,387 shares and shared dispositive power with respect to 50,823 shares. Its address is1345 Avenue of the Americas, New York, NY 10105.

The following table sets forth information as of the record date for the Annual Meeting, February 22, 2023, concerning the beneficial ownership of the Company’s common stock and the Company’s depositary shares representing a 1/40th interest in one share of the Company’s 5.75% Fixed Rate Non-Cumulative Perpetual Preferred Stock, Series B, par value $0.01 per share, by: (a) each director, director nominee, and NEO; and (c)(b) all of the Company’s executive officers and directors as a group. The persons named in the table have sole voting and investment power with respect to all shares they owned, unless otherwise noted.In computing the number of shares beneficially owned by a person and the percentage of ownership held by that person, shares of common stock subject to options, restricted stock units (“RSUs”) or stock appreciation rights (“SARs”) held by that person that are currently exercisable or will become exercisable or vest within 60 days of February 23, 202222, 2023 are deemed exercised and outstanding.
Persons Known to Company Who Own More Than 5%
of Outstanding Shares of Company Common Stock
Number of Shares of Common
Stock Beneficially Owned
Percent of Shares of Common
Stock Outstanding*
BlackRock, Inc. and certain affiliates5,658,482(1)11.16%
The Vanguard Group and certain affiliates4,905,751(2)9.68%
State Street Corporation and certain affiliates3,109,576(3)6.13%
AllianceBernstein L.P. and certain affiliates2,674,935(4)5.28%
*    Percentage is calculated on the basis of 50,690,920 shares, the total number of shares of common stock outstanding on February 23, 2022.
(1)    As reported by BlackRock, Inc. on a Schedule 13G/A filed with the SEC on January 27, 2022, as of December 31, 2021, reporting sole voting power with respect to 5,562,027 shares and sole dispositive power with respect to 5,658,482 shares. Its address is 55 East 52nd St., New York, NY 10055.
(2)    As reported by The Vanguard Group on a Form 13G//A filed with the SEC on February 10, 2022, as of December 31, 2021, reporting shared voting power with respect to 64,631 shares, sole dispositive power with respect to 4,796,560 shares and shared dispositive power with respect to 109,191 shares. Its address is 100 Vanguard Blvd., Malvern, PA 19355.
(3)    As reported by State Street Corporation on a Form 13G/A filed with the SEC on February 14, 2022 as of December 31, 2021, reporting shared voting power with respect to 3,000,224 shares and shared dispositive power with respect to 3,109,576 shares. Its address is 1 Lincoln Street, Boston, MA 02111.
(4)    As reported by AllianceBernstein L.P on a Form 13G filed with the SEC on February 14, 2022 as of December 31, 2021, reporting sole voting power with respect to 2,307,025 shares, sole dispositive power with respect to 2,623,063 shares and shared dispositive power with respect to 51,872 shares. Its address is1345 Avenue of the Americas, New York, NY 10105.
Name (1)Number of Shares of Common
Stock Beneficially Owned
Percent of Shares of
Common
Stock Outstanding**
Anna M. Alvarado*
Julie L. Anderson43,796*
Paola M. Arbour251*
Jonathan E. Baliff5,257(2)*
James H. Browning16,966(3)*
Larry L. Helm70,781(4)*
Rob C. Holmes8,308*
David S. Huntley6,460(5)*
Charles S. Hyle10,012(6)*
Elysia Holt Ragusa10,787(7)*
Steven P. Rosenberg36,372(8)*
Robert W. Stallings101,085(9)*
Tim J. Storms4,173*
Dale W. Tremblay11,987(10)*
All current executive officers and directors as a group (14 persons)283,5010.56%
*    Less than 1% of the issued and outstanding shares of the class.
TCBI 20222023|Notice of Annual Meeting and Proxy Statement 3744

tcbi-20230308_g2.jpg
Stock Ownership Information
Name of Director, Director Nominee, and NEO (1)Number of
Shares of Common
Stock Beneficially Owned
Percent of
Shares of
Common
Stock Outstanding**
Number of Depositary
Shares for Preferred
Stock Beneficially Owned
Percent of Depositary
Shares for
Preferred
Stock Outstanding**
Anna M. Alvarado4,663(2)**
Paola M. Arbour2,710(3)**
Jonathan E. Baliff6,634(4)**
James H. Browning18,343(5)**
John W. Cummings1,213(6)*
Larry L. Helm77,858(7)**
Rob C. Holmes14,471(8)**
David S. Huntley7,837(9)**
Charles S. Hyle11,389(10)**
Thomas E. Long(11)**
Elysia Holt Ragusa14,164(12)*10,077(12)*
Steven P. Rosenberg37,749(13)**
J. Matthew Scurlock6,898(14)**
Robert W. Stallings251,000(15)*45,000(15)*
Tim J. Storms9,481(16)**
Dale W. Tremblay13,364(17)**
All current executive officers and directors as a group (16 persons)477,7740.99%55.0770.11%
*    Less than 1% of the issued and outstanding shares of the class.
**    Percentage is calculated on the basis of 50,690,92048,285,929 shares of common stock, the total number of shares of common stock, and 12,000,000 depositary shares representing a 1/40th interest in one share of the Company’s 5.75% Fixed Rate Non-Cumulative Perpetual Preferred Stock, Series B, par value $0.01 per share, each outstanding on the record date, February 23, 2022.22, 2023.
(1)    Unless otherwise stated, the address for each person in this table is 2000 McKinney Avenue, 7th Floor, Dallas, Texas 75201.
(2)    Includes 4,2424,663 shares held by Mr. Baliff,Ms. Alvarado.
(3)    Includes 1,333 shares held by Ms. Arbour, as well as 1,015 RSUs that will vest within 60 days.
(3)    Includes 15,951 shares held by Mr. Browning, as well as 1,0151,377 RSUs that will vest within 60 days.
(4)    Includes 59,0765,257 shares held by Mr. Helm,Baliff, as well as 11,7051,377 RSUs that will vest within 60 days.
(5)    Includes 5,44516,966 shares held by Mr. Huntley,Browning, as well as 1,0151,377 RSUs that will vest within 60 days.
(6)    Includes 8,9971,213 shares held by Mr. Hyle,Cummings.
(7)    Includes 76,481 shares held by Mr. Helm, as well as 1,015 RSUs that will vest within 60 days.
(7)    Includes 9,772 shares held by Ms. Ragusa, as well as 1,0151,377 RSUs that will vest within 60 days.
(8)    Includes 2,24214,471 shares held by Mr. Holmes.
(9)    Includes 6,460 shares held by Mr. Huntley, as well as 1,377 RSUs that will vest within 60 days.
(10)    Includes 10,012 shares held by Mr. Hyle, as well as 1,377 RSUs that will vest within 60 days.
(11)    [Nothing to report for Mr. Long.]
(12)    Includes 12,787 shares held by Ms. Ragusa, as well as 1,377 RSUs that will vest within 60 days, and 10,077 depositary shares.
(13)    Includes 3,257 shares held by Mr. Rosenberg, as well as 1,0151,377 RSUs that will vest within 60 days. Also includes 33,115 shares held by EAD Investments, Ltd. Mr. Rosenberg and his spouse are the beneficiaries of the two trusts that have equal ownership of EAD Investments, Ltd.
(9)(14)    Includes 34,4186,520 shares held by Mr. Scurlock as well as 378 RSUs that will vest within 60 days.
(15)    Includes 175,623 shares held by Mr. Stallings, as well as 1,0151,377 RSUs that will vest within 60 days. Also includes 65,65274,000 shares and 35,000 depositary shares held by SCG Ventures LP. Mr. Stallings and his spouse are the owners of Stallings Management LLC that is a general partner of SCG Ventures LP.
(10)(16)    Includes 10,9729,481 shares held by Mr. Storms.
(17)    Includes 11,987 shares held by Mr. Tremblay, as well as 1,0151,377 RSUs that will vest within 60 days.

Delinquent Section 16(a) Reports
Section 16(a) of the Exchange Act requires the Company's directors and executive officers, as well as persons who beneficially own more than 10% of a registered class of its equity securities, to file initial reports of beneficial ownership and reports of changes in beneficial ownership with the SEC. The Company, based solely on a review of its Section 16(a) reports filed during 2021, believes that the required Section 16(a) reports were filed on a timely basis by its directors and executive officers, except that a Form 3 reflecting initial beneficial ownership as of January 25, 2021 and a Form 4 reflecting the grant of 233,755 RSU's on February 1, 2021 were both filed for Rob C. Holmes on February 8, 2021.
TCBI 20222023|Notice of Annual Meeting and Proxy Statement 3845

tcbi-20230308_g2.jpg
Audit Matters
AUDIT MATTERS
Audit Committee Report
The purpose of the Audit Committee is to oversee the Company’s processes related to financial and regulatory reporting, internal control and regulatory and legal compliance. This includes the internal controls over financial and regulatory reporting of the Company, the audits and financial statements of the Company and the performance, independence and qualifications of the independent auditor and internal auditors of the Company. The Audit Committee’s general role isCommittee serves as the primary communication link among the Board, the independent public accounting firm, and the Company’s internal auditors. The Audit Committee also oversees the Trust Department and receives regular updates. As noted above, the Audit Committee operates pursuant to assista written charter adopted by the board of directors, in overseeingand each member has been determined by the Board to be independent under applicable legal requirements.
Company management is responsible for the financial statements and the reporting process, including the system of disclosure controls and procedures and the internal control over financial reporting.The independent registered public accounting firm, Ernst & Young LLP, is responsible for performing an independent audit of the Company’s consolidated financial reporting processstatements and related matters. Theexpressing an opinion on the conformity of the audited financial statements with accounting principles generally accepted in the United States and on the effectiveness of the Company’s internal control over financial reporting.
In the performance of its oversight function, the Audit Committee reviewedand discussed with the Company’s management and the Company’sindependent registered public accounting firm the audited financial statements of the Company for the year ended December 31, 2021.2022.

The Audit Committee discussed with the Company’s independent registered public accounting firm the matters required to be discussed pursuant to the Public Company Accounting Oversight Board Auditing Standard, Communications with Audit Committees, and as required by the SEC. The Audit Committee received and reviewed the written disclosures and the letter from the Company’s independent registered public accounting firm under applicable requirements of the Public Company Accounting Oversight Board regarding communication with audit committees concerning independence, and discussed with the independent registered public accounting firm the firm’s independence.The Audit Committee also considered whether the provision of non-audit services to the Company by Ernst & Young LLP is compatible with maintaining their independence, and has determined that such independence has been maintained.
Based on the reviewreviews and discussiondiscussions referred to above, the Audit Committee recommended to the board of directors that the audited financial statements be included in the Company’s Annual Report on Form 10-K for the fiscal year ended December 31, 2021,2022, to be filed with the SEC on February 9, 2022.2023.
The Audit Committee evaluates the performance of the independent registered public accounting firm each year and determines whether to re-engage the current firm or consider other audit firms.In doing so, the Audit Committee considers the quality and efficiency of the services provided by the registered public accounting firm, along with their capabilities, technical expertise, and knowledge of the Company’s operations and industry. Based on these evaluations, the Audit Committee decided to engage Ernst & Young LLP as the Company’s independent registered public accounting firm for fiscal 2023.
This report is submitted on behalf of the Audit Committee of the board of directors of Texas Capital Bancshares, Inc.
Dated: February 7, 20229, 2023James H. Browning, Chair
David S. HuntleyJonathan E. Baliff
David S. Huntley
Charles S. Hyle
Thomas E. Long
TCBI 2023|Notice of Annual Meeting and Proxy Statement 46

tcbi-20230308_g2.jpg
Audit Matters
Auditor Fees and Services
The Audit Committee has appointed Ernst & Young LLP to continue as ourthe Company’s independent registered public accounting firm for the 20222023 fiscal year. Fees for professional services provided by the Company’s independent registered public accounting firm in each of the last two fiscal years, in each of the following categories, were:
(in thousands)(in thousands)20212020(in thousands)20222021
Audit feesAudit fees$2,366 $2,372 Audit fees$2,282 $2,366 
Tax feesTax fees458 398 Tax fees501 458 
TotalTotal$2,824 $2,770 Total$2,783 $2,824 
Fees for audit services include fees associated with the audit of the Company’s annual consolidated financial statements and internal controls over financial reporting, the review of periodic reports and other documents filed with the SEC, including the consolidated financial statements included in the Company’s Form 10-Qs, comfort letters, accounting consultations billed as audit services and services that are normally provided in connection with statutory or regulatory filings or engagements. Tax fees included various federal, state and local tax compliance services, as well as tax consultations.
Pre-approval Policies and Procedures
The Audit Committee adopted a policy that requires advance approval of all audit, audit-related and tax services performed by the independent registered public accounting firm. The policy provides for pre-approval by the Audit Committee of specifically defined audit and non-audit services. Unless the specific service has been previously pre-approved with respect to that year, the Audit Committee must approve the permitted service before the independent registered public accounting firm is engaged to perform it. The Audit
TCBI 2022|Notice of Annual Meeting and Proxy Statement 39

star.jpg
Audit Matters
Committee delegated to the chairman of the Audit Committee authority to approve permitted services provided that the chairman reports any decisions to the Audit Committee at its next scheduled meeting.
PROPOSAL TWO – Ratification of the Appointment of Ernst & Young LLP as the Company’s Independent Registered Public Accounting Firm
The Audit Committee of the Company’s board of directors appointed Ernst & Young LLP as the independent registered public accounting firm of the Company for the year ending December 31, 2022.2023. The Company is seeking stockholder ratification of the appointment of Ernst & Young LLP for fiscal year 2022.2023. Stockholder ratification of the appointment of the Company’s independent registered public accounting firm is not required by the Company’s bylaws, state law or otherwise. However, the board of directors is submitting the appointment of Ernst & Young LLP to the Company’s stockholders for ratification as a matter of good corporate governance. If the stockholders fail to ratify the appointment of Ernst & Young LLP, the Audit Committee will consider this information when determining whether to retain Ernst & Young LLP for future services. Representatives of Ernst & Young LLP are expected to be present at the Annual Meeting, will have the opportunity to make a statement if they desire to do so and are expected to be available to respond to appropriate questions from the Company’s stockholders. See the discussion at “Auditor Fees and Services” above for information regarding the services provided to the Company by Ernst & Young LLP.
Proposal Two requires the affirmative vote of the holders of a majority of the outstanding shares of common stock present, in person or represented by proxy, and entitled to vote on the proposal at the Annual Meeting.
The board of directors unanimously recommends that you vote “FOR” the ratification of the appointment of Ernst & Young LLP as the Company’s independent registered
public accounting firm for fiscal year 2022.2023.
TCBI 20222023|Notice of Annual Meeting and Proxy Statement 4047

tcbi-20230308_g2.jpg
Executive Compensation
EXECUTIVE COMPENSATION
Table of Contents for

Executive Compensation
PROPOSAL THREE -- ADVISORY APPROVAL OF THE COMPANY'SCOMPANY’S EXECUTIVE COMPENSATION
PROPOSAL FOUR -- ADVISORY APPROVAL OF THE FREQUENCY OF THE COMPANY’S SAY ON PAY VOTE
COMPENSATION DISCUSSION AND ANALYSIS
Executive Summary
Executive Officers
Named Executive Officers
20212022 Say on Pay Vote and Stockholder Engagement
Executive Compensation Supports Business Transformation
Enhancements to Our Compensation Program
1 Company Performance
2 Performance Assessment and
Compensation Determination Framework
Committee Oversight
Compensation Philosophy and Objectives
Performance Assessment
Role of Compensation Consultant
Compensation Peer Group
3 Named Executive Officer 20212022
Compensation
20212022 Target Pay Mix
20212022 Incentive Plan Performance Summary
Individual Performance Summaries
4 Pay Practices
Elements of Ourthe Compensation Plan
2022 Performance-Based Equity Awards
Additional Performance Awards Outstanding
2021 Performance-Based Equity AwardsPerquisites and Other Compensation
Additional Performance Awards Outstanding
New Hire Sign-On Bonuses and Buy-Out Equity Awards
5 Risk Management and Accountability
Risk Balancing Features
Compensation Risk Assessment
Recoupment of Incentive Compensation
Executive Stock Ownership Guidelines
Prohibition on Hedging and Pledging
Compensation Governance Best Practices
Board'sBoard’s Role in Human Capital Management and Talent Management
Additional Information Concerning Executive Compensation
COMPENSATION COMMITTEE REPORT
COMPENSATION TABLES
PAY VERSUS PERFORMANCE
EQUITY COMPENSATION PLAN INFORMATION
INDEBTEDNESS OF MANAGEMENT AND RELATED PARTY TRANSACTIONS






See “Annex A” for information about the use of certain non-U.S. GAAP financial measures in the Executive Compensation section of this Proxy Statement.
TCBI 20222023|Notice of Annual Meeting and Proxy Statement 4148

tcbi-20230308_g2.jpg
Executive Compensation
PROPOSAL THREE – Advisory Approval of the Company'sCompany’s Executive Compensation
In accordance with the requirements of Rule 14a-21(a) under the Securities Exchange Act of 1934 (the “Exchange Act”), we arethe Company is providing our stockholders with an advisory vote to approve executive compensation on an annual basis, commonly referred to as a “say-on-pay”“Say on Pay” vote. We haveThe Company has held a say-on-paysay on pay vote annually since the Company’s 2011 Annual Meetingannual meeting of Stockholders.stockholders.
We believeThe Company believes that ourits executive compensation programs effectively align the interests of ourits named executive officers, or NEOs, with those of ourits stockholders by creating a combination of incentive compensation arrangements, in both cash and equity-based programs, which are directly tied to performance and creation of stockholder value, coupled with a competitive level of base compensation. OurThe Company's objective is that the NEOs should have a substantial portion of total compensation derived from performance-based incentives. At our 2021the Company’s 2022 Annual Meeting of Stockholders, wethe Company received the affirmative support of 96%56.8% of votes cast in favor of our 2020its 2021 executive compensation. In response to the stockholder vote, and after engaging with stockholders and stockholder advisory firms during the Company’s Fall 2022 engagement, the Committee made changes to the Company’s executive compensation programs and agreed to change certain practices. See “2022 Say on Pay Vote and Stockholder Engagement” below.
The Board values stockholders’ opinions, and, as in prior years, the Board intends to evaluate the results of the 20222023 vote when making future decisions regarding compensation of the NEOs. We encourageThe Company encourages you to carefully review the “Executive Compensation” section of this Proxy Statement and particularly the “Compensation Discussion and Analysis” for a detailed discussion of the Company’s executive compensation programs.
This annual advisory vote is not intended to address any specific item of compensation, but rather the overall compensation of ourthe Company’s NEOs and the policies and practices with respect to their compensation described in this Proxy Statement. Your vote on Proposal Three is advisory and, therefore, not binding on the Company, the board of directors or the Compensation and Human Capital Committee. This advisory vote may not be construed as overruling a decision by the board,Board, nor create or imply any additional fiduciary duty of the board.Board.
We areThe Company is asking our stockholders to indicate their approval, on an advisory basis, for the 20212022 compensation paid to ourthe Company’s NEOs by voting FOR the following resolution:
RESOLVED, that the stockholders approve, on an advisory basis, the 20212022 compensation of the Company’s named executive officers, as disclosed in this Proxy Statement pursuant to SEC Regulation S-K, Item 402, including the Compensation Discussion and Analysis, the compensation tables and the narrative executive compensation disclosures to the compensation tables included in this Proxy Statement.
Proposal Three requires the affirmative vote of the holders of a majority of the outstanding shares of common stock present, in person or represented by proxy, and entitled to vote on the proposal at the Annual Meeting.
An advisory vote at the Company’s 2017 Annual Meeting of Stockholders confirmed that stockholders overwhelmingly favored an annual advisory vote on executive compensation. Consistent with this preference, the Board implemented an annual advisory vote on executive compensation until the next required vote on the frequency of stockholder votes on executive compensation, which is scheduled to occur at the 2023 Annual Meeting of Stockholders.
The board of directors unanimously recommends that you vote “FOR” approval of this resolution.
PROPOSAL FOUR – Advisory Approval of the Frequency of the Company’s Say on Pay Vote
In addition to providing an advisory vote on the Company’s executive compensation program, the Company is requesting that stockholders indicate their preference for the frequency in which these advisory votes on executive compensation should take place – every one, two or three years. This vote is mandated by Section 951 of the Dodd-Frank Wall Street Reform and Consumer Protection Act and SEC regulations. In 2017, stockholders indicated their preference for advisory voting on the Company’s executive compensation plan every year.
TCBI 2023|Notice of Annual Meeting and Proxy Statement 49

tcbi-20230308_g2.jpg
Executive Compensation
Stockholders may indicate their preference on this advisory vote by choosing every year, every other year, or every three years, or abstaining on this vote, when stockholders vote in response to the resolution set forth below. The Company will ask stockholders not less than every six years whether they desire a different vote frequency on the advisory vote on executive compensation.

RESOLVED, that a non-binding advisory vote of the Company’s stockholders to approve, on an advisory basis, the compensation of the Company’s named executive officers, as disclosed pursuant to Item 402 of Regulation S-K, including the Compensation Discussion and Analysis, compensation tables and narrative disclosure, in the proxy statement of the Company for the annual meeting of stockholders of the Company at which such advisory vote is to occur, be held every year, every other year or every three years, or abstain.

The board of directors has recommended that stockholders approve that the Company conduct an advisory vote on executive compensation each year. The Board believes that an annual review of executive compensation practices will be better aligned with stockholder interests as it allows the Company to obtain information on stockholders’ views of the compensation of the named executive officers on a more consistent basis. It also allows us to engage in regular dialogue with stockholders on corporate governance matters, including the Company’s executive compensation philosophy, policies and programs. For these reasons, the Board believes that stockholders should support an annual advisory vote on executive compensation.

The option of one year, two years or three years that receives the highest number of votes cast by the stockholders will be the frequency for the advisory vote on named executive officer compensation that has been selected by stockholders. However, because this is an advisory vote, this proposal is not binding upon the Company in any way and the Compensation and Human Capital Committee and the board of directors may decide that it is in the best interests of stockholders and the Company to hold an advisory vote on executive compensation more or less frequently than the option approved by the stockholders. The Compensation and Human Capital Committee, which is responsible for designing and administering the executive compensation program, and the board of directors, value the opinions expressed by stockholders in their vote on this proposal, and will consider the outcome of the vote when making a decision about the frequency of future advisory votes on executive compensation.

The option that receives the highest number of votes cast by stockholders will be the advisory vote frequency selected by stockholders. However, as noted above, the voting on this proposal is advisory. The Company will publicly announce the results of the voting on this Proposal, as well as the frequency chosen by the Board and the Compensation and Human Capital Committee (if different). Not later than 2029, the Company will have another vote to determine the frequency of this advisory vote.

The board of directors unanimously recommends the selection of one year as the stockholders’ preference for the frequency of the Say on Pay vote.
Compensation Discussion and Analysis
OurThis Compensation Discussion and Analysis describes the objectives and elements of ourthe Company’s executive compensation program, its alignment with performance decisions regarding our named executive officers and actions of the Compensation and Human Capital Committee (the “Compensation(“Compensation Committee”). In view of the Company’s competitive performance and historical earnings levels and earnings growth, the Compensation Committee believes that the Company’s executive compensation philosophy and practices have been successful in attracting and retaining talented, dedicated executive officers and providing them with competitive compensation levels that are properly aligned with stockholder interests.
TCBI 20222023|Notice of Annual Meeting and Proxy Statement 4250

tcbi-20230308_g2.jpg
Executive Compensation
Executive Summary
The Compensation Committee is committed to an executive compensation program that drives pay-for-performance, appropriately balances risk, rewards the creation of stockholder value, and reinforces individual accountability through a robust performance management program and compensation forfeiture provisions.
Stockholders Should Approve our NEO Compensation
1Company Performance2Performance Evaluation Framework
Focused on evaluation and improvement of all aspects of the Company and the Bank, including roll-out of new strategic plan
Financial results in 2021 compared favorably with 2020 in many respects, but remained impacted by the effect of the pandemic on economic and market conditions and were affected by our efforts to begin implementation of our new strategic plan
Net income for common stockholders and diluted earnings per share were $235 million and $4.60, respectively, each up over 300% from the prior year
Return on average common equity was 8.35%, up nearly 300% from the prior year
Total deposits and total assets were down 9% and 8%, respectively, by design, while total stockholders' equity was up 12%
Maintained strong capital and liquidity
New broker-dealer / investment banking subsidiary formed and licensed in 2021 to facilitate broader client service offerings
Build out of the senior management team, including new CEO and 8 Operating Committee members in 2021 (2 more in early 2022)
New cultural expectations introduced to emphasize the importance of diversity, equity and inclusion, doing what's right for the customer, and executing effectively
For more information, see Company Performance below.
Total incentive compensation awarded for 2021 directly tied to overall performance
Overall performance evaluated through robust performance management program, including assessment of Company performance (EPS and ROCE) and individual performance
Strategic performance assessment considered contributions towards (i) creating a foundation for sustainable growth, (ii) strengthening Company fundamentals, (iii) advancing talent management, and (iv) promoting Company efficiency and transparency
 For more information, see Performance Assessment and Compensation Determination Framework below.

3NEO 2021 Compensation
NEO incentive compensation for 2021 relative to target also reflects individual performance on individual management strategic objectives
NEO short-term incentive plan is based on financial (60%) and strategic transformation (40%), ensuring strong pay-for-performance alignment
In assessing and determining NEO performance and compensation, the Compensation Committee evaluated Company performance and set payouts at an aggregate of 150% of target on both EPS and ROCE metrics, which resulted in above target payout for the 2021 performance year
For 2021 performance, the Compensation Committee awarded Mr. Holmes total direct compensation of $6,623,000, composed of the following:
$937,500 in base salary; and
$5,686,000 in variable compensation, comprised of
$3,000,000 cash performance bonus
$2,686,500 (est.) long-term incentive compensation (approx. 1/2 in performance RSUs; 1/2 in time RSUs)
In addition, in January 2021, Mr. Holmes, as new CEO, received sign-on and make-whole awards consisting of a $2,500,000 cash bonus and $14,500,000 of time-vesting RSUs
For more information, see NEO 2021 Compensation below.
4Pay Practices5Risk Management and Accountability
Tied incentive compensation directly to NEO's overall performance (e.g., Company and individual)
Awarded majority of incentive compensation in long-term equity (for 2021 awards, evenly split between performance-based RSUs and time-based RSUs)
Replaced cumulative EPS relative to the peer group (50% weighting) in 2020 PRSU with Relative TSR (40% weighting) in 2021 PRSU
Refined long-term incentive plan for 2022 to recognize long-term profitable growth
For more information, see Pay Practices below.
Risk balancing features discourage excessive risk-taking, such as awarding a majority of variable compensation in long-term equity, and imposing caps on incentive compensation payouts
Enhanced Recoupment and Forfeiture Policy adopted in 2022 strengthens our ability to recover and/or cancel cash incentive compensation and/or long-term equity awards under appropriate circumstances, including certain financial restatements
For more information, see Risk Management and Accountabilitybelow.

Stockholders Should Approve our NEO Compensation
1Company Performance2Performance Evaluation Framework
2022 was a transformative year with significant progress toward the announced strategic plan to build the Flagship Financial Services firm in Texas, serving the best clients in its markets
Financial results in 2022 compared favorably with 2021 in many respects, despite initiative implementation costs
Net income for common stockholders and diluted earnings per share were $315.2 million and $6.18, respectively, each up over 34% from the prior year
Company achieved 11 of 14 financial goals in the annual incentive plan, and the Bank’s CET1 Ratio achieved 13.0%
Strong capital and liquidity, the strongest in the history of the firm
Company achieved 15 of 16 strategic goals in the annual incentive plan, including creation of new investment banking subsidiary to facilitate broader client product and service offerings
Sale of premium finance business and related loan portfolio for ~$3.4B cash, led by CEO, reduces risk, secures liquidity, improves capital ratios, and was accretive to earnings
New cultural expectations introduced to emphasize the importance of diversity, equity and inclusion, doing what's right for the customer, and executing effectively
For more information, see Company Performance below.
Total incentive compensation awarded for 2022 directly tied to overall performance
Overall performance evaluated through robust performance management program, including assessment of Company performance (including financial metrics) and individual performance
Strategic performance assessment considered contributions towards numerous Company goals and four Key CEO Strategic Goals, including (i) creating a positive digital client experience, (ii) full deployment of the Company’s investment bank subsidiary, (iii) banking sales enablement, and (iv) implementation of new systems that will better facilitate cost and expense allocation
All financial and strategic performance measures evaluated against a detailed scorecard
 For more information, see Performance Assessment and Compensation Determination Framework below.

3NEO 2022 Compensation
NEO incentive compensation for 2022 relative to target reflects Company performance against financial targets as well as individual performance on individual management strategic objectives
NEO short-term incentive plan is based on financial (40%) and strategic (60%) goals, ensuring strong pay-for-performance alignment
In assessing and determining NEO performance and compensation, the Compensation Committee evaluated Company performance and set payouts at an aggregate of 120% of target (150% for the CEO) on the financial metrics
Performance on the Key CEO Strategic Goals ranged for the NEOs from 100% to 150%; performance on the remaining Strategic Goals ranged for the NEOs from 70% to 150%, which generally resulted in an aggregate above target payout for the NEOs for the 2022 performance year
For 2022 performance, the Compensation Committee awarded Mr. Holmes total direct compensation of $8,052,476, composed primarily of the following:
$1,000,000 in base salary; and
$7,039,976 in variable compensation, comprised of
$3,000,000 annual incentive plan (cash) bonus (150% of target)
$4,039,976 long-term incentive compensation (for the 2022 awards, 1/2 in performance RSUs; 1/2 in time RSUs)
For more information, see NEO 2022 Compensation below.
4Pay Practices5Risk Management and Accountability
Tied incentive compensation directly to NEOs’ overall performance (e.g., Company and individual), following good compensation governance principles
Awarded majority of 2022 target incentive compensation in long-term equity (for 2022 annual awards, evenly split between performance-based RSUs and time-based RSUs)
Adjusted pay practices to address stockholder concerns
For more information, see “2022 Say on Pay Vote and Stockholder Engagement” and Pay Practices” below.
Risk balancing features discourage excessive risk-taking, such as awarding a majority of variable compensation in long-term equity, and imposing caps on incentive compensation payouts
Enhanced Recoupment and Forfeiture Policy adopted in 2022, broadened in 2023, strengthens the firm’s ability to recover and/or cancel cash incentive compensation and/or long-term equity awards under appropriate circumstances, including certain financial restatements
For more information, see Risk Management and Accountabilitybelow.

TCBI 20222023|Notice of Annual Meeting and Proxy Statement 4351

tcbi-20230308_g2.jpg
Executive Compensation
Executive Officers
Our currently servingThe Company’s current executive officers, and the positions held by them as of the date of this proxy statement,Proxy Statement, are:

Rob C. Holmes,CEO and President of the Company and Texas Capital Bank. Bank. Mr. Holmes, age 57,58, has served as CEO and President of the Company and Texas Capital Bank and as a member of the board of directors since January 2021. He worked for JPMorgan Chase & Co. and its predecessor firms from 1989 until 2020, where he served as Global Head of Corporate Client Banking and Specialized Industries from 2011 until 2020. During that time, he had end-to-end responsibility for the business, providing global treasury management services, credit, and investment banking solutions to clients in North America, as well as select countries in Europe and Asia. Prior to serving as head of JPMorgan’s Corporate Client Banking and Specialized Industries, he was the co-head of JPMorgan’s North American Retail Industries Investment Banking practice and the head of Investment Banking for the southern region of the U.S. He also shared oversight of the Commercial Banking Credit Markets business, which provided Asset Based Lending and other credit solutions, and of Business Transformation efforts for large, multinational corporations. Mr. Holmes was a member of JPMorgan’s Commercial Banking Operating Committee and served on the Board of Managers of J.P. Morgan Securities LLC.
Anna M. Alvarado, Chief Legal OfficerExecutive Vice President, CLO and Corporate Secretary of the Company and Texas Capital Bank. Bank. Ms. Alvarado, age 43,44, has served as Executive Vice President, Chief Legal Officer (“CLO”) and Corporate Secretary of the Company and Texas Capital Bank since October 2021. She served as global General Counsel at FirstCash, Inc., a Fort Worth-based consumer financial services and retail company and the leading international operator of pawn stores from January 2015 through October 2021. While there, Ms. Alvarado oversaw an international team of more than 50 people and led important initiatives including the company’s Latin American expansion and several domestic and international acquisitions. Prior to joining FirstCash, Ms. Alvarado served as an attorney at Texas-based firms Tanner & Associates PC and Hill Gilstrap PC.
John W. Cummings, Executive Vice President and CAO of the Company and Texas Capital Bank. Mr. Cummings, age 62, has served as the Company’s Chief Administrative Officer (“CAO”) since October 2022, and Texas Capital Bank's CAO since January 2022. Prior to joining Texas Capital Bank, he spent nine years at Citigroup Inc. serving most recently as head of its Wealth Advisory business. He previously served as Chief Operating Officer and Head of U.S. Investment Products for Citigroup Personal Wealth Management. Before Citigroup, Inc., Mr. Cummings was with Merrill Lynch & Co. for 27 years, where he began his career and advanced through assignments within Finance, Corporate Services, Sales and Head of Global Technology & Operations before serving as Chief Operating Officer of the Global Private Client business and Head of the Retirement, Trust Company, Clearing and Digital Investments businesses. Mr. Cummings has served on the Board of Directors of the Depository Trust Company, Level 8 and on the Advisory Board for Columbia University Master of Science in Technology Management program.
J. Matthew Scurlock, Executive Vice President and CFO of the Company and Texas Capital Bank. Mr. Scurlock, age 40,41, has served as the Company’s CFOChief Financial Officer (“CFO”) since January 2022, and served as Executive Vice President, Corporate Treasurer from May 2019 through December 2021, where he was most recently responsible for managing the Corporate Finance, Investor Relations, Corporate Treasury, and Corporate Strategy initiatives. He was Director of Finance from July 2017 through April 2019, and Capital Analytics & Stress Testing Manager from August 2013 to June 2017. Prior to joining the Company, Mr. Scurlock worked for Deloitte & Touche LLP, where he provided strategic consulting to financial services clients. Prior thereto, he served as a Vice President in the Corporate Finance group for Zions Bancorporation, leading financial modeling and balance sheet management efforts.
Tim J. Storms, Executive Vice President and CRO of the Company and Texas Capital Bank. Bank. Mr. Storms, age 63,64, assumed the role of CROExecutive Vice President and Chief Risk Officer (“CRO”) of the Company and Texas Capital Bank on February 22, 2021. Mr. Storms worked at JPMorgan Chase & Co. and its predecessor firms from 1981 until his retirement in 2019, where he served as Chief Risk Officer of Commercial Banking’s Real Estate businesses from 2015 to 2019. Prior to that position he held several key executive positions including Chief Credit Officer of Commercial Banking and headHead of Risk Management for corporate clients and real estate across North America for Investment Banking. Mr. Storms was also a member of a number of committees, including the Risk Operating Committee of Investment Banking and Commercial Banking.


TCBI 20222023|Notice of Annual Meeting and Proxy Statement 4452

tcbi-20230308_g2.jpg
Executive Compensation
Named Executive Officers
OurThe Named Executive Officers (NEOs) for 20212022 are:
Named Executive OfficerTitle
Rob C. Holmes1
Chief Executive Officer, President21 and Director
Larry L. HelmJ. Matthew Scurlock
Chair3EVP and CFO1
Julie L. Anderson4
John W. Cummings
Chief Financial Officer (CFO)2EVP and CAO1
Tim J. Storms
Executive Vice PresidentEVP and Chief Risk Officer2CRO1
Anna M. Alvarado
Executive Vice President, Chief Legal OfficerEVP, CLO and Corporate Secretary21
1 Since January 25, 2021.
2 Also serves in the same capacity for Texas Capital Bank.
3 Included here because he also acted as interim CEO and President from May 2020 to January 25, 2021. Following his resignation as CEO in January 2021 he continued to be employed by the Company as executive chairman of the board of directors until May 2021, at which point he resumed his status as non-executive chairman of the board of directors.
4 Ms. Anderson ceased serving as CFO and an executive officer of the Company on December 31, 2021.
20212022 Say on Pay Vote and Stockholder Engagement
At our 2021 Annual MeetingThe Company’s annual Say on Pay vote is one of Stockholders, we received the affirmative support of 96% of votes cast in favor of our 2020opportunities to receive feedback from stockholders regarding the Company’s executive compensation program, and as disclosed in the 2021 Proxy Statement. The Board andsuch is taken very seriously by the Compensation Committee valueand the perspectivesBoard. The Company’s executive compensation program received the support of ourapproximately 56.8% of the votes cast at the 2022 annual meeting of stockholders. This reflected a decrease in support compared to prior years, which indicated that there was an opportunity to understand stockholders’ feedback and take action to be responsive. As a result, the Company continued to actively seek feedback from stockholders, on executive compensation. In consideringreaching out to stockholders owning more than 61% of the resultsoutstanding common stock and speaking with stockholders holding approximately 35% of this advisory vote,the common stock, to better understand what motivated their votes and attempt to address any ongoing concerns. Three directors, the Chairman (Mr. Helm), the Compensation Committee concluded that the compensation paid to our NEOsChair (Mr. Tremblay), and the Company’s overall pay practices enjoy strong stockholder support.
Our Boardlongest-tenured director (Mr. Stallings), and members of management team greatly valueparticipated in conversations with stockholders owning approximately 35% of the opinions and feedback of our stockholders, which is why we have proactive, ongoing engagement with our stockholders throughout the year that includes executive compensation. For more information concerning our outreach efforts, see “Governance – Stockholder Engagement” above.common stock. Feedback from this year'syear’s investor meetings was positive with many investors expressing appreciation for the Company'sCompany’s strategy and new executive team. The Company continually evaluates enhancementsteam, and additional discussion concerning the compensation plans. All feedback was shared with the Compensation Committee and the board of directors and helped to ourshape changes made to the Company’s executive compensation practices,program and appreciates engaging key stakeholders -related disclosure, as set forth below and elsewhere in this CD&A.
Through this engagement, the Company learned that stockholders were largely supportive of the executive compensation program design for fiscal 2021. Furthermore, stockholders appreciated the Company’s responsiveness to their feedback concerning enhanced disclosure regarding fiscal 2021 payout determinations and the annual incentive structure. However, stockholders wanted to further understand Mr. Holmes’ total fiscal year 2021 compensation package, the year he was hired by the Company as its new CEO. During these conversations, the Board discussed the components of Mr. Holmes’ compensation, including ourhis sign-on awards to replace lost benefits and equity at his former employer, and the plan for a more modest annual compensation package after the initial hiring year. For 2022, Mr. Holmes received a standard CEO package of compensation, described elsewhere in this CD&A, without any special cash or equity awards. The Compensation Committee agreed that it would not make any further material one-time awards.
The Board also specifically discussed with stockholders -the 2021 performance-based RSU award, including the structure of the award and the difficulty that the Compensation Committee had in setting targets for the individual year EPS metrics in each of the two outlying years (2022 and 2023) in light of COVID-19, work underway on the new strategic plan and a new CEO joining at the beginning of 2021. During 2022, the Compensation Committee set the targets for EPS for the middle performance year (2022), and in February 2023 set the targets for EPS for the final performance year (2023) of the 2021 performance award. Further, at the time of the February 2022 equity grants, the Compensation Committee set all of the metrics for the 2022 performance-based RSU award. The Compensation Committee plans in the evaluationfuture to set all of these enhancements. These stockholders provided valuable commentarythe
TCBI 2023|Notice of Annual Meeting and insights into our compensation practices and disclosure as described below.Proxy Statement 53

Feedback We Heard
tcbi-20230308_g2.jpg
Executive Compensation
performance metrics for variable awards at the time of the award. In addition, the Committee plans to use multi-year metrics as opposed to multiple one-year metrics.
The Board also discussed with stockholders the performance measures and metrics used in the annual incentive plan and long-term (equity) incentive plan. Several stockholders understood the need for qualitative metrics in the annual incentive plan given the turnaround of the Company and the time horizon required to create long-term value but equally expressed a preference for additional quantitative measures. Several stockholders provided feedback on what they are seeing in terms of best practices on specific financial metrics.
The Compensation Committee and the Board greatly value these engagements with stockholders and are committed to maintaining ongoing dialogue and incorporating stockholder feedback into the design of the executive compensation program going forward.
The following table summarizes feedback themes heard from stockholders and actions taken to be responsive:
What the Board HeardOur Perspective and ResponseHow the Board Responded
Preference for more disclosure, including discretion used by the Compensation Committee and one-time payments
Additional disclosure is included in this Proxy Statement. See Performance AssessmentAssessment” and “Individual Performance Summaries”
General preference for more quantitative performance measures in the Company’s incentive and equity plansThe Company’s 2023 annual incentive plan will have a significant amount of the performance measures based on financial metrics. The 2023 plan will utilize Return on Average Assets (35% weighting), Individual Performance Summaries”,Efficiency Ratio (35% weighting) and New Hire Sign-On BonusesStrategic Objectives (30% weighting) as the performance measures. Strategic Objectives will again be included to allow the Compensation Committee to consider the Company’s progress on its 2021-announced strategic plan. The 2023 long-term (equity) incentive plan performance measures for the PRSUs will be ROTCE (60% weighting) and Buy-Out Equity Awards” belowRelative TSR (40% weighting) over a 3-year performance period (no change from 2022)
Why was the CEO’s compensation for 2021 so high? Will the Compensation Committee refrain from material one-time payments?Our Company needed a new, strong CEO, who could lead a new strategic plan and vision for the Company. To obtain such a candidate, the Board had to incentivize an executive to leave his existing position (and forfeit earned bonus compensation and outstanding equity awards) by making substantial sign-on cash and equity awards. As explained elsewhere in this CD&A, the CEO’s 2022 compensation plan is a more traditional incentive-based plan. The Compensation Committee has agreed that it will not make any further material one-time payments
The Compensation Committee should set all the metrics for long-term performance awards at the time of grant, and should not use multiple one-year metrics in a multi-year performance periodThere were reasons why the Compensation Committee did not feel comfortable in February or May 2021 in setting financial hurdles for 2022 and 2023 performance. During 2022, the Committee had the opportunity to better understand the impact of the Company’s new strategic plan, and so during 2022, the Committee set the hurdles for the 2022 EPS tranche, and in February 2023, the Committee set the final hurdles. The Committee plans to set metrics for future long-term performance equity awards at the time of grant (and the metrics for the 2023 performance award have been set) and to utilize multi-year metrics as opposed to multiple one-year metrics
Consider inclusiondisclosure of ESG metricsEEO-1 employee data in compensation plan designthe Company’s filingsIncluding ESG metricsDisclosure of EEO-1 employee data in our incentive compensation plansthe Company’s filings is currently being reviewed as part ofunder consideration by the overall transformation of the firmCompensation Committee and will be assessed for future compensation plan designmanagement
Preference against one-time payments made to executives
See “New Hire Sign-On Bonuses and Buy-Out Equity Awards” for an explanation and the rationale for one-time payments made this year
Preference for enhanced disclosure of the incentive compensation metrics applied and the rationale behind these decisions
It is ourCompany policy to disclose the actual performance hurdles for the short- and long-term performance metrics after the performance period has concluded. For more information about the rationale for our performance metrics, see “Performance Assessment and Compensation Determination Framework.
Future advisory votes on executive compensation and continued dialogue with stockholders will continue to serve as an additional tool to guide the board and the Compensation Committee in evaluating the alignment of the Company’s executive compensation program with the interests of the Company and its stockholders.
TCBI 20222023|Notice of Annual Meeting and Proxy Statement 4554

tcbi-20230308_g2.jpg
Executive Compensation
Executive Compensation Supports Business Transformation
The Compensation Committee made significantcontinues to make changes to ourthe Company’s executive compensation program to reflect the transformation of the Company and its long-term strategic goals. The Compensation Committee views executive compensation as instrumental in ourthe Company’s ability to drive stockholder value through plans and programs that reinforce shared success, serve to attract the talent needed to effectively develop and execute on ourthe Company’s strategic priorities, align the interests of executives with those of stockholders over the short-, medium-, and long-term, and discourage imprudent or excessive risk-taking and hold individuals accountable, as appropriate.

Enhancements to Ourthe Compensation Program
To foster and reinforce alignment between the interests of named executivesthe NEOs and those of stockholders, the Compensation Committee made a number of enhancements to ourthe Company’s executive compensation program, specifically:
Changed CashAnnual (Cash) Incentive
Compensation Plan Design
For 2022, reduced the number of compensation plans overall and provided a structure that is directly linked to Company performance including individual performance – all of which reinforces our philosophy of pay for performance
 Changed Long-Term
 Incentive Compensation
 Plan Design
For 2022:
In lieu of only two financial metrics (in 2021), evaluating Company performance across 14 different financial metrics
40% of incentive target based on financial metrics; 60% of incentive target based on achievement of key strategic initiatives (2/3 on achievement of Four Top CEO Strategic Goals, and the remainder on other Company Strategic Goals). A high percentage of annual plan goals were dedicated to strategic measures to assure continued progress on implementation of 2021 increased weighting of EPS (from 50% to 60%) and substituted Relative TSR (at 40%) as second performance measure (replacing cumulative peer ranking)strategic plan
For 2022:2023:
Expanded performance-based RSUs deeper in the organization to reinforce the importance of performance
Expanded the pool of participants eligible to receive long-term incentive compensationPerformance measures will have a greater emphasis on quantitative measures: Return on Average Assets (35% weighting), Efficiency Ratio (35% weighting) and Strategic Objectives (30% weighting)
Long-Term (Equity) Incentive Compensation Plan Design
For 2022:
Replaced EPS and substituted Three-Year Average ROTCE (at 60% weighting) as the primary performance measure. Maintained Relative TSR against peers (at 40% weighting). These performance measures included in a performance-based RSU over a three-year performance period (50% of the award). Remaining 50% of the award is time-based RSUs vesting ratably over 3 years.
For 2023:
No Change: Performance measures will be Three-Year Average ROTCE (60% weighting) and Relative TSR against peers (40% weighting) over a 3-year performance period
Adopted Enhanced

Recoupment and Forfeiture
Policy
BeginningThe Company’s recoupment policy (new in 2022, policyamended and expanded in 2023) covers both cash incentive and equity awards made in the prior 4 years to designated classes of employees, including ourthe NEOs, requiring return, reimbursement and/or cancellationforfeiture of awards (or return of the proceeds received from the sale of equity awards) in case (1) of (1) a financial restatement due (a) to the gross negligence, intentional misconduct or fraud by a current or former employee, or (b) to a material financial reporting violation under the federal securities laws, or (2) the Company suffers extraordinary financial loss, reputational damage or similar adverse impact resulting from the acts or omissions made by the employee, or (3) of an act or omission of a covered employee that constitutes a violation of a Company policy or a non-competition, non-solicitation or other restrictive covenant
Compensation Plan Changes for the Broader Organization
Reduced the number of compensation plans overall and provided a structure that is directly linked to Company performance including individual performance – all of which reinforces our philosophy of pay for performance
Expanded performance-based RSUs deeper in the organization to reinforce the importance of performance
Expanded the pool of participants eligible to receive long-term incentive compensation


TCBI 20222023|Notice of Annual Meeting and Proxy Statement 4655

tcbi-20230308_g2.jpg
Executive Compensation
1Company Performance
Notable results for 20212022 include:
Financial Performance
$235.2315.2 Million Net Income1
up 316%34.0%2
$4.606.18 Diluted EPS3
up 311%34.3%2
8.35% ROCE11.4% ROTCE4
up 298%135.7%2
$3.2 Billion Stockholders' Equity1.04% ROA5
up 12%55.2%2
$28.1 Billion Total Deposits13.0% CET1 Ratio
down 9%up 17.5%2
$34.7 Billion Total Assets11.3% ROACE4
down 8%up 34.5%2
Company Achievements
AdoptedWholesale business transformation over two years
Made significant progress against both near-term objectives and continuelonger-term goals to implement updated strategic plan, including detailed reviewsbuild a platform capable of each business line,delivering products and services relevant to customers at every stage of their life cycles, with Texas Capital Bank taking monumental steps to reimagine and restructure the way it operates internally and how it provides products and services for clients
Continued investment to reorganize the operating model around client delivery, while realigning expenses directly against expanded coverage and improved capabilities
Financial results in 2022 compared favorably with 2021 in many respects, despite initiative implementation costs
Net income for common stockholders and diluted earnings per share were $315.2 million and $6.18, respectively, each up over 34% from the prior year
Expanded ancillary products and services, including access to capital markets, financial advisory, sales and trading, M&A and other investment spendbanking solutions, together with wealth-management and overall strategytreasury services
Raised $625 millionContinued progress against our digital product roadmap and a positive digital client experience using competitive branch-lite network
Sale of premium finance business and associated loan portfolio of bank subsidiary provided approximately $3.4 billion cash to enhance financial resiliency, improving tangible book value while being accretive to earnings
Sale increased capital – the largestlevels, and puts Texas Capital Bank in the Company'smost favorable capital position in its history (top decile to peers) facilitating future growth and retirement of more-costly debt, allowing the Bank to exceed well-capitalized regulatory ratios and leaving the Company well positioned to execute on our new strategy
CET 156, Tier 1 capital, total capitalCapital and leverageTotal Capital ratios were 11.1%13.0%, 12.6%, 15.3%14.67% and 9.0%17.7%,, respectively, at December 31, 20212022
Deliberate unwindingDivestiture enhances capacity to concentrate efforts and reposition the capital base in support of business linesbusinesses where Texas Capital Bank can be relevant to clients by offering broader commercial banking solutions rather than solely a loan product
Compared to the end of 2020, the balance sheet is considerably stronger and technology not aligned to our core strategy allowed for significant self-funding of necessary investment,better quality, with reduced variability in earningsreliance on higher-cost funding sources and more efficient usea loan portfolio that is increasingly representative of capital
Continuedthe Bank’s stated focus on credit quality,banking the best clients in its markets. The Company continues to reduce the volatility of future earnings through expanded capabilities and proactive resolutioninterest rate risk management program
Named to Newsweek’s list of legacy credit issues and successful efforts to effectively navigate the global pandemic resultedAmerica’s Most Trusted Companies 2022, specifically The Most Trusted Bank in considerable declines in criticized loans and a negative provisionAmerica for credit losses2022
Completed build-out of $30.0 million in 2021
Received broker-dealer license, enabling the Bank's new subsidiary, Texas Capital Securities, to expand service offerings to clients, such as mergers and acquisitions advisory and capital markets solutions, including underwriting, private placements, and related activities
Enhanced the focus on technology for a better client and employee experience
Continued foundational work necessary to allow us to implement our new strategy
Built-out our senior management, team with 8 new Operating Committee members, including new Chief Legal Officer, CHRO, Chief Risk Officer, Chief Information Officer, Heads of Investment Banking, Corporate Bankingcontinued investment in people and Treasury Solutions and, beginning in 2022, new CFO and Chief Administrative Officerbuilding teams with best-in-class talent
Reorganized compensation plans for many employees to increase focus on total-company performance and with plan for LTI to be awarded deeper into the organization (with nearly all employees who are equity eligible to receive both performance-based and time-based equity awards)
Established ESG Council, consisting of executive leadership and senior management to begin navigating and more proactively advancing ESG-related efforts
Remained steadfast in our commitment to diversity, equity and inclusion through enhancement of recently-created Diversity, Equitycontinued purposeful DEI initiatives, including NBCU (Historically Black Colleges and Inclusion Council, theUniversities) hiring of a VP of Diversity, Equityefforts and Inclusion and the formation of various employee resource groupsmore community-focused DEI events
Continued support of employees and the community through philanthropic activities, and community lending

and volunteerism
1 Net income available to common stockholders.
2 Percentage change over the prior fiscal year.
3 Earnings Diluted earnings per common share.
4Return on Average Tangible Common Equity. See “Annex A” to this Proxy Statement for additional information concerning this non-GAAP income measure and a reconciliation of this measure to Return on Average Common Equity also reported as ROE.
(ROACE), the most comparable U.S. GAAP financial measure. 5Return on assets. 6 CET1 ratioRatio is Common Equity Tier 1 capital divided by risk-weighted assets.
TCBI 20222023|Notice of Annual Meeting and Proxy Statement 4756

tcbi-20230308_g2.jpg
Executive Compensation
2Performance Assessment and Compensation Determination Framework
To make compensation decisions that drive sustained stockholder value, the Compensation Committee provides strong oversight and relies on a sound set of compensation principles, a disciplined performance assessment framework, consultation by and engagement of an independent advisor, and is informed by market data.
Committee Oversight
The Compensation Committee of ourthe board of directors oversees ourthe Company’s executive compensation programs. Each member of the Compensation Committee is an “independent director” as defined by the Nasdaq Stock Market Listing and SEC Rules. With approval of the Board, the Compensation Committee developed and appliedapplies a compensation philosophy that focuses on a combination of competitive base salary and incentive compensation, including cash and equity-based programs, which are directly tied to performance and creation of stockholder value. That philosophy includes the tenet that a significant amount of the executive’s compensation should be variable.
The Compensation Committee meets throughout the year, including formal meetings, informal conferences and discussions with other directors, management and consultants. The Compensation Committee works with executive management, primarily ourthe CEO, to assess the compensation approach and compensation levels for ourthe executive officers and key employees other than the CEO. The Compensation Committee makes recommendations to the board of directors with respect to the overall executive compensation programs, philosophy and objectives of the Company. The Compensation Committee establishes objectives for the Company’s CEO and sets the CEO’s compensation based, in part, on the evaluation of market data provided by its independent consultant.compensation consultant as well as Board approved financial plans for the Bank. The Compensation Committee also reviews and recommends to the Board the Company’s annual and long-term incentive plans for executive officers. Additional Compensation Committee oversight responsibilities are included in its Committee charter.
The Compensation Committee regularly reviews the Company’s compensation programs to ensure that compensation levels and incentive opportunities are competitive and reflect performance, and do not incentivize risk.excessive risk taking. Factors considered in assessing the compensation of individual officers may include the Company’s overall performance, the officer’s experience, performance and contribution to the Company, the achievement of strategic goals, external equity and market value, internal equity, fairness and retention. There are no material differences in compensation policies and approach among the NEOs, as all relate primarily to performance and contribution in achieving consolidated results. In the case of the NEOs other than the CEO, the CEO makes recommendations to the Compensation Committee regarding salary increases, annual incentive amounts and total compensation levels.
Compensation Determination Framework
57
Committee Oversight
57
Compensation Philosophy and Objectives
57
Performance Assessment
58
Role of Compensation Consultant
59
Compensation Peer Group
60
3 Named Executive Officer 2022
We provide a compensation packageCompensation
61
2022 Target Pay Mix
61
2022 Incentive Plan Performance Summary
61
Individual Performance Summaries
62
4 Pay Practices
69
Elements of the Compensation Plan
69
2022 Performance-Based Equity Awards
71
Additional Performance Awards Outstanding
72
Perquisites and Other Compensation
5 Risk Management and Accountability
Risk Balancing Features
Compensation Risk Assessment
Recoupment of Incentive Compensation
Executive Stock Ownership Guidelines
Prohibition on Hedging and Pledging
Compensation Governance Best Practices
Board’s Role in Human Capital Management and Talent Management
Additional Information Concerning Executive Compensation
COMPENSATION COMMITTEE REPORT
COMPENSATION TABLES
PAY VERSUS PERFORMANCE
EQUITY COMPENSATION PLAN INFORMATION
INDEBTEDNESS OF MANAGEMENT AND RELATED PARTY TRANSACTIONS


See “Annex A” for information about the use of certain non-U.S. GAAP financial measures in the Executive Compensation section of this Proxy Statement.
TCBI 2023|Notice of Annual Meeting and Proxy Statement 48

tcbi-20230308_g2.jpg
Executive Compensation
PROPOSAL THREE – Advisory Approval of the Company’s Executive Compensation
In accordance with the requirements of Rule 14a-21(a) under the Securities Exchange Act of 1934 (the “Exchange Act”), the Company is providing stockholders with an advisory vote to approve executive compensation on an annual basis, commonly referred to as a “Say on Pay” vote. The Company has held a say on pay vote annually since the Company’s 2011 annual meeting of stockholders.
The Company believes that its executive compensation programs effectively align the interests of its named executive officers, or NEOs, with those of its stockholders by creating a combination of incentive compensation arrangements, in both cash and equity-based programs, which are directly tied to performance and creation of stockholder value, coupled with a competitive level of base compensation. The Company's objective is that the NEOs should have a substantial portion of total compensation derived from performance-based incentives. At the Company’s 2022 Annual Meeting of Stockholders, the Company received the affirmative support of 56.8% of votes cast in favor of its 2021 executive compensation. In response to the stockholder vote, and after engaging with stockholders and stockholder advisory firms during the Company’s Fall 2022 engagement, the Committee made changes to the Company’s executive compensation programs and agreed to change certain practices. See “2022 Say on Pay Vote and Stockholder Engagement” below.
The Board values stockholders’ opinions, and, as in prior years, the Board intends to evaluate the results of the 2023 vote when making future decisions regarding compensation of the NEOs. The Company encourages you to carefully review the “Executive Compensation” section of this Proxy Statement and particularly the “Compensation Discussion and Analysis” for a detailed discussion of the Company’s executive compensation programs.
This annual advisory vote is not intended to address any specific item of compensation, but rather the overall compensation of the Company’s NEOs and the policies and practices with respect to their compensation described in this Proxy Statement. Your vote on Proposal Three is advisory and, therefore, not binding on the Company, the board of directors or the Compensation and Human Capital Committee. This advisory vote may not be construed as overruling a decision by the Board, nor create or imply any additional fiduciary duty of the Board.
The Company is asking stockholders to indicate their approval, on an advisory basis, for the 2022 compensation paid to the Company’s NEOs by voting FOR the following resolution:
RESOLVED, that the stockholders approve, on an advisory basis, the 2022 compensation of the Company’s named executive officers, as disclosed in this Proxy Statement pursuant to SEC Regulation S-K, Item 402, including the Compensation Discussion and Analysis, the compensation tables and the narrative executive compensation disclosures to the compensation tables included in this Proxy Statement.
Proposal Three requires the affirmative vote of the holders of a majority of the outstanding shares of common stock present, in person or represented by proxy, and entitled to vote on the proposal at the Annual Meeting.
The board of directors unanimously recommends that you vote “FOR” approval of this resolution.
PROPOSAL FOUR – Advisory Approval of the Frequency of the Company’s Say on Pay Vote
In addition to providing an advisory vote on the Company’s executive compensation program, the Company is requesting that stockholders indicate their preference for the frequency in which these advisory votes on executive compensation should take place – every one, two or three years. This vote is mandated by Section 951 of the Dodd-Frank Wall Street Reform and Consumer Protection Act and SEC regulations. In 2017, stockholders indicated their preference for advisory voting on the Company’s executive compensation plan every year.
TCBI 2023|Notice of Annual Meeting and Proxy Statement 49

tcbi-20230308_g2.jpg
Executive Compensation
Stockholders may indicate their preference on this advisory vote by choosing every year, every other year, or every three years, or abstaining on this vote, when stockholders vote in response to the resolution set forth below. The Company will ask stockholders not less than every six years whether they desire a different vote frequency on the advisory vote on executive compensation.

RESOLVED, that a non-binding advisory vote of the Company’s stockholders to approve, on an advisory basis, the compensation of the Company’s named executive officers, as disclosed pursuant to Item 402 of Regulation S-K, including the Compensation Discussion and Analysis, compensation tables and narrative disclosure, in the proxy statement of the Company for the annual meeting of stockholders of the Company at which such advisory vote is to occur, be held every year, every other year or every three years, or abstain.

The board of directors has recommended that stockholders approve that the Company conduct an advisory vote on executive compensation each year. The Board believes that an annual review of executive compensation practices will be better aligned with stockholder interests as it allows the Company to obtain information on stockholders’ views of the compensation of the named executive officers on a more consistent basis. It also allows us to engage in regular dialogue with stockholders on corporate governance matters, including the Company’s executive compensation philosophy, policies and programs. For these reasons, the Board believes that stockholders should support an annual advisory vote on executive compensation.

The option of one year, two years or three years that receives the highest number of votes cast by the stockholders will be the frequency for the advisory vote on named executive officer compensation that has been selected by stockholders. However, because this is an advisory vote, this proposal is not binding upon the Company in any way and the Compensation and Human Capital Committee and the board of directors may decide that it is in the best interests of stockholders and the Company to hold an advisory vote on executive compensation more or less frequently than the option approved by the stockholders. The Compensation and Human Capital Committee, which is responsible for designing and administering the executive compensation program, and the board of directors, value the opinions expressed by stockholders in their vote on this proposal, and will consider the outcome of the vote when making a decision about the frequency of future advisory votes on executive compensation.

The option that receives the highest number of votes cast by stockholders will be the advisory vote frequency selected by stockholders. However, as noted above, the voting on this proposal is advisory. The Company will publicly announce the results of the voting on this Proposal, as well as the frequency chosen by the Board and the Compensation and Human Capital Committee (if different). Not later than 2029, the Company will have another vote to determine the frequency of this advisory vote.

The board of directors unanimously recommends the selection of one year as the stockholders’ preference for the frequency of the Say on Pay vote.
Compensation Discussion and Analysis
This Compensation Discussion and Analysis describes the objectives and elements of the Company’s executive compensation program, its alignment with performance decisions regarding named executive officers and actions of the Compensation and Human Capital Committee (“Compensation Committee”). In view of the Company’s competitive performance and historical earnings levels and earnings growth, the Compensation Committee believes that the Company’s executive compensation philosophy and practices have been successful in attracting and retaining talented, dedicated executive officers and providing them with competitive compensation levels that are properly aligned with stockholder interests.
TCBI 2023|Notice of Annual Meeting and Proxy Statement 50

tcbi-20230308_g2.jpg
Executive Compensation
Executive Summary
The Compensation Committee is committed to an executive compensation program that drives pay-for-performance, appropriately balances risk, rewards the creation of stockholder value, and reinforces individual accountability through a robust performance management program and compensation forfeiture provisions.
Stockholders Should Approve our NEO Compensation
1Company Performance2Performance Evaluation Framework
2022 was a transformative year with significant progress toward the announced strategic plan to build the Flagship Financial Services firm in Texas, serving the best clients in its markets
Financial results in 2022 compared favorably with 2021 in many respects, despite initiative implementation costs
Net income for common stockholders and diluted earnings per share were $315.2 million and $6.18, respectively, each up over 34% from the prior year
Company achieved 11 of 14 financial goals in the annual incentive plan, and the Bank’s CET1 Ratio achieved 13.0%
Strong capital and liquidity, the strongest in the history of the firm
Company achieved 15 of 16 strategic goals in the annual incentive plan, including creation of new investment banking subsidiary to facilitate broader client product and service offerings
Sale of premium finance business and related loan portfolio for ~$3.4B cash, led by CEO, reduces risk, secures liquidity, improves capital ratios, and was accretive to earnings
New cultural expectations introduced to emphasize the importance of diversity, equity and inclusion, doing what's right for the customer, and executing effectively
For more information, see Company Performance below.
Total incentive compensation awarded for 2022 directly tied to overall performance
Overall performance evaluated through robust performance management program, including assessment of Company performance (including financial metrics) and individual performance
Strategic performance assessment considered contributions towards numerous Company goals and four Key CEO Strategic Goals, including (i) creating a positive digital client experience, (ii) full deployment of the Company’s investment bank subsidiary, (iii) banking sales enablement, and (iv) implementation of new systems that will better facilitate cost and expense allocation
All financial and strategic performance measures evaluated against a detailed scorecard
 For more information, see Performance Assessment and Compensation Determination Framework below.

3NEO 2022 Compensation
NEO incentive compensation for 2022 relative to target reflects Company performance against financial targets as well as individual performance on individual management strategic objectives
NEO short-term incentive plan is based on financial (40%) and strategic (60%) goals, ensuring strong pay-for-performance alignment
In assessing and determining NEO performance and compensation, the Compensation Committee evaluated Company performance and set payouts at an aggregate of 120% of target (150% for the CEO) on the financial metrics
Performance on the Key CEO Strategic Goals ranged for the NEOs from 100% to 150%; performance on the remaining Strategic Goals ranged for the NEOs from 70% to 150%, which generally resulted in an aggregate above target payout for the NEOs for the 2022 performance year
For 2022 performance, the Compensation Committee awarded Mr. Holmes total direct compensation of $8,052,476, composed primarily of the following:
$1,000,000 in base salary; and
$7,039,976 in variable compensation, comprised of
$3,000,000 annual incentive plan (cash) bonus (150% of target)
$4,039,976 long-term incentive compensation (for the 2022 awards, 1/2 in performance RSUs; 1/2 in time RSUs)
For more information, see NEO 2022 Compensation below.
4Pay Practices5Risk Management and Accountability
Tied incentive compensation directly to NEOs’ overall performance (e.g., Company and individual), following good compensation governance principles
Awarded majority of 2022 target incentive compensation in long-term equity (for 2022 annual awards, evenly split between performance-based RSUs and time-based RSUs)
Adjusted pay practices to address stockholder concerns
For more information, see “2022 Say on Pay Vote and Stockholder Engagement” and Pay Practices” below.
Risk balancing features discourage excessive risk-taking, such as awarding a majority of variable compensation in long-term equity, and imposing caps on incentive compensation payouts
Enhanced Recoupment and Forfeiture Policy adopted in 2022, broadened in 2023, strengthens the firm’s ability to recover and/or cancel cash incentive compensation and/or long-term equity awards under appropriate circumstances, including certain financial restatements
For more information, see Risk Management and Accountabilitybelow.

TCBI 2023|Notice of Annual Meeting and Proxy Statement 51

tcbi-20230308_g2.jpg
Executive Compensation
Executive Officers
The Company’s current executive officers, and the positions held by them as of the date of this Proxy Statement, are:
Rob C. Holmes,CEO and President of the Company and Texas Capital Bank. Mr. Holmes, age 58, has served as CEO and President of the Company and Texas Capital Bank and as a member of the board of directors since January 2021. He worked for JPMorgan Chase & Co. and its predecessor firms from 1989 until 2020, where he served as Global Head of Corporate Client Banking and Specialized Industries from 2011 until 2020. During that time, he had end-to-end responsibility for the business, providing global treasury management services, credit, and investment banking solutions to clients in North America, as well as select countries in Europe and Asia. Prior to serving as head of JPMorgan’s Corporate Client Banking and Specialized Industries, he was the co-head of JPMorgan’s North American Retail Industries Investment Banking practice and the head of Investment Banking for the southern region of the U.S. He also shared oversight of the Commercial Banking Credit Markets business, which provided Asset Based Lending and other credit solutions, and of Business Transformation efforts for large, multinational corporations. Mr. Holmes was a member of JPMorgan’s Commercial Banking Operating Committee and served on the Board of Managers of J.P. Morgan Securities LLC.
Anna M. Alvarado, Executive Vice President, CLO and Corporate Secretary of the Company and Texas Capital Bank. Ms. Alvarado, age 44, has served as Executive Vice President, Chief Legal Officer (“CLO”) and Corporate Secretary of the Company and Texas Capital Bank since October 2021. She served as global General Counsel at FirstCash, Inc., a Fort Worth-based consumer financial services and retail company and the leading international operator of pawn stores from January 2015 through October 2021. While there, Ms. Alvarado oversaw an international team of more than 50 and led important initiatives including the company’s Latin American expansion and several domestic and international acquisitions. Prior to joining FirstCash, Ms. Alvarado served as an attorney at Texas-based firms Tanner & Associates PC and Hill Gilstrap PC.
John W. Cummings, Executive Vice President and CAO of the Company and Texas Capital Bank. Mr. Cummings, age 62, has served as the Company’s Chief Administrative Officer (“CAO”) since October 2022, and Texas Capital Bank's CAO since January 2022. Prior to joining Texas Capital Bank, he spent nine years at Citigroup Inc. serving most recently as head of its Wealth Advisory business. He previously served as Chief Operating Officer and Head of U.S. Investment Products for Citigroup Personal Wealth Management. Before Citigroup, Inc., Mr. Cummings was with Merrill Lynch & Co. for 27 years, where he began his career and advanced through assignments within Finance, Corporate Services, Sales and Head of Global Technology & Operations before serving as Chief Operating Officer of the Global Private Client business and Head of the Retirement, Trust Company, Clearing and Digital Investments businesses. Mr. Cummings has served on the Board of Directors of the Depository Trust Company, Level 8 and on the Advisory Board for Columbia University Master of Science in Technology Management program.
J. Matthew Scurlock, Executive Vice President and CFO of the Company and Texas Capital Bank. Mr. Scurlock, age 41, has served as the Company’s Chief Financial Officer (“CFO”) since January 2022, and served as Executive Vice President, Corporate Treasurer from May 2019 through December 2021, where he was most recently responsible for managing the Corporate Finance, Investor Relations, Corporate Treasury, and Corporate Strategy initiatives. He was Director of Finance from July 2017 through April 2019, and Capital Analytics & Stress Testing Manager from August 2013 to June 2017. Prior to joining the Company, Mr. Scurlock worked for Deloitte & Touche LLP, where he provided strategic consulting to financial services clients. Prior thereto, he served as a Vice President in the Corporate Finance group for Zions Bancorporation, leading financial modeling and balance sheet management efforts.
Tim J. Storms, Executive Vice President and CRO of the Company and Texas Capital Bank. Mr. Storms, age 64, assumed the role of Executive Vice President and Chief Risk Officer (“CRO”) of the Company and Texas Capital Bank on February 22, 2021. Mr. Storms worked at JPMorgan Chase & Co. and its predecessor firms from 1981 until his retirement in 2019, where he served as Chief Risk Officer of Commercial Banking’s Real Estate businesses from 2015 to 2019. Prior to that position he held several key executive positions including Chief Credit Officer of Commercial Banking and Head of Risk Management for corporate clients and real estate across North America for Investment Banking. Mr. Storms was also a member of a number of committees, including the Risk Operating Committee of Investment Banking and Commercial Banking.
TCBI 2023|Notice of Annual Meeting and Proxy Statement 52

tcbi-20230308_g2.jpg
Executive Compensation
Named Executive Officers
The Named Executive Officers (NEOs) for 2022 are:
Named Executive OfficerTitle
Rob C. Holmes
Chief Executive Officer, President1 and Director
J. Matthew Scurlock
EVP and CFO1
John W. Cummings
EVP and CAO1
Tim J. Storms
EVP and CRO1
Anna M. Alvarado
EVP, CLO and Corporate Secretary1
1 Also serves in the same capacity for our NEOs that is primarily drivenTexas Capital Bank.
2022 Say on Pay Vote and Stockholder Engagement
The Company’s annual Say on Pay vote is one of the opportunities to receive feedback from stockholders regarding the Company’s executive compensation program, and as such is taken very seriously by the Compensation Committee and the Board. The Company’s executive compensation program received the support of approximately 56.8% of the votes cast at the 2022 annual meeting of stockholders. This reflected a decrease in support compared to prior years, which indicated that there was an opportunity to understand stockholders’ feedback and take action to be responsive. As a result, the Company continued to actively seek feedback from stockholders, reaching out to stockholders owning more than 61% of the outstanding common stock and speaking with stockholders holding approximately 35% of the common stock, to better understand what motivated their votes and attempt to address any ongoing concerns. Three directors, the Chairman (Mr. Helm), the Compensation Committee Chair (Mr. Tremblay), and the longest-tenured director (Mr. Stallings), and members of management participated in conversations with stockholders owning approximately 35% of the common stock. Feedback from this year’s investor meetings was positive with many investors expressing appreciation for the Company’s strategy and new executive team, and additional discussion concerning the compensation plans. All feedback was shared with the Compensation Committee and the board of directors and helped to shape changes made to the Company’s executive compensation program and related disclosure, as set forth below and elsewhere in this CD&A.
Through this engagement, the Company learned that stockholders were largely supportive of the executive compensation program design for fiscal 2021. Furthermore, stockholders appreciated the Company’s responsiveness to their feedback concerning enhanced disclosure regarding fiscal 2021 payout determinations and the annual incentive structure. However, stockholders wanted to further understand Mr. Holmes’ total fiscal year 2021 compensation package, the year he was hired by the Company as its new CEO. During these conversations, the Board discussed the components of Mr. Holmes’ compensation, including his sign-on awards to replace lost benefits and equity at his former employer, and the plan for a more modest annual compensation package after the initial hiring year. For 2022, Mr. Holmes received a standard CEO package of compensation, described elsewhere in this CD&A, without any special cash or equity awards. The Compensation Committee agreed that it would not make any further material one-time awards.
The Board also specifically discussed with stockholders the 2021 performance-based RSU award, including the structure of the award and the difficulty that the Compensation Committee had in setting targets for the individual year EPS metrics in each of the two outlying years (2022 and 2023) in light of COVID-19, work underway on the new strategic plan and a new CEO joining at the beginning of 2021. During 2022, the Compensation Committee set the targets for EPS for the middle performance year (2022), and in February 2023 set the targets for EPS for the final performance year (2023) of the 2021 performance award. Further, at the time of the February 2022 equity grants, the Compensation Committee set all of the metrics for the 2022 performance-based RSU award. The Compensation Committee plans in the future to set all of the
TCBI 2023|Notice of Annual Meeting and Proxy Statement 53

tcbi-20230308_g2.jpg
Executive Compensation
performance metrics for variable awards at the time of the award. In addition, the Committee plans to use multi-year metrics as opposed to multiple one-year metrics.
The Board also discussed with stockholders the performance measures and metrics used in the annual incentive plan and long-term (equity) incentive plan. Several stockholders understood the need for qualitative metrics in the annual incentive plan given the turnaround of the Company and the time horizon required to create long-term value but equally expressed a preference for additional quantitative measures. Several stockholders provided feedback on what they are seeing in terms of best practices on specific financial metrics.
The Compensation Committee and the Board greatly value these engagements with stockholders and are committed to maintaining ongoing dialogue and incorporating stockholder feedback into the design of the executive compensation program going forward.
The following table summarizes feedback themes heard from stockholders and actions taken to be responsive:
What the Board HeardOur Perspective and How the Board Responded
Preference for more disclosure, including discretion used by the overall economicCompensation Committee
Additional disclosure is included in this Proxy Statement. See “Performance Assessment” and “Individual Performance Summaries”
General preference for more quantitative performance measures in the Company’s incentive and equity plansThe Company’s 2023 annual incentive plan will have a significant amount of the Company, together with a focusperformance measures based on financial metrics. The 2023 plan will utilize Return on Average Assets (35% weighting), Efficiency Ratio (35% weighting) and Strategic Objectives (30% weighting) as the performance of each executive, which we believe impacts our overall long-term profitability. The objectives of our executive compensation programs are:
measures. Strategic Objectives will again be included to attract and retain highly qualified executive officers by providing total compensation opportunities that are competitive with those provided inallow the industry and commensurate withCompensation Committee to consider the Company’s business strategyprogress on its 2021-announced strategic plan. The 2023 long-term (equity) incentive plan performance measures for the PRSUs will be ROTCE (60% weighting) and Relative TSR (40% weighting) over a 3-year performance objectives;
period (no change from 2022)
Why was the CEO’s compensation for 2021 so high? Will the Compensation Committee refrain from material one-time payments?Our Company needed a new, strong CEO, who could lead a new strategic plan and vision for the Company. To obtain such a candidate, the Board had to provide incentiveincentivize an executive to leave his existing position (and forfeit earned bonus compensation and motivation for our executive officers to enhance stockholder valueoutstanding equity awards) by linking theirmaking substantial sign-on cash and equity awards. As explained elsewhere in this CD&A, the CEO’s 2022 compensation to the value of our common stock;
to provide an appropriate mix of fixed and variable pay components to establishplan is a “pay-for-performance” oriented compensation program; and
to provide competitive compensation opportunities and financial incentives without imposing excessive risk to the Company, and to ensure that appropriate standards related to asset quality, capital management and expense management are maintained.
TCBI 2022|Notice of Annual Meeting and Proxy Statement 48

star.jpg
Executive Compensation
more traditional incentive-based plan. The Compensation Committee targets total compensation paidhas agreed that it will not make any further material one-time payments
The Compensation Committee should set all the metrics for long-term performance awards at the time of grant, and should not use multiple one-year metrics in a multi-year performance periodThere were reasons why the Compensation Committee did not feel comfortable in February or May 2021 in setting financial hurdles for 2022 and 2023 performance. During 2022, the Committee had the opportunity to better understand the Company’s executive officers to be aligned with the 50th percentileimpact of the Company’s peer groupnew strategic plan, and market. Some executive officers may be belowso during 2022, the 50th percentile, while some may be above, depending onCommittee set the factshurdles for the 2022 EPS tranche, and circumstancesin February 2023, the Committee set the final hurdles. The Committee plans to set metrics for future long-term performance equity awards at the time of each executive including experience, timegrant (and the metrics for the 2023 performance award have been set) and to utilize multi-year metrics as opposed to multiple one-year metrics
Consider disclosure of EEO-1 employee data in position and performance.
Thethe Company’s filings
Disclosure of EEO-1 employee data in the Company’s filings is under consideration by the Compensation Committee believes that the direct ownership of substantial amounts of common stock combined with stock-settled incentives combine to strongly align the interestsand management
Preference for enhanced disclosure of the Company’s senior executive officers withincentive compensation metrics applied and the interests of stockholders. The Company’s NEO compensation arrangements place a large amount of each individual’s future compensation “at risk” relativerationale behind these decisions
It is Company policy to disclose the actual performance hurdles for the short- and long-term performance metrics after the performance period has concluded. For more information about the rationale for our performance metrics, see “Performance Assessment and Compensation Determination Framework
Future advisory votes on executive compensation and continued dialogue with stockholders will continue to serve as an additional tool to guide the board and the Compensation Committee in evaluating the alignment of the Company’s executive compensation program with the interests of the Company and its stockholders.
TCBI 2023|Notice of Annual Meeting and Proxy Statement 54

tcbi-20230308_g2.jpg
Executive Compensation
Executive Compensation Supports Business Transformation
The Compensation Committee continues to make changes to the Company’s executive compensation program to reflect the transformation of the Company and its long-term strategic goals. The Compensation Committee views executive compensation as instrumental in the Company’s ability to drive stockholder value through plans and programs that reinforce shared success, serve to attract the talent needed to effectively develop and execute on the Company’s strategic priorities, align the interests of executives with those of stockholders over the short-, medium-, and long-term, and discourage imprudent or excessive risk-taking and hold individuals accountable, as appropriate.
Enhancements to the Compensation Program
To foster and reinforce alignment between the interests of the NEOs and those of stockholders, the Compensation Committee made a number of enhancements to the Company’s executive compensation program, specifically:
Changed Annual (Cash) Incentive Compensation Plan Design
For 2022:
In lieu of the Company’s common stock. Our NEOs’ significant investments in our common stock, as required by our executive stock ownership guidelines, also make our executives sensitive to declines in our stock price.only two financial metrics (in 2021), evaluating Company performance across 14 different financial metrics
The Compensation Committee generally considers the returns realized by stockholders through increases or decreases in the price40% of the Company’s common stock in the courseincentive target based on financial metrics; 60% of establishing NEO equity incentive compensation performance targets and in determining annual incentive compensation and vesting of long-term performance-based incentives, but determined that it would be inappropriate to base specific incentive compensation award amounts or vesting determinations on stockholder return measures such as total stockholder return. This is primarily based upon concern that the Company’s NEO compensation measures not incent excessive risk-taking behavior in times when market perceptions of matters outside of our executives’ control, such as future commodity price risk, interest rate changes, earnings multiples applied to financial services companies generally, tax law changes or the expectation of future easing of regulatory compliance costs, introduce significant volatility into our stock price.
Our long-term performance-based incentives are earnedtarget based on achievement of key strategic initiatives (2/3 on achievement of Four Top CEO Strategic Goals, and the remainder on other Company Strategic Goals). A high percentage of annual plan goals were dedicated to strategic measures to assure continued progress on implementation of 2021 strategic plan
For 2023:
Performance measures will have a greater emphasis on quantitative measures: Return on Average Assets (35% weighting), Efficiency Ratio (35% weighting) and Strategic Objectives (30% weighting)
Long-Term (Equity) Incentive Compensation Plan Design
For 2022:
Replaced EPS and substituted Three-Year Average ROTCE (at 60% weighting) as the primary performance measures.measure. Maintained Relative TSR against peers (at 40% weighting). These performance measures are based onincluded in a performance-based RSU over a three-year performance period (50% of the award). Remaining 50% of the award is time-based RSUs vesting ratably over 3 years.
For 2023:
No Change: Performance measures will be Three-Year Average ROTCE (60% weighting) and Relative TSR against peers (40% weighting) over a 3-year performance period
Adopted Enhanced
Recoupment and Forfeiture Policy
The Company’s recoupment policy (new in 2022, amended and expanded in 2023) covers both cash incentive and equity awards made in the prior 4 years to designated classes of employees, including the NEOs, requiring return, reimbursement and/or forfeiture of awards (or return of the proceeds received from the sale of equity awards) in case (1) of a financial restatement due (a) to the gross negligence, intentional misconduct or fraud by a current or former employee, or (b) to a material financial reporting violation under the federal securities laws, (2) the Company suffers extraordinary financial loss, reputational damage or similar adverse impact resulting from the acts or omissions made by the employee, or (3) of an act or omission of a covered employee that constitutes a violation of a Company policy or a non-competition, non-solicitation or other restrictive covenant
Compensation Plan Changes for the Broader Organization
Reduced the number of compensation plans overall and provided a structure that is directly linked to Company performance and take into accountincluding individual performance – all of which reinforces our philosophy of pay for performance
Expanded performance-based RSUs deeper in the organization to reinforce the importance of balancingperformance
Expanded the risk appetite and risk management framework established by the boardpool of directors, regulatory expectations for safe and sound operation of a federally insured bank and the desire and ability of our executive leadership and employeesparticipants eligible to achievereceive long-term sustainable growth in stockholder value.
Performance Assessment
The cornerstone of our compensation program is the performance assessment, which is guided by our robust
performance assessment framework, supported by a process overseen by our Compensation Committee, and directly drives the outcome of incentive compensation awarded.

Performance Assessment Process
The Compensation Committee directly oversees the performance management of our named executive officers and approves their compensation after considering overall performance against their annual objectives. The Compensation Committee reviews and approves the annual financial and non-financial performance objectives set by the CEO. These objectives are aligned with the Company’s strategic plan, risk appetite, and risk and control framework. The objectives then flow through to each named executive, who establishes aligned goals that are reviewed by the Compensation Committee.

For the Company performance component, the Compensation Committee evaluates Company results after the end of the performance year, taking into account financial outcomes, consistency with the strategic plan and our risk appetite, prior year performance, and execution of key initiatives and other qualitative factors, which for 2021 included our response to the COVID-19 pandemic. The CEO and the Compensation Committee assess Company performance as a starting point for determining compensation for named executive officers. Additional details on the Company performance determination for 2021 are discussed under “Company Performance” above.

For the individual performance and risk accountability (risk overlay) components, at the end of a performance period, the CEO evaluates the performance of the other named executive officers against their objectives. The performance evaluation of each named executive officer includes performance related to risk accountability, group financial performance, and overall management effectiveness. For Mr. Holmes, a formal
TCBI 2022|Notice of Annual Meeting and Proxy Statement 49

star.jpg
Executive Compensation
performance assessment framework, including quantitative and qualitative objectives, was used to assess his performance and determine his compensation for the 2021 performance year.

The Compensation Committee has historically established threshold goals as a factor to be evaluated along with other financial and nonfinancial performance considerations for the funding and payment of cash bonuses under the annual incentive compensation (bonus) plan, the Company’s annual incentive plan that covers a broad population of employees (including for 2021 our named executive officers).

Performance Assessment Framework
Our performance assessment framework evaluates the performance of our named executives on the basis of the following categories:
Company
Performance
• Reflects a range of financial and non-financial metrics
• Financial metrics can include, among others, revenue, earnings per share, returns, profitability, deposits, and capital returned to stockholders
Strategic

TCBI 2023|Notice of Annual Meeting and Proxy Statement 55

Performance
• Reflects execution against strategic deliverables and initiatives (Strategic Priorities), tailored for the executive’s role
• Individual performance includes advancing talent management, including leadership, investment in employees, succession planning, and enhancements to our culture
• In determining the final payout on the Strategic Priorities, the Compensation Committee also considers other performance metrics, such as Credit Quality, Asset Quality, etc.
tcbi-20230308_g2.jpg
Executive Compensation
Within
1Company Performance
Notable results for 2022 include:
Financial Performance
$315.2 Million Net Income1
up34.0% 2
$6.18 Diluted EPS3
up 34.3%2
11.4% ROTCE4
up 35.7%2
1.04% ROA5
up 55.2%2
13.0% CET1 Ratio
up 17.5%2
11.3% ROACE4
up 34.5%2
Company Achievements
Wholesale business transformation over two years
Made significant progress against both near-term objectives and longer-term goals to build a platform capable of delivering products and services relevant to customers at every stage of their life cycles, with Texas Capital Bank taking monumental steps to reimagine and restructure the performance assessment framework, named executive officers have actionableway it operates internally and measurable objectives that are usedhow it provides products and services for clients
Continued investment to reorganize the operating model around client delivery, while realigning expenses directly against expanded coverage and improved capabilities
Financial results in 2022 compared favorably with 2021 in many respects, despite initiative implementation costs
Net income for common stockholders and diluted earnings per share were $315.2 million and $6.18, respectively, each up over 34% from the prior year
Expanded ancillary products and services, including access to capital markets, financial advisory, sales and trading, M&A and other investment banking solutions, together with wealth-management and treasury services
Continued progress against our digital product roadmap and a positive digital client experience using competitive branch-lite network
Sale of premium finance business and associated loan portfolio of bank subsidiary provided approximately $3.4 billion cash to enhance financial resiliency, improving tangible book value while being accretive to earnings
Sale increased capital levels, and puts Texas Capital Bank in the most favorable capital position in its history (top decile to peers) – CET 16, Tier 1 Capital and Total Capital ratios were 13.0%, 14.67% and 17.7%,, respectively, at December 31, 2022
Divestiture enhances capacity to concentrate efforts and reposition the capital base in support of businesses where Texas Capital Bank can be relevant to clients by the CEO in connection with his recommendationsoffering broader commercial banking solutions rather than solely a loan product
Compared to the end of 2020, the balance sheet is considerably stronger and of better quality, with reduced reliance on higher-cost funding sources and a loan portfolio that is increasingly representative of the Bank’s stated focus on banking the best clients in its markets. The Company continues to reduce the volatility of future earnings through expanded capabilities and proactive interest rate risk management program
Named to Newsweek’s list of America’s Most Trusted Companies 2022, specifically The Most Trusted Bank in America for 2022
Completed build-out of senior management, with continued investment in people and building teams with best-in-class talent
Remained steadfast in commitment to diversity, equity and inclusion through continued purposeful DEI initiatives, including NBCU (Historically Black Colleges and Universities) hiring efforts and more community-focused DEI events
Continued support of employees and the community through philanthropic activities, community lending and volunteerism
1 Net income available to common stockholders. 2 Percentage change over the prior fiscal year. 3 Diluted earnings per common share. Return on Average Tangible Common Equity. See “Annex A” to this Proxy Statement for additional information concerning this non-GAAP income measure and a reconciliation of this measure to Return on Average Common Equity (ROACE), the most comparable U.S. GAAP financial measure. Return on assets. 6 CET1 Ratio is Common Equity Tier 1 capital divided by risk-weighted assets.
TCBI 2023|Notice of Annual Meeting and Proxy Statement 56

tcbi-20230308_g2.jpg
Executive Compensation
2Performance Assessment and Compensation Committee for its consideration and to assess and provide ongoing feedback on performance. The Compensation Committee used progress on diversity as a potential modifier of variable compensation, with failure to meet expectations resulting in a reduction, meeting expectations having no impact, and exceeding expectations resulting in an increase.Determination Framework
To make compensation decisions that drive sustained stockholder value, the Compensation Committee provides strong oversight and relies on a sound set of compensation principles, a disciplined performance assessment framework, consultation by and engagement of an independent advisor, and is informed by market data.
Committee Oversight
The Compensation Committee of the board of directors oversees the Company’s executive compensation programs. Each member of the Compensation Committee is an “independent director” as defined by the Nasdaq Stock Market Listing and SEC Rules. With approval of the Board, the Compensation Committee developed and applies a compensation philosophy that focuses on a combination of competitive base salary and incentive compensation, including cash and equity-based programs, which are directly tied to performance and creation of stockholder value. That philosophy includes the tenet that a significant amount of the executive’s compensation should be variable.
The Compensation Committee meets throughout the year, including formal meetings, informal conferences and discussions with other directors, management and consultants. The Compensation Committee works with executive management, primarily the CEO, to assess the compensation approach and compensation levels for the executive officers and key employees other than the CEO. The Compensation Committee makes recommendations to the board of directors with respect to the overall executive compensation programs, philosophy and objectives of the Company. The Compensation Committee establishes objectives for the Company’s CEO and sets the CEO’s compensation based, in part, on the evaluation of market data provided by its independent compensation consultant as well as Board approved financial plans for the Bank. The Compensation Committee also reviews and recommends to the Board the Company’s annual and long-term incentive plans for executive officers. Additional Compensation Committee oversight responsibilities are included in its Committee charter.
The Compensation Committee regularly reviews the Company’s compensation programs to ensure that compensation levels and incentive opportunities are competitive and reflect performance, and do not incentivize excessive risk taking. Factors considered in assessing the compensation of individual officers may include the Company’s overall performance, the officer’s experience, performance and contribution to the Company, the achievement of strategic goals, external equity and market value, internal equity, fairness and retention. There are no material differences in compensation policies and approach among the NEOs, as all relate primarily to performance and contribution in achieving consolidated results. In the case of the NEOs other than the CEO, the CEO makes recommendations to the Compensation Committee regarding salary increases, annual incentive amounts and total compensation levels.

Compensation Determination Framework
The determination57
Committee Oversight
Compensation Philosophy and Objectives
Performance Assessment
Role of actualCompensation Consultant
Compensation Peer Group
3 Named Executive Officer 2022
Compensation
2022 Target Pay Mix
2022 Incentive Plan Performance Summary
Individual Performance Summaries
4 Pay Practices
Elements of the Compensation Plan
2022 Performance-Based Equity Awards
Additional Performance Awards Outstanding
Perquisites and Other Compensation
5 Risk Management and Accountability
Risk Balancing Features
Compensation Risk Assessment
Recoupment of Incentive Compensation
Executive Stock Ownership Guidelines
Prohibition on Hedging and Pledging
Compensation Governance Best Practices
Board’s Role in Human Capital Management and Talent Management
Additional Information Concerning Executive Compensation
COMPENSATION COMMITTEE REPORT
COMPENSATION TABLES
PAY VERSUS PERFORMANCE
EQUITY COMPENSATION PLAN INFORMATION
INDEBTEDNESS OF MANAGEMENT AND RELATED PARTY TRANSACTIONS


See “Annex A” for information about the use of certain non-U.S. GAAP financial measures in the Executive Compensation section of this Proxy Statement.
TCBI 2023|Notice of Annual Meeting and Proxy Statement 48

tcbi-20230308_g2.jpg
Executive Compensation
PROPOSAL THREE – Advisory Approval of the Company’s Executive Compensation
In accordance with the requirements of Rule 14a-21(a) under the Securities Exchange Act of 1934 (the “Exchange Act”), the Company is providing stockholders with an advisory vote to approve executive compensation on an annual basis, commonly referred to as a “Say on Pay” vote. The Company has held a say on pay vote annually since the Company’s 2011 annual meeting of stockholders.
The Company believes that its executive compensation programs effectively align the interests of its named executive officers, or NEOs, with those of its stockholders by creating a combination of incentive compensation arrangements, in both cash and equity-based programs, which are directly tied to performance and creation of stockholder value, coupled with a competitive level of base compensation. The Company's objective is that the NEOs should have a substantial portion of total compensation derived from performance-based incentives. At the Company’s 2022 Annual Meeting of Stockholders, the Company received the affirmative support of 56.8% of votes cast in favor of its 2021 executive compensation. In response to the stockholder vote, and after engaging with stockholders and stockholder advisory firms during the Company’s Fall 2022 engagement, the Committee made changes to the Company’s executive compensation programs and agreed to change certain practices. See “2022 Say on Pay Vote and Stockholder Engagement” below.
The Board values stockholders’ opinions, and, as in prior years, the Board intends to evaluate the results of the 2023 vote when making future decisions regarding compensation of the NEOs. The Company encourages you to carefully review the “Executive Compensation” section of this Proxy Statement and particularly the “Compensation Discussion and Analysis” for a detailed discussion of the Company’s executive compensation programs.
This annual advisory vote is not intended to address any specific item of compensation, but rather the overall compensation of the Company’s NEOs and the policies and practices with respect to their compensation described in this Proxy Statement. Your vote on Proposal Three is advisory and, therefore, not binding on the Company, the board of directors or the Compensation and Human Capital Committee. This advisory vote may not be construed as overruling a decision by the Board, nor create or imply any additional fiduciary duty of the Board.
The Company is asking stockholders to indicate their approval, on an advisory basis, for the 2022 compensation paid to the Company’s NEOs by voting FOR the following resolution:
RESOLVED, that the stockholders approve, on an advisory basis, the 2022 compensation of the Company’s named executive officers, as disclosed in this Proxy Statement pursuant to SEC Regulation S-K, Item 402, including the Compensation Discussion and Analysis, the compensation tables and the narrative executive compensation disclosures to the compensation tables included in this Proxy Statement.
Proposal Three requires the affirmative vote of the holders of a majority of the outstanding shares of common stock present, in person or represented by proxy, and entitled to vote on the proposal at the Annual Meeting.
The board of directors unanimously recommends that you vote “FOR” approval of this resolution.
PROPOSAL FOUR – Advisory Approval of the Frequency of the Company’s Say on Pay Vote
In addition to providing an advisory vote on the Company’s executive compensation program, the Company is requesting that stockholders indicate their preference for the frequency in which these advisory votes on executive compensation should take place – every one, two or three years. This vote is mandated by Section 951 of the Dodd-Frank Wall Street Reform and Consumer Protection Act and SEC regulations. In 2017, stockholders indicated their preference for advisory voting on the Company’s executive compensation plan every year.
TCBI 2023|Notice of Annual Meeting and Proxy Statement 49

tcbi-20230308_g2.jpg
Executive Compensation
Stockholders may indicate their preference on this advisory vote by choosing every year, every other year, or every three years, or abstaining on this vote, when stockholders vote in response to the resolution set forth below. The Company will ask stockholders not less than every six years whether they desire a different vote frequency on the advisory vote on executive compensation.

RESOLVED, that a non-binding advisory vote of the Company’s stockholders to approve, on an advisory basis, the compensation of the Company’s named executive officers, as disclosed pursuant to Item 402 of Regulation S-K, including the Compensation Discussion and Analysis, compensation tables and narrative disclosure, in the proxy statement of the Company for the annual meeting of stockholders of the Company at which such advisory vote is to occur, be held every year, every other year or every three years, or abstain.

The board of directors has recommended that stockholders approve that the Company conduct an advisory vote on executive compensation each year. The Board believes that an annual review of executive compensation practices will be better aligned with stockholder interests as it allows the Company to obtain information on stockholders’ views of the compensation of the named executive officers on a more consistent basis. It also allows us to engage in regular dialogue with stockholders on corporate governance matters, including the Company’s executive compensation philosophy, policies and programs. For these reasons, the Board believes that stockholders should support an annual advisory vote on executive compensation.

The option of one year, two years or three years that receives the highest number of votes cast by the stockholders will be the frequency for the advisory vote on named executive officer compensation that has been selected by stockholders. However, because this is an advisory vote, this proposal is not binding upon the Company in any way and the Compensation and Human Capital Committee and the board of directors may decide that it is in the best interests of stockholders and the Company to hold an advisory vote on executive compensation more or less frequently than the option approved by the stockholders. The Compensation and Human Capital Committee, which is responsible for designing and administering the executive compensation program, and the board of directors, value the opinions expressed by stockholders in their vote on this proposal, and will consider the outcome of the vote when making a decision about the frequency of future advisory votes on executive compensation.

The option that receives the highest number of votes cast by stockholders will be the advisory vote frequency selected by stockholders. However, as noted above, the voting on this proposal is advisory. The Company will publicly announce the results of the voting on this Proposal, as well as the frequency chosen by the Board and the Compensation and Human Capital Committee (if different). Not later than 2029, the Company will have another vote to determine the frequency of this advisory vote.

The board of directors unanimously recommends the selection of one year as the stockholders’ preference for the frequency of the Say on Pay vote.
Compensation Discussion and Analysis
This Compensation Discussion and Analysis describes the objectives and elements of the Company’s executive compensation program, its alignment with performance decisions regarding named executive officers and actions of the Compensation and Human Capital Committee (“Compensation Committee”). In view of the Company’s competitive performance and historical earnings levels and earnings growth, the Compensation Committee believes that the Company’s executive compensation philosophy and practices have been successful in attracting and retaining talented, dedicated executive officers and providing them with competitive compensation levels that are properly aligned with stockholder interests.
TCBI 2023|Notice of Annual Meeting and Proxy Statement 50

tcbi-20230308_g2.jpg
Executive Compensation
Executive Summary
The Compensation Committee is committed to an executive compensation program that drives pay-for-performance, appropriately balances risk, rewards the creation of stockholder value, and reinforces individual accountability through a robust performance management program and compensation forfeiture provisions.
Stockholders Should Approve our NEO Compensation
1Company Performance2Performance Evaluation Framework
2022 was a transformative year with significant progress toward the announced strategic plan to build the Flagship Financial Services firm in Texas, serving the best clients in its markets
Financial results in 2022 compared favorably with 2021 in many respects, despite initiative implementation costs
Net income for common stockholders and diluted earnings per share were $315.2 million and $6.18, respectively, each up over 34% from the prior year
Company achieved 11 of 14 financial goals in the annual incentive plan, and the Bank’s CET1 Ratio achieved 13.0%
Strong capital and liquidity, the strongest in the history of the firm
Company achieved 15 of 16 strategic goals in the annual incentive plan, including creation of new investment banking subsidiary to facilitate broader client product and service offerings
Sale of premium finance business and related loan portfolio for ~$3.4B cash, led by CEO, reduces risk, secures liquidity, improves capital ratios, and was accretive to earnings
New cultural expectations introduced to emphasize the importance of diversity, equity and inclusion, doing what's right for the customer, and executing effectively
For more information, see Company Performance below.
Total incentive compensation awarded for 2022 directly tied to overall performance
Overall performance evaluated through robust performance management program, including assessment of Company performance (including financial metrics) and individual performance
Strategic performance assessment considered contributions towards numerous Company goals and four Key CEO Strategic Goals, including (i) creating a positive digital client experience, (ii) full deployment of the Company’s investment bank subsidiary, (iii) banking sales enablement, and (iv) implementation of new systems that will better facilitate cost and expense allocation
All financial and strategic performance measures evaluated against a detailed scorecard
 For more information, see Performance Assessment and Compensation Determination Framework below.

3NEO 2022 Compensation
NEO incentive compensation for 2022 relative to target reflects Company performance against financial targets as well as individual performance on individual management strategic objectives
NEO short-term incentive plan is based on financial (40%) and strategic (60%) goals, ensuring strong pay-for-performance alignment
In assessing and determining NEO performance and compensation, the Compensation Committee evaluated Company performance and set payouts at an aggregate of 120% of target (150% for the CEO) on the financial metrics
Performance on the Key CEO Strategic Goals ranged for the NEOs from 100% to 150%; performance on the remaining Strategic Goals ranged for the NEOs from 70% to 150%, which generally resulted in an aggregate above target payout for the NEOs for the 2022 performance year
For 2022 performance, the Compensation Committee awarded Mr. Holmes total direct compensation of $8,052,476, composed primarily of the following:
$1,000,000 in base salary; and
$7,039,976 in variable compensation, comprised of
$3,000,000 annual incentive plan (cash) bonus (150% of target)
$4,039,976 long-term incentive compensation (for the 2022 awards, 1/2 in performance RSUs; 1/2 in time RSUs)
For more information, see NEO 2022 Compensation below.
4Pay Practices5Risk Management and Accountability
Tied incentive compensation directly to NEOs’ overall performance (e.g., Company and individual), following good compensation governance principles
Awarded majority of 2022 target incentive compensation in long-term equity (for 2022 annual awards, evenly split between performance-based RSUs and time-based RSUs)
Adjusted pay practices to address stockholder concerns
For more information, see “2022 Say on Pay Vote and Stockholder Engagement” and Pay Practices” below.
Risk balancing features discourage excessive risk-taking, such as awarding a majority of variable compensation in long-term equity, and imposing caps on incentive compensation payouts
Enhanced Recoupment and Forfeiture Policy adopted in 2022, broadened in 2023, strengthens the firm’s ability to recover and/or cancel cash incentive compensation and/or long-term equity awards under appropriate circumstances, including certain financial restatements
For more information, see Risk Management and Accountabilitybelow.

TCBI 2023|Notice of Annual Meeting and Proxy Statement 51

tcbi-20230308_g2.jpg
Executive Compensation
Executive Officers
The Company’s current executive officers, and the positions held by them as of the date of this Proxy Statement, are:
Rob C. Holmes,CEO and President of the Company and Texas Capital Bank. Mr. Holmes, age 58, has served as CEO and President of the Company and Texas Capital Bank and as a member of the board of directors since January 2021. He worked for JPMorgan Chase & Co. and its predecessor firms from 1989 until 2020, where he served as Global Head of Corporate Client Banking and Specialized Industries from 2011 until 2020. During that time, he had end-to-end responsibility for the business, providing global treasury management services, credit, and investment banking solutions to clients in North America, as well as select countries in Europe and Asia. Prior to serving as head of JPMorgan’s Corporate Client Banking and Specialized Industries, he was the co-head of JPMorgan’s North American Retail Industries Investment Banking practice and the head of Investment Banking for the southern region of the U.S. He also shared oversight of the Commercial Banking Credit Markets business, which provided Asset Based Lending and other credit solutions, and of Business Transformation efforts for large, multinational corporations. Mr. Holmes was a member of JPMorgan’s Commercial Banking Operating Committee and served on the Board of Managers of J.P. Morgan Securities LLC.
Anna M. Alvarado, Executive Vice President, CLO and Corporate Secretary of the Company and Texas Capital Bank. Ms. Alvarado, age 44, has served as Executive Vice President, Chief Legal Officer (“CLO”) and Corporate Secretary of the Company and Texas Capital Bank since October 2021. She served as global General Counsel at FirstCash, Inc., a Fort Worth-based consumer financial services and retail company and the leading international operator of pawn stores from January 2015 through October 2021. While there, Ms. Alvarado oversaw an international team of more than 50 and led important initiatives including the company’s Latin American expansion and several domestic and international acquisitions. Prior to joining FirstCash, Ms. Alvarado served as an attorney at Texas-based firms Tanner & Associates PC and Hill Gilstrap PC.
John W. Cummings, Executive Vice President and CAO of the Company and Texas Capital Bank. Mr. Cummings, age 62, has served as the Company’s Chief Administrative Officer (“CAO”) since October 2022, and Texas Capital Bank's CAO since January 2022. Prior to joining Texas Capital Bank, he spent nine years at Citigroup Inc. serving most recently as head of its Wealth Advisory business. He previously served as Chief Operating Officer and Head of U.S. Investment Products for Citigroup Personal Wealth Management. Before Citigroup, Inc., Mr. Cummings was with Merrill Lynch & Co. for 27 years, where he began his career and advanced through assignments within Finance, Corporate Services, Sales and Head of Global Technology & Operations before serving as Chief Operating Officer of the Global Private Client business and Head of the Retirement, Trust Company, Clearing and Digital Investments businesses. Mr. Cummings has served on the Board of Directors of the Depository Trust Company, Level 8 and on the Advisory Board for Columbia University Master of Science in Technology Management program.
J. Matthew Scurlock, Executive Vice President and CFO of the Company and Texas Capital Bank. Mr. Scurlock, age 41, has served as the Company’s Chief Financial Officer (“CFO”) since January 2022, and served as Executive Vice President, Corporate Treasurer from May 2019 through December 2021, where he was most recently responsible for managing the Corporate Finance, Investor Relations, Corporate Treasury, and Corporate Strategy initiatives. He was Director of Finance from July 2017 through April 2019, and Capital Analytics & Stress Testing Manager from August 2013 to June 2017. Prior to joining the Company, Mr. Scurlock worked for Deloitte & Touche LLP, where he provided strategic consulting to financial services clients. Prior thereto, he served as a Vice President in the Corporate Finance group for Zions Bancorporation, leading financial modeling and balance sheet management efforts.
Tim J. Storms, Executive Vice President and CRO of the Company and Texas Capital Bank. Mr. Storms, age 64, assumed the role of Executive Vice President and Chief Risk Officer (“CRO”) of the Company and Texas Capital Bank on February 22, 2021. Mr. Storms worked at JPMorgan Chase & Co. and its predecessor firms from 1981 until his retirement in 2019, where he served as Chief Risk Officer of Commercial Banking’s Real Estate businesses from 2015 to 2019. Prior to that position he held several key executive positions including Chief Credit Officer of Commercial Banking and Head of Risk Management for corporate clients and real estate across North America for Investment Banking. Mr. Storms was also a member of a number of committees, including the Risk Operating Committee of Investment Banking and Commercial Banking.
TCBI 2023|Notice of Annual Meeting and Proxy Statement 52

tcbi-20230308_g2.jpg
Executive Compensation
Named Executive Officers
The Named Executive Officers (NEOs) for 2022 are:
Named Executive OfficerTitle
Rob C. Holmes
Chief Executive Officer, President1 and Director
J. Matthew Scurlock
EVP and CFO1
John W. Cummings
EVP and CAO1
Tim J. Storms
EVP and CRO1
Anna M. Alvarado
EVP, CLO and Corporate Secretary1
1 Also serves in the same capacity for Texas Capital Bank.
2022 Say on Pay Vote and Stockholder Engagement
The Company’s annual Say on Pay vote is one of the opportunities to receive feedback from stockholders regarding the Company’s executive compensation program, and as such is taken very seriously by the Compensation Committee and the Board. The Company’s executive compensation program received the support of approximately 56.8% of the votes cast at the 2022 annual meeting of stockholders. This reflected a decrease in support compared to prior years, which indicated that there was an opportunity to understand stockholders’ feedback and take action to be responsive. As a result, the Company continued to actively seek feedback from stockholders, reaching out to stockholders owning more than 61% of the outstanding common stock and speaking with stockholders holding approximately 35% of the common stock, to better understand what motivated their votes and attempt to address any ongoing concerns. Three directors, the Chairman (Mr. Helm), the Compensation Committee Chair (Mr. Tremblay), and the longest-tenured director (Mr. Stallings), and members of management participated in conversations with stockholders owning approximately 35% of the common stock. Feedback from this year’s investor meetings was positive with many investors expressing appreciation for the Company’s strategy and new executive team, and additional discussion concerning the compensation plans. All feedback was shared with the Compensation Committee and the board of directors and helped to shape changes made to the Company’s executive compensation program and related disclosure, as set forth below and elsewhere in this CD&A.
Through this engagement, the Company learned that stockholders were largely supportive of the executive compensation program design for fiscal 2021. Furthermore, stockholders appreciated the Company’s responsiveness to their feedback concerning enhanced disclosure regarding fiscal 2021 payout determinations and the annual incentive structure. However, stockholders wanted to further understand Mr. Holmes’ total fiscal year 2021 compensation package, the year he was hired by the Company as its new CEO. During these conversations, the Board discussed the components of Mr. Holmes’ compensation, including his sign-on awards to replace lost benefits and equity at his former employer, and the plan for a more modest annual compensation package after the initial hiring year. For 2022, Mr. Holmes received a standard CEO package of compensation, described elsewhere in this CD&A, without any special cash or equity awards. The Compensation Committee agreed that it would not make any further material one-time awards.
The Board also specifically discussed with stockholders the 2021 performance-based RSU award, including the structure of the award and the difficulty that the Compensation Committee had in setting targets for the individual year EPS metrics in each of the two outlying years (2022 and 2023) in light of COVID-19, work underway on the new strategic plan and a new CEO joining at the beginning of 2021. During 2022, the Compensation Committee set the targets for EPS for the middle performance year (2022), and in February 2023 set the targets for EPS for the final performance year (2023) of the 2021 performance award. Further, at the time of the February 2022 equity grants, the Compensation Committee set all of the metrics for the 2022 performance-based RSU award. The Compensation Committee plans in the future to set all of the
TCBI 2023|Notice of Annual Meeting and Proxy Statement 53

tcbi-20230308_g2.jpg
Executive Compensation
performance metrics for variable awards at the time of the award. In addition, the Committee plans to use multi-year metrics as opposed to multiple one-year metrics.
The Board also discussed with stockholders the performance measures and metrics used in the annual incentive plan and long-term (equity) incentive plan. Several stockholders understood the need for qualitative metrics in the annual incentive plan given the turnaround of the Company and the time horizon required to create long-term value but equally expressed a preference for additional quantitative measures. Several stockholders provided feedback on what they are seeing in terms of best practices on specific financial metrics.
The Compensation Committee and the Board greatly value these engagements with stockholders and are committed to maintaining ongoing dialogue and incorporating stockholder feedback into the design of the executive compensation program going forward.
The following table summarizes feedback themes heard from stockholders and actions taken to be responsive:
What the Board HeardOur Perspective and How the Board Responded
Preference for more disclosure, including discretion used by the Compensation Committee
Additional disclosure is included in this Proxy Statement. See “Performance Assessment” and “Individual Performance Summaries”
General preference for more quantitative performance measures in the Company’s incentive and equity plansThe Company’s 2023 annual incentive plan will have a significant amount of the performance measures based on financial metrics. The 2023 plan will utilize Return on Average Assets (35% weighting), Efficiency Ratio (35% weighting) and Strategic Objectives (30% weighting) as the performance measures. Strategic Objectives will again be included to allow the Compensation Committee to consider the Company’s progress on its 2021-announced strategic plan. The 2023 long-term (equity) incentive plan performance measures for the PRSUs will be ROTCE (60% weighting) and Relative TSR (40% weighting) over a 3-year performance period (no change from 2022)
Why was the CEO’s compensation for 2021 was determinedso high? Will the Compensation Committee refrain from material one-time payments?Our Company needed a new, strong CEO, who could lead a new strategic plan and vision for the Company. To obtain such a candidate, the Board had to incentivize an executive to leave his existing position (and forfeit earned bonus compensation and outstanding equity awards) by making substantial sign-on cash and equity awards. As explained elsewhere in this CD&A, the CEO’s 2022 compensation plan is a more traditional incentive-based plan. The Compensation Committee has agreed that it will not make any further material one-time payments
The Compensation Committee should set all the metrics for long-term performance awards at the time of grant, and should not use multiple one-year metrics in a multi-year performance periodThere were reasons why the Compensation Committee did not feel comfortable in February or May 2021 in setting financial hurdles for 2022 and 2023 performance. During 2022, the Committee had the opportunity to better understand the impact of the Company’s new strategic plan, and so during 2022, the Committee set the hurdles for the 2022 EPS tranche, and in February 2023, the Committee set the final hurdles. The Committee plans to set metrics for future long-term performance equity awards at the time of grant (and the metrics for the 2023 performance award have been set) and to utilize multi-year metrics as opposed to multiple one-year metrics
Consider disclosure of EEO-1 employee data in the Company’s filingsDisclosure of EEO-1 employee data in the Company’s filings is under consideration by the Compensation Committee and management
Preference for enhanced disclosure of the incentive compensation metrics applied and the rationale behind these decisions
It is Company policy to disclose the actual performance hurdles for the short- and long-term performance metrics after the performance period has concluded. For more information about the rationale for our performance metrics, see “Performance Assessment and Compensation Determination Framework
Future advisory votes on executive compensation and continued dialogue with stockholders will continue to serve as an additional tool to guide the board and the Compensation Committee in evaluating the alignment of the Company’s executive compensation program with the interests of the Company and its stockholders.
TCBI 2023|Notice of Annual Meeting and Proxy Statement 54

tcbi-20230308_g2.jpg
Executive Compensation
Executive Compensation Supports Business Transformation
The Compensation Committee continues to make changes to the Company’s executive compensation program to reflect the transformation of the Company and its long-term strategic goals. The Compensation Committee views executive compensation as instrumental in the Company’s ability to drive stockholder value through plans and programs that reinforce shared success, serve to attract the talent needed to effectively develop and execute on the Company’s strategic priorities, align the interests of executives with those of stockholders over the short-, medium-, and long-term, and discourage imprudent or excessive risk-taking and hold individuals accountable, as appropriate.
Enhancements to the Compensation Program
To foster and reinforce alignment between the interests of the NEOs and those of stockholders, the Compensation Committee made a number of enhancements to the Company’s executive compensation program, specifically:
Changed Annual (Cash) Incentive Compensation Plan Design
For 2022:
In lieu of only two financial metrics (in 2021), evaluating Company performance across 14 different financial metrics
40% of incentive target based on financial metrics; 60% of incentive target based on achievement of key strategic initiatives (2/3 on achievement of Four Top CEO Strategic Goals, and the remainder on other Company Strategic Goals). A high percentage of annual plan goals were dedicated to strategic measures to assure continued progress on implementation of 2021 strategic plan
For 2023:
Performance measures will have a holistic assessmentgreater emphasis on quantitative measures: Return on Average Assets (35% weighting), Efficiency Ratio (35% weighting) and Strategic Objectives (30% weighting)
Long-Term (Equity) Incentive Compensation Plan Design
For 2022:
Replaced EPS and substituted Three-Year Average ROTCE (at 60% weighting) as the primary performance measure. Maintained Relative TSR against peers (at 40% weighting). These performance measures included in a performance-based RSU over a three-year performance period (50% of the award). Remaining 50% of the award is time-based RSUs vesting ratably over 3 years.
For 2023:
No Change: Performance measures will be Three-Year Average ROTCE (60% weighting) and Relative TSR against peers (40% weighting) over a 3-year performance period
Adopted Enhanced
Recoupment and Forfeiture Policy
The Company’s recoupment policy (new in 2022, amended and expanded in 2023) covers both cash incentive and equity awards made in the prior 4 years to designated classes of employees, including the NEOs, requiring return, reimbursement and/or forfeiture of awards (or return of the proceeds received from the sale of equity awards) in case (1) of a financial restatement due (a) to the gross negligence, intentional misconduct or fraud by a current or former employee, or (b) to a material financial reporting violation under the federal securities laws, (2) the Company suffers extraordinary financial loss, reputational damage or similar adverse impact resulting from the acts or omissions made by the employee, or (3) of an act or omission of a covered employee that constitutes a violation of a Company policy or a non-competition, non-solicitation or other restrictive covenant
Compensation Plan Changes for the Broader Organization
Reduced the number of compensation plans overall and provided a structure that is directly linked to Company performance including individual performance and risk accountability. Each named executive officer has a base salary and total– all of which reinforces our philosophy of pay for performance
Expanded performance-based RSUs deeper in the organization to reinforce the importance of performance
Expanded the pool of participants eligible to receive long-term incentive compensation target (comprised

TCBI 2023|Notice of Annual Meeting and Proxy Statement 55

tcbi-20230308_g2.jpg
Executive Compensation
1Company Performance
Notable results for 2022 include:
Financial Performance
$315.2 Million Net Income1
up34.0% 2
$6.18 Diluted EPS3
up 34.3%2
11.4% ROTCE4
up 35.7%2
1.04% ROA5
up 55.2%2
13.0% CET1 Ratio
up 17.5%2
11.3% ROACE4
up 34.5%2
Company Achievements
Wholesale business transformation over two years
Made significant progress against both near-term objectives and longer-term goals to build a platform capable of annualdelivering products and services relevant to customers at every stage of their life cycles, with Texas Capital Bank taking monumental steps to reimagine and restructure the way it operates internally and how it provides products and services for clients
Continued investment to reorganize the operating model around client delivery, while realigning expenses directly against expanded coverage and improved capabilities
Financial results in 2022 compared favorably with 2021 in many respects, despite initiative implementation costs
Net income for common stockholders and diluted earnings per share were $315.2 million and $6.18, respectively, each up over 34% from the prior year
Expanded ancillary products and services, including access to capital markets, financial advisory, sales and trading, M&A and other investment banking solutions, together with wealth-management and treasury services
Continued progress against our digital product roadmap and a positive digital client experience using competitive branch-lite network
Sale of premium finance business and associated loan portfolio of bank subsidiary provided approximately $3.4 billion cash bonusto enhance financial resiliency, improving tangible book value while being accretive to earnings
Sale increased capital levels, and long-term equity targets)puts Texas Capital Bank in the most favorable capital position in its history (top decile to peers) – CET 16, which are establishedTier 1 Capital and Total Capital ratios were 13.0%, 14.67% and 17.7%,, respectively, at December 31, 2022
Divestiture enhances capacity to concentrate efforts and reposition the capital base in support of businesses where Texas Capital Bank can be relevant to clients by offering broader commercial banking solutions rather than solely a loan product
Compared to the Compensation Committee after careful considerationend of market data from our Market Peer Group,2020, the valuebalance sheet is considerably stronger and importanceof better quality, with reduced reliance on higher-cost funding sources and a loan portfolio that is increasingly representative of the roleBank’s stated focus on banking the best clients in its markets. The Company continues to reduce the organization, key differentiating factors,volatility of future earnings through expanded capabilities and input fromproactive interest rate risk management program
Named to Newsweek’s list of America’s Most Trusted Companies 2022, specifically The Most Trusted Bank in America for 2022
Completed build-out of senior management, with continued investment in people and building teams with best-in-class talent
Remained steadfast in commitment to diversity, equity and inclusion through continued purposeful DEI initiatives, including NBCU (Historically Black Colleges and Universities) hiring efforts and more community-focused DEI events
Continued support of employees and the community through philanthropic activities, community lending and volunteerism
1 Net income available to common stockholders. 2 Percentage change over the prior fiscal year. 3 Diluted earnings per common share. Return on Average Tangible Common Equity. See “Annex A” to this Proxy Statement for additional information concerning this non-GAAP income measure and a reconciliation of this measure to Return on Average Common Equity (ROACE), the most comparable U.S. GAAP financial measure. Return on assets. 6 CET1 Ratio is Common Equity Tier 1 capital divided by risk-weighted assets.
TCBI 2023|Notice of Annual Meeting and Proxy Statement 56

tcbi-20230308_g2.jpg
Executive Compensation
2Performance Assessment and Compensation Committee’s independent compensation consultant.Determination Framework
To make compensation decisions that drive sustained stockholder value, the Compensation Committee provides strong oversight and relies on a sound set of compensation principles, a disciplined performance assessment framework, consultation by and engagement of an independent advisor, and is informed by market data.
Committee Oversight
The Compensation Committee of the board of directors oversees the Company’s executive compensation programs. Each member of the Compensation Committee is an “independent director” as defined by the Nasdaq Stock Market Listing and SEC Rules. With approval of the Board, the Compensation Committee developed and applies a compensation philosophy that focuses on a combination of competitive base salary and incentive compensation, including cash and equity-based programs, which are directly tied to performance and creation of stockholder value. That philosophy includes the tenet that a significant amount of the executive’s compensation should be variable.
The Compensation Committee meets throughout the year, including formal meetings, informal conferences and discussions with other directors, management and consultants. The Compensation Committee works with executive management, primarily the CEO, to assess the compensation approach and compensation levels for the executive officers and key employees other than the CEO. The Compensation Committee makes recommendations to the board of directors with respect to the overall executive compensation programs, philosophy and objectives of the Company. The Compensation Committee establishes objectives for the Company’s CEO and sets the CEO’s compensation based, in part, on the evaluation of market data provided by its independent compensation consultant as well as Board approved financial plans for the Bank. The Compensation Committee also reviews and recommends to the Board the Company’s annual and long-term incentive plans for executive officers. Additional Compensation Committee oversight responsibilities are included in its Committee charter.
The Compensation Committee regularly reviews the Company’s compensation programs to ensure that compensation levels and incentive opportunities are competitive and reflect performance, and do not incentivize excessive risk taking. Factors considered in assessing the compensation of individual officers may include the Company’s overall performance, the officer’s experience, performance and contribution to the Company, the achievement of strategic goals, external equity and market value, internal equity, fairness and retention. There are no material differences in compensation policies and approach among the NEOs, as all relate primarily to performance and contribution in achieving consolidated results. In the case of the NEOs other than the CEO, the CEO makes recommendations to the Compensation Committee regarding salary increases, annual incentive amounts and total compensation levels.
Compensation Philosophy and Objectives
The Company provides a compensation package for the NEOs that is primarily driven by the overall economic performance of the Company and progress on the Company’s transformational strategic plan, together with a focus on the performance of each executive, which the Company believes impacts its overall long-term profitability. The objectives of the Company’s executive compensation programs are:
to attract and retain highly qualified executive officers by providing total compensation opportunities that are competitive with those provided in the industry and commensurate with the Company’s business strategy and performance objectives;
to provide incentive and motivation for the executive officers to enhance stockholder value by linking their compensation to the value of common stock;
to provide an appropriate mix of fixed and variable pay components to establish a “pay-for-performance” oriented compensation program, and requiring a significant amount of the executive’s compensation to be variable (See “2022 Target Pay Mix” below); and
TCBI 2023|Notice of Annual Meeting and Proxy Statement 57


tcbi-20230308_g2.jpg
Executive Compensation
to provide competitive compensation opportunities and financial incentives without imposing excessive risk to the Company, and to ensure that appropriate standards related to asset quality, capital management and expense management are maintained.
The Compensation Committee targets total compensation paid to the Company’s executive officers to be aligned with the 50th percentile of the Company’s peer group and market. Some executive officers may be below the 50th percentile, while some may be above, depending on the facts and circumstances of each executive including experience, time in position and performance.
The Compensation Committee believes that the direct ownership of substantial amounts of common stock combined with stock-settled incentives combine to strongly align the interests of the Company’s senior executive officers with the interests of stockholders. The Company’s NEO compensation arrangements place a large amount of each individual’s future compensation “at risk” relative to the performance of the Company’s common stock. NEOs’ significant investments in common stock, as required by the Company’s executive stock ownership guidelines, which were expanded in 2022, also make executives sensitive to declines in stock price.
The Compensation Committee generally considers the returns realized by stockholders through increases or decreases in the price of the Company’s common stock in the course of establishing NEO equity incentive compensation performance targets and in determining annual incentive compensation and vesting of long-term performance-based incentives.
The Company’s long-term performance-based incentives are earned based on achievement of performance measures. These performance measures are based on the Company’s financial performance and take into account the importance of balancing the risk appetite and risk management framework established by the board of directors, regulatory expectations for safe and sound operation of a federally insured bank and the desire and ability of executive leadership and employees to achieve long-term, sustainable growth in stockholder value.
Performance Assessment
The cornerstone of the compensation program is the performance assessment, which is guided by a robust performance assessment framework, supported by a process overseen by the Compensation Committee, and directly drives the outcome of incentive compensation awarded.

Performance Assessment Process
The Compensation Committee directly oversees the performance management of the named executive officers and approves their compensation after considering overall performance against their annual objectives. The Compensation Committee reviews and approves the annual financial and non-financial performance objectives set by the CEO. These objectives are aligned with the Company’s strategic plan, risk appetite, and risk and control framework. The objectives then flow through to each named executive, who establishes aligned goals that are reviewed by the Compensation Committee.

For the Company performance component, the Compensation Committee evaluates Company results after the end of the performance year, taking into account financial outcomes, consistency with the strategic plan and risk appetite, prior year performance, and execution of key initiatives and other qualitative factors. The CEO and the Compensation Committee assess Company performance as a starting point for determining compensation for named executive officers. Additional details on the Company performance determination for 2022 are discussed under “Company Performance” above.

For the individual performance and risk accountability (risk overlay) components, at the end of a performance period, the CEO evaluates the performance of the other named executive officers against their objectives. The performance evaluation of each named executive officer includes performance related to risk accountability, group financial performance, quantitative measurable achievements on financial and strategic goals, and overall management effectiveness. For Mr. Holmes, a formal performance assessment framework, including quantitative and qualitative objectives, was used to assess his performance and determine his compensation for the 2022 performance year.
TCBI 2023|Notice of Annual Meeting and Proxy Statement 58

tcbi-20230308_g2.jpg
Executive Compensation
Performance Assessment Framework
The Company’s performance assessment framework evaluates the performance of the named executive officers on the basis of the following categories:
Company
Performance
• Reflects a range of financial metrics
• Financial metrics can include, among others, revenue, earnings per share, returns, profitability, and deposits
Strategic
Performance
• Reflects execution against Key CEO Goals and Company-wide strategic deliverables and initiatives (Strategic Priorities), tailored for each executive’s role
• Individual performance includes advancing talent management through the leadership model, focus on employee development, purposeful succession planning and further advancing DEI efforts
Within the performance assessment framework, named executive officers have actionable and measurable objectives that are used by the CEO in connection with his recommendations to the Compensation Committee for its consideration and to assess and provide ongoing feedback on performance.

Compensation Determination Framework
The determination of actual annual incentive compensation for 2022 was determined by the Compensation Committee based on a holistic assessment of Company performance, individual performance, and risk accountability. Each named executive officer has a base salary and total incentive compensation target (comprised of annual cash bonus and long-term equity targets), which are established by the Compensation Committee after careful consideration of market data from the Company’s Market Peer Group, the value and importance of the role to the organization, key differentiating factors, and input from the Compensation Committee’s independent compensation consultant.

Based on the factors set forth above, including an overall performance assessment, the Compensation Committee determined each named executive’s total incentive compensation for 2022. Consistent with the compensation principles of paying for performance and promoting effective risk management, the Compensation Committee weights target incentive compensation opportunities – and thus incentive compensation awards – more heavily toward compensation that vests over time, pays out based on performance that creates long-term value, and is subject to forfeiture or recovery (as appropriate). See “Pay Practices” for further detail.
Role of Compensation Consultant
The Compensation Committee engaged Pearl Meyer as its independent executive compensation consulting firm for 2022 to provide:
expertise on compensation strategy and program design;
information relating to the selection of the Company’s peer group and compensation practices employed by the peer group and overall market;
advice regarding structuring and establishing executive compensation plans or arrangements that are aligned with the objectives of the Company and the interests of stockholders;
recommendations to the Compensation Committee concerning the existing executive compensation programs and changes to such programs; and
benchmarking of director pay.
Pearl Meyer provided its executive compensation consulting services under the direction of the Compensation Committee and did not provide any additional services to the Company (other than a review of director pay for the Board). Management provides input to the compensation consultant but does not direct or oversee its
TCBI 2023|Notice of Annual Meeting and Proxy Statement 59

tcbi-20230308_g2.jpg
Executive Compensation
activities with respect to the Company’s executive compensation programs. In order not to impair the independence of the compensation consultant, or create the appearance of an impairment, the Committee follows a policy that the compensation consulting firm may not provide other services to the Company. The Compensation Committee has evaluated Pearl Meyer’s independence, including the factors relating to independence specified in Nasdaq Stock Market Listing Rules, and determined Pearl Meyer to be independent.
Compensation Peer Group
The Compensation Committee works with the independent compensation consultant to collect and review competitive market compensation practices. As one point of reference, the Compensation Committee reviews compensation practices for a peer group of publicly traded banks and bank holding companies of comparable size. The peer group used in evaluating and setting 2022 NEO target compensation included the following:
Associated Banc-CorpHancock Whitney Corporation
BankUnited, Inc.PacWest Bancorp
BOK Financial CorporationPinnacle Financial Partners, Inc.
Comerica IncorporatedProsperity Bancshares Inc.
Cullen/Frost Bankers, Inc.Signature Bank
F.N.B. CorporationWestern Alliance Bancorporation
First Horizon National CorporationWintrust Financial Corporation
Pearl Meyer conducted a review of the Company’s peer group in mid-2022 and, based on that review, the Compensation Committee approved several adjustments to the peer group to be used in compensation-setting for 2023. Signature Bank and First Horizon Corporation will be removed due to their considerably larger asset size than the peer group median. Bank OZK and Simmons First National Corporation will be added to balance the peer group median asset size and due to their Texas presence. Synovus Financial Corp. was substituted for PacWest Bancorp due to business similarity and relative geography.


TCBI 2023|Notice of Annual Meeting and Proxy Statement 60

tcbi-20230308_g2.jpg
Executive Compensation
3Named Executive Officer 2022 Compensation
2022 Target Pay Mix
The following is the 2022 target pay mix for the CEO and the average of the other NEOs (exclusive of sign-on and make-whole awards):
tcbi-20230308_g37.jpgtcbi-20230308_g38.jpg

2022 Annual Incentive Plan Performance Summary
The Compensation Committee assessed the Company’s performance as a factor for determining incentive compensation award levels for the named executive officers. In evaluating fiscal 2022 performance, the Compensation Committee reviewed the Company’s and the Bank’s performance on 14 financial performance measures and 16 strategic goals (4 Key CEO Goals and 12 other strategic goals) each contained on a scorecard.
The Compensation Committee assessed performance on the financial metrics at an aggregate 120% of target (150% of target for the CEO), with target representing estimated expected performance levels. The key financial performance / achievements leading to the Compensation Committee’s decision included achieving target or better results on 11 of the 14 financial goals, and the Bank’s CET1 Ratio achieving 13.0%. Performance on the remaining three financial goals was lower in part due to market conditions, partially offset by tighter expense controls. For the CEO, the Compensation Committee gave great weight to the CEO’s role in identifying, planning and consummating the sale of the Company’s insurance premium finance business, which had financial and strategic impacts including positively impacting earnings, reducing risk, securing liquidity and improving capital ratios.
The Compensation Committee determined aggregate individual NEO performance on the Four Key CEO Strategic Goals ranging from 100% to 150%, while aggregate performance on the other Company Strategic Goals ranged from 70% to 150%, with differences in the strategic performance measures applied to each of the NEOs based on specific individual contributions. The key achievements leading to the Compensation Committee’s decisions were attainment of the Four Key CEO Strategic Goals (creating a positive Digital Client Experience, implementing an improved Management Information Systems (costing & expense allocation framework), Full Investment Bank Deployment and Banking Sales Enablement), and attainment of all but one of the other 12 Strategic Goals. The Company made significant progress on the remaining strategic goal.
In setting the amount of the bonus pool under the annual performance bonus plan, the Compensation Committee considered the ratio of incentives in relation to pre-tax net income and capital generation.
TCBI 2023|Notice of Annual Meeting and Proxy Statement 61

tcbi-20230308_g2.jpg
Executive Compensation
Individual Performance Summaries

 Rob C. Holmes
Chief Executive Officer and President2022 Compensation
Responsibilities:
Mr. Holmes is the President and Chief Executive Officer (“CEO”) of the Company. He develops and guides the Company’s long-term strategic direction to deliver long-term value for stockholders, employees and other stakeholders.
He is responsible for senior leadership development and succession planning, defining and reinforcing the Company’s mission and culture, and engaging with stockholders, customers, and regulators.
Base Salary$1,000,000
Annual Incentive Award - Cash3,000,000
Long-Term Equity Awards4,039,976
Other12,500
Total$8,052,476
In 2022, the Company achieved target or better results on 11 of the 14 financial goals in the Company’s annual incentive (cash) bonus plan. In addition, the Company achieved the Four Top CEO Goals (creating a positive Digital Client Experience, implementing an improved Management Information Systems (costing & expense allocation framework), full Investment Bank Deployment and Banking Sales Enablement) and attained all but one of the other 12 Company strategic goals. Further, the Company completed the divestiture of non-core assets increasing profitability and capital ratios.
Based on the factors set forth above, including overallthis performance assessment, the Compensation Committee determinedawarded Mr. Holmes an annual incentive plan (cash) award of $3,000,000 (150% of target), and set Mr. Holmes’ 2022 total compensation at $8,052,476, down 65.9% from 2021.
Performance Category Performance Highlights
Financial
Performance
tcbi-20230308_g39.jpg
Under Mr. Holmes’ leadership, the Company:
Achieved target or better results on 11 of the 14 financial goals
C&I loans, excluding PPP loans and Insurance Premium Finance loans (in periods prior to divestiture), grew $2.3 billion, or 29%, in 2022
Treasury product fees increased 27% year-over-year reflecting strong adoption of the Bank’s newly built cash management and payment capabilities
Wealth management income rose as assets under management growth of 11% outpaced broad market declines resulting in a 14% increase in wealth management and trust fee income during 2022
Investment banking and trading income grew 43% year-over-year
In total, fee income from focus areas increased by approximately $19 million, or 31% year-over-year, representing steadily improving client receptivity to the completely refreshed operating model and capability set
Completed the sale of its premium finance subsidiary and related loan portfolio for approximately $3.4 billion in cash, allowing the Bank to achieve record liquidity and capital ratios
Achieved operating leverage in Q3 ahead of guidance
Executed $115.3 million of share repurchases at a weighted average price of approximately 100% of the prior month’s tangible book value
Delivered strong liquidity and record regulatory capital ratios; year-end CET1 Ratio of 13.0% in top decile of peers
TCBI 2023|Notice of Annual Meeting and Proxy Statement 62

tcbi-20230308_g2.jpg
Executive Compensation
Key CEO Goals
tcbi-20230308_g40.jpg
 Investment Bank Deployment
Launched the Investment Banking division, Texas Capital Securities, making TCBI the only Texas-based institution offering a full suite of investment banking products and services focused on delivering exceptional outcomes for our clients. All capabilities targeted for deployment in 2022 are now operational
Client adoption is also on schedule. Texas Capital Securities has onboarded many new client trading accounts and traded over $8 billion of mortgage and corporate debt and equity securities. Syndications and Capital Solutions also posted strong years, with a record number of transactions and associated fees
Investment Banking and Trading income totaled $35.1 million, a 43% year-over-year increase, despite an 85% contraction in industry-wide capital markets activities
 Positive Digital Client Experience
Developed market-leading, cloud-native software including Initio, TCBI’s proprietary account opening and onboarding solution; a completely modern and API-driven services platform; a cross-LOB operations management system; and a completely modernized and cloud-based data platform
Implemented reporting dashboards that now systematically measure and drive continuous improvement. TCBI’s Onboarding process went from below average to best in our local peer group with a 20% improvement in client satisfaction
Taken together, these items form the foundation for Digital Client Experience 2.0
 Banking Sales Enablement
Complete rebuild of legacy customer relationship management (CRM) platform to equip client-facing Bankers with tools required to deliver the firm to the best clients in our markets
Partnership between Banking Sales Enablement, Technology, and the Lines of Business resulted in the following improvements in 2022:
Refined Coverage & Tracking resulting in a consistent firm-wide go-to-market strategy
Improved TCBI Client Planning & Engagement Model enabling effective delivery of the firm’s broad range of products and services
Augmented talent and installed scalable processes to translate data into actionable client insights
 Management Information Systems (Costing & Expenses Allocation Framework)
Installed peer-leading granular costing and performance measurement process, linking operational and financial performance, and enabling more consistent allocation of expense and capital
Leveraged the above-mentioned enhancements to drive integration of Finance, Technology, and Operations resulting in complete reevaluation of current and prospective Technology investments, overhaul of our Operations organization, and foundational platform improvements that form the basis for planned efficiencies in 2023
TCBI 2023|Notice of Annual Meeting and Proxy Statement 63

tcbi-20230308_g2.jpg
Executive Compensation
Other Strategic
Goals
tcbi-20230308_g41.jpg
Earning the Right - 100% completed
In addition to delivering Digital Client Experience and Costing & Expense Allocation Framework, installed new Loan Management System and oversaw new Digital Product Development
Financial Resilience – nearly complete, one item moving to 2Q23
Achieved second investment grade rating from S&P giving TCBI it’s first dual investment grade ratings since 2015
Material progress on the Risk-focused analytical platform
First Call – 100% completed
In addition to full Investment Bank deployment, launched the interest rate only product via the digital bank and finalized industry specialization
 Employer of Choice - 100% completed
Implemented new TCBI Leadership Model, installed new Corporate Title structure, and filled over 1300 roles



J. Matthew Scurlock
Executive Vice President and Chief Financial Officer2022 Compensation
Responsibilities:
As Chief Financial Officer (“CFO”), Mr. Scurlock is responsible for managing the Company’s overall financial condition, including resource and capital allocation and expense discipline.
He is also responsible for overseeing all corporate finance functions, including Financial Planning and Analysis, Accounting, Finance Operations and Controls, Tax, and Treasury.
He is responsible for investor relations, and personally engages with stockholders, analysts, and rating agencies.
Base Salary$500,000
Annual Incentive Award - Cash406,000
Long-Term Equity Awards427,937
Other28,866
Total$1,362,803
Performance Category Performance Highlights
Financial
Performance
tcbi-20230308_g39.jpg
Under Mr. Scurlock’s leadership, the Company continued to align the balance sheet and expense base in support of the Company’s strategic objectives as measured by:
$115.3 million of share repurchases at a weighted average price of approximately 100% of the prior month’s tangible book value
Active balance sheet management, including targeted reductions of select deposit sources ahead of plan, and reducing earnings at risk through execution of $3 billion of interest rate hedges
Achieving year-over-year quarterly pre-provision net revenue growth in the third quarter
Delivering a new expense management framework
Enhancing the procurement and third-party risk management program reducing third-party expense
Key CEO Goals
tcbi-20230308_g40.jpg
 Investment Bank Deployment
Critical partner in supporting the business plan, ensuring profitability ramp in excess of opportunity costs and defined hurdles, offerings aligned to chosen risk parameters, and capital and liquidity structure properly evaluated consistent with the firm’s risk appetite
Installed permanent Finance and Business Management infrastructure to support ongoing capability build and performance reporting
 Positive Digital Client Experience
Active participant in bi-weekly Strategic Project Meetings working to remove roadblocks and decision critical items required to achieve desired outcomes on time, and on budget
Direct oversight of Finance and Business Management teams aligned to Technology and Operations ensuring anticipated client benefits and operational efficiencies were realized

TCBI 2023|Notice of Annual Meeting and Proxy Statement 64

tcbi-20230308_g2.jpg
Executive Compensation
 Banking Sales Enablement
Direct oversight of Banking Sales Enablement implementation including hiring, resource planning, and ensuring enterprise-wide partnership and prioritization
Realized benefits include the behavioral expectations and technology support to align Banker coverage to client needs, a new TCBI-wide approach to client planning and engagement, and analytics and insights to equip Bankers to better serve their clients
 Management Information Systems (Costing & Expenses Allocation Framework)
Direct oversight of cross-functional initiative to catalog cost drivers, determine allocation approaches, and implement activity-based costing model necessary to measure line of business, product, and channel profitability
Partnered across the organization to refresh routines necessary to further ensure current and go-forward expenses are directly aligned to published strategic objectives

Other Strategic
Goals
tcbi-20230308_g41.jpg
Primary oversight or critical partner on each named executive’sdefined goal working directly with each line of business leader to drive execution
Significant focus placed on strategic goals related to Financial Resilience and First Call:
Divestiture of BankDirect Capital Finance pulled forward four years of earnings, generated approximately $165 million of capital and reduced risk-weighted assets by over $3.0 billion, which resulted in approximately 220 basis points of CET1
Regulatory capital ratios are the highest levels in 20 years with CET1 Ratio of 13% and Total Risk Based Capital Ratio of 17.7%
C&I loans, excluding PPP loans and Insurance Premium Finance loans (in periods prior to divestiture), now comprise 52% of the total portfolio, an increase of $3.3 billion, or 48% since year end 2020
Improvement in funding structure of the firm resulted in reduction of the highest cost, highest beta, and shortest duration deposits from 23% to 13% of total deposits from year end 2021
Expense base fully re-underwritten and aligned to our strategic goals; the proportion of non-interest expense directly attributable to our people, technology, and operational infrastructure to remain a priority
TCBI 2023|Notice of Annual Meeting and Proxy Statement 65

tcbi-20230308_g2.jpg
Executive Compensation
John W. Cummings
Executive Vice President and Chief Administrative Officer2022 Compensation
Responsibilities:
Mr. Cummings is the Chief Administrative Officer (“CAO”) of the Company, reporting to the CEO.
He is responsible for Consumer Banking, Marketing, Strategy, Real Estate, Operations, Private Wealth Management, ESG and Community Development (which includes CSR).
Base Salary$471,591
Annual Incentive Award - Cash551,000 
Long-Term Equity Awards330,010 
Sign-On Make-Whole Award770,000 
Other12,505 
Total$2,135,106 
Performance Category Performance Highlights
Financial
Performance
tcbi-20230308_g39.jpg
Under Mr. Cummings’ leadership, the Company:
Total Private Wealth assets under management reached $3.0 billion, at year-end or an 11% annual increase, despite a 19.4% decline in the S&P 500
Reorganized operating model around client delivery; restructuring key firm-wide processes across credit delivery, onboarding, and treasury services
Rebuilt Corporate Real Estate to align the operating model and real estate footprint with the evolving needs of clients and employees
Key CEO Goals
tcbi-20230308_g40.jpg
 Investment Bank Deployment
Developed and implemented operations and control processes to quickly and efficiently onboard clients
Active participant in bi-weekly Strategic Project Meetings working to enable scalable and well-controlled infrastructure
 Positive Digital Client Experience
Digital deposit products successfully launched with results exceeding 2022 plan
Partnered with the Technology group to deliver the Commercial Onboarding Application, Initio, improving client and employee experience while hardening operational infrastructure
 Banking Sales Enablement
Reengineered firm’s Operations for improved scale, efficiency and controls, including designing and executing a new service model within Operations that eliminated siloed functions, improving both client and employee experience
 Management Information Systems (Costing & Expenses Allocation Framework)
Key stakeholder in improved MIS platform enabling more proactive management of resource allocation and performance management
Other Strategic
Goals
tcbi-20230308_g41.jpg
Developed and delivered multi-year real estate strategy across all markets, including successfully completing new leases for North Dallas Campus and Dallas Headquarters
Developed and launched the new Texas Capital brand image and marketing campaign
Rapidly reorganized the CAO management structure for greater accountability and performance, including augmenting talent through key leadership additions across disciplines, restructuring front-line coverage and support model, and effectively partnering with Technology and Finance
Successfully launched an improved service model for Commercial Banking and Treasury

TCBI 2023|Notice of Annual Meeting and Proxy Statement 66

tcbi-20230308_g2.jpg
Executive Compensation
Tim J. Storms
Executive Vice President and Chief Risk Officer2022 Compensation
Responsibilities:
Mr. Storms is the Chief Risk Officer (“CRO”) responsible for management of the Risk Organization, as well Chair of the Executive Risk Committee (“ERC”), which includes the development of, and adherence to, the Risk Appetite Statement of the Company.
Mr. Storms plays a very active role on the Operating Committee, Balance Sheet Committee, Credit Policy Committee, Operational Risk Management Committee, Regulatory Compliance Management Committee, Asset Liability Management Committee and Reputational Risk Committee to ensure that risk management is properly balanced in the implementation of the Strategic Plan.
Base Salary$512,500
Annual Incentive Award - Cash548,100 
Long-Term Equity Awards634,186 
Other18,300 
Total$1,713,086
Performance Category Performance Highlights
Financial
Performance
tcbi-20230308_g39.jpg
Financial Performance
Under Mr. Storms’ leadership, the Company continued to improve Credit Quality through disciplined underwriting and portfolio management practices as measured by:
2022 Net Charge-offs of $19.9 million or 0.09% of average loans, compared to 0.06% of average loans in 2021
Provision for Loan Losses of $66 million resulting in a net increase in Allowance for Credit Losses of $41.6 million from the prior year
Non-Performing Assets of $48.3 million, and Criticized & Classified Loans of $513.2 million – both of which represented improvement from year end 2021 levels
Key CEO Goals
tcbi-20230308_g40.jpg
 Investment Bank Deployment
Rigorous New Business Initiative Approval (“NBIA”) process of all new products and systems completed prior to launch of new Sales & Trading activity
Bolstered Market Risk Management capability though new hires as well as incorporation of Value at Risk (“VaR”) metrics as part of Risk Appetite Statement
Positive Digital Client Experience
Executed on all compliance and operational risk management requirements
 Banking Sales Enablement
Executed on all compliance and operational risk management requirements driving lower risk and a more friendly client experience
 Management Information Systems (Costing & Expenses Allocation Framework)
Executed on all compliance and operational risk management requirements resulting in transparent and more financially resilient results
Other Strategic
Goals
tcbi-20230308_g41.jpg
 Other Strategic Goals
Partnered to mitigate interest rate risk through $3 billion of interest rate hedges, a new practice which also underwent NBIA approval
Implemented new Loan Management System
Oversaw completion of all firm-wide Risk & Control Self-Assessments (“RCSAs”)
Significant development of more granular Dual Risk Rating in Credit Risk Management
Capital Ratios improved to historic peer-leading highs (year-end CET1 Ratio of 13.0%)

TCBI 2023|Notice of Annual Meeting and Proxy Statement 67

tcbi-20230308_g2.jpg
Executive Compensation
Anna M. Alvarado
Executive Vice President, Chief Legal Officer and Corporate Secretary2022 Compensation
Responsibilities:
Ms. Alvarado is the Chief Legal Officer (“CLO”) responsible for supervising and coordinating all legal matters for the Company and the Bank, and also the Corporate Secretary, serving as key legal advisor to the Board of Directors.
As CLO, she oversees legal compliance with the securities laws and banking regulations, serves as the lead legal advisor on all the firm’s strategic initiatives and commercial and transactional matters, oversees the Company’s ESG Council, advises the Bank on litigation risks, and serves as primary liaison with regulators.
Base Salary$570,000
Annual Incentive Award - Cash483,360 
Long-Term Equity Awards487,818 
Other12,825 
Total$1,554,003 
Performance Category Performance Highlights
Financial
Performance
tcbi-20230308_g39.jpg
Under Ms. Alvarado’s leadership,
Established a new legal infrastructure, including build out of a new legal team, policies and guidelines, which resulted in a reduction of legal spend of at least 10% for core banking needs
Restructured the firm’s insurance program, using a risk-based approach resulting in obtaining superior insurance coverage while reducing insurance premium costs
Key CEO Goals
tcbi-20230308_g40.jpg
 Investment Bank Deployment
• In partnership with the Investment Banking Division, helped facilitate launching of the broker dealer and sales and trading floor
 Positive Digital Client Experience
Partnered with Credit and Treasury and initiated, facilitated, and provided legal clarity on implemented product and service offerings
 Banking Sales Enablement
Facilitated speed of products by revamping, updating, and drafting core bank customer-facing documents and core Treasury products and services
 Management Information Systems (Costing & Expenses Allocation Framework)
Executed on all legal requirements associated with compliance, execution, implementation and operational risks, including among other things, contract optimization resulting in mitigation of risks and increased efficiency
Other Strategic
Goals
tcbi-20230308_g41.jpg
Implemented the firm’s dispute resolution and arbitration agreement and intellectual property agreement resulting in reduced legal spend, cost avoidance and deterrent, and increased Company protection of assets
Reduced number of law firms used by bank by 58% resulting in optimum pricing, reduced legal spend, and increased legal operating efficiency
Partnered with Corporate Real Estate and provided support in negotiating and drafting new lease at the North Dallas Campus operations center and Texas Capital Center, resulting in legal expense avoidance while obtaining favorable lease terms
Formalized and led ESG Council functions, initiated the creation and execution of the firm’s ESG landing page on TCB website, Our Values in Action, adopted SASB standards, and increased ESG scores with rating agencies
Facilitated and provided significant support in the sale of the Bank’s insurance premium finance subsidiary: BankDirect Capital Finance
TCBI 2023|Notice of Annual Meeting and Proxy Statement 68

tcbi-20230308_g2.jpg
Executive Compensation
4Pay Practices
Elements of the Compensation Program
The following table sets forth a high-level summary of named executive officer direct pay elements and key design features for 2022 related compensation. The Company’s variable compensation program is composed of an annual incentive cash bonus and long-term equity, both of which are directly tied to Company and individual performance.
Compensation paid upon the vesting of performance-based restricted stock units is based on Company performance over a three-year performance period. For 2022, Mr. Holmes and the other executive officers (other than Mr. Cummings) received half of their long-term equity in the form of performance-based RSUs and the other half in time-based RSUs. The Compensation Committee believes a mix of performance-based and time-based awards is consistent with peer company compensation practices and appropriately balances driving long-term Company performance and retaining the senior leadership needed to advance the Company’s transformation. The Compensation Committee will continue to evaluate the appropriate mix of long-term equity awarded to the Company’s senior leaders, including the CEO, and the performance metrics, for alignment with the Company’s strategy priorities at the time.
2022Compensation ElementDescriptionRationale
Short-
Term1
Base Salary• Fixed component of pay targeted at the median of the market.• Provides fixed compensation for executive to perform job functions.
Annual Cash Incentive
• Delivered in cash annually.
• Tied to achievement of financial goals (40% weighting)3 and strategic goals (60% weighting)4 evaluated against a detailed scorecard.
• Executives can earn 0-150% of their target award based on achievement of pre-established targets.
• Rewards key drivers of annual operating and strategic plans.
• Provides tangible, achievable goals and reinforces key priorities of the organization.

Long-
Term1 2
Performance-Based Restricted Stock Units
(50% of LTI)
• Vests at the end of the three-year period, if earned.
• Executives can earn 0-200% of their target award based on achievement of pre-established targets:
Average ROTCE over the 3-year performance period (60% weighting)
Relative TSR to peer group achieved vs. target over a three-year performance period (40% weighting)
• No dividend equivalents are paid or accrued on these RSUs.
• Focuses executives on achievement of a return goal, which is strongly tied to stockholder value creation.
• Provides tangible, achievable goal as senior leaders have the greatest ability to drive ROTCE.
Assures performance is aligned with stockholders and peers.
• Vesting period is consistent with market practice and assists with retention.
Time-Based Restricted Stock Units
(50% of LTI)
• Ratable vesting over a three-year period, subject to continued employment on the vesting date.
• No dividend equivalents are paid or accrued on these RSUs.
• Vesting period is consistent with market practice and assists with retention.

1 All annual incentive compensation for 2021. The annual cash bonus(bonus) and long-term equity compensation amounts were determined by multiplying the percentage of target total incentive awarded, by annual cash bonus and long-term equity targets, respectively. Consistent with the compensation principles of paying for performance and promoting effective risk management, the Compensation Committee weights target incentive compensation opportunities – and thus incentive compensation awards – more heavily toward compensation that vests over time, pays out based on performance that creates long-term value, and isare subject to forfeiture recoupment and/or recovery (as appropriate). See “Pay Practices” for further detail.

Ms. Alvarado joined the Company in the second half of the year (on October 15, 2021) and had a guaranteed minimum amount provided for her first year only,forfeiture under the terms of her offer letter. Pay determinationsthe Company’s Recoupment and summariesForfeiture Policy. See “Recoupment of theIncentive Compensation Committee's determination of Company performance, individual
TCBI 2022|Notice of Annual Meeting and Proxy Statement 50

star.jpg
Executive Compensation
performance, and risk accountability for each named executive are provided in “Named Executive Officer 2021 Compensation” below.

Role of Compensation Consultant
The Compensation Committee engaged Pearl Meyer as its independent executive compensation consulting firm for 2021 to provide:
expertise on compensation strategy and program design;
information relating2 Long-term equity awards are subject to the selection ofCompany’s stock ownership guidelines and equity hold policy. See “Executive Stock Ownership Guidelines” below.
3 For 2022, the Company’s peer group and compensation practices employedfinancial metrics considered by the peer group and overall market;
advice regarding structuring and establishing executive compensation plans or arrangements that are aligned with the objectives of the Company and the interests of stockholders;
recommendations to the Compensation Committee concerning the existing executive compensation programsare Investment Banking NIR, Treasury Fees, Non-Interest Revenue, Avg. Liquidity Assets, Avg. Operating Deposits, Avg. Indexed Deposits, IB Deposit Beta, Energy LHI, Real Estate LHI, ROA, ROTCE, CET1 (yearly low), NCOs, and changes to such programs; andTotal Frontline.
Benchmarking4 For 2022, two-thirds of director pay.
Pearl Meyer provided its executive compensation consulting services under the directionthis portion of the Compensation Committeeaward is focused on 4 Key CEO Strategic Goals (Positive Digital Client Experience, Management Information Systems (Costing & Expense Allocation Framework), Full Investment Bank Deployment and did not provide any additional services toBanking Sales Enablement), and the Company. Our management provides input to the compensation consultant but does not direct or oversee its activities with respect to our executive compensation programs. In order not to impair the independenceremaining one-third is focused on 12 other Company Strategic Goals. All of the compensation consultant, or createStrategic Goals fall into four categories: Earning the appearanceRight, Financial Resilience, First Call and Employer of an impairment, the Committee follows a policy that the compensation consulting firm may not provide other services to the Company. The Compensation Committee has evaluated Pearl Meyer’s independence, including the factors relating to independence specified in Nasdaq Stock Market Listing Rules, and determined Pearl Meyer to be independent.
Compensation Peer Group
The Compensation Committee works with the independent compensation consultant to collect and review competitive market compensation practices. As one point of reference, the Compensation Committee reviews compensation practices for a peer group of publicly traded banks and bank holding companies of comparable size. The peer group used in evaluating and setting 2021 NEO compensation included the following:
Associated Banc-CorpPacWest Bancorp
BankUnited, Inc.Pinnacle Financial Partners, Inc.
BOK Financial CorporationProsperity Bancshares Inc.
Cullen/Frost Bankers, Inc.Signature Bank
First Midwest Bancorp, Inc.SVB Financial Group
F.N.B. CorporationWestern Alliance Bancorporation
First Horizon National CorporationWintrust Financial Corporation
Pearl Meyer conducted a reviewChoice. All of the Company’s peer group in 2021,Strategic Goals were evaluated against a scorecard. For 2023, the performance measures and based on that review theweightings will change. See “Enhancements to Our Compensation Committee approved several adjustments to the peer group to be used in 2022. SVB Financial Group and First Midwest Bancorp, Inc. (merging with Old National Bank) were removed due to their considerably larger asset size than the peer group median. Comerica Incorporated (Comerica Bank) and Hancock Whitney Corporation (Hancock Whitney Bank) were added.Program” above.


TCBI 2023|Notice of Annual Meeting and Proxy Statement 69

TCBI 2022|Notice of Annual Meeting and Proxy Statement 51

tcbi-20230308_g2.jpg
Executive Compensation
3Named Executive Officer 2021 Compensation
2021 Target Pay Mix
The following is the 2021 target pay mix for our CEO and the average of the other NEOs (exclusive of sign-on and make-whole awards):
a2021ceotrgtpay.jpga2021neotrgtpay.jpg

2021 Incentive Plan Performance Summary
The Compensation Committee assessed our Company's performance as a factor for determining incentive compensation award levels for the named executive officers. For 2021, as discussed further above, the Compensation Committee assessed Company performance at 150% of target on the EPS metric, and 150% of target on the ROCE metric, with target representing expected performance levels. The following table summarizes the metrics and weighting for the 2021 incentive compensation (bonus) plan.
MeasuresWeightingThreshold
(25%
payout)
Target
(100%
payout)
Maximum
(150%
payout)
ActualAchievement
Earnings Per Share40%$2.75$3.25$4.00$4.60150%
Return on Common Equity20%5.0%6.0%7.3%8.35%150%
Strategic Priorities:
See
individual
NEO
performance
information
See
individual
NEO
performance
information
Establish Foundation for Sustainable, High-Quality Growth
10%50% of Goals Achieved85% of Goals Achieved100% of Goals Achieved
Strengthen Fundamentals
10%
Advance Talent Management
10%
Promote Efficiency and Transparency
10%
TCBI 2022|Notice of Annual Meeting and Proxy Statement 52

Base Salary
star.jpg
Executive Compensation
Individual Performance Summaries
 Rob C. Holmes Chief Executive Officer and President
2021 Performance
Company Performance
See “Company Performance” above for a detailed discussion of the Company's performance relative to the 2021 incentive plan metrics, which was assessed as above expectations and resulted in greater annual incentive compensation.
Individual Performance



Achievement of Strategic Priorities:
In assessing individual performance for Mr. Holmes, the Compensation Committee considered, among other achievements, the following:
Oversaw capital-raising and de-risking transactions to stabilize balance sheet
Rolled out new strategic plan, de-emphasizing certain nonstrategic lines of business, adding or highlighting others, including adding broker/dealer/investment banking services, and identified and began implementing a series of actions to improve long-term financial performance
Built out the senior management team, including the addition of 8 new Operating Committee members in 2021, and emphasized a performance, accountability and execution-based culture
Increased focus on advancing diversity, equity and inclusion (DEI)
Oversaw formation of ESG council
Based on the above assessment, Mr. Holmes achieved 100% of the Strategic Priorities which translates to a 150% payout.
2021 Compensation
Pay ElementObjectives of Compensation ComponentAmount
Base Salary
Provides fixed compensation for executive to perform job functions
$937.5k
Sign-On Cash Bonus
Assists in building out the senior management team and attracting and retaining top executive talent
$2.5m
Sign-On RSUs
Provided as part of a new hire package to make newly hired executives whole from awards that have been forfeited
$14.5m
Incentive
Bonus
Rewards key drivers of our annual operating and strategic plans
Provides tangible, achievable goals and reinforces key priorities of the organization
$3.0m
Annual Time RSUs
Vesting period is consistent with market practice and assists with retention
$1.75m
Performance RSUs
Focuses executives on achievement of our EPS goal, which is strongly tied to stockholder value creation
Provides tangible, achievable goal as senior leaders have the greatest ability to drive EPS
Vesting period is consistent with market
$936.5k1




1 For more information on the grant date value associated with the long-term equity awards in the form of performance RSUs granted to Mr. Holmes, Ms. Anderson and Mr. Storms in 2021 under SEC rules, see the 2021 Summary Compensation Table, the 2021 Grants of Plan Based Awards Tableand the footnotes thereto, below.
TCBI 2022|Notice of Annual Meeting and Proxy Statement 53

Base salaries are designed to compensate executive officers for their roles and responsibilities and to provide competitive levels of fixed compensation that reflects their experience, duties and scope of responsibilities. The Company pays competitive base salaries to recruit and retain executives of the quality necessary to ensure its success. Base salaries for the NEOs are subject to annual review, but are not always adjusted on an annual basis. The Compensation Committee determines the appropriate level and timing of changes in base compensation for all of the NEOs, and for NEOs other than the CEO, based on the recommendation of the CEO. In making determinations of salary levels for the NEOs, the Compensation Committee considers the entire compensation package for each NEO, including annual incentive compensation and equity-based compensation provided under the Company’s long-term incentive compensation plan.
star.jpg
Executive Compensation
The Compensation Committee determines the level of periodic salary increases after reviewing:
 Julie L. Anderson Chief Financial Officer
2021 Performance
Company Performance
See “Company Performance” above for a detailed discussion of the Company's performance relative to the 2021 incentive plan metrics, which was assessed as above expectations and resulted in greater annual incentive compensation.
Individual Performance


Achievement of Strategic Priorities:

In assessing individual performance for Ms. Anderson, the Compensation Committee considered, among other achievements, the following:
Executed largest two capital transactions in firm history
Hired new Chief Information Officer with financial services expertise and promoted internal candidate to run expanded Client Onboarding Service and Delivery role
Implemented business management office to facilitate operating routines
Oversaw development of financial strategic plan implemented in 2021
Supervised wire platform upgrade to be completed in Q2-2022
Based on the above assessment, Ms. Anderson achieved 78% of the Strategic Priorities which translates to an 85% payout, with an aggregate 124% payout.
2021 Compensation
Pay ElementObjectives of Compensation ComponentAmount
Base Salary
Provides fixed compensation for executive to perform job functions
$512.5k
Incentive
Bonus
Rewards key drivers of our annual operating and strategic plans
Provides tangible, achievable goals and reinforces key priorities of the organization
$508.4k
Retention RSUs
Provided to encourage CFO to assist in the on-boarding of new CEO and new CIO
$50k
Annual Time RSUs
Vesting period is consistent with market practice and assists with retention
$294.7k
Performance RSUs
Focuses executives on achievement of our EPS goal, which is strongly tied to stockholder value creation
Provides tangible, achievable goal as senior leaders have the greatest ability to drive EPS
Vesting period is consistent with market
$157.7k1
















TCBI 2022|Notice of Annual Meeting and Proxy Statement 54

the qualifications, experience and performance of each NEO;
star.jpg
Executive Compensation
the compensation paid to persons having similar duties and responsibilities in the Company’s peer group companies; and
 Tim J. Storms Chief Risk Officer
2021 Performance
Company Performance
See “Company Performance” above for a detailed discussion of the Company's performance relative to the 2021 incentive plan metrics, which was assessed as above expectations and resulted in greater annual incentive compensation.
Individual Performance

Achievement of Strategic Priorities:
In assessing individual performance for Mr. Storms, the Board considered, among other achievements, the following:
Active role / contributor in Operating Committee, Balance Sheet Committee and development of Strategic Plan
Successfully drove Risk Appetite Statement process, oversaw Chief Credit Officer in completion of significant transactions and built-out Risk Organization
Improved credit quality
Based on the above assessment, Mr. Storms achieved 100% of the Strategic Priorities which translates to a 150% payout.
2021 Compensation
Pay ElementObjectives of Compensation ComponentAmount
Base Salary
Provides fixed compensation for executive to perform job functions
$423.8k
Sign-On Cash Bonus
Assists in building out the senior management team and attracting and retaining top executive talent
$250k
Incentive
Bonus
Rewards key drivers of our annual operating and strategic plans
Provides tangible, achievable goals and reinforces key priorities of the organization
$573.8k
Annual Time RSUs
Vesting period is consistent with market practice and assists with retention
$270.1k
Performance RSUs
Focuses executives on achievement of our EPS goal, which is strongly tied to stockholder value creation
Provides tangible, achievable goal as senior leaders have the greatest ability to drive EPS
Vesting period is consistent with market
$144.5k1

the nature of the Company’s business, the complexity of its activities and the importance of the executive’s experience to the success of the business.
 Anna M. Alvarado Chief Legal Officer and Secretary
2021 PerformanceAfter considering these factors and discussing proposed salaries for the other NEOs with the CEO, the Compensation Committee recommended, and the Board approved, no change to annual salaries for the NEOs then serving in February 2022, except Mr. Storms whose base salary was increased by $75,000 (annual rate) beginning March 1, 2022.
Total annual incentive and equity compensation for Ms. Alvarado for 2021 was determined pursuant to her offer letter, which provides for a minimum incentive compensation (bonus) award level of $440,000 for her first year only, and a specified long-term equity award value in the form of time RSUs, to encourage Ms. Alvarado to join the Company.
2021 Compensation
Based on Ms. Alvarado's compensation arrangements, the Compensation Committee awarded her total direct compensation in 2021 of $1.86 million, which is composed of the following:
$120.9k in base salary,
$440k incentive compensation (bonus) award, and
$1.3 million in long-term equity

TCBI 2022|Notice of Annual Meeting and Proxy Statement 55

star.jpg
Executive Compensation
4Pay Practices
Elements of our Compensation Program
The following table sets forth a high-level summary of named executive officer direct pay elements and key design features for 2021 related compensation. Our variable compensation program is composed of an annual incentive cash bonus and long-term equity, both of which are directly tied to Company and individual performance.
Compensation paid upon the vesting of performance-based restricted stock units is based on Company performance over a three-year performance period. For 2021, excluding make-whole new hire awards, Mr. Holmes and the other executive officers received half of their long-term equity in the form of performance-based RSUs and the other half in time-based RSUs. The Compensation Committee believes a mix of performance-based and time-based awards is consistent with peer company compensation practices and appropriately balances driving long-term Company performance and retaining the senior leadership needed to advance the Company's transformation. The Compensation Committee will continue to evaluate the appropriate mix of long-term equity awarded to our senior leaders, including the CEO, and the performance metrics, for alignment with the Company's strategy priorities at the time.
2021Compensation ElementDescriptionRationale
Short-
Term
Base Salary• Fixed component of pay targeted at the median of the market.• Provides fixed compensation for executive to perform job functions.
Annual Cash Incentive
• Delivered in cash annually.
• Tied to achievement of financial and operational goals (EPS (40%), ROCE (20%), Strategic Priorities (40%)).
• Executives can earn 0-150% of their target award based on achievement of pre-established targets.
• Rewards key drivers of our annual operating and strategic plans.
• Provides tangible, achievable goals and reinforces key priorities of the organization.

Long-
Term
Performance-Based Restricted Stock Units
(50% of LTI)
• Vests at the end of the three-year period, if earned.
• Executives can earn 0-200% of their target award based on achievement of pre-established targets:
EPS achieved over 3 consecutive one-year performance periods (60%)
Relative TSR to peer group achieved vs. target over a three-year performance period (40%)
• No dividend equivalents are paid or accrued on these RSUs.
• Focuses executives on achievement of our EPS goal, which is strongly tied to stockholder value creation.
• Provides tangible, achievable goal as senior leaders have the greatest ability to drive EPS.
Assures performance is aligned with stockholders and peers.
• Vesting period is consistent with market practice and assists with retention.
Time-Based Restricted Stock Units
(50% of LTI)
• Vests at the end of the three-year period, subject to continued employment on the vesting date.
• No dividend equivalents are paid or accrued on these RSUs.
• Vesting period is consistent with market practice and assists with retention.
• Time-based RSUs may also be provided as part of a new hire package, when appropriate to buy-out an executive's existing awards that would be forfeited.
NOTES:
(1) All annual incentive compensation (bonus) and long-term equity awards are subject to recoupment and/or forfeiture under the terms of the Company's Recoupment and Forfeiture Policy. See Recoupment of Incentive Compensation below.
(2) Long-term equity awards are subject to the Company's stock ownership guidelines and equity hold policy. See Executive Stock Ownership Guidelinesbelow.
TCBI 2022|Notice of Annual Meeting and Proxy Statement 56

star.jpg
Executive Compensation
Base Salary
Base salaries are designed to compensate executive officers for their roles and responsibilities and to provide competitive levels of fixed compensation that reflects their experience, duties and scope of responsibilities. We pay competitive base salaries to recruit and retain executives of the quality necessary to ensure the success of our Company. Base salaries for the NEOs are subject to annual review, but are not always adjusted on an annual basis. The Compensation Committee determines the appropriate level and timing of changes in base compensation for all of the NEOs, and for NEOs other than the CEO, based on the recommendation of the CEO. In making determinations of salary levels for the NEOs, the Compensation Committee considers the entire compensation package for each NEO, including annual incentive compensation and equity-based compensation provided under our long-term compensation plan.
The Compensation Committee determines the level of periodic salary increases after reviewing:
the qualifications, experience and performance of each NEO;
the compensation paid to persons having similar duties and responsibilities in our peer group companies; and
the nature of the Company’s business, the complexity of its activities and the importance of the executive’s experience to the success of the business.
After considering these factors and discussing proposed salaries for the other NEOs with the CEO, the Compensation Committee recommended, and the board approved, no change to annual salaries for the then serving NEO's in February 2021.
Annual Incentive Compensation
We provideThe Company provides annual cash incentive opportunities to motivate and reward the NEOs for achievement of financial results as well as strategic and business objectives. A target bonus opportunity is set for each NEO as a percentage of base salary, with the percentage varying depending on their position. For 2021,2022, the annual incentive target amounts for the NEOs were as follows:
Executive OfficerExecutive OfficerTarget Incentive
(% of Base Salary)
Target Incentive
($)
Executive OfficerTarget Incentive
(% of Base Salary)
Target Incentive
($)
Rob C. HolmesRob C. Holmes200%$2,000,000Rob C. Holmes200%$2,000,000
Julie L. Anderson80%$410,000
J. Matthew ScurlockJ. Matthew Scurlock70%350,000
John W. CummingsJohn W. Cummings95%475,000
Tim J. StormsTim J. Storms85%$382,500Tim J. Storms90%472,500
Anna M. AlvaradoAnna M. AlvaradoN/AAnna M. Alvarado80%456,000
Mr. Helm declined to participate in the Company’s annual incentive plan and thus did not receive an annual bonus target for 2021. Ms. Alvarado received a $440,000 minimum guaranteed annual incentive pursuant to the terms of her offer letter for 2021.
Actual incentive amounts that could be earned by the NEOs for 20212022 were based on the level of achievement of performance goals relating to the following key metrics: EPSfinancial metrics (40% weighting), ROCE (20% weighting), and strategic metrics (60% weighting, with two-thirds related to Four Key CEO Strategic Priorities (40% weighting)Goals, and the remainder on 12 other Company Strategic Goals). See “Named Executive Officer 20212022 Compensation – Company Performance” above for the specific earnings potentials for these metrics, and the Company performance payout.
In addition, in determining the amount of annual incentives earned, the Compensation Committee considers the entire compensation package of each of the NEOs and the performance of that individual and may make discretionary adjustments as are deemed necessary.
The Compensation Committee met in January 2022and February 2023 to consider the Company’s performance against incentive goals for 2022 and to determine the annual incentives to be paid to the NEOs. For 2021,2022, the following results were achieved and considered in determining NEO incentive compensation:
EPS of $4.60, which exceeded 150%A payout determined at 120% of target for thisthe financial performance goal, resulting in a maximum payoutgoals (150% for the CEO) (40% of 60.0% of each NEO’s aggregate target amount.
ROCE of 8.35%, which exceeded 150% of target for this performance goal, resulting in a maximum payout of 30.0% of each NEO’s aggregate target amount.the total).
TCBI 20222023|Notice of Annual Meeting and Proxy Statement 5770

tcbi-20230308_g2.jpg
Executive Compensation
Achievement of individual performance toward Four Top CEO Strategic PrioritiesGoals were reviewed and determined by the Board and the Compensation Committee to equal a range of 85%100% - 150% of target for this metric for the NEOs.
ResultingAchievement of individual performance toward the remaining Company Strategic Goals were reviewed and determined by the Board and the Compensation Committee to equal a range of 70% - 150% of target for this metric for the NEOs. All of the Strategic Goals were evaluated against a 16-point scorecard.
This resulted in an aggregate payout in a range of 124%106% - 150% of each NEO’s aggregate target incentive compensation amount. See “Individual Performance Summaries” above.
Based on the achievement of the financial, business and individual performance goals described above, the Compensation Committee awarded the following annual incentive (bonus) compensation to the NEOs for fiscal year 2021:2022:
Executive OfficerExecutive OfficerTarget Incentive
($)
Aggregate Incentive Earned
(% of Target)
Incentive Earned
($)
Executive OfficerTarget Incentive
($)
Aggregate Incentive Earned
(% of Target)
Incentive Earned
($)
Rob C. HolmesRob C. Holmes$2,000,000150%$3,000,000Rob C. Holmes$2,000,000150%$3,000,000
Julie L. Anderson$410,000124%$508,400
J. Matthew ScurlockJ. Matthew Scurlock$350,000116%$406,000
John W. CummingsJohn W. Cummings$475,000116%$551,000
Tim J. StormsTim J. Storms$382,500150%$573,750Tim J. Storms$472,500116%$548,100
Anna M. AlvaradoAnna M. AlvaradoN/A$440,000Anna M. Alvarado$456,000106%$483,360


20212022 Performance-Based Equity Awards
Long-term incentive awards for ourthe NEOs include equity-based awards issued pursuant to our Amended and Restated 2015 Long-Term Incentive Plan (the “2015 Plan”) that are designed to directly align the interests of the NEOs with those of our stockholders and to motivate the NEOs to increase the value of the Company to stockholders over the long term. Equity awards granted on or after May 26, 2022 were made pursuant to the Company’s 2022 Long-Term Incentive Plan (“2022 LTIP”). Equity awards granted prior to that date were made pursuant to the Company’s Amended and Restated 2015 Long-Term Incentive Plan (the “2015 Plan”).
The Company made an annual grant of equity awards to Mr. Holmes, Ms. Anderson, andMr. Scurlock, Mr. Storms and Ms. Alvarado in February 20212022 (“20212022 NEO equity awards”). The 20212022 NEO equity awards consisted of RSUs, 50% of which were performance-based awards and 50% of which were time-based awards. The performance-based RSUs may be earned in amounts ranging from 0% to 200% of the target award, based on the Company’s level of achievement of performance goals relating to (i) EPS measured in three one-year periodsaverage Return on Average Tangible Common Equity (ROTCE) (60% weighting) and (ii) total stockholder return (“TSR”) relative to the peer group (40% weighting), each for the three-year performance period ending December 31, 2023. EPS2024. The performance-based awards contain a feature limiting the payment for the TSR component. If the Company’s TSR over the performance period is negative, then the payout for that portion of the award shall not exceed 100% of the target shares (instead of the potential 200%). ROTCE is an important metric to determine the operating performance of ourthe Company. The Compensation Committee considered the difficulty in establishing an appropriate long-term performance measure for EPS given the nature of our business and strategy. Therefore, the Compensation Committee determined it prudent to set one-year goals, but have the award vest over three years. During 2021,In February 2022, the Compensation Committee set the range of performance expectations for the 2021 performance year for EPS, and the three-year TSR component, but not the remaining two fiscal years of EPS covered by the performance award. In future years, the Compensation Committee plans that it will use full 3-year performance periods. The Company discloses the financial hurdlesmetrics associated with these metricsperformance measures in the proxy statement for the year in which the final performance is determined. The time-based RSUs cliff vest in February 2024,ratably over three years, subject to the executive’s continued employment with the Company.
When considering the 2021amount or level of the 2022 NEO equity awards, the Compensation Committee started with an intended target value for each NEO, which was based on a percentage of his or her base salary. The target values for the 20212022 NEO equity awards, as a percentage of their respective base salaries, were as follow: Mr. Holmes, 350%, Ms. Anderson, 115%; andMr. Scurlock, 80%, Mr. Storms, 120%105%, and Ms. Alvarado, 80%. The amounts of the grants were based on a variety of factors deemed relevant by the Compensation Committee, including the Company’s performance, the NEO’s level of responsibility, an assessment of individual performance made by the Committee, including discussion of the performance of the other NEOs with the CEO, and competitive market data.
TCBI 2023|Notice of Annual Meeting and Proxy Statement 71

tcbi-20230308_g2.jpg
Executive Compensation
Mr. Cummings’ 2022 long-term equity award was granted in February 2022, prior to his being named an NEO, and in accordance with the terms of his offer letter. He was granted $330,010 of time-based RSUs (5,175 units) vesting ratably over three years from the grant date.
The number of time-based RSUs and the target number of performance-based RSUs (including the threshold and maximum number of performance-based RSUs that could be earned) granted to each NEO during 2022 are set forth below in the “20212022 Grants of Plan-Based Awards Table”.
In addition to the 2021 NEO equity awards, upon the commencement of his employment with the Company, Mr. Holmes received a grant of time-based RSUs in February 2021 with a grant date fair value of $14.5 million that cliff vest on the third anniversary of the grant date, but would continue to vest if Mr. Holmes retires from the Company after age 57 and at least one year of service with the Company. See “New Hire Sign-On Bonuses and Buy-Out Equity Awards” below for more information.
TCBI 2022|Notice of Annual Meeting and Proxy Statement 58

star.jpg
Executive Compensation
Mr. Helm declined to participate in the Company’s annual grant of NEO equity awards, and instead received a grant of time-based RSU’s in April 2021 with a grant date fair value of $750,000 that vest on the first anniversary of the grant date, as was determined by the Compensation Committee to be appropriate compensation for his service as interim CEO and President during the previous 11 months.
In addition to the 2021 NEO equity awards, Ms. Anderson received a supplemental grant of time-based RSUs in June 2021 with a grant date fair value totaling $50,000, that vest as to one-third of the shares on each of the first, second, and third anniversaries of the grant date, subject to the executive’s continued employment with the Company.
Ms. Alvarado was not an employee of the Company at the time the 2021 NEO equity awards were granted, and instead received a grant of time-based RSUs in November 2021, following the commencement of her employment with the Company, with a grant date fair value totaling $1,300,000, that vest as to one-fourth of the shares on each of the first, second, third and fourth anniversaries of the grant date, subject to Ms. Alvarado's continued employment with the Company. See “New Hire Sign-On Bonuses and Buy-Out Equity Awards” for more information.
All of the 20212022 equity awards are subject to the Company'sCompany’s Recoupment and Forfeiture Policy, and the shares received upon vesting are subject to the Company'Company’s equity hold requirements for executives.
Additional Performance Awards Outstanding
20192021 Grants of Performance-Based RSUs - Performance Results and PayoutsEquity Awards
The Company made an annual grant of RSUs in February 2019. The grants were structured in a manner consistent with the 2021 grants described above, with awards consisting of 50% performance-based RSUs and 50% time-based RSUs. The 2019 performance-based RSUs could be earned in amounts ranging from 0% to 150% of the target award, based on the Company’s level of achievement of performance goals relating to EPS average growth and average ROE over the three-year performance period.
The following table sets forth the range of specific targets, relative weights and resulting payouts for the 2019 performance-based RSUs for the three-year period ending December 31, 2021, as established at the time the awards were granted:
Target
EPS Average Growth
(25% weight)
Payout
(as a % of
weighted
Target Award)
Target
EPS Average Growth
Peer Rank
(25% weight)
Payout
(as a % of
weighted
Target Award)
Target
Average ROE
(25% weight)
Payout
(as a % of
weighted
Target Award)
Target
Average ROE
Peer Rank
(25% weight)
Payout
(as a % of
weighted
Target Award)
10%50%Bottom quartile0%10%50%Bottom quartile0%
12%75%
25th to 39.9th%
50%11%75%
25th to 39.9th%
50%
15%100%
40th to 59.9th%
100%13%100%
40th to 59.9th%
100%
18%125%
60th to 74.9th%
125%15%125%
60th to 74.9th%
125%
20%150%Top Quartile150%16%150%Top Quartile150%
Payouts for results falling between the specified values reflected above are determined based on straight-line interpolation.
The three-year performance period with respect to the 2019 performance-based RSUs concluded on December 31, 2021. The Compensation Committee reviewed the financial results in light of the intent of the award, which was to incentivize EPS growth. The Compensation Committee did not believe that actual performance, which was marked by volatile EPS results during the three-year performance period, represented the kind of performance that the award was designed to reward. Therefore, the Compensation Committee exercised negative discretion on the two EPS metrics due to the lack of real EPS growth over the performance period, and set the payout on those metrics at zero, and a resulting aggregate payout at 19.25%.
TCBI 2022|Notice of Annual Meeting and Proxy Statement 59

star.jpg
Executive Compensation
Based on the Compensation Committee's determination of the payout for this award, the NEOs who received 2019 performance-based RSUs earned the following payouts:
Executive OfficerTarget Award of 2019
Performance-Based RSUs
Aggregate Payout Factor
(% of Target Award)
Shares Earned
and Paid Out
Julie L. Anderson4,81319.25%927
2020 Grants of Performance-Based RSUs
Due to the then pending merger with Independent Bank Group, Inc., the Company’s normal annual equity awards were not made to NEOs in early 2020, as they historically had been. Rather, the Company made an annual grant of equity awards to Ms. AndersonMr. Holmes and Mr. Storms in June 2020 and other former executives (the “20202021. The 2021 awards included 50% performance-based RSU awards (“2021 NEO equityPRSU awards”). The 2020 NEO equity awards consisted of RSUs, composed of performance-based awards (50%) and 50% time-based awards (50%).RSU awards. The performance-based RSUs may be earned in amounts ranging from 0% to 150%200% of the target award, based on the Company’s level of achievement of performance goals relating to (i) cumulative EPS (50%measured in three one-year periods (60% weighting) and (ii) cumulative EPStotal stockholder return (“TSR”) relative to the peer group (50%(40% weighting) for the three-year period ending December 31, 2022.2023. The time-based RSUs vestCompensation Committee set the metrics for the first one-year period of EPS performance (2021) at grant, the second one-year period of EPS performance (2022) on February 3, 2022, and the third one-year period of EPS performance (2023) in March 2023, subjectFebruary 2023. EPS is an important metric to determine the operating performance of the Company. The Company discloses the financial hurdles associated with these metrics in the proxy statement for the year in which the final performance is determined. Other equity awards were made to the executive’s continued employment with the Company. Mr. Helm declined to participateNEOs which are included in the Company’s 2020 annual2022 Outstanding Equity Awards at Fiscal Year-End Table”.
As noted in “2022 Say on Pay Vote and Stockholder Engagement” above, the Compensation Committee is changing its equity grant practices to utilize three-year metrics instead of NEO3 one-year metrics in long-term equity awards, and instead received a grantto set the metrics at the original date of time-based RSU’s in June 2020 with a grant date fair value of $65,000 that was consistent with grants made to the Company’s non-employee directors.


New Hire Sign-On Bonuses and Buy-Out Equity Awards
As part of our efforts to build out the senior management team and to attract and retain top executive talent – onegrant. All of the components of our new strategic plan – we have provided in certain instances sign-on bonuses and buy-out2021 equity awards for new hires. New hire sign-on bonuses or buy-out equity awards are an effective means of making up for compensation opportunities executives forfeit when they leave a former employer to join the Company. We require named executive officers to return all or a portion of their sign-on bonus if, within a certain period of time after joining us, they voluntarily leave the Company or are involuntarily terminated by the Company for cause. New hire equity awards are used to incentivize executives to join without impacting annual peer-based compensation levels. These awards are subject to a time-based vesting periodthe Company’s Recoupment and such other terms and conditions as the Compensation Committee determines.
On January 24, 2021, Mr. Holmes was appointed CEO and President of the Company and a member of the Board of Directors. An experienced financial services leader, Mr. Holmes previously spent over 30 years at JPMorgan Chase & Co. and predecessor firms, including serving as Global Head of Corporate Client Banking and Specialized Industries from 2011 until 2020. Consistent with our philosophy above, the Compensation Committee awarded to Mr. Holmes (1) a sign-on bonus of $2,500,000, which is subject to repayment in the event his employment is terminated by the Company for cause, or due to his resignation (other than for good reason), prior to the first anniversary of the effective date of his appointment, and (2) a one-time grant of 233,755 time-based RSUs (having a grant date value of $14,500,000), which cliff vest on the third anniversary of the grant date. The Compensation Committee believed that this bonus and equity award was necessary and appropriate to compensate Mr. Holmes for forgone awards at his previous employer and were critical to attracting a talented, top quality CEO with the abilities needed to execute on our new strategic plan, and encourage both retention and alignment with stockholders.
Effective January 22, 2021, Mr. Storms was appointed Executive Vice President and Chief Risk Officer of the Company. In connection with his hiring by the Company, the Compensation Committee provided to Mr. Storm a sign-on bonus of $250,000, which is subject to repayment in the event he terminates his employment prior to first the anniversary of the effective date of his appointment. The Compensation Committee believed that this sign-on bonus was necessary and appropriate to encourage Mr. Storm to join the Company.
Effective October 15, 2021, Ms. Alvarado was appointed Executive Vice President, Chief Legal Officer and Corporate Secretary of the Company. Most recently, Ms. Alvarado was global general counsel and a member of the executive team of FirstCash, Inc., a Fort Worth-based consumer financial services and retail companyForfeiture Policy, and the leading international operator of pawn stores (GC since 2015, and at FirstCash since 2011).
TCBI 2022|Notice of Annual Meeting and Proxy Statement 60

star.jpg
Executive Compensation
In connection with her hiring by the Company, the Compensation Committee provided to Ms. Alvarado (1) a guaranteed, first-year minimum bonus of $440,000 to be paid in the first quarter of 2022 (with other NEO bonus payments); and (2) a grant of 20,678 time-based RSUs, with a grant date value of $1,300,000 and a four-year proratedshares received upon vesting period. The Compensation Committee believed that this guaranteed bonus and equity award were necessary and appropriate to encourage Ms. Alvarado to join the Company.
These bonuses and equity awards are included in the 2021 compensation tables below as applicable. These executives are subject to stock ownership guidelines and anthe Company’s equity hold requirement.requirements for executives.


Perquisites and Other Compensation
The Compensation Committee intentionally limitedlimits perquisites to ourthe executive officers. WeThe Company may pay for relocation-related services for ourcertain of its executives, including temporary housing, moving expenses, and home purchase closing expenses. During 2021, the Company provided Ms. Anderson for club dues incurred by herexpenses, and provided a car allowance.use of corporate-provided aircraft in accordance with an aircraft use policy. Beginning in 2022, the Company will not reimbursestopped reimbursing executive officers for club dues or provideand ceased providing a car allowance. See “Additional Information Concerning Executive Compensation” below. In general, executive benefits make up a very small percentage of total compensation (less than 1%) for the NEOs. The Company does not gross-up payments to cover personal income taxes that may pertain to any of the executive benefits. The Compensation” below. Committee reviews these arrangements regularly to assure they continue to fulfill business needs.


TCBI 2023|Notice of Annual Meeting and Proxy Statement 72

tcbi-20230308_g2.jpg
Executive Compensation
5Risk Management and Accountability
OurThe Company’s executive compensation program reinforces effective risk management through risk-balancing features that discourage and mitigate excessive risk-taking, and an accountability framework that, under defined conditions, enables the forfeiture or recovery of compensation in the event named executives’ actions, or inactions, result in specified types of negative outcomes for ourthe Company.
Risk-Balancing Features
To discourage imprudent risk-taking, the Company embedded risk-balancing features throughout ourits compensation program for 2021.2022.
Pay ElementRisk-Balancing Features
Base Salary
• Salaries are a form of fixed compensation
• Promotes retention of named executives by providing a basic level of compensation
Cash Bonus / Short-Term Incentive
• Cash bonus represents minority of variable compensation
20212022 target award opportunity of 200% of base salary (maximum 300%) for Mr. HolmesCEO with lower opportunities for other executivesNEOs, with maximum payout of 150% of target
• Award level based on achievement of financial and non-financial performance objectives, including risk outcomes
• Subject to recovery under the Company'sCompany’s Recoupment and Forfeiture Policy
Long-Term Equity
• Majority of variable compensation in long-term equity
• Retirement does not trigger acceleration of payment from the original payment schedule
• Shares are subject to a robust holding requirement
• Executive officers are prohibited from pledging Company stock in connection with a margin or similar loan and from entering into derivative/hedging transactions involving Company stock
• No dividend equivalents are paid or accrued on unvested RSUs
• Subject to forfeiture or recovery as described under the Company'sCompany’s Recoupment and Forfeiture Policy
Performance-Based RSUs
• Long-term, three-year performance period, with cliff vesting
• Upside compensation capped, with upside leverage of 200% of target for NEOs
With respect to the 2022 PRSU, if the Company’s TSR over the performance period is negative, then the payout for that portion of the award shall not exceed 100% of the target shares
• Subject to downward adjustment by Compensation Committee under a wide variety of circumstances
Time-Based RSUs• Promotes retention of NEOs by providing shares subject to time-based vesting
TCBI 2022|Notice of Annual Meeting and Proxy Statement 61

star.jpg
Executive Compensation
Additional information on ourthe Company’s stock ownership and hold requirements and anti-hedging / anti-pledging policies are included under “Executive Stock Ownership Guidelines” and “Prohibition on Hedging and Pledging” below.


Compensation Risk Assessment
The Compensation Committee regularly reviews all compensation plans to identify whether any of the Company’s or the Bank’s compensatory policies or practices incent behavior that creates excessive or unnecessary risk to the Company. The Compensation Committee receives regular updates from management to ensure that the current compensation programs do not create imprudent or excessive risk. Furthermore, periodically, the Compensation Committee conducts a risk assessment with the assistance of its independent compensation consultant. Based on the results of these reviews, the Compensation Committee determined that ourthe Company’s compensation program does not create risks that are reasonably likely to have a material adverse effect on the Company.
TCBI 2023|Notice of Annual Meeting and Proxy Statement 73

tcbi-20230308_g2.jpg
Executive Compensation
Recoupment of Incentive Compensation
The Board recently adopted in 2022, and amended and expanded in 2023, an enhanced recoupment and forfeiture policy providing that incentive compensation payable to ourthe Company’s executive officers and certain other executives under certain of the Company’s incentive compensation arrangements will be subject to recoupment and/or cancellation by the Company if, in the year such compensation is paid, or within four years thereafter, the Company (i) is required to prepare a financial restatement due in whole or in part to the gross negligence, intentional misconduct or fraud by a present or former employee, (ii) restates any of its financial statements due to a material financial reporting violation under applicable securities laws, or (iii) suffers extraordinary financial loss, reputational damage or similar adverse impact resulting of or from actions taken or decisions made by the employee.employee, or (iv) ascertains an act or omission of a covered employee that constitutes a violation of a Company policy or a non-competition, non-solicitation or other restrictive covenant. The repayment obligation or forfeiture right applies to the extent repayment is required by applicable law, or to the extent the executive’s compensation is determined to be in excess of the amount that would have been payable taking into account any restatement or correction. The Compensation Committee has the sole discretion to determine whether an executive’s actions have or have not met any particular standard of conduct under law or Company policy, and whether recovery of incentive compensation should be pursued. The recoupment (including if the impacted individual fails to timely pay), may be effectuated through the reduction or forfeiture of awards, cancellation of one or more awards in their entirety, the return of paid-out cash or the proceeds from the sale of exercised or released shares, adjustments to future incentive compensation opportunities or any future bonus payment which would have otherwise been payable, any salary payments or other remuneration which are due or would otherwise have been payable.


Executive Stock Ownership Guidelines
OurThe Company’s Corporate Governance Guidelines include stock ownership guidelines for the CEO and the other NEOs to further align their interests with the long-term interests of stockholders. NEOs areThe CEO is expected to beneficially own common stock having a value of at least threesix times theirhis or her base compensation (five(four times for the CEO) andother NEOs). Such executives may not dispose of any shares of the Company’s common stock unless they own, and will continue to own, common stock at that level. UnvestedIn addition, beginning in 2022, senior executives who are not NEOs have a 3x base salary ownership guideline. The types of securities that count toward the required ownership guideline include only (i) shares of common stock owned outright, whether individually or through beneficial ownership in a trust or entity, (ii) vested or unvested time-based RSUs, and (iii) to the extent vested, restricted stock, restricted stock units, stock options and stock appreciation rights and performance-based RSUs based upon, payable in, or otherwise related to, common stock that are not includedawarded under a Company incentive compensation plan which fluctuate in an executive’svalue based upon the market price of common stock, until such time as they are forfeited, converted into a cash payment or their cash value becomes fixed. As of the computation date, December 31, 2022, only Mr. Holmes, the Company’s President and CEO, had attained the minimum stock ownership for purposes of this policy.levels based on holdings.


Prohibition on Hedging and Pledging
All Company directors, officers and employees are prohibited from purchasing any financial instrument that is designed to hedge or offset any decrease in the market value of Company securities, and from participating in derivative or speculative transactions with respect to Company securities, including but not limited to prepaid variable forward contracts, collars, equity swaps, exchange funds, puts, calls and other derivative instruments. All directors, officers and employees are also prohibited from participating in short sales of the Company’s securities.
TCBI 2022|Notice of Annual Meeting and Proxy Statement 62

star.jpg
Executive Compensation
Directors and officers who are reporting persons under Section 16 of the Exchange Act, and such additional employees as may be designated by the Governance and Nominating Committee, are prohibited from holding Company securities in a margin account or otherwise pledging Company securities as collateral for a loan.

TCBI 2023|Notice of Annual Meeting and Proxy Statement 74

tcbi-20230308_g2.jpg
Executive Compensation
Conclusion
The Compensation Committee believes that the 20212022 compensation decisions for ourthe Company’s named executive officers were reasonable and appropriate and consistent with ourthe Company’s compensation principles.

Compensation Governance Best Practices
The Compensation Committee and management periodically review the compensation and benefit programs for ourthe NEOs and other employees to ensure alignment with ourCompany’s and the Compensation Committee’s philosophy and objectives. Accordingly, the Company adopted a number of practices over the last several years that are responsive to stockholder feedback and align with market-recognized best practices:
What We DoGovernance Practices
üPay for performance, including using a high percentage of performance stock units for the annual equity grant to align interests with stockholders
üProvide a significant proportion of NEO compensation in the form of performance-based compensation
üUse an appropriate comparator group when establishing compensation, which group is evaluated annually to ensure it remains appropriate
üOngoing engagement with our stockholders to receive their feedback on business, governance and compensation matters
üMaintain robust anti-hedging and anti-pledging policies
üBalance short- and long-term incentives, aligning long-term incentives with future performance and stockholder returns
üInclude caps on individual payouts in incentive plans
üMaintain a recoupment and forfeiture policy, which can be triggered by a financial restatement and other individual or corporate behavior
üMaintain stock ownership guidelines requiring CEO to hold 5x6x base salary (3x(4x for other NEOs)
üApply double-trigger vesting in the event of a change in control in our long-term equity awards (i.e., participant must terminate after the event to receive benefits)
ü
Conduct an annual say-on-pay”say on pay” advisory vote for stockholders
ü100% independent directors on ourthe Compensation Committee
üUse an independent executive compensation consultant reporting to the Compensation Committee
üReview executive compensation consultant and advisors for independence and performance
What We Don’t DoPractices Avoided
X
No change in control excise tax gross-up” agreements
XNo excessive perquisites
X
No tax gross-ups” for perquisites, except for relocation benefits
XNo stock option repricing, reloads or exchange without stockholder approval
XNo dividend equivalents paid or accrued on unvested equity awards
XNo excessive risk-taking in our compensation programs
In addition to maintaining good corporate governance, we havethe Company has designed ourthe annual incentive plan and long-term incentive plan to be aligned with best practices that mitigate against excessive risk. See “Compensation Risk Assessment”.
TCBI 20222023|Notice of Annual Meeting and Proxy Statement 6375

tcbi-20230308_g2.jpg
Executive Compensation
Board'sBoards Role in Human Capital Management and Talent Development
The Board believes that human capital management and talent development are vital to the Company'sCompany’s continued success. They are integral elements of ourthe Company’s strategic framework and we strivethe Company strives to create a diverse and inclusive workplace with meaningful opportunities that will attract and retain the best and brightest in a historically competitive talent landscape.


OurThe Board’s involvement in leadership development and succession planning is systematic and ongoing, and the Board provides input on important decisions in each of these areas. The Board has primary responsibility for succession planning for the CEO and oversight of other executive officer positions. The Governance and Nominating Committee oversees the development of the process and protocols regarding succession plans for the CEO, and annually reviews these protocols. To assist the Board, the CEO annually provides the Board with an assessment of senior managers and their potential to succeed to the position of CEO, developed in consultation with the Chairman and the Chair of the Governance and Nominating Committee. The Board meets regularly with high-potential executives, both in small group and one-on-one settings. During 2021, the Board oversaw the appointment of a new CEO and appointments of several direct reports of the CEO, including four female executives, one of which is racially/ethnically diverse, demonstrating ourthe firm’s focus on building a highly skilled and diverse executive team that brings a broad array of opinions and perspectives that are reflective of ourthe business. During 2022, the Board oversaw the appointment of key leadership, including Mr. Cummings, as chief administrative officer. In addition, the Board reviewed and discussed the talent planning process with management as well as the succession plan for the entire operating committee.


With respect to the broader organization, ourthe Board is actively engaged in the oversight of ourthe corporate culture and is continuously focused on developing a culture that is aligned with ourthe Company’s long-term strategy. This includes reinforcing a set of behaviors throughout the Company that we thinkmanagement thinks are critical to empower performance, including voicing opinions fearlessly, raising the bar on talent and diversity and acting with integrity. In addition, the Board and its applicable Committees regularly engage with employees at all levels of the organization to provide oversight on a broad range of other human capital management topics, including talent attraction and retention, diversity, equity and inclusion, health and safety, training and development and compensation and benefits. Employee feedback is considered in designing and evaluating employee programs and benefits and in monitoring current practices for potential areas of improvement.


Additional Information Concerning Executive Compensation
Other Benefits
Retirement Savings Opportunity. All employees may participate in ourthe Company’s 401(k) Retirement Savings Plan (the “401(k) Plan”). Each employee may make before-tax contributions of up to 85% of their eligible compensation, subject to current Internal Revenue Service limits. We provide theThe Company provides a 401(k) Plan to help our employees save some amount of their cash compensation for retirement in a tax efficient manner. Since 2006, we havethe Company has matched contributions made by our employees to the 401(k) Plan based upon a formula that considers the amount contributed by the respective employee, with a vesting scheduled based upon the employee’s tenure with the Company. The matching contributions for each NEO are set forth in the “20212022 All Other Compensation TableTable”. We doThe Company does not provide an option for our employees to invest in our common stock through the 401(k) Plan. We haveThe Company has not historically provided any retirement plans, such as defined benefit, defined contribution, supplemental executive retirement benefits, retiree medical or deferred compensation plans requiring mandatory Company contributions, to our employees or the NEOs, other than the 401(k) Plan and the Nonqualified Deferred Compensation Plan described below.
Nonqualified Deferred Compensation Plan. Plan. The Company offers a nonqualified deferred compensation plan for our executives and key members of management to assist us in attracting and retaining these individuals. See “20212022 Nonqualified Deferred Compensation Table” for additional information about this plan.
Severance Benefits. Benefits. Senior and Key executives of the Company who do not have employment agreements providing for severance, including ourthe NEOs, are eligible for severance benefits in the event of a termination not for cause under ourthe Executive Severance Plan, and for change in control severance benefits in the event of a termination not for cause or for good reason following a change in control under our Executive Change-
TCBI 20222023|Notice of Annual Meeting and Proxy Statement 6476

tcbi-20230308_g2.jpg
Executive Compensation
in-Controlof a termination not for cause or for good reason following a change in control under the Executive Change-in-Control Plan. See “20212022 Potential Payments Upon Termination or Change in Control Table” for additional information about these plans.
Health and Welfare Benefits.Benefits. All full-time employees, including ourthe NEOs, may participate in ourthe Company’s health and welfare benefit programs, including medical, dental and vision care coverage, disability insurance and life insurance. We provideThe Company provides these benefits to meet the health and welfare needs of employees and their families.
Employment AgreementsAgreement
The Company entered into an Executive Employment Agreement with Mr. Holmes (the “Holmes Agreement”) effective January 24, 2021. The Holmes Agreement hasagreement had an initial term of three years and thereafter automatically renews for successive one-year terms, unless notice of non-renewal is given by either party in accordance with the agreement.
The Company entered into an Amended and Restated Executive Employment Agreement with Mr. Holmes dated January 23, 2023 (the “Amended Holmes Agreement”). The Amended Holmes Agreement is substantially similar to the original agreement except that it has a new initial term of four years (i.e., through January 2027) and thereafter automatically renews for successive one-year terms, unless notice of non-renewal is given by either party in accordance with the agreement. For each year of the term, Mr. Holmes’ compensation will include annual base salary of $1,000,000, an annual target cash incentive opportunity of not less than 200% of base salary, and an annual target long-term incentive award opportunity equal to 350% of base salary. In addition, withinWithin 30 days following the effective date of the original agreement, Mr. Holmes received a one-time lump-sum cash payment in the amount of $2,500,000, which was subject to repayment in the event his employment was terminated by the Company for cause or due to his resignation other than for good reason prior to the first anniversary of the effective date, and a one-time grant of 233,755 time-based RSUs, which will vest on the third anniversary of the grant date.
The Amended Holmes Agreement terminates upon the executive’s death or disability, upon the executive’s voluntary termination of employment or upon the executive’s termination for cause. “Cause” as defined in the Holmes Agreement includes: (1) theft, embezzlement, fraud or dishonesty; (2) willful or material misrepresentation that relates to the Company or has a material adverse effect on the Company; (3) willful misconduct or gross negligence that is injurious to the Company, including violation of any laws; (4) violation of fiduciary duties; (5) conviction of a felony or crime of moral turpitude; (6) material or repeated violation of the Company’s policies; (7) willful failure to perform duties and responsibilities; (8) failure or refusal to follow the lawful directives of the Company; (9) a material breach of agreement; or (10) unlawful use of or possession of illegal drugs on Company premises or while performing duties.
If Mr. Holmes’ employment is terminated by the Company without cause or by non-renewal, or by Mr. Holmes for “good reason”,reason,” Mr. Holmes would be entitled to a cash payment equal to 24 months’ base salary, a cash payment equal to 2 times his target annual incentive as defined in the Holmes Agreement and continued medical insurance benefits for 24 months following termination. “Good reason” is defined as (1) a material diminution in position, authority, duties or responsibility; (2) a change of employment location which is more than 35 miles from the Company’s current executive offices; (3) a reduction in salary or incentive opportunity; or (4) the Company’s material breach of agreement.
If in connection with a “change-in-control” of the Company as defined in the Holmes Agreement, Mr. Holmes’ employment is terminated other than for cause, death, or disability or by executive for good reason within a period of two years following the change-in-control, Mr. Holmes would be entitled to a cash payment equal to 3 times his base salary and a cash payment equal to 3 times his target annual incentive.
As a means of providing protection to the Company’s stockholders, under certain adverse conditions such as dissolution, bankruptcy or a distressed sale of the Company’s assets or stock for the purpose of avoiding a bankruptcy proceeding or at the recommendation of regulatory authorities, the Amended Holmes Agreement provides that the above described payments will not occur, except for the cash payments described above that would be owing upon Mr. Holmes’sHolmes’ voluntary termination of employment.
TCBI 2023|Notice of Annual Meeting and Proxy Statement 77

tcbi-20230308_g2.jpg
Executive Compensation
The Holmes Amended Agreement contains other terms and conditions, including non-competition and non-solicitation provisions, confidentiality obligations and restrictions on Mr. Holmes’ ability to be involved with a competing bank or company with a place of business in a location in which the Company is then engaged.
The Company entered into an Amended and Restated Executive Employment Agreement with Ms. Anderson effective July 1, 2017 (the “Anderson Agreement”), which had an 18-month initial term and automatically renews for successive one-year terms unless earlier terminated. The Anderson Agreement terminated as of December 31, 2021. The Anderson Agreement contains other terms and conditions, including non-competition and non-solicitation provisions, confidentiality obligations and restrictions on Ms. Anderson’s ability to be
TCBI 2022|Notice of Annual Meeting and Proxy Statement 65

star.jpg
Executive Compensation
involved with a competing state or national bank or company providing similar services with a place of business in Texas during her employment and for the one-year period following her termination or resignation.

Tax Implications of Executive Compensation
Although deductibility of compensation is preferred, tax deductibility is not a primary objective of ourthe compensation programs. We believeThe Company believes that achieving ourits compensation objectives set forth above is more important than the benefit of tax deductibility and we reservethe Company reserves the right to maintain flexibility in how we compensate our executive officers,it compensates NEOs, even if it may result in limiting the deductibility of amounts of compensation from time to time.


Compensation Committee Report
The Compensation and Human Capital Committee reviewed and discussed the Compensation Discussion and Analysis that is required by the SEC rules with the Company'sCompany’s management. Based on such review and discussions, the Compensation and Human Capital Committee recommended to the Company'sCompany’s board of directors that the Compensation Discussion and Analysis be included in the Company'sCompany’s Proxy Statement.
This report is submitted by the Compensation and Human Capital Committee of the board of directors of Texas Capital Bancshares, Inc.
Dated: February 3, 20229, 2023Dale W. Tremblay, Chair
David S. Huntley
Elysia Holt Ragusa
Steven P. Rosenberg


TCBI 20222023|Notice of Annual Meeting and Proxy Statement 6678

tcbi-20230308_g2.jpg
Executive Compensation
COMPENSATION TABLES
20212022 Summary Compensation Table*
Non-Equity Incentive
Plan Compensation
Name and Principal PositionYearSalaryBonus
(A)
Stock
Awards
(B)
Annual
Incentive
Plan
Compen-
sation
(C)
Long-Term
Incentive Plan
Compen-sation
(D)
All Other
Compen-
sation
(E)
Total
Rob C. Holmes2021$937,500 $2,500,000 $17,179,310 $3,000,000 $— $6,150 $23,622,960 
President and CEO of the Company
and Texas Capital Bank
Larry L. Helm2021368,269 — 750,056 — — 78,233 1,196,558 
Chairman of the Company and Texas2020600,000 — 65,018 — — 269,600 934,618 
Capital Bank
Julie L. Anderson2021512,500 — 502,471 508,400 — 29,915 1,553,286 
CFO of the Company and Texas2020510,417 — 747,272 265,875 14,453 56,302 1,594,319 
Capital Bank2019496,667 — 575,058 530,000 72,801 24,685 1,699,211 
Tim J. Storms2021423,750 250,000 414,535 573,750 — 12,225 1,674,260 
CRO of the Company and Texas
Capital Bank
Anna M. Alvarado2021120,909 440,000 1,300,026 — — — 1,860,935 
Chief Legal Officer and Secretary of the
Company and Texas Capital Bank
Non-Equity
Incentive
Plan
Compensation
Name and Principal Position (A)YearSalaryBonus
(B)
Stock
Awards
(C)
Annual
Incentive
Plan Compen-sation
(D)
Long-Term
Incentive
Plan Compen-sation
(E)
All Other
Compen-
sation
(F)
Total
Rob C. Holmes2022$1,000,000 $— $4,039,976 $3,000,000 $— $12,500 $8,052,476 
President & CEO of the Company2021937,500 2,500,000 17,179,310 3,000,000 — 6,150 23,622,960 
and Texas Capital Bank
J. Matthew Scurlock2022500,000 — 427,937 406,000 13,616 15,250 1,362,803 
EVP & CFO of the Company and
Texas Capital Bank
John W. Cummings2022471,591 770,000 330,010 551,000 — 12,505 2,135,106 
EVP & CAO of the Company and
Texas Capital Bank
Tim J. Storms2022512,500 — 634,186 548,100 — 18,300 1,713,086 
EVP & CRO of the Company2021423,750 250,000 414,535 573,750 — 12,225 1,674,260 
and Texas Capital Bank
Anna M. Alvarado2022570,000 — 487,818 483,360 — 12,825 1,554,003 
EVP, CLO and Secretary of the2021120,909 440,000 1,300,026 — — — 1,860,935 
Company and Texas Capital Bank
*Columns for which no amounts are reported have been deleted.
(A)Principal position as of December 31, 2022. Mr. Holmes was elected President and Chief Executive Officer effective January 25, 2021; Mr. Scurlock was elected EVP and CFO effective January 1, 2022; Mr. Cummings was elected EVP & CAO effective October 18, 2022; Mr. Storms was elected EVP and CRO effective February 22, 2021; and Ms. Alvarado was elected EVP, CLO and Secretary effective October 19, 2021.
(B)For Mr. Holmes and Mr. Storms, consists of a one-time bonus payment pursuant to the terms of their Employment Agreement andCummings, his offer letter respectively, which are subject to repayment under certain circumstances if their employment terminates during the first year of employment. For Ms. Alvarado, consists ofprovided for a minimum guaranteed incentive (bonus) payment pursuantsign-on bonus in 2022 in the amount indicated to the terms of her offer letter.replace lost bonus opportunities from his former employer.
(B)(C)Amounts represent the aggregate grant date fair value of performance- and time-based RSUs, determined in accordance with ASC 718. With respect to the 20212022 NEO equity awards granted to Mr. Holmes, Ms. Anderson andMr. Scurlock, Mr. Storms and Ms. Alvarado on February 8, 2022, 50% of the award was granted on February 26, 2021 and is time-based with cliffannual vesting over a three-year period, and 50% of the award is performance-based with vesting occurring on February 26, 2024, 30%the first administratively practicable day following determination by the Compensation Committee that certain performance targets were achieved over a three-year period ending December 31, 2024. The amounts presented for the performance-based portion of the 2022 NEO equity awards reflect the value of the award at target based on the probable outcome of the performance targets determined as of the grant date. The value of the performance-based portion of the 2022 NEO awards for each NEO at the grant date assuming that the highest levels of performance targets are achieved is as follows: Mr. Holmes $3,986,320, Mr. Scurlock $455,802, Mr. Storms $626,658, and Ms. Alvarado $519,506. See the “2022 Grants of Plan-Based Awards Table” and the “2022 Outstanding Equity Awards at Fiscal Year-End Table” below and applicable stock compensation disclosures in the Company’s Annual Report on Form 10-K for more information. With respect to the 2021 NEO equity awards granted to Mr. Holmes and Mr. Storms, 60% of the award was granted on June 16, 2021 (with respect to TSR over the performance period and the Company’s EPS for 2021) and was included in compensation for 2021. Another 20% of the award was granted on February 3, 2022 with respect to the Company’s EPS for 2022 and is performance-based with vesting occurring on the first administratively practicable day following determination by the Compensation and Human Capital Committee that certain performance targets were achieved over a three-year period ending December 31, 2023. The amounts presented in the table above for the 30% performance-basedthis 20% portion of the 2021 awards reflect the value of the award at target based on the probable outcome of the performance targets determined as of the grant date. The value of the 30%this 20% performance-based portion of the 2021 awards for each NEO at the grant date assuming that the highest levels of performance targets are achieved is as follows: Mr. Holmes $1,872,980, Ms. Anderson $315,333,$593,600 and Mr. Storms $288,963.$91,632. The remaining 20% of the 2021 NEO awards areis not included in the table above, as the performance objectives for these awards havewere not been
TCBI 2023|Notice of Annual Meeting and Proxy Statement 79

tcbi-20230308_g2.jpg
Executive Compensation
set during 2022 and, in accordance with ASC 718, grants for which performance objectives have not been set do not have a reportable grant date fair value.
Amount for Mr. Holmes also includes a February 1, 2021 grant of time-based RSUs that will cliff vest on February 1, 2024. Amount for Ms. Anderson also includes a June 1, 2021 grant of time-based RSUs that will vest as to one-third of the total shares on each of the first three anniversaries of the date of grant. Amount for Ms. Alvarado includes a November 5, 2021 grant of time-based RSUs that will vest as to one-fourth of the total shares on each of the first four anniversaries of the date of grant.
(C)(D)Amounts represent payouts for 2022 under ourthe Company’s annual incentive (cash bonus) program. For further details of the targets and performance related to the payout of these amounts, refer to the “Pay Practices” section of the “Compensation Discussion and Analysis.Analysis.
(D)Amounts represent payouts(E)Amount represents payout related to cash-settled units. In 2015 and 2016, Ms. Anderson2018, Mr. Scurlock was awarded an annuala grant of cash-settled stock units that provide for annual vesting in equal amounts over a four-year period.the final tranche of which vested during 2022. None of the NEOs have any additional cash-settled awards outstanding.
(E)(F)    See additional description in the “20212022 All Other Compensation Table”.
2022 All Other Compensation Table
NameYearPerquisites and Other Personal Benefits
(A)
Company
Contributions to
401(k) Plans
Company
Contributions to
Nonqualified Deferred
Compensation Plans
Total
Rob C. Holmes2022$— $12,500 $— $12,500 
J. Matthew Scurlock2022— 15,250 — 15,250 
John W. Cummings2022— 12,505 — 12,505 
Tim J. Storms2022— 18,300 — 18,300 
Anna M. Alvarado2022— 12,825 — 12,825 
(A)While Company-provided aircraft are generally used for Company business related purposes only, there is occasional personal use. During 2022, in accordance with our aircraft use policy, Mr. Holmes used Company-provided aircraft for business travel, and for personal travel for which he reimbursed the Company for the incremental cost of the trip. The incremental cost was determined using a method that takes into account the variable costs such aircraft fuel charges, taxes and catering. In addition, if a Company aircraft flight is already scheduled for business purposes and can accommodate additional passengers, NEOs and their spouse/guests may join that flight for personal travel. The Company does not gross-up payments to cover personal income taxes that may pertain to any of the executives' benefits. Perquisites and personal benefits were excluded for all of the NEOs to the extent that the total value of all perquisites and personal benefits for an NEO was less than $10,000. In addition, the table does not include any amounts for personal benefits provided to any of the NEOs for which the Company believes there is no aggregate incremental cost to us, including use of tickets for certain sporting events.
TCBI 20222023|Notice of Annual Meeting and Proxy Statement 6780

tcbi-20230308_g2.jpg
Executive Compensation
2021 All Other Compensation Table
NameYearPerquisites and Other Personal Benefits
(A)
Company
Contributions to
401(k) Plans
Company
Contributions to
Nonqualified Deferred
Compensation Plans
Total
Rob C. Holmes2021$— $6,150 $— $6,150 
Larry L. Helm202154,833 23,400 — 78,233 
Julie L. Anderson20212,400 17,265 10,250 29,915 
Tim J. Storms2021— 12,225 — 12,225 
Anna M. Alvarado2021— — — — 
(A)Includes a car allowance of $2,400 for Ms. Anderson and non-employee director compensation of $54,833 earned by Mr. Helm once he resumed his status as non-executive chairman of the board of directors in May 2021. The non-employee director compensation earned by Mr. Helm is also included in the “2021 Director Compensation Table”.
TCBI 2022|Notice of Annual Meeting and Proxy Statement 68

star.jpg
Executive Compensation
2021 Grants of Plan Based Awards Table*
Estimated Future Payouts
Under Non-Equity Incentive Plan Awards (A)
Estimated Future Payouts
Under Equity Incentive Plan
Awards (B)
Estimated Future Payouts
Under Non-Equity Incentive Plan Awards (A)
Estimated Future Payouts
Under Equity Incentive Plan
Awards (B)
All Other
Stock Awards:
Number of
Shares of Stock
or Units
Grant Date
Fair Value
of Stock
and Option
Awards
NameNameGrant
Date
ThresholdTargetMaximumThresholdTargetMaximumAll Other
Stock Awards:
Number of
Shares of Stock
or Units
Grant Date
Fair Value
of Stock
and Option
Awards
NameGrant
Date
ThresholdTargetMaximumThresholdTargetMaximum
Rob C. HolmesRob C. Holmes2/1/2021(C)$— $— $— — — — 233,755 $14,492,810 Rob C. Holmes2/8/2022(C)$— $— $— — — — 24,662 $1,750,016 
2/26/2021(D)— — — — — — 22,966 1,750,009 2/8/2022(D)— — — 12,332 24,663 49,326 — 1,993,160 
6/16/2021— — — 6,890 13,780 27,560 — 936,491 2/3/2022(E)2,297 4,593 9,186 296,800 
N/A500,000 2,000,000 3,000,000 — — — — — N/A500,000 2,000,000 3,000,000 — — — — — 
Larry L. Helm4/20/2021(E)— — — — — — 11,705 750,056 
Julie L. Anderson2/26/2021(D)— — — — — — 3,868 294,742 
J. Matthew ScurlockJ. Matthew Scurlock2/8/2022(C)— — — — — — 2,819 200,036 
6/1/2021(F)— — — — — — 720 50,062 2/8/2022(D)— — — 1,410 2,820 5,640 — 227,901 
6/16/2021— — — 1,161 2,320 4,640 — 157,667 N/A87,500 350,000 525,000 — — — — — 
John W. CummingsJohn W. Cummings2/1/2022(F)— — — — — — 5,175 330,010 
N/A102,500 410,000 615,000 — — — — — N/A118,750 475,000 712,500 
Tim J. StormsTim J. Storms2/26/2021(D)— — — — — — 3,544 270,053 Tim J. Storms2/8/2022(C)— — — — — — 3,876 275,041 
6/16/2021— — — 1,063 2,126 4,252 — 144,482 2/8/2022(D)— — — 1,939 3,877 7,754 — 313,329 
N/A95,625 382,500 573,750 — — — — 2/3/2022(E)355 709 1,418 45,816 
N/A118,125 472,500 708,750 — — — — 
Anna M. AlvaradoAnna M. Alvarado11/5/2021(G)— — — — — — 20,678 1,300,026 Anna M. Alvarado2/8/2022(C)— — — — — — 3,214 228,065 
N/A— — — — — — — — 2/8/2022(D)— — — 1,607 3,214 6,428 — 259,753 
N/A114,000 456,000 684,000 — — — — — 
*Columns for which no amounts are reported have been deleted.
(A)Amounts represent potential payments under ourthe Company’s annual incentive (cash bonus) program. The actual amount earned in 2021for 2022 was paid in February 20222023 and is shown in the “Non-Equity Incentive Plan Compensation”Compensation – Annual Incentive Compensation Plan” column of the “20212022 Summary Compensation Table.See the Pay Practices” section of the “Compensation Discussion and Analysis” for more information regarding our 2021the 2022 annual incentive program.
(B)Amounts represent awards of performance-based RSUs made under the 20152022 Plan that will vest based upon the Company’s achievement of certain performance measures, subject to the NEO’s continued employment by the Company over a three-year period ending December 31, 2024. Based on the defined objectives of the awards the NEO has the opportunity to vest between 0% and 200% of the RSUs. The grant date fair value reflects the value of the award at target based on the probable outcome of the performance measures determined as of the grant date in accordance with ASC 718 and pursuant to the 2022 Plan. See Note (C) to the “2022 Summary Compensation Table” and the “Pay Practices” section of the “Compensation Discussion and Analysis” for more information regarding 2022 grants of performance-based RSUs. For Mr. Holmes and Mr. Storms, amounts also include the grant of performance-based RSUs as part of the 2021 NEO equity awards (relating to the 2022 EPS component) for which the performance metrics were established on February 3, 2022, and that will vest based upon the Company’s achievement of certain performance measures, subject to the NEO’s continued employment by the Company over a three-year period ending December 31, 2023. Based on the defined objectives of the awards the NEO has the opportunity to vest between 0% and 200% of the RSUs. The grant date fair value reflects the value of the award at target based on the probable outcome of the performance measures determined as of the grant date in accordance with ASC 718 and pursuant to the 20152022 Plan. See Note (B) to the(E) below andAdditional Performance Awards Outstanding - 2021 Summary Compensation Table” and the “Pay Practices” sectionGrants of the “Compensation Discussion and Analysis” for more information regarding our 2021 grants of RSUs. As is noted in Note (B) to the “2021 Summary Compensation Table”, the amounts presented above do not include the 20% portion of the 2021 NEO performance-based awards for which performance objectives have not been set.Long-Term Equity Awards” above.
(C)Amount represents award of time-based RSUs made under the 20152022 Plan with a grant date fair value of $62.00$70.96 that will vest ratably on each of the three anniversaries of the grant date.
(D)Amount represents award of performance-based RSUs made under the 2022 Plan with a weighted average grant date fair value of $80.82 that will cliff vest on the third anniversary of the grant date.
(D)(E)Amount represents a portion of the 2021 award of performance-based RSUs made under the 2015 Plan relating to the EPS component for the 2022 performance year with a grant date fair value of $64.62 that will vest subject to continued employment through December 31, 2023.
(F)Amount represents award of time-based RSUs made under the 2022 Plan with a grant date fair value of $76.20 that will cliff vest on the third anniversary of the grant date.
(E)Amount represents award of RSUs made under the 2015 Plan with a grant date fair value of $64.08 that will cliff vest on the first anniversary of the grant date.
(F)Amount represents awards of RSUs made under the 2015 Plan with a grant date fair value of 69.53$63.77 that will vest as to one-third of the total sharesratably on each of the first three anniversaries of the grant date.
(G)Amount represents awards of RSUs made under the 2015 Plan with a grant date fair value of $62.87 that will vest as to one-fourth of the total shares on each of the first four anniversaries of the grant date.
TCBI 20222023|Notice of Annual Meeting and Proxy Statement 6981

tcbi-20230308_g2.jpg
Executive Compensation
20212022 Outstanding Equity Awards at Fiscal Year-endYear-End Table*
Stock Awards
NameGrant
Date
Number of Shares or Units of Stock That Have Not Vested (A)Market Value of Shares or Units of Stock That Have Not Vested (A)(B)Equity Incentive Plan
Awards: Number of
Unearned Shares, Units or
Other Rights That Have
Not Vested (C)
Equity Incentive Plan
Awards: Market or Payout
Value of Unearned Shares,
Units or Other Rights That
Have Not Vested (B)(C)
Rob C. Holmes6/16/2021— $— 13,780 $830,245 
2/26/202122,966 1,383,702 — — 
2/1/2021233,755 14,083,739 — — 
Larry L. Helm4/20/202111,705 705,226 — — 
Julie L. Anderson6/16/2021— — 2,320 139,780 
6/1/2021720 43,380 — — 
2/26/20213,868 233,047 — — 
6/29/20205,246 316,072 5,246 316,072 
6/29/202015,276 920,379 — — 
2/12/20194,813 289,983 — — 
7/18/2017641 38,620 — — 
Tim J. Storms6/16/2021— — 2,126 128,092 
2/26/20213,544 213,526 — — 
Anna M. Alvarado11/5/202120,678 1,245,850 — — 
Stock Awards
NameGrant
Date
Number of Shares
or Units of Stock That Have Not Vested
(A)
Market Value of Shares or Units of Stock That Have
Not Vested
(A)(B)
Equity Incentive Plan Awards: Number of Unearned Shares, Units or Other Rights That Have Not Vested
(C)
Equity Incentive Plan Awards: Market or Payout Value of Unearned Shares, Units or Other Rights That Have Not Vested (B)(C)
Rob C. Holmes2/8/202224,662 $1,487,365 24,663 $1,487,426 
2/3/2022— — 4,593 277,004 
6/16/2021— — 13,780 831,072 
2/26/202122,426 1,352,512 — — 
2/1/2021228,261 13,766,421 — — 
J. Matthew Scurlock2/8/20222,819 170,014 2,820 170,074 
6/1/2021480 28,949 — — 
2/26/20211,133 68,331 — — 
6/29/20202,012 121,344 — — 
2/11/20201,112 67,065 — — 
2/12/2019419 25,270 — — 
John W. Cummings2/8/20225,175 312,104 — — 
Tim J. Storms2/8/20223,876 233,762 3,877 233,822 
2/3/2022— — 709 42,760 
6/16/2021— — 2,126 128,219 
2/26/20213,544 213,739 — — 
Anna M. Alvarado2/8/20223,214 193,836 3,214 193,836 
11/5/202115,509 935,348 — — 
*Columns for which no amounts are reported have been deleted.
(A)AwardsTime-based RSU awards granted to Mr. Holmes, Mr. Scurlock, Mr. Storms and Ms. Alvarado on February 8, 2022 vest ratably on the first three anniversaries of the grant date. Time-based RSU awards granted to Mr. Cummings on February 1, 2022 vest ratably on the first three anniversaries of the grant date. Time-based RSU awards granted to Mr. Holmes on February 26, 2021 and February 1, 2021 cliff vest on the third anniversaries of the grant date. AwardFor Mr. Holmes, 6,034 RSUs were vested in December 2022, as required to pay FICA taxes on his February 1, 2021 and February 26, 2021 time-based RSU awards, as a result of his becoming retirement eligible and such awards no longer being subject to forfeiture. Time-based RSU awards granted to Mr. Helm on April 20, 2021 cliff vests on the first anniversary of the grant date. Award granted to Ms. AndersonScurlock on June 1, 2021 vest as to one-third of the total sharesratably on each of the first three anniversaries of the grant date. Awards of 3,868 sharesTime-based RSU awards granted to Mr. Scurlock on February 26, 2021, 5,246 shares on June 29,February 11, 2020 and 4,813 shares on February 12, 2019 granted to Ms. Anderson cliff vest ratably on the thirdfirst four anniversaries of the grant date. Award of 15,276 sharesTime-based RSU awards granted to Mr. Scurlock on June 29, 2020 granted to Ms. Anderson vest as to one-half of the shares2/3 on each of the second anniversary, and 1/3 on the third anniversariesanniversary of the grant date. Award granted to Ms. Anderson on July 18, 2017 cliff vest 20% on each of the first five anniversaries of the grant date. AwardTime-based RSU awards granted to Mr. Storms on February 26, 2021 cliff vestsvest on the third anniversary of the grant date. AwardTime-based RSU awards granted to Ms. Alvarado on November 5, 2021 vest as to one-fourth ofratably on the total shares on each of the first four anniversaries of the grant date.
(B)Based on the closing market price of our common stock of $60.25$60.31 on December 31, 2021.30, 2022.
(C)AwardsThe performance-based equity awards granted on February 8, 2022 and the awards granted June 16, 2021 and June 29, 2020 will vest based upon the Company’s achievement of certain performance targets and the executive’s continued employment by the Company over the three-year periods ending December 31, 20232024 and December 31, 2023, respectively. The performance-based equity awards granted on February 3, 2022 respectively. Awardsare part of the 2021 PRSU grant and will vest based upon the Company’s achievement of certain performance targets and the executive’s continued employment by the Company over the three-year period ending December 31, 2023. The PRSU awards are shown at target.
TCBI 2023|Notice of Annual Meeting and Proxy Statement 82

2021
tcbi-20230308_g2.jpg
Executive Compensation
2022 Option Exercises and Stock Vested Table*
Stock AwardsStock Awards
NameNameNumber of Shares
Acquired on Vesting (A)
Value Realized
on Vesting (B)
NameNumber of Shares
Acquired on Vesting (A)
Value Realized
on Vesting (B)
Rob C. HolmesRob C. Holmes$—Rob C. Holmes6,034 $332,292 
Larry L. Helm2,242143,667
Julie L. Anderson4,079292,751
J. Matthew ScurlockJ. Matthew Scurlock5,614 318,968 
John W. CummingsJohn W. Cummings— — 
Tim J. StormsTim J. StormsTim J. Storms— — 
Anna M. AlvaradoAnna M. AlvaradoAnna M. Alvarado5,169 302,697 
*Columns for which no amounts are reported have been deleted.
(A)The shares included in the table for Mr. Holmes represent shares vested to pay FICA taxes in connection with retirement eligibility. The shares included in the table for Mr. Scurlock represent gross shares vested. Actual shares issued to Mr. Scurlock net of taxes, were 4,174. Does not include 209 cash-settled RSUs for Mr. Scurlock for which the vest-date value was $13,616, which is included in the “2022 Summary Compensation Table” under the “Non-Equity Incentive Plan Compensation – Long-Term Incentive Plan Compensation” column. The shares included in the table for Ms. AndersonAlvarado represent gross shares vested. Actual shares issued to Ms. Anderson,Alvarado net of taxes, were 2,834. Mr. Helm did not withhold shares at vesting.3,910.
(B)The value realized by the NEO upon the vesting of RSUs is calculated by multiplying the number of shares of stock vested by the market value of the underlying shares on the vesting date, which is the amount that is taxable to the executive.
TCBI 2022|Notice of Annual Meeting and Proxy Statement 70

star.jpg
Executive Compensation
20212022 Pension Benefits Table
The table disclosing the actuarial present value of each executive’s accumulated benefit under defined benefit plans, the number of years of credited service under each plan and the amount of pension benefits paid to each NEO during the year is omitted because the Company does not have a defined benefit plan for NEOs.
TCBI 2023|Notice of Annual Meeting and Proxy Statement 83
2021

tcbi-20230308_g2.jpg
Executive Compensation
2022 Nonqualified Deferred Compensation Table*Table
NameNameNEO
Contributions in
Last Fiscal Year (A)
Company
Contributions in
Last Fiscal Year (B)
Aggregate
Earnings/(Loss) in
Last Fiscal Year (C)
Aggregate
Balance at Last
Fiscal Year End (D)
NameNEO
Contributions in
Last Fiscal Year (A)
Company
Contributions in
Last Fiscal Year (B)
Aggregate
Earnings/(Loss) in
Last Fiscal Year (C)
Aggregate
Withdrawals/Distributions
Aggregate
Balance at Last
Fiscal Year End (D)
Rob C. HolmesRob C. Holmes$— $— $— $— Rob C. Holmes$— $— $— $— $— 
Larry L. Helm— — — — 
Julie L. Anderson10,250 10,250 75,058 601,392 
J. Matthew ScurlockJ. Matthew Scurlock50,000 — (46,463)(45,131)180,038 
John W. CummingsJohn W. Cummings— — — — 
Tim J. StormsTim J. Storms— — — — Tim J. Storms— — — — 
Anna M. AlvaradoAnna M. Alvarado— — — — Anna M. Alvarado— — — — 
*Columns for which no amounts are reported have been deleted.
(A)Participants in the plan may elect to defer up to 75% of their annual salary and/or short-term (annual) incentive plan payout. All participant contributions to the plan and any related earnings are immediately vested and may be withdrawn upon the participant’s separation from service, death or disability, or upon a date specified by the participant. Participant contributions are also included in the Salary or Annual Incentive Plan Compensation columns of the “20212022 Summary Compensation Table”.
(B)    Company contributions are detailed in the “20212022 All Other Compensation Table” and included in the “All Other Compensation” column of the “20212022 Summary Compensation Table”. The discretionary Company contributions vest based upon the employee’s tenure with the Company. The Company did not make any discretionary contribution in 2022. As of December 31, 2021, Ms. Anderson2022, all NEOs had met the requirements for immediate vesting.
(C)    Aggregate earnings do not reflect “above market or preferential earnings” and are not included in the “20212022 Summary Compensation Table.
(D)    Amounts represent the total compensation deferred by each NEO and discretionary contributions made to each NEO by the Company, together with any related earnings or losses attributed to either and withdrawals made by NEO in accordance with each NEOs deferral account investment and withdrawal selections. All participant and Company contributions included in these amounts have been reported as compensation in the “20212022 Summary Compensation Table” or in Summary Compensation Tables for previous years.
The Company offers a nonqualified deferred compensation plan for our executives and key members of management to assist us in attracting and retaining these individuals. Participants in the plan may elect to defer up to 75% of their annual salary and/or short-term incentive payout into deferral accounts that mirror the gains or losses of specified investment funds or market indexes selected by the participants. These investment alternatives are similar to the choices under the 401(k) Plan. The gains and losses credited to each participant’s deferral account are subject to the same investment risk as an actual investment in the specified investment funds or market indexes. The Company restores any lost Company match in the 401(k) Plan due to legal limits on qualified plans. In 2021, we matched contributions made by participants into the nonqualified deferred compensation plan based upon a formula that considers the amount contributed by the respective employee with a vesting scheduled based upon the employee’s tenure with the Company. Beginning in 2022, the Company willdid not match nonqualified deferred compensation plan contributions. All participant contributions to the plan and any related earnings are immediately vested and may be withdrawn upon the participant’s separation from service, death or disability or upon a date specified by the participant.
TCBI 20222023|Notice of Annual Meeting and Proxy Statement 7184

tcbi-20230308_g2.jpg
Executive Compensation
20212022 Potential Payments Upon Termination or Change in Control Table
The following table summarizes the estimated payments that would be payable to each NEO upon a termination of service for each of the reasons stated below. For the purposes of the quantitative disclosure in the following table, and in accordance with SEC regulations, we havethe Company assumed that the termination took place on December 31, 20212022 and that the price per share of our common stock was $60.31, the closing market price as of that date, $60.25.the last business day of the year, December 30, 2022.
NameNameTermination Without Cause or For Good ReasonChange in Control:
Termination
Without Cause or
For Good Reason
DeathDisabilityRetirementNameTermination Without Cause or For Good ReasonChange in Control:
Termination
Without Cause or
For Good Reason
DeathDisabilityRetirement
Rob C. HolmesRob C. HolmesRob C. Holmes
Severance (A)Severance (A)$8,000,000 $9,000,000 $— $— $— Severance (A)$8,000,000 $9,000,000 $— $— $— 
Accelerated vesting of long-term incentives (B)Accelerated vesting of long-term incentives (B)16,297,685 16,297,685 16,297,685 16,297,685 — Accelerated vesting of long-term incentives (B)19,201,799 19,201,799 19,201,799 19,201,799 16,227,009 
Other benefits (C)Other benefits (C)57,074 85,610 — — — Other benefits (C)58,487 87,730 — — — 
Larry L. Helm (D)
Severance— — — — — 
Accelerated vesting of long-term incentives— 705,226 — — — 
Other benefits— — — — — 
J. Matthew ScurlockJ. Matthew Scurlock
Severance (D)Severance (D)816,750 1,225,125 — — — 
Accelerated vesting of long-term incentives (B)Accelerated vesting of long-term incentives (B)— 651,049 651,046 651,046 — 
Other benefits (C)Other benefits (C)29,243 43,865 — — — 
Julie L. Anderson
Severance (E)899,638 1,349,457 — — — 
John W. CummingsJohn W. Cummings
Severance (D)Severance (D)775,500 1,163,250 — — — 
Accelerated vesting of long-term incentives (B)Accelerated vesting of long-term incentives (B)— 2,297,333 2,297,333 2,297,333 — Accelerated vesting of long-term incentives (B)— 312,104 312,104 312,104 — 
Other benefits (C)Other benefits (C)20,751 31,126 — — — Other benefits (C)29,243 43,865 — — — 
Tim J. StormsTim J. StormsTim J. Storms
Severance (E)736,875 1,105,313 — — — 
Severance (D)Severance (D)1,085,925 1,628,888 — — — 
Accelerated vesting of long-term incentives (B)Accelerated vesting of long-term incentives (B)— 341,618 341,618 341,618 — Accelerated vesting of long-term incentives (B)— 852,301 852,301 852,301 — 
Other benefits (C)Other benefits (C)9,659 14,489 — — — Other benefits (C)9,871 14,807 — — — 
Anna M. AlvaradoAnna M. AlvaradoAnna M. Alvarado
Severance (E)790,000 1,185,000 — — — 
Severance (D)Severance (D)1,031,680 1,547,520 — — — 
Accelerated vesting of long-term incentives (B)Accelerated vesting of long-term incentives (B)— 1,245,850 1,245,850 1,245,850 — Accelerated vesting of long-term incentives (B)— 1,323,020 1,323,020 1,323,020 — 
Other benefits (C)Other benefits (C)17,120 25,681 — — — Other benefits (C)17,554 26,331 — — — 
(A)Pursuant to his employment agreement, if Mr. Holmes is terminated without cause or for good reason, severance is equal to 24 months of base salary plus a cash payment equal to 2.0 times his target annual incentive and a prorated bonus based on the target annual incentive. If he is terminated in connection with a change in control, severance is equal to 36 months of base salary plus a cash payment equal to 3.0 times his target annual incentive.
(B)Includes immediate vesting at target of any performance-based awards for which performance conditions have not yet been satisfied, based on the December 31, 202130, 2022 closing price of our common stock of $60.25.$60.31. As of December 31, 2021, none of the NEO's2022, Mr. Holmes had met the age and service conditions to be eligible for the acceleratedcontinued vesting of long-term incentives granted to him in 2021 and on February 3, 2022; however, he had not met the age and service conditions for grants made on February 8, 2022. As of December 31, 2022, Mr. Scurlock, Mr. Cummings, Mr. Storms, and Ms. Alvarado had not met the age and service conditions to be eligible for the continued vesting of long-term incentives upon retirement.
(C)Includes medical, dental, and vision benefits to be paid to Mr. Holmes per the terms of his employment agreement for a period of 24 months in the event of termination without cause and for a period of 36 months in the event of a change in control. Includes medical, dental, and vision to be paid to Ms. Anderson,Mr. Scurlock, Mr. Cummings, Mr. Storms, and Ms. Alvarado per the terms of the Executive Severance Plan for a period of 12 months in the event of termination without cause and per the terms of the Executive Change-in-Control Plan for a period of 18 months in the event of a change in control. Cost includes both employer and employee coverage.
(D)The Company does not maintain an employment agreement with Mr. Helm and as such, upon his termination without cause or good reason, death, disability, or retirement, no payments are owed to Mr. Helm. Pursuant to Mr. Helm's long-term incentive awards, if he is terminated in connection with a change in control then all outstanding awards become immediately vested.
(E)Pursuant to the Executive Severance Plan, if Ms. Anderson,Mr. Scurlock, Mr. Cummings, Mr. Storms, or Ms. Alvarado is terminated without cause or for good reason, severance is equal to 12 months of base salary plus the average incentive compensation paid during the prior two-year period. Pursuant to the Executive Change-in-Control Plan, if the NEO’s termination occurs in connection with a change in control, severance is equal to 18 months base salary plus 1.5 times the average incentive compensation paid during the prior two-year period.
TCBI 20222023|Notice of Annual Meeting and Proxy Statement 7285

tcbi-20230308_g2.jpg
Executive Compensation
Executive Severance Plan
In order to have a competitive benefit that allows for consistent administration without negotiations of special payments, we havethe Company has an executive Severance Plan and related Policy (collectively, the “Severance Plan”) for ourthe NEOs (other than ourthe CEO). The Severance Plan provides cash payments upon involuntary termination without cause, but is not available in the event of a change in control to individuals that are eligible for change in control benefits as described below. See “20212022 Potential Payments Upon Termination or Change In Control Table” for additional information.


OurThe Executive Severance Benefits Plan (“Severance Plan”), adopted in 2021, applies to all our executive officers and other eligible employees (other than the CEO, whose benefits are covered in his employment agreement), and provides, upon involuntary termination without cause or termination by the executive for good reason, for the payment of (i) 100% of one year’s base salary for named executive officers; (ii) 100% times the average of the executive's bonuses over the last two years (or a comparable amount determined by the Company); and (iii) at the Company'sCompany’s discretion, a prorated bonus reduced for the period of time during the year in which the employee was not employed. The Severance Plan also provides for a cash payment to cover the cost of premiums for post-termination health insurance coverage (“COBRA premiums”) for a period of one year from the date of termination and out-placement benefits. As a condition to the receipt of any benefits under the Severance Plan, an executive must agree to standard release, non-compete, non-solicitation, and confidentiality provisions. In addition, the Severance Plan provides that the vesting of long-term incentive or other equity awards upon termination without cause will be governed by the terms of the applicable award agreements. Executives who are involuntarily terminated for any other reason (e.g., death, disability, retirement, termination for cause) are not eligible to receive severance benefits under the Severance Plan.


Change in Control Arrangements
We haveThe Company has an executive Change-in-Control Plan and related Policy (collectively, the “Change in Control Plan”) benefiting each of ourthe NEOs (other than ourthe CEO) to ensure that management will objectively consider potential transactions that may benefit stockholders without regard to potential impact on their continued employment. The Change in Control Plan provide for a cash payment to be made following a termination of employment by the Company without cause or by the NEO with good reason (as defined in the agreements) within two years following a change in control. See “20212022 Potential Payments Upon Termination or Change In Control Table” for additional information.


The Change in Control Plan provides for a payment to be made to these officers following a termination of employment by the Company without cause or by the officer with good reason within two years following a change in control or following the first public announcement of a potential change in control transaction, provided certain conditions are satisfied. These benefits are in lieu of payments under the Severance Plan. Generally, the change in control agreements provide for each executive officer to receive:
a lump sum payment equal to up to 150% times the sum of:
the named executive officer’s then current annualized base salary, and
the average of the cash bonuses paid by the Company to the NEO for the last two fiscal years preceding the date of termination;
at the Company'sCompany’s discretion, a pro rata bonus award under ourthe annual incentive plan award for the year in which the termination occurs based on actual Company performance;
a lump sum amount to cover group health and dental coverage for the NEO and his or her dependents for a period of up to eighteen months following the date of termination; and
out-placement benefits for up to 6 months at the option of the executive officer.
The Change in Control Plan does not contain a tax reimbursement or “gross-up” provision.


TCBI 20222023|Notice of Annual Meeting and Proxy Statement 7386

tcbi-20230308_g2.jpg
Executive Compensation
In approving the Change in Control Plan, the Compensation Committee considered the prevalence and terms of such agreements among similarly situated executives at the companies in ourthe compensation comparator group based on data collected for the Company by the Compensation Committee'sCommittee’s then independent compensation consultant. The Compensation Committee also determined that the agreement and general release of claims contained in the Change in Control Plan provided a significant benefit to the Company.


For purposes of the Change in Control Plan:
“cause” means (i) misappropriation of funds or property, fraud or dishonesty within the course of providing services to the Company which evidences a want of integrity or breach of trust; (ii) indictment for a misdemeanor that has caused or may be reasonably expected to cause material injury to the Company, any of its Subsidiaries, any of its affiliates or any of their interests, or indictment for a felony; (iii) any willful or negligent action, inaction, or inattention to duties of the Participant within the course of providing services to the Company that causes the Company material harm or damages (as determined in the sole and absolute discretion of the Company); (iv) misappropriation of any corporate opportunity or otherwise obtaining personal profit from any transaction which is adverse to the interests of the Company or to the benefits of which the Company is entitled; (v) inexcusable or repeated failure by the Participant to follow applicable Company policies and procedures; (vi) conduct of the Participant which is materially detrimental to the Company (as determined in the sole and absolute discretion of the Company); or (vii) any material violation of the terms of the executive’s employment agreement, if any.
“good reason” means: (i) without his or her express written consent, the assignment of the executive to a position constituting a material demotion, or loss of compensation or job duties by comparison to his or her position with the Company on the Date of Grant; provided, however, that changes, as opposed to a loss, in the Participant’s job duties or changes to reporting relationships, at the Board’s discretion, and without a material loss in the Participant’s compensation, will not constitute “Good Reason”; (ii) the change of the location where the Participant performs the majority of the executive’s job duties on the Date of Grant of the Award (“Base Location”) to a location that is more than fifty (50) miles from the Base Location, without the executive’s written consent; (iii) a reduction by the Company in the executive’s base salary as in effect on the Date of Grant of the Award, unless the reduction is a proportionate reduction of the compensation of the Participant and all other senior officers of the Company as a part of a company-wide effort to enhance the Company’s financial condition; or (iv) after the occurrence of a Change in Control, a significant adverse change in the nature or scope of the authorities, powers, functions, responsibilities, or duties attached to the position(s) with the Company which the Participant held immediately before the Change in Control, or a material reduction in total compensation, including incentive compensation, stock-based compensation and benefits received from the Company compared to the total compensation and benefits to which the executive was entitled immediately before the Change in Control.
“change in control” generally means any one of the following events: (a) any person becoming the beneficial owner of 51% or more of Company’s voting securities (other than as a result of certain issuances or open market purchases approved by incumbent directors); (b) the Company’s incumbent directors ceasing to constitute at least a majority of the board of directors; (c) there is consummated a merger or consolidation of the Company, other than (i) a merger or consolidation which would result in the voting securities of the Company outstanding prior to such transaction continuing to represent at least 51% of the combined voting power of the securities of the surviving entity in the transaction, or (ii) a merger or consolidation effected to implement a recapitalization of the Company in which no person is or becomes the beneficial owner of securities representing 51% or more of the combined voting power of the Company'sCompany’s then outstanding securities or (d) approval by the Company’s stockholders of plan of complete liquidation and dissolution of the Company, or there is consummated an agreement for the sale or disposition of all or substantially all of the assets of the Company, other than a sale or disposition to an entity, at least 51% of the combined voting power of its securities are owned by stockholders of the Company in the same proportions as their ownership immediately prior to such sale..sale. The preceding was a summary of the definition of a change in control, so please refer to actual text of the definition as set forth in the applicable plan.


TCBI 20222023|Notice of Annual Meeting and Proxy Statement 7487

tcbi-20230308_g2.jpg
Executive Compensation
CEO PAY RATIO
Item 402(u) of SEC Regulation S-K, implementing a requirement of the Dodd-Frank Wall Street Reform and Consumer Protection Act, requires that wethe Company disclose a ratio that compares the annual total compensation of ourthe Company’s median employee to that of ourthe Company’s CEO.
To determine the median employee, wethe Company prepared a list of all employees as of December 31, 2021,2022, along with their gross income as reported on IRS form W-2 for 2021.2022. Gross income as reported on IRS form W-2 for 20212022 was annualized for those employees that were not employed for the full year. After identifying the median employee, wethe Company calculated that employee’s annual total compensation using the same methodology we usethe Company uses for our NEOs as set forth in the “20212022 Summary Compensation Table”.
For the year ended December 31, 2021, 2022, the last completed fiscal year:
the employee identified at the median of all Company employees (other than the CEO) was a quality assurance engineer.
the annual total compensation of the median employee was $104,500.
the total compensation for ourthe CEO, Mr. Holmes, was $23,622,960$8,052,476, as reported in the “Total” column of the 2022 Summary Compensation Table (SCT) on page 6779. Since Mr. Holmes was appointed CEO effective January 25, 2021, we annualized his Salary, as disclosed in
the Summary Compensation Table and the notes thereto, and added the disclosed values of his Sign-On Cash Bonus, Incentive Bonus, Stock Awards (make-whole grant and annual grant portions) and other components of the All Other Compensation column to arrive at a value of $23,685,460, used for the ratio of annual total compensation for our CEO to the annual total compensation of our median employee. We chose to use Mr. Holmes’ annualized compensation, as opposed to including compensation for Mr. Helm, our former interim CEO through January 21, 2021, since Mr. Holmes was serving as our CEO as of the end of our fiscal year ended December 31, 2021.

We annualized Mr. Holmes’ total compensation as follows:
SCT Components
Actual Values
from SCT
For CEO Pay Ratio:
Annualized Values + One-Time Values
Rationale
Salary$937,500$1,000,000Annualized salary
Sign-on Cash Bonus$2,500,000$2,500,000Not annualized -- One-time cash sign-on payment
Stock Awards
(make-whole grant portion)
$14,492,810$14,492,810Not annualized -- One-time award of 233,755 RSUs
Stock Awards
(annual grant portion)
$2,686,500$2,686,500Not annualized -- Annual equity grant value
Option AwardsNone awarded
Non-Equity Incentive Plan Compensation
(performance bonus)
$3,000,000$3,000,000Not annualized -- Actual amount of performance bonus
Change in Pension ValuesNot participating in defined benefit pension plan
All Other Compensation$6,150$6,150Estimate of annualized Company contributions to 401K only; remaining elements not annualized
Total CEO Pay$23,622,960$23,685,460
TCBI 2022|Notice of Annual Meeting and Proxy Statement 75

star.jpg
Executive Compensation
For 2021, our last completed fiscal year:
the median of the annual total compensation of all employees of our company (other than our CEO) was $97,829; and
the annual total compensation of our CEO, as annualized for purposes of determining the pay ratio and discussed above, was $23,685,460.
Based on this information, theestimated ratio of the annualized total compensation of Mr. Holmes, ourthe CEO, to the median of the annual total compensation of all employees was 242.177.1 to 1. In light of the 2021 sign-on cash bonus and the make-whole one-time equity award granted to Mr. Holmes in connection with his appointment as CEO, we expect our CEO pay ratio for 2021 to be higher than his pay ratio in future years, when one-time on-boarding compensation will not be provided to Mr. Holmes.
The CEO pay ratio reported above is a reasonable estimate calculated in a manner consistent with SEC rules based on our payroll and employment records and the methodologies and assumptions described above. The SEC rules for identifying the median compensated employee and calculating the pay ratio based on that employee’s total annual compensation allow companies to adopt a variety of methodologies, to apply certain exclusions and to make reasonable estimates and assumptions that reflect their compensation practices, which were chosen from a wide range of permissible methodologies, estimates and assumptions. As a result, the CEO pay ratios reported by other companies, which may have employed other permitted methodologies, exclusions, estimates or assumptions, and which may have a significantly different work force structure, geographic locations, or compensation practices from ours, are likely not comparable to ourthe Company’s CEO pay ratio.


TCBI 2023|Notice of Annual Meeting and Proxy Statement 88

tcbi-20230308_g2.jpg
Executive Compensation
PAY VERSUS PERFORMANCE
Introduction
As required by Section 953(a) of the Dodd-Frank Wall Street Reform and Consumer Protection Act, and Item 402(v) of SEC Regulation S-K, the Company is providing the following information about the relationship between executive compensation actually paid and certain financial performance of the Company. For further information concerning the Company’s variable pay-for-performance philosophy and how the Company’s aligns executive compensation with the Company’s performance, see “Compensation Discussion and Analysis”.
Pay Versus Performance Table
Year
Summary
Compen-
sation
Table
Total
for
First
PEO1 2
Summary
Compen-
sation
Table
Total
for
Second
PEO1 2
Compen-
sation
Actually
Paid to
First
PEO3
Compen-
sation
Actually
Paid to
Second
PEO3
Average
Summary
Compen-
sation
Table
Total
for
non-PEO
NEOs4
Average
Compen-
sation
Actually
Paid to
non-PEO
NEOs5
Value of Initial
Fixed $100
Investment
Based on:
Net
Income8
Earnings Per
Share9
Company
Total
Share-
holder
Return6
Peer Group
Total
Share-
holder
Return7
(a)(b)(b)(c)(c)(d)(e)(f)(g)(h)(i)
2022$8,052,476 N/A$7,889,221 N/A$1,691,250 $1,640,899 $106.24 $101.92 $315,228 $6.18 
202123,622,960 $1,196,558 22,378,121 $1,161,996 1,696,160 1,553,822 106.13 124.84 235,218 4.60 
20204,373,514 934,618 6,180,513 957,222 1,380,084 1,769,005 104.81 89.37 56,539 1.12 
1For 2022, Rob C. Holmes served as the sole principal executive officer (“PEO”) of the Company. For 2021, Rob C. Holmes (first PEO) and Larry L. Helm (second PEO) each served as PEOs for a portion of the year, Mr. Holmes from January 24, 2021 to December 31, 2021, and Mr. Helm from January 1, 2021 to January 24, 2021. For 2020, C. Keith Cargill (first PEO) and Larry L. Helm (second PEO) each served as PEOs for a portion of the year, Mr. Cargill from January 1, 2020 to May 25, 2020, and Mr. Helm from May 25, 2020 to December 31, 2020. Mr. Helm, the board Chairman, served as interim Chief Executive Officer after Mr. Cargill’s departure until Mr. Holmes’ election as CEO.
2     The dollar amounts reported in column (b) are the amounts of total compensation reported for the Company’s PEOs for each corresponding year in the “Total” column of the Summary Compensation Table. Refer to “Executive Compensation – Executive Compensation Tables – 2022 Summary Compensation Table” of this Proxy Statement and the Company’s proxy statements for 2022 and 2021.
3    The dollar amounts reported in column (c) represent the amount of “compensation actually paid” to the Company’s PEOs, 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 such PEOs during the applicable year. In accordance with the requirements of Item 402(v) of Regulation S-K, the following adjustments were made to the PEOs’ total reported compensation for each year to determine the compensation actually paid:

YearName of PEOReported
Summary
Compensation
Table Total
For PEO
[Less]
Reported
Value of
Equity
Awards(a)
[Plus/Minus]
Equity
Award
Adjustments(b)
[Less]
Reported Change in the Actuarial Present Value of Pension Benefits(c)
[Plus/Minus]
Pension
Benefit
Adjustments(d)
[Equals]
Compensation
Actually
Paid to
PEO
2022Rob C. Holmes$8,052,476 $(4,039,976)$3,876,721 $— $— $7,889,221 
2021Rob C. Holmes23,622,960 (17,179,310)15,934,471 — — 22,378,121 
2021Larry L. Helm1,196,558 (750,056)715,494 — — 1,161,996 
2020C. Keith Cargill4,373,514 (2,300,018)4,107,017 — — 6,180,513 
2020Larry L. Helm934,618 (65,018)87,622 — — 957,222 
(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 end of the year; (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 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. The valuation assumptions used to calculate fair values did not materially differ from those disclosed at the time of grant, except that the Company’s outstanding performance-based RSUs granted June 16, 2021 are calculated using an aggregate performance factor of 133%. The amounts deducted or added in calculating the equity award adjustments are as follows:
TCBI 2023|Notice of Annual Meeting and Proxy Statement 89

tcbi-20230308_g2.jpg
Executive Compensation
YearName of PEOYear End Fair Value of Equity Awards Granted in Current YearYear over Year Change in Fair Value of Outstanding and Unvested Equity AwardsFair Value as of Vesting Date of Equity Awards Granted and Vested in the YearYear over Year Change in Fair Value of Equity Awards Granted in Prior Years that Vested in the YearFair Value at the End of the Prior Year of Equity Awards that Failed to Meet Vesting Conditions in the YearValue of Dividends or other Earnings Paid on Stock or Option Awards not Otherwise Reflected in Fair Value or Total CompensationTotal
Equity
Award
Adjustments
2022Rob C. Holmes$3,473,856 $434,121 $— $(31,256)$— $— $3,876,721 
2021Rob C. Holmes15,934,471 — — — — — 15,934,471 
2021Larry L. Helm705,226 — — 10,268 — — 715,494 
2020C. Keith Cargill4,976,402 (522,332)— (347,053)— — 4,107,017 
2020Larry L. Helm133,399 — — (45,777)— — 87,622 
(c)    The amounts included in this column are the amounts reported in the “Change in Pension and Nonqualified Deferred Compensation” column of the Summary Compensation Table for each applicable year.
(d)    There were no pension benefits adjustments for the years in the table.
4 The dollar amounts reported in column (d) represent the average of the amounts reported for the Company’s named executive officers (NEOs) as a group (excluding persons serving as PEOs) in the “Total” column of the Summary Compensation Table in each applicable year. The names of each of the NEOs (excluding such PEOs) included for purposes of calculating the average amounts in each applicable year are as follows: (i) for 2022, J. Matthew Scurlock, John W. Cummings, Tim J. Storms and Anna M. Alvarado; (ii) for 2021, Julie L. Anderson, Tim J. Storms and Anna M. Alvarado; and (iii) for 2020, Julie L. Anderson, Vince A. Ackerson and John G. Turpen.
5    The dollar amounts reported in column (e) represent the average amount of “compensation actually paid” to the NEOs as a group (excluding the PEOs), 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 the PEOs) 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 the PEOs) for each year to determine the compensation actually paid, using the same methodology described above in Note 3 above:
YearAverage
Reported Summary Compensation Table Total for
Non-PEO NEOs
[Less]
Average
Reported
Value of
Equity Awards
[Plus/Minus]
Average Equity
Award
Adjustments(a)
[Less]
Average
Reported
Change in the Actuarial Present Value of Pension Benefits
[Plus]
Average Pension Benefit
Adjustments
Average Compensation Actually Paid to
Non-PEO NEOs
2022$1,691,250 $(469,988)$419,637 $— $— $1,640,899 
20211,696,160 $(739,011)596,672 — — 1,553,822 
20201,380,084 $(548,960)937,881 — — 1,769,005 
(a)     The amounts deducted or added in calculating the total average equity award adjustments are as follows:
YearAverage
Year End Fair Value of Equity Awards Granted in Current Year
Year over Year Average Change in Fair Value of Outstanding and Unvested Equity AwardsAverage Fair Value as of Vesting Date of Equity Awards Granted and Vested in the YearYear over Year Average Change in Fair Value of Equity Awards Granted in Prior Years that Vested in the YearAverage Fair Value at the End of the Prior Year of Equity Awards that Failed to Meet Vesting Conditions in the YearAverage Value of Dividends or other Earnings Paid on Stock or Option Awards not Otherwise Reflected in Fair Value or Total CompensationTotal
Average
Equity
Award
Adjustments
2022$409,865 $16,519 $— $(6,747)$— $— $419,637 
2021628,813 (49,534)— 18,524 (1,131)— 596,672 
20201,105,411 (90,438)— (77,092)— — 937,881 
6 Cumulative TSR is calculated by dividing (a) the sum of (i) the cumulative amount of dividends on our common stock for the measurement period (if any), assuming dividend reinvestment, and (ii) the difference between the Company’s share price at the end and the beginning of the measurement period by (b) the Company’s share price at the beginning of the measurement period.
7 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 peer group used for this purpose is the following published industry index: Nasdaq Bank Index (^BANK).
TCBI 2023|Notice of Annual Meeting and Proxy Statement 90

tcbi-20230308_g2.jpg
Executive Compensation
8The dollar amounts reported represent the amount of net income available to common stockholders reflected in the Company’s audited financial statements for the applicable year (in thousands).
9 Earnings per share (EPS) is defined as diluted earnings per common share. Although 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 EPS 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.
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 its long-term and short-term incentive awards are selected based on an objective of incentivizing Company’s NEOs to increase the value of the enterprise for stockholders. The most important financial performance measures used by the Company to date 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:
Earning per Share (EPS)1
Net Income
Return on Average Tangible Common Equity (ROTCE)
Efficiency Ratio2
1 Diluted earnings per common share.
2 Non-interest expense divided by the sum of net interest income and non-interest income.
The Company has historically used EPS as a performance measure for its annual incentive plan and/or its long-term performance equity plan. As the Company is in the process of its transformation through implementation of the 2021-announced strategic plan, EPS has become a less vital performance measure in measuring the progress of the Company. In addition, because several stockholders have expressed a preference for the Company to move away from EPS, the Company will not use EPS as a performance measure in either its 2023 annual incentive plan or 2023 long-term equity incentive plan design. See “Compensation Discussion and Analysis – Enhancements to the Compensation Program”.
Analysis of the Information Presented in the Pay versus Performance Table
As described in more detail in “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 above. 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. In accordance with Item 402(v) of Regulation S-K, the Company is providing the following descriptions of the relationships between information presented in the Pay Versus Performance Table.
Compensation Actually Paid and Cumulative TSR
As demonstrated by the following graph, the amount of compensation actually paid to the PEOs and the average amount of compensation actually paid to the Company’s NEOs as a group (excluding the PEOs) is generally aligned with the Company’s cumulative TSR over the three years presented in the table. Further, for 2022, the compensation “actually paid” to the PEO is substantially lower than the prior year while cumulative TSR is higher then the prior year. The alignment of compensation actually paid with the Company’s cumulative TSR over the period presented is because a significant portion of the compensation actually paid to the PEOs and to the other NEOs is comprised of equity awards. As described in more detail in the section entitled “Compensation Discussion and Analysis”, the Company targets that more than 50% of the value of the PEOs total target compensation (and more than 30% of the value of the other NEOs’ total target compensation) is comprised of equity awards, including performance-based and time-based restricted stock units.
TCBI 2023|Notice of Annual Meeting and Proxy Statement 91

tcbi-20230308_g2.jpg
Executive Compensation
tcbi-20230308_g42.jpg
Compensation Actually Paid and Net Income
As demonstrated by the following table, the amount of compensation actually paid to the PEOs and the average amount of compensation actually paid to the Company’s NEOs as a group (excluding the PEOs) is generally aligned with the Company’s net income over the three years presented in the table. The Company uses net income as a performance measure in the overall executive compensation program. As described in more detail in the section entitled “Compensation Discussion and Analysis”, the Company targets that approximately 30% of the value of total compensation awarded to the NEOs consists of amounts determined under the Company short-term annual incentive compensation plan, which is more correlated to Net Income than long-term compensation.
tcbi-20230308_g43.jpg

TCBI 2023|Notice of Annual Meeting and Proxy Statement 92

tcbi-20230308_g2.jpg
Executive Compensation
Compensation Actually Paid and Earnings Per Share
As demonstrated by the following graph, the amount of compensation actually paid to Company’s PEOs and the average amount of compensation actually paid to the Company’s NEOs as a group (excluding the PEOs) is generally aligned with the Company’s Earnings Per Share over the three years presented in the table. Although 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 Earnings Per Share 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 Company has previously expressly utilized Earnings Per Share when setting goals in the Company’s annual incentive compensation (bonus) plan, as well as for setting goals for the performance-based RSUs that were awarded to the NEOs. While more recently the Company has moved away from utilizing Earnings Per Share in the future as an express performance measure, the Compensation Committee still considers Earnings Per Share in setting final overall pay. For more information regarding the information that the Compensation Committee considers when determining compensation, refer to “Compensation Discussion and Analysis”.
tcbi-20230308_g44.jpg
Cumulative TSR of the Company and Cumulative TSR of the Peer Group
As demonstrated by the following graph, the Company’s cumulative TSR over the three year period presented in the table was $106.24, while the cumulative TSR of the peer group presented for this purpose, the Nasdaq Bank Index, was $101.92 over the three years presented in the table. The Company’s cumulative TSR outperformed the Nasdaq Bank Index during the three years presented in the table, representing the Company’s financial performance as compared to the companies comprising the Nasdaq Bank Index peer group. For more information regarding the Company’s performance and the companies that the Compensation Committee considers when determining compensation, refer to “Compensation Discussion and Analysis”.
TCBI 2023|Notice of Annual Meeting and Proxy Statement 93

tcbi-20230308_g2.jpg
Executive Compensation
tcbi-20230308_g45.jpg
Supplemental Disclosure
The pay for performance information reported above has been calculated in a manner consistent with SEC rules based on payroll and stock plan records and the methodologies and assumptions described above. Companies have flexibility in the design of their compensation plans, in the allocation of targeted compensation to short- and long-term measures, and the selection of the types, features and terms, including vesting schedules, of long-term equity awards used over time, some of which may have been granted before or during the period covered by the above tables, and the design may have changed year to year, and to make reasonable estimates and assumptions that reflect their compensation practices. As a result, the ratios and relationships reported by other companies, which may have employed other compensation designs, estimates or assumptions, and which may have a significantly different compensation practices from the Company’s, are likely not comparable to the Company’s pay for performance disclosures.
COMPENSATION COMMITTEE INTERLOCKS AND INSIDER PARTICIPATION
No member of the Compensation and Human Capital Committee of the board of directors of the Company was an officer or employee of the Company during 20212022 or any other time. In addition, none of the executive officers of the Company served on the board of directors or on the compensation committee of any other entity, for which any executive officers of such other entity served either on ourthe board of directors or on ourthe Compensation and Human Capital Committee.
TCBI 2023|Notice of Annual Meeting and Proxy Statement 94

tcbi-20230308_g2.jpg
Executive Compensation
EQUITY COMPENSATION PLAN INFORMATION
The following table provides information as of December 31, 2022 regarding common stock that may be issued under the Company’s existing equity compensation plans.
Plan CategoryNumber of Securities to be Issued Upon Exercise of Outstanding Options, Warrants and RightsWeighted Average Exercise Price of Outstanding Options, Warrants and RightsNumber of Securities Remaining Available for Future Issuance Under Equity Compensation Plans
Equity compensation plans approved by security holders1,155,652 (A)1,143,773 (B)
Equity compensation plans not approved by security holders
Total1,155,6521,143,773

(A) Includes 1,155,652 shares issuable pursuant to outstanding RSUs. Since RSUs have no exercise price, they are not included in the weighted average exercise price calculation.
(B) All of these shares are available for issuance pursuant to grants of full-value awards.

INDEBTEDNESS OF MANAGEMENT AND TRANSACTIONS WITH CERTAIN RELATED PERSONSPARTY TRANSACTIONS
In the ordinary course of business, the Bank has made loans, and may continue to make loans in the future, to the Bank’s and the Company’s officers, directors and employees. However, it is the Bank’s policy to not extend loans to executive officers of the Bank or the Company, or to directors and their affiliates, unless any such loan is approved in advance by the Board. The Bank makes loans to directors and their affiliatesEach such loan is made in the ordinary course of business, on substantially the same terms, including interest rates and collateral, as those prevailing at the time for comparable loans with persons not related to the lender, and does not not involve more than the normal risk of collectibility or present other customers. All loans to directors are reviewed and approved by our board of directors prior to making any such loans.unfavorable features. The Bank also provides wealth management services for managed accounts to directors and officers at discounted fees.
The Company has policies and procedures for reviewing related party transactions involving the Company’s and the Bank’s directors, executive officers and their affiliates. Each director and NEO of the Company and the Bank is required to complete a questionnaire annually, and each director who serves on the Audit Committee must complete a certification of independence annually. Both of these documents are designed to disclose all related party transactions, including loans, and this information is reviewed by management, the Audit Committee and the board of directors, as appropriate. Such transactions are subject to the standards set forth in the Company’s Code of Conduct and in applicable laws and regulations, including Regulation O promulgated by the Federal Reserve Board, SEC rules, and the Nasdaq Stock Market Listing Rules for determining the independence of directors. The questionnaires, certifications and Code of Conduct are all in writing. TheseOther than as described above, these documents did not disclose any related party transactions required to be specifically disclosed in this Proxy Statement.
TCBI 2022|Notice of Annual Meeting and Proxy Statement 76

star.jpg
2022 Long-Term Incentive Plan
2022 LONG-TERM INCENTIVE PLAN

PROPOSAL FOUR Approval of the 2022 Long-Term Incentive Plan
Upon recommendation of the Compensation Committee, the board of directors adopted, subject to stockholder approval, the Texas Capital Bancshares, Inc. 2022 Long-Term Incentive Plan (the “2022 Plan”). The 2022 Plan is intended to enable the Company to remain competitive and innovative in its ability to attract, motivate, reward and retain the services of key employees, certain key contractors and non-employee directors. The 2022 Plan provides for the granting of stock options, stock appreciation rights, restricted stock, restricted stock units, performance awards, dividend equivalent rights, and other awards which may be granted singly, in combination, or in tandem, and which may be paid in cash or stock. The 2022 Plan is expected to provide flexibility to the Company’s compensation methods to adapt the compensation of key employees, certain key contractors and non-employee directors to a changing business environment, after giving due consideration to competitive conditions and the impact of federal tax laws. Upon the approval of the 2022 Plan by the stockholders of the Company, use of the Texas Capital Bancshares, Inc. 2015 Long-Term Incentive Plan (the “2015 Plan” or the “Prior Plan”) will terminate and no further awards will be issued under the Prior Plan, except for the annual director equity awards in April 2022. It is the judgment of the board of directors that the 2022 Plan is in the best interest of the Company and its stockholders.
Important Information About the 2022 Plan
Shares Available Under the 2022 Plan
If the 2022 Plan is approved by our stockholders, the aggregate number of shares of common stock issuable under the 2022 Plan will be 1,400,000 shares of common stock (less the number of net shares from additional awards, net of forfeitures, made under the Prior Plan between December 31, 2021 and the effective date of the 2022 Plan (the “Interim Awards”)).

Key Data Used to Determine the Number of Shares Needed
Outstanding Equity Awards and Shares Available. The following table includes information regarding outstanding equity awards and shares available for future awards under the 2015 Plan, the 2010 Plan and the 2005 Plan as of February 23, 2022:
2015 Plan2010 Plan (A)2005 Plan (A)
Total shares underlying outstanding stock options— — — 
Weighted-average exercise price of outstanding stock options$— $— $— 
Weighted-average remaining contractual life of outstanding stock options (in years)— — — 
Total shares underlying time-based outstanding unvested full value awards1,149,457 — — 
Total shares underlying performance-based outstanding unvested full value awards (at maximum)351,982 — — 
Total shares currently available for grant (B)518,186 — — 
Common Stock outstanding as of February 23, 202250,690,920
Market price of Common Stock as of February 23, 2022$64.08
(A)    The Texas Capital Bancshares, Inc. 2005 Long-Term Incentive Plan (the “2005 Plan”) and the Texas Capital Bancshares, Inc. 2010 Long-Term Incentive Plan (the “2010 Plan”) were replaced by the 2015 Plan. Following approval of the 2015 Plan, no further awards were granted under the 2010 Plan or the 2005 Plan.
(B)    Between December 31, 2021 and February 23, 2022, total shares available for grant was reduced by 246,310 net shares from additional grants being awarded, net of certain awards being forfeited.

TCBI 2022|Notice of Annual Meeting and Proxy Statement 77

star.jpg
2022 Long-Term Incentive Plan
Significant Historical Award Information.Common measures of a stock plan’s cost include burn rate, overhang and dilution. The burn rate refers annual share usage, which measures how fast a company uses the supply of shares authorized for issuance under its stock plan. Over the last three years, we have maintained an average adjusted burn rate of 1.12% of shares of our common stock outstanding per year. Dilution measures the degree to which our stockholders’ ownership has been diluted by stock-based compensation awarded under our various equity plans and also includes shares that may be awarded under our various equity plans in the future, which is commonly referred to as “overhang.”

Key Equity Metrics:2021 (%)2020 (%)2019 (%)
Adjusted Burn Rate (A)1.341.250.77
Overhang (B)3.904.304.67
Dilution (C)2.391.921.15
(A)    Adjusted burn rate is calculated by dividing the number of shares subject to equity awards granted during the applicable fiscal period by the total number of shares of common stock outstanding during the applicable fiscal period.
(B)    Overhang is calculated by dividing (a) the sum of (x) the number of shares subject to equity awards outstanding at the end of the year and (y) the number of shares available for future grants, by (b) the number of shares outstanding at the end of the year.
(C)    Dilution is calculated by dividing the number of shares subject to equity awards outstanding at the end of the fiscal year by the number of shares outstanding at the end of the fiscal year.

Future Share Needs. If the 2022 Plan is approved by our stockholders, the total number of shares available for grant will be 1,400,000 (less Interim Awards). We expect this amount to last for approximately 2 years of awards. This estimate is based on a maximum average annual burn rate of 1.34%, as described above. While we believe this modeling provides a reasonable estimate of how long such a share reserve would last, there are a number of factors that could impact our future equity share usage. Among the factors that will impact our actual share usage are changes in market grant values, changes in the number of recipients, changes in our stock price, changes in the structure of our equity program and forfeitures of outstanding awards. The total overhang resulting from the share request, including awards outstanding under the 2015 Plan, the 2010 Plan, and the 2005 Plan represents approximately 4.66% of the shares of our common stock outstanding as of February 23, 2022.

Sound Corporate Governance Practices
The 2022 Plan includes a number of features that reinforce and promote alignment of equity compensation arrangements for employees, officers, consultants and outside directors with the interests of stockholders and the Company. These features include, but are not limited to, the following:
No evergreen provision. The 2022 Plan does not contain an “evergreen” feature pursuant to which the shares authorized for issuance under the 2022 Plan can be automatically replenished.
No repricing of stock options or stock appreciation rights.Without the prior approval of our stockholders, outstanding stock options and stock appreciation rights (SARs) cannot be repriced, directly or indirectly. “Reprice” means any of the following or any other action that has the same effect: (i) amending a stock option or SAR to reduce its exercise price or base price, directly or indirectly, (ii) canceling a stock option or SAR at a time when its exercise price or base price exceeds the fair market value of a share of Company common stock in exchange for cash or a stock option, SAR, award of restricted stock or other equity award, (iii) repurchasing a stock option or SAR for value (in cash or otherwise) from a participant at a time when its exercise price or base price exceeds the fair market value of a share of Company common stock, or (iii) taking any other action that is treated as a repricing under generally accepted accounting principles.
No discounted stock options or stock appreciation rights. Stock options and SARs may not be granted with exercise prices or base prices, respectively, lower than the fair market value of the underlying shares on the grant date.
No liberal share recycling provisions.Shares retained by or delivered to the Company to pay the exercise price of a stock option or to satisfy tax withholding obligations in connection with the
TCBI 2022|Notice of Annual Meeting and Proxy Statement 78

star.jpg
2022 Long-Term Incentive Plan
exercise, vesting or settlement of an award will count against the number of shares remaining available under the 2022 Plan.
No liberal change-in-control definition. The change-in-control definition contained in the 2022 Plan is not a “liberal” definition that would be activated on stockholder approval of a transaction.
No single-trigger change of control vesting. If awards granted under the 2022 Plan are assumed by the successor entity in connection with a change of control of the Company, such awards will not automatically vest and pay out upon the change of control.
Minimum vesting requirements. No more than five percent (5%) of the shares available for issuance under the 2022 Plan may be granted pursuant to awards with a vesting period or performance period of less than one (1) year.
No dividends on unearned awards or appreciation awards.The 2022 Plan prohibits the current payment of dividends or dividend equivalent rights on unearned or unvested awards. In addition, no dividends will accrue on options or stock appreciation rights.
Limits on awards to outside directors. The 2022 Plan provides that, with respect to any one calendar year, the aggregate compensation that may be granted to any individual outside director, including all meeting fees, cash retainers and retainers granted in the form of stock awards, may not exceed $500,000, subject to exceptions to such limit in extraordinary circumstances as determined by the Board in its sole discretion.
Awards subject to recoupment policy. The 2022 Plan provides that the Company may recoup all or any portion of any shares or cash paid to a participant in connection with an award, in the event of a restatement of the Company’s financial statements as set forth in the Company’s clawback policy.
Description of the 2022 Long-Term Incentive Plan
The following is a brief description of the material terms of the 2022 Plan. A copy of the 2022 Plan is attached as Annex A to this Proxy Statement, and the following description is qualified in its entirety by reference to the 2022 Plan.

Effective Date; Termination Date
If approved by our stockholders, the 2022 Plan will become effective on April 26, 2022. The 2022 Plan will terminate on April 19, 2032, unless sooner terminated by action of the Board.

Shares Available for Issuance
The shares issuable pursuant to awards granted under the 2022 Plan will be shares of common stock. The maximum number of shares that may be issued pursuant to awards granted under the 2022 Plan is 1,400,000 (less the number of Interim Awards). The maximum number of shares that can be issued upon the exercise of incentive stock options is limited to 1,400,000 (less the number of Interim Awards).

Reuse of Shares
If an award, or portion of an award, expires or terminates without all of the shares covered by that award having been issued, or if an award is settled in cash, the number of shares underlying the expired, terminated or cash settled award will not reduce the number of shares available under the 2022 Plan. If any shares issued pursuant to an award are forfeited and returned back to or reacquired by the Company because of the failure to meet a contingency or condition required to vest such shares in the participant, then the shares that are forfeited or reacquired will again become available for issuance under the 2022 Plan. Any shares tendered or withheld (i) to pay the exercise price of an option granted under the 2022 Plan or (ii) to satisfy tax withholding obligations associated with an award granted under the 2022 Plan will not become available again for issuance under the 2022 Plan.

TCBI 2022|Notice of Annual Meeting and Proxy Statement 79

star.jpg
2022 Long-Term Incentive Plan
Adjustments
In the event that any dividend or other distribution, recapitalization, stock split, reverse stock split, rights offering, reorganization, merger, consolidation, split-up, spin-off, split-off, combination, subdivision, repurchase or exchange of the common shares or other securities of the Company, issuance of warrants or other rights to purchase common shares or other securities of the Company or other similar corporate transaction or event affects the fair value of an award, then the Committee will adjust any or all of the following so that the fair value of the award immediately after the transaction or event is equal to the fair value of the award immediately prior to the transaction or event: (i) the number of shares and type of common stock (or the securities or property) which thereafter may be made the subject of awards; (ii) the number of shares and type of common shares (or other securities or property) subject to outstanding awards; (iii) the option price of each outstanding award; (iv) the amount, if any, the Company pays for forfeited common shares in accordance with the terms of the 2022 Plan; and (v) the number of or exercise price of common shares then subject to outstanding SARs previously granted and unexercised under the 2022 Plan, to the end that the same proportion of the Company’s issued and outstanding common shares in each instance will remain subject to exercise at the same aggregate exercise price; provided however, that the number of common shares (or other securities or property) subject to any award will always be a whole number.

Administration
The 2022 Plan will be administered by the Compensation and Human Capital Committee (referred to herein as the “Committee”). The Board also may at any time take on the powers, authority and duties of the Committee. The Committee generally may delegate its power, authority and duties under the 2022 Plan, except the power and authority to grant awards to persons required to file reports with respect to the Company pursuant to Section 16(b) of the Securities Exchange Act of 1934, as amended (“Exchange Act”), or as prohibited by law.

The Committee determines who among those eligible to participate in the 2022 Plan will be granted awards, determines the amounts and types of awards to be granted, determines the terms and conditions of all awards, and construes and interprets the terms of the 2022 Plan. Determinations of the Committee are final, binding, and conclusive.

Eligibility
Individuals eligible to receive awards under the 2022 Plan include employees of the Company or a subsidiary or affiliate of the Company, outside directors and consultants. As of February 23, 2022, there were ten outside directors, approximately 500 employees and zero consultants who are eligible to receive awards under the 2022 Plan.

Permissible Awards
The plan authorizes the grant of awards in any of the following forms:
Options to purchase shares of common stock, which may be nonqualified stock options or incentive stock options (“ISOs”). The exercise price of an option granted under the plan may not be less than the fair market value of the Company’s common stock on the date of grant. Stock options granted under the plan will have a term of not more than ten years.
SARs, which give the holder the right to receive the excess, if any, of the fair market value of one share of common stock on the date of exercise, over the base price of the SAR. The base price of a SAR may not be less than the fair market value of the Company’s common stock on the date of grant. SARs granted under the plan will have a term of not more than ten years.
Restricted stock, which is subject to restrictions on transferability and subject to forfeiture on terms set by the Committee, which may include time-based vesting and/or performance-based vesting.
Restricted stock units, which represent the right to receive shares of common stock (or an equivalent value in cash or other property) in the future, based upon the attainment of stated vesting or performance goals set by the Committee.
TCBI 2022|Notice of Annual Meeting and Proxy Statement 80

star.jpg
2022 Long-Term Incentive Plan
Performance awards, which may be in the form of shares, cash or units and which, in any case, are contingent upon performance-based vesting conditions.
Other stock-based awards consistent with the Plan in the discretion of the Committee, including unrestricted stock grants.
Dividend equivalent rights, which entitle the participant to payments in cash or shares of common stock calculated by reference to the amount of dividends paid on the shares of stock underlying an award, may be generally granted with respect to awards. However, options and SARs may not provide for dividends or dividend equivalent rights, and no dividends or dividend equivalent rights may be paid currently on unearned or unvested awards.
All awards will be evidenced by a written award agreement between the Company and the participant, which will include such provisions as may be specified by the Committee.

Provisions Applicable to All Awards
Minimum Vesting
Except with respect to a maximum of five percent (5%) of the shares available under the 2022 Plan, any stock-based awards which vest on the basis of a participant’s continued employment with or provision of service to the Company must have a minimum vesting requirement of one (1) year and any stock-based awards which vest upon the attainment of performance goals must have a performance period of at least one (1) year (subject to automatic acceleration of vesting only in the event of death or disability).
Nontransferability of Awards
Awards granted under the 2022 Plan generally are not assignable or transferable except by will or by the laws of descent and distribution, except that the Committee may, in its discretion and pursuant to the terms of an award agreement, permit certain transfers of nonqualified stock options or SARs to: (i) the spouse (or former spouse), children or grandchildren of the participant (“Immediate Family Members”); (ii) a trust or trusts for the exclusive benefit of Immediate Family Members; (iii) a partnership in which the only partners are (1) Immediate Family Members and/or (2) entities which are controlled by Immediate Family Members; (iv) an entity exempt from federal income tax pursuant to Section 501(c)(3) of the Code or any successor provision; or (v) a split interest trust or pooled income fund described in Section 2522(c)(2) of the Code or any successor provision, provided that (x) there may be no consideration for any such transfer, (y) the applicable award agreement pursuant to which such award is granted must be approved by the Committee and must expressly provide for such transferability and (z) subsequent transfers of transferred awards are prohibited except those by will or the laws of descent and distribution.

Change in Control
Upon the occurrence of a change of control, merger, consolidation or share exchange pursuant to which the Company is not the surviving or resulting corporation, outstanding awards will be assumed by the surviving entity or otherwise equitably converted or substituted in connection with the transaction, and such converted or substituted awards will provide that if within two years after the effective date of the change of control, a participant’s employment is terminated without “cause” or the participant resigns for “good reason”, then (i) any time-based vesting or exercise restrictions on such participant’s converted or substituted awards will lapse; and (ii) the payout opportunities attainable under such participant’s performance-based converted or substituted awards will be deemed to have been earned as of the date of termination based upon the actual level of achievement of all relevant performance goals against target as of the date of such termination and such participant will receive a prorata payout based upon the length of time within the performance period that has elapsed prior to the date of termination of employment.

Upon the occurrence of a change of control, merger, consolidation or share exchange pursuant to which the surviving entity does not agree to assume or otherwise equitably convert or substitute outstanding awards in connection with the transaction in a manner approved by the Committee or the Board, the Company may cancel outstanding awards under the 2022 Plan by either: (i) giving notice to each holder at least 30 days in advance of the transaction that his or her awards will be cancelled unless the holder purchases the shares
TCBI 2022|Notice of Annual Meeting and Proxy Statement 81

star.jpg
2022 Long-Term Incentive Plan
under such awards, including in the Board’s discretion some or all of the shares as to which such awards would not otherwise be vested and exercisable; or (ii) in the case of awards that are either (i) settled only in shares of common stock, or (ii) at the election of the participant, settled in shares of common stock, paying the holder an amount equal to a reasonable estimate of the difference between the net amount per share payable in such transaction or as a result of such transaction, and the price per share of such award to be paid by the participant, multiplied by the number of shares subject to the award.
Clawback of Awards
The 2022 Plan provides that the Company may recoup all or any portion of any shares or cash paid to a participant in connection with an award, in the event of a restatement of the Company’s financial statements as set forth in the Company’s clawback policy.

Amendment and Termination
The Board may, at any time and from time to time, without the consent of the participants, alter, amend, revise, suspend or discontinue the 2022 Plan in whole or in part; provided, however, that: (i) no amendment that requires stockholder approval to comply with the Internal Revenue Code or any applicable requirements of any securities exchange or inter-dealer quotation system on which the Company’s stock is listed or traded, shall be effective unless such amendment is approved by the requisite vote of the Company’s stockholders entitled to vote on the amendment; and (ii) unless required by law, no amendment or discontinuance of the 2022 Plan may adversely affect any rights of any participants or obligations of the Company to any participants with respect to any outstanding award under the 2022 Plan without the consent of the affected participant.

Federal Income Tax Consequences
The rules concerning the federal income tax consequences with respect to awards made pursuant to the 2022 Plan are technical, and reasonable persons may differ on the proper interpretation of the rules. Moreover, the applicable statutory and regulatory provisions are subject to change, as are their interpretations and applications, which may vary in individual circumstances. The following discussion is designed to provide only a brief, general summary description of the U.S. federal income tax consequences associated with the awards, based on a good faith interpretation of the current U.S. federal income tax laws, regulations (including applicable proposed regulations) and judicial and administrative interpretations. The following discussion does not set forth any federal tax consequences other than U.S. federal income tax consequences or any state, local or foreign tax consequences that may apply.

Incentive Stock Options (ISOs). An optionee does not recognize taxable income upon the grant or upon the exercise of an ISO (although the exercise of an ISO may in some cases trigger liability for the alternative minimum tax). Upon the sale of ISO shares, the optionee recognizes income in an amount equal to the excess, if any, of the fair market value of those shares on the date of sale over the exercise price of the ISO shares. The income is taxed at the long-term capital gains rate if the optionee has not disposed of the stock within two years after the date of the grant of the ISO and has held the shares for at least one year after the date of exercise (the two-year and one-year periods are referred to as “holding periods”), and we are not entitled to a federal income tax deduction. ISO holding period requirements are waived when an optionee dies.

If an optionee sells ISO shares before completion of the holding periods, the optionee recognizes ordinary income to the extent of the lesser of: (a) the gain realized upon the sale; or (b) the excess of the fair market value of the shares on the date of exercise over the exercise price of the ISO shares. Any additional gain is treated as long-term or short-term capital gain depending upon how long the optionee has held the ISO shares prior to disposition. In the year of any such disposition, we will receive a federal income tax deduction in an amount equal to the ordinary income that the optionee recognizes, if any, as a result of the disposition.

Nonqualified Stock Options (NQSOs). An optionee does not recognize taxable income upon the grant of an NQSO. Upon the exercise of an NQSO, the optionee recognizes ordinary income to the extent the fair market value of the shares received upon exercise of the NQSO on the date of exercise exceeds the exercise price
TCBI 2022|Notice of Annual Meeting and Proxy Statement 82

star.jpg
2022 Long-Term Incentive Plan
of the NQSO shares. We will receive an income tax deduction in an amount equal to the ordinary income that the optionee recognizes upon the exercise of the NQSO.

Restricted Stock. A participant who receives an award of restricted stock does not generally recognize taxable income at the time of the award. Instead, the participant recognizes ordinary income to the extent and in the first taxable year in which his or her interest in the shares subject to the award becomes either (a) freely transferable; or (b) no longer subject to substantial risk of forfeiture. The amount of U.S. federal taxable income is equal to the fair market value of the shares less the cash, if any, paid for the shares.

A participant may elect to recognize U.S. federal taxable income at the time of grant of restricted stock in an amount equal to the fair market value of the shares subject to the award (less any cash paid for the shares) on the date the award is granted by filing an election under Code Section 83(b) within thirty days of the award.

We will receive a U.S. federal income tax deduction in an amount equal to the ordinary income recognized by the participant in the taxable year in which the shares become either (a) freely transferable; or (b) no longer subject to substantial risk of forfeiture (or in the taxable year of the award if, at that time, the participant had filed a timely election under Code Section 83(b) to accelerate recognition of income).

SARs. A participant who exercises a SAR will recognize ordinary income upon the exercise equal to the amount of cash and the fair market value of any shares received as a result of the exercise. We will receive a U.S. federal income tax deduction in an amount equal to the ordinary income that the participant recognizes upon the exercise of the SAR.

Restricted Stock Units (RSUs). A participant who receives an award of RSUs does not generally recognize taxable income at the time of the award. The participant would generally recognize ordinary income in an amount equal to the fair market value of any shares received (or cash paid) on the date the award is paid. In that taxable year, we would receive a U.S. federal income tax deduction in an amount equal to the ordinary income that the participant has recognized.

New Plan Benefits
To date, the Company has not granted any awards under the 2022 Plan. Future benefits under the 2022 Plan are not currently determinable. On February 23, 2022, the fair market value of a common share of the Company was $64.08.
Vote Required
Proposal Four requires the affirmative vote of the holders of a majority of the outstanding shares of common shares present, in person or by proxy, and entitled to vote on the proposal at the Annual Meeting.
The board of directors unanimously recommends that you vote “FOR” approval of
the 2022 Long-Term Incentive Plan.
TCBI 2022|Notice of Annual Meeting and Proxy Statement 83

star.jpg
2022 Long-Term Incentive Plan
EQUITY COMPENSATION PLAN INFORMATION
The following table provides information as of December 31, 2021 regarding common stock that may be issued under the Company’s existing equity compensation plans.
Plan CategoryNumber of Securities to be Issued Upon Exercise of Outstanding Options, Warrants and RightsWeighted Average Exercise Price of Outstanding Options, Warrants and RightsNumber of Securities Remaining Available for Future Issuance Under Equity Compensation Plans
Equity compensation plans approved by security holders1,209,862 (A)$44.2764,496 (B)
Equity compensation plans not approved by security holders
Total1,209,862$44.2764,496
(A)Includes 3,000 shares issuable pursuant to outstanding SARs with a weighted average exercise price of $44.20 and 1,206,862 shares issuable pursuant to outstanding RSUs. Since RSUs have no exercise price, they are not included in the weighted average exercise price calculation.
(B)All of these shares are available for issuance pursuant to grants of full-value awards.
ADDITIONAL INFORMATION
Stockholder Nominees for Director
Stockholders may submit nominees for director in accordance with the Company’s Bylaws. Under the Company’s Bylaws, a stockholder’s notice to nominate a director must be in writing and set forth (1) as to each proposed nominee, all information relating to such person that is required to be disclosed in solicitations of proxies for election of directors, or is otherwise required pursuant to Regulation 14A under the Exchange Act, including, without limitation, such person’s written consent to being named in the proxy statement as a nominee and to serving as a director if elected; and (2) as to such stockholder, the stockholder’s name and address, and the class and number of shares of stock of the Company that are beneficially owned by such stockholder. The Bylaws provide that nominations for director for the 2023 annual meeting of stockholders must generally be delivered to the Company’s principal executive offices not later than 100 days and no more than 130 days prior to the one-year anniversary of the preceding year’s annual meeting, provided such meeting is
TCBI 2023|Notice of Annual Meeting and Proxy Statement 95


held within 30 days of such anniversary date. Nominations should be directed to:Texas Capital Bancshares, Inc., Attn: Corporate Secretary, 2000 McKinney Avenue, 7th Floor, Dallas, Texas 75201.
ToIn addition, to comply with the SEC’s universal proxy rules, (once effective), stockholders who intend to solicit proxies in support of director nominees other than the Company'sCompany’s nominees must provide notice that sets forth the information required by Rule 14a-19 under the Exchange Act no later than February 18, 2023.2024.
Stockholder Proposals for 20232024
Stockholders interested in submitting a proposal for inclusion in the proxy materials for the Company’s annual meeting of stockholders in 20232024 may do so by following the procedures prescribed in Exchange Act Rule 14a-8. SEC rules establish the eligibility requirements and procedures that must be followed for a stockholder’s proposal to be included in a public company’s proxy materials. To be eligible for inclusion, stockholder proposals must be received by the Company at the following address: Texas Capital Bancshares, Inc., Attn: Corporate Secretary, 2000 McKinney Avenue, 7th Floor, Dallas, Texas 75201, no later than November 10, 2022.2023.
Advance Notice Procedures
Under the Company’s Bylaws, no business may be brought before an annual meeting unless it is brought before the meeting by or at the direction of the board of directors or by a stockholder who has delivered timely notice to the Company and has otherwise satisfied the applicable requirements for such action set forth in the Bylaws. Such notice must contain certain information specified in the Bylaws and generally must be received
TCBI 2022|Notice of Annual Meeting and Proxy Statement 84

star.jpg
Additional Information
not later than 100 days and no more than 130 days prior to the one-year anniversary of the preceding year’s annual meeting, provided such meeting is held within 30 days of such anniversary date, to the following address:Texas Capital Bancshares, Inc., Attn: Corporate Secretary, 2000 McKinney Avenue, 7th Floor, Dallas, Texas 75201.
These requirements are separate from the SEC’s requirements that a stockholder must meet to have a stockholder proposal included in the Company’s proxy statement pursuant to Rule 14a-8 under the Exchange Act.
Annual Report
A copy of the Company’s Annual Report on Form 10-K for the year ended December 31, 20212022 is included in the 20212022 Annual Report provided to stockholders with this Proxy Statement, and is available on the Internet as set forth in the Notice of Internet Availability of Proxy Materials.
Upon written request, the Company will furnish to any stockholder without charge a copy of its 20212022 Annual Report on Form 10-K pursuant to the instructions set forth in the Notice of Internet Availability of Proxy Materials.
TCBI 20222023|Notice of Annual Meeting and Proxy Statement 8596

tcbi-20230308_g2.jpg
2022 Long-Term Equity PlanNon-GAAP Financial Measures
ANNEX A

Non-GAAP Financial Measures
TEXAS CAPITAL BANCSHARES, INC.
2022 LONG-TERM INCENTIVE PLAN
The Texas Capital Bancshares, Inc. 2022 Long-Term Incentive Plan (the “Plan”) was adoptedReturn on Tangible Common Equity (ROTCE), or Return on Average Tangible Common Equity, is a non-GAAP financial measure used by the BoardCompany. ROTCE represents the measure of Directorsnet income available to common shareholders as a percentage of Texas Capital Bancshares, Inc., a Delaware corporation (the “Company”), on February 8, 2022average tangible common equity. ROTCE is used by management in assessing financial performance and the Company’s stockholders on April 19, 2022. The Plan shall be effective asuse of April 26, 2022 (the “Effective Date”).
ARTICLE I
PURPOSE
The purposeequity. A reconciliation of the Plan is to attract and retain the services of key Employees, key Contractors, and Outside Directors of the Company and its Subsidiaries and to provide such persons with a proprietary interest in the Company through the granting of Incentive Stock Options, Nonqualified Stock Options, Stock Appreciation Rights, Restricted Stock, Restricted Stock Units, Performance Awards, Dividend Equivalent Rights, and Other Awards, whether granted singly, or in combination, or in tandem, that will:
(a)    increase the interest of such persons in the Company’s welfare;
(b)    furnish an incentive to such persons to continue their services for the Company or its Subsidiaries; and
(c)    provide a means through which the Company may attract able persons as Employees, Contractors, and Outside Directors.
With respect to Reporting Participants, the Plan and all transactions under the Plan are intended to comply with all applicable conditions of Rule 16b-3 promulgated under the Exchange Act. To the extent any provision of the Plan or action by the Committee fails to so comply, such provision or action shall be deemed null and void ab initio,ROTCE to the extent permitted by law and deemed advisable by the Committee.most directly comparable U.S. GAAP measure, Return on Average Common Equity (ROACE), for all periods is presented below.
ARTICLE 2
DEFINITIONS
2022 ($000s)2021 ($000s)
Net Income Available to Common Stockholders$315,228 $235,218 
Average Common Equity2,783,306 2,815,656 
Less: Average Goodwill and Intangibles(14,539)(17,447)
Average Tangible Common Equity$2,768,767 $2,798,209 
ROACE11.3 %8.4 %
ROTCE11.4 %8.4 %
For the purpose of the Plan, unless the context requires otherwise, the following terms shall have the meanings indicated:
2.1    “Applicable Law” means all legal requirements relating to the administration of equity incentive plans and the issuance and distribution of shares of Common Stock, if any, under applicable corporate laws, applicable securities laws, the rules of any exchange or inter-dealer quotation system upon which the Company’s securities are listed or quoted, and any other applicable law, rule or restriction.
2.2    “Award” means the grant of any Incentive Stock Option, Nonqualified Stock Option, Restricted Stock, SAR, Restricted Stock Unit, Performance Award, Dividend Equivalent Right or Other Award, whether granted singly or in combination or in tandem (each individually referred to herein as an “Incentive”).
2.3    “Award Agreement” means a written agreement between a Participant and the Company which sets out the terms of the grant of an Award.
2.4    “Award Period” means the period set forth in the Award Agreement during which one or more Incentives granted under an Award may be exercised.
2.5    “Authorized Officer” is defined in Section 3.2(b) hereof.
2.6    “Board” means the board of directors of the Company.
2.7    “Cause”, with respect to a Participant’s Award, shall have the meaning set forth in the Participant’s employment agreement with the Company, or, if the employment agreement does not contain a definition of “cause” or the Participant has not entered into an employment agreement with the Company, “Cause” means any of the following acts by the Participant, as determined in good faith by the Company: (i) misappropriation of funds or property, fraud or dishonesty within the course of providing services to the Company which evidences a want of integrity or breach of trust; (ii) indictment for a misdemeanor that has caused or may be reasonably expected to cause material injury to the Company, any of its Subsidiaries, any of its affiliates or any of their interests, or indictment for a felony; (iii) any willful









TCBI 20222023|Notice of Annual Meeting and Proxy Statement A-1


star.jpg
2022 Long-Term Equity Plan
or negligent action, inaction, or inattention to duties of the Participant within the course of providing services to the Company that causes the Company material harm or damages (as determined in the sole and absolute discretion of the Company); (iv) misappropriation of any corporate opportunity or otherwise obtaining personal profit from any transaction which is adverse to the interests of the Company or to the benefits of which the Company is entitled; (v) inexcusable or repeated failure by the Participant to follow applicable Company policies and procedures; (vi) conduct of the Participant which is materially detrimental to the Company (as determined in the sole and absolute discretion of the Company); or (vii) any material violation of the terms of the Participant’s employment agreement (or, if Participant is a Contractor, of the Participant’s consulting or contractor agreement), if any.
2.8    “Change in Control” means any of the following, except as otherwise provided herein:
(a)    any Person is or becomes the Beneficial Owner, directly or indirectly, of securities of the Company (not including in the securities beneficially owned by such Person any securities acquired directly from the Company or its Affiliates) representing 51% or more of the combined voting power of the Company’s then outstanding securities, excluding any Person who becomes such a Beneficial Owner in connection with a transaction described in clause (i) of paragraph (c) below; or
    (b)    the following individuals cease for any reason to constitute a majority of the number of directors then serving: individuals who, on the Effective Date of this Plan, constitute the Board and any new director (other than a director whose initial assumption of office is in connection with an actual or threatened election contest, including but not limited to a consent solicitation, relating to the election of directors of the Company) whose appointment or election by the Board or nomination for election by the Company’s stockholders was approved or recommended by a vote of at least two-thirds (2/3) of the directors then still in office who either were directors on the Effective Date of this Plan or whose appointment, election or nomination for election was previously so approved or recommended; or
    (c)    there is consummated a merger or consolidation of the Company or any direct or indirect subsidiary of the Company with any other corporation, other than (i) a merger or consolidation which would result in the voting securities of the Company outstanding immediately prior to such merger or consolidation continuing to represent (either by remaining outstanding or by being converted into voting securities of the surviving entity or any parent thereof) at least 51% of the combined voting power of the securities of the Company or such surviving entity or any parent thereof outstanding immediately after such merger or consolidation or (ii) a merger or consolidation effected to implement a recapitalization of the Company (or similar transaction) in which no Person is or becomes the Beneficial Owner, directly or indirectly, of securities of the Company (not including the securities Beneficially Owned by such Person any securities acquired directly from the Company or its Affiliates other than in connection with the acquisition by the Company or its Affiliates of a business) representing 51% or more of the combined voting power of the Company’s then outstanding securities; or
    (d)    the stockholders of the Company approve a plan of complete liquidation or dissolution of the Company or there is consummated an agreement for the sale or disposition by the Company of all or substantially all of the Company’s assets, other than a sale or disposition by the Company of all or substantially all of the Company’s assets to an entity, at least 51% of the combined voting power of the voting securities of which are owned by stockholders of the Company in substantially the same proportions as their ownership of the Company immediately prior to such sale.
For purposes hereof:
Affiliate” shall have the meaning set forth in Rule 12b-2 promulgated under Section 12 of the Exchange Act.
Beneficial Owner” shall have the meaning set forth in Rule 13d-3 under the Exchange Act.
Person” shall have the meaning given in Section 3(a)(9) of the Exchange Act, as modified and used in Sections 13(d) and 14(d) thereof, except that such term shall not include (i) the Company or any of its subsidiaries, (ii) a trustee or other fiduciary holding securities under an employee benefit plan of the Company or any of its Affiliates, (iii) an underwriter temporarily holding securities pursuant to an offering of such securities or (iv) a corporation owned, directly or indirectly, by the stockholders of the Company in substantially the same proportions as their ownership of stock of the Company.
Notwithstanding the foregoing provisions of this Section 2.8, if an Award issued under the Plan is subject to Section 409A of the Code, then an event shall not constitute a Change in Control for purposes of such Award under the Plan unless such event also constitutes a change in the Company’s ownership, its effective control or the ownership of a substantial portion of its assets within the meaning of Section 409A of the Code.
TCBI 2022|Notice of Annual Meeting and Proxy Statement A-2


star.jpg
2022 Long-Term Equity Plan
2.9    “Claim” means any claim, liability or obligation of any nature, arising out of or relating to this Plan or an alleged breach of this Plan, or an Award Agreement.
2.10    “Code” means the United States Internal Revenue Code of 1986, as amended.
2.11    “Committee” means the Compensation and Human Capital Committee of the Board, unless the Board appoints or designates a different committee to administer the Plan in accordance with Article 3 of this Plan.
2.12    “Common Stock” means the common stock, par value $0.01 per share, which the Company is currently authorized to issue or may in the future be authorized to issue, or any securities into which or for which the common stock of the Company may be converted or exchanged, as the case may be, pursuant to the terms of this Plan.
2.13    “Company” means Texas Capital Bancshares, Inc., a Delaware corporation, and any successor entity.
2.14    “Contractor” means any natural person, who is not an Employee, rendering bona fide services to the Company or a Subsidiary, with compensation, pursuant to a written independent contractor agreement between such person (or any entity employing such person) and the Company or a Subsidiary, provided that such services are not rendered in connection with the offer or sale of securities in a capital raising transaction and do not directly or indirectly promote or maintain a market for the Company’s securities.
2.15    “Corporation” means any entity that (i) is defined as a corporation under Section 7701 of the Code and (ii) is the Company or is in an unbroken chain of corporations (other than the Company) beginning with the Company, if each of the corporations other than the last corporation in the unbroken chain owns stock possessing a majority of the total combined voting power of all classes of stock in one of the other corporations in the chain. For purposes of clause (ii) hereof, an entity shall be treated as a “corporation” if it satisfies the definition of a corporation under Section 7701 of the Code.
2.16    “Date of Grant” means the effective date on which an Award is made to a Participant as set forth in the applicable Award Agreement.
2.17    “Dividend Equivalent Right” means the right of the holder thereof to receive credits based on the cash dividends that would have been paid on the shares of Common Stock specified in the Award if such shares were held by the Participant to whom the Award is made.
2.18    “Employee” means a common law employee (as defined in accordance with the Regulations and Revenue Rulings then applicable under Section 3401(c) of the Code) of the Company or any Subsidiary of the Company.
2.19    “Exchange Act” means the United States Securities Exchange Act of 1934, as amended.
2.20    “Executive Officer” means an officer of the Company or a Subsidiary subject to Section 16 of the Exchange Act.
2.21    “Exercise Date” is defined in Section 8.3(b) hereof.
2.22    “Fair Market Value” means, as of a particular date, (a) if the shares of Common Stock are listed on any established national securities exchange, the closing sales price per share of Common Stock on the consolidated transaction reporting system for the principal securities exchange for the Common Stock on that date, or, if there shall have been no such sale so reported on that date, on the last preceding date on which such a sale was so reported; (b) if the shares of Common Stock are not so listed, but are quoted on an automated quotation system, the closing sales price per share of Common Stock reported on the automated quotation system on that date, or, if there shall have been no such sale so reported on that date, on the last preceding date on which such a sale was so reported; (c) if the Common Stock is not so listed or quoted, the mean between the closing bid and asked price on that date, or, if there are no quotations available for such date, on the last preceding date on which such quotations shall be available, as reported by the OTC Bulletin Board operated by the Financial Industry Regulation Authority, Inc. or the OTC Markets Group Inc., formerly known as Pink OTC Markets Inc.; or (d) if none of the above is applicable, such amount as may be determined by the Committee (acting on the advice of an Independent Third Party, should the Committee elect in its sole discretion to utilize an Independent Third Party for this purpose), in good faith, to be the fair market value per share of Common Stock. The determination of Fair Market Value shall, where applicable, be in compliance with Section 409A of the Code.
2.23    “Good Reason”, with respect to a Participant’s Award, shall have the meaning set forth in the Participant’s employment agreement with the Company, or, if the employment agreement does not contain a definition of “good reason” or the Participant has not entered into an employment agreement with the Company, “Good Reason” means: (i) without his or her express written consent, the assignment of the Participant to a position constituting a material demotion, or loss of compensation or job duties by comparison to his or her position with the Company on the Date of Grant; provided, however, that changes, as opposed to a loss, in the Participant’s job duties or changes to
TCBI 2022|Notice of Annual Meeting and Proxy Statement A-3


star.jpg
2022 Long-Term Equity Plan
reporting relationships, at the Board’s discretion, and without a material loss in the Participant’s compensation, will not constitute “Good Reason”; (ii) the change of the location where the Participant performs the majority of the Participant’s job duties on the Date of Grant of the Award (“Base Location”) to a location that is more than fifty (50) miles from the Base Location, without the Participant’s written consent; (iii) a reduction by the Company in the Participant’s base salary as in effect on the Date of Grant of the Award, unless the reduction is a proportionate reduction of the compensation of the Participant and all other senior officers of the Company as a part of a company-wide effort to enhance the Company’s financial condition; or (iv) after the occurrence of a Change in Control, a significant adverse change in the nature or scope of the authorities, powers, functions, responsibilities, or duties attached to the position(s) with the Company which the Participant held immediately before the Change in Control, or a material reduction in total compensation, including incentive compensation, stock-based compensation and benefits received from the Company compared to the total compensation and benefits to which the Participant was entitled immediately before the Change in Control.
2.24    “ImmediateFamily Members” is defined in Section 15.8 hereof.
2.25    “Incentive” is defined in Section 2.2 hereof.
2.26    “Incentive Stock Option” means an incentive stock option within the meaning of Section 422 of the Code, granted pursuant to this Plan.
2.27    “Independent Third Party” means an individual or entity independent of the Company having experience in providing investment banking or similar appraisal or valuation services and with expertise generally in the valuation of securities or other property for purposes of this Plan. The Committee may utilize one or more Independent Third Parties.
2.28    “Nonqualified Stock Option” means a nonqualified stock option, granted pursuant to this Plan, which is not an Incentive Stock Option.
2.29    “Option Price” means the price which must be paid by a Participant upon exercise of a Stock Option to purchase a share of Common Stock.
2.30    “Other Award” means an Award issued pursuant to Section 6.9 hereof.
2.31    “Outside Director” means a director of the Company who is not an Employee or a Contractor.
2.32    “Participant” means an Employee or Contractor of the Company or a Subsidiary or an Outside Director to whom an Award is granted under this Plan.
2.33    “Performance Award” means an Award hereunder of cash, shares of Common Stock, units or rights based upon, payable in, or otherwise related to, Common Stock pursuant to Section 6.7 hereof.
2.34    “Performance Criteria” is defined in Section 6.10 hereof.
2.35    “Performance Goal” means any of the goals set forth in Section 6.10 hereof.
2.36    “Plan” means this Texas Capital Bancshares, Inc. 2022 Long-Term Incentive Plan, as amended from time to time.
2.37    “Reporting Participant” means a Participant who is subject to the reporting requirements of Section 16 of the Exchange Act.
2.38    “Restricted Stock” means shares of Common Stock issued or transferred to a Participant pursuant to Section 6.4 of this Plan which are subject to restrictions or limitations set forth in this Plan and in the related Award Agreement.
2.39    “Restricted Stock Units” means units awarded to Participants pursuant to Section 6.6 hereof, which are convertible into Common Stock at such time as such units are no longer subject to restrictions as established by the Committee.
2.40    “Restriction Period” is defined in Section 6.4(b)(i) hereof.
2.41    “SAR” or “Stock Appreciation Right” means the right to receive an amount, in cash and/or Common Stock, equal to the excess of the Fair Market Value of a specified number of shares of Common Stock as of the date the SAR is exercised (or, as provided in the Award Agreement, converted) over the SAR Price for such shares.
TCBI 2022|Notice of Annual Meeting and Proxy Statement A-4


star.jpg
2022 Long-Term Equity Plan
2.42    “SAR Price” means the exercise price or conversion price of each share of Common Stock covered by a SAR, determined on the Date of Grant of the SAR.
2.43    “Spread” is defined in Section 12.4(b) hereof.
2.44    “Stock Option” means a Nonqualified Stock Option or an Incentive Stock Option.
2.45    “Subsidiary” means (i) any corporation in an unbroken chain of corporations beginning with the Company, if each of the corporations other than the last corporation in the unbroken chain owns stock possessing a majority of the total combined voting power of all classes of stock in one of the other corporations in the chain, (ii) any limited partnership, if the Company or any corporation described in item (i) above owns a majority of the general partnership interest and a majority of the limited partnership interests entitled to vote on the removal and replacement of the general partner, and (iii) any partnership or limited liability company, if the partners or members thereof are composed only of the Company, any corporation listed in item (i) above or any limited partnership listed in item (ii) above. “Subsidiaries” means more than one of any such corporations, limited partnerships, partnerships or limited liability companies.
2.46    “Termination of Service” occurs when a Participant who is (i) an Employee of the Company or any Subsidiary ceases to serve as an Employee of the Company and its Subsidiaries, for any reason; (ii) an Outside Director of the Company or a Subsidiary ceases to serve as a director of the Company and its Subsidiaries for any reason; or (iii) a Contractor of the Company or a Subsidiary ceases to serve as a Contractor of the Company and its Subsidiaries for any reason. Except as may be necessary or desirable to comply with applicable federal or state law, a “Termination of Service” shall not be deemed to have occurred when a Participant who is an Employee becomes an Outside Director or Contractor or vice versa. If, however, a Participant who is an Employee and who has an Incentive Stock Option ceases to be an Employee but does not suffer a Termination of Service, and if that Participant does not exercise the Incentive Stock Option within the time required under Section 422 of the Code upon ceasing to be an Employee, the Incentive Stock Option shall thereafter become a Nonqualified Stock Option. Notwithstanding the foregoing provisions of this Section 2.51, in the event an Award issued under the Plan is subject to Section 409A of the Code, then, in lieu of the foregoing definition and to the extent necessary to comply with the requirements of Section 409A of the Code, the definition of “Termination of Service” for purposes of such Award shall be the definition of “separation from service” provided for under Section 409A of the Code and the regulations or other guidance issued thereunder.
2.47    “Total and Permanent Disability” means a Participant is qualified for long-term disability benefits under the Company’s or Subsidiary’s disability plan or insurance policy; or, if no such plan or policy is then in existence or if the Participant is not eligible to participate in such plan or policy, that the Participant, because of a physical or mental condition resulting from bodily injury, disease, or mental disorder, is unable to perform his or her duties of employment for a period of six (6) continuous months, as determined in good faith by the Committee, based upon medical reports or other evidence satisfactory to the Committee; providedthat, with respect to any Incentive Stock Option, Total and Permanent Disability shall have the meaning given it under the rules governing Incentive Stock Options under the Code. Notwithstanding the foregoing provisions of this Section 2.52, in the event an Award issued under the Plan is subject to Section 409A of the Code, then, in lieu of the foregoing definition and to the extent necessary to comply with the requirements of Section 409A of the Code, the definition of “Total and Permanent Disability” for purposes of such Award shall be the definition of “disability” provided for under Section 409A of the Code and the regulations or other guidance issued thereunder.
2.48    “Withheld Dividends” is defined in Section 6.4(b)(ii) hereof.
ARTICLE 3
ADMINISTRATION
3.1    General Administration; Establishment of Committee. Subject to the terms of this Article 3, the Plan shall be administered by the Committee. The Committee shall consist of not fewer than two persons. Any member of the Committee may be removed at any time, with or without cause, by resolution of the Board. Any vacancy occurring in the membership of the Committee may be filled by appointment by the Board. At any time there is no Committee to administer the Plan, any references in this Plan to the Committee shall be deemed to refer to the Board.
Membership on the Committee shall be limited to those members of the Board who are “non-employee directors” as defined in Rule 16b-3 promulgated under the Exchange Act. The Committee shall select one of its members to act as its Chairman. A majority of the Committee shall constitute a quorum, and the act of a majority of the members of the Committee present at a meeting at which a quorum is present shall be the act of the Committee.
3.2    Designation of Participants and Awards.
(a)    The Committee or the Board shall determine and designate from time to time the eligible persons to whom Awards will be granted and shall set forth in each related Award Agreement, where
TCBI 2022|Notice of Annual Meeting and Proxy Statement A-5


star.jpg
2022 Long-Term Equity Plan
applicable, the Award Period, the Date of Grant, and such other terms, provisions, limitations, and performance requirements, as are approved by the Committee, but not inconsistent with the Plan. The Committee shall determine whether an Award shall include one type of Incentive or two or more Incentives granted in combination or two or more Incentives granted in tandem (that is, a joint grant where exercise of one Incentive results in cancellation of all or a portion of the other Incentive).
(b)    Notwithstanding Section 3.2(a), to the extent permitted by Applicable Law, the Board may, in its discretion and by a resolution adopted by the Board, authorize one or more officers of the Company (an “Authorized Officer”) to (i) designate one or more Employees other than Reporting Persons as eligible persons to whom Awards will be granted under the Plan and (ii) determine the number of shares of Common Stock that will be subject to such Awards; provided, however, that the resolution of the Board granting such authority shall (x) specify the total number of shares of Common Stock that may be made subject to the Awards, (y) set forth the price or prices (or a formula by which such price or prices may be determined) to be paid for the purchase of the Common Stock subject to such Awards, and (z) not authorize an officer to designate himself as a recipient of any Award.
3.3    Authority of the Committee. The Committee, in its discretion, shall (i) interpret the Plan and Award Agreements, (ii) prescribe, amend, and rescind any rules and regulations, as necessary or appropriate for the administration of the Plan, (iii) establish performance goals for an Award and certify the extent of their achievement, and (iv) make such other determinations or certifications and take such other action as it deems necessary or advisable in the administration of the Plan. Any interpretation, determination, or other action made or taken by the Committee shall be final, binding, and conclusive on all interested parties. The Committee’s discretion set forth herein shall not be limited by any provision of the Plan, including any provision which by its terms is applicable notwithstanding any other provision of the Plan to the contrary.
The Committee may delegate to officers of the Company, pursuant to a written delegation, the authority to perform specified functions under the Plan. Any actions taken by any officers of the Company pursuant to such written delegation of authority shall be deemed to have been taken by the Committee.
With respect to restrictions in the Plan that are based on the requirements of Rule 16b-3 promulgated under the Exchange Act, Section 422 of the Code, the rules of any exchange or inter-dealer quotation system upon which the Company’s securities are listed or quoted, or any other Applicable Law, to the extent that any such restrictions are no longer required by Applicable Law, the Committee shall have the sole discretion and authority to grant Awards that are not subject to such mandated restrictions and/or to waive any such mandated restrictions with respect to outstanding Awards.
ARTICLE 4
ELIGIBILITY
Any Employee (including an Employee who is also a director or an officer), Contractor or Outside Director of the Company whose judgment, initiative, and efforts contributed or may be expected to contribute to the successful performance of the Company is eligible to participate in the Plan; provided that only Employees of a Corporation shall be eligible to receive Incentive Stock Options. The Committee, upon its own action, may grant, but shall not be required to grant, an Award to any Employee, Contractor or Outside Director. Awards may be granted by the Committee at any time and from time to time to new Participants, or to then Participants, or to a greater or lesser number of Participants, and may include or exclude previous Participants, as the Committee shall determine. Except as required by this Plan, Awards need not contain similar provisions. The Committee’s determinations under the Plan (including without limitation determinations of which Employees, Contractors or Outside Directors, if any, are to receive Awards, the form, amount and timing of such Awards, the terms and provisions of such Awards and the agreements evidencing same) need not be uniform and may be made by it selectively among Participants who receive, or are eligible to receive, Awards under the Plan.
ARTICLE 5
SHARES SUBJECT TO PLAN
5.1    Number Available for Awards. Subject to adjustment as provided in Articles 11 and 12, the maximum number of shares of Common Stock that may be delivered pursuant to Awards granted under the Plan is one million four hundred thousand (1,400,000) shares, less the net number of shares covering awards made pursuant the Company's 2015 Long-Term Incentive Plan between December 31, 2021 and the Effective Date (the “Shares Available”). One hundred percent (100%) of the Shares Available may be delivered pursuant to Incentive Stock Options. Shares to be issued may be made available from authorized but unissued Common Stock, Common Stock held by the Company in its treasury, or Common Stock purchased by the Company on the open market or otherwise. During the term of this Plan, the Company will at all times reserve and keep available the number of shares of Common Stock that shall be sufficient to satisfy the requirements of this Plan.
TCBI 2022|Notice of Annual Meeting and Proxy Statement A-6


star.jpg
2022 Long-Term Equity Plan
5.2    Reuse of Shares. To the extent that any Awards under this Plan shall be forfeited, shall expire or be canceled, in whole or in part, without the issuance of Shares, then the number of shares of Common Stock covered by the Awards so forfeited, expired, or canceled may again be awarded pursuant to the provisions of this Plan. Awards that may be satisfied either by the issuance of shares of Common Stock or by cash or other consideration shall be counted against the maximum number of shares of Common Stock that may be issued under this Plan only during the period that the Award is outstanding or to the extent the Award is ultimately satisfied by the issuance of shares of Common Stock. Shares of Common Stock otherwise deliverable pursuant to an Award that are withheld upon exercise or vesting of an Award for purposes of paying the exercise price or tax withholdings shall be treated as delivered to the Participant and shall be counted against the maximum number of shares of Common Stock that may be issued under this Plan. Awards will not reduce the number of shares of Common Stock that may be issued pursuant to this Plan if the settlement of the Award will not require the issuance of shares of Common Stock, as, for example, a SAR that can be satisfied only by the payment of cash. Notwithstanding any provisions of the Plan to the contrary, shares forfeited back to the Company, or shares canceled on account of termination, expiration or lapse of an Award shall again be available for grant of Incentive Stock Options under the Plan, but shall not increase the maximum number of shares described in Section 5.1 above as the maximum number of shares of Common Stock that may be delivered pursuant to Incentive Stock Options.
ARTICLE 6
GRANT OF AWARDS
6.1    In General.
(a)    The grant of an Award shall be authorized by the Committee and shall be evidenced by an Award Agreement setting forth the Incentive or Incentives being granted, the total number of shares of Common Stock subject to the Incentive(s), the Option Price (if applicable), the Award Period, the Date of Grant, and such other terms, provisions, limitations, and performance objectives, as are approved by the Committee, but (i) not inconsistent with the Plan, and (ii) to the extent an Award issued under the Plan is subject to Section 409A of the Code, in compliance with the applicable requirements of Section 409A of the Code and the regulations or other guidance issued thereunder. The Company shall execute an Award Agreement with a Participant after the Committee approves the issuance of an Award. The grant of an Award to a Participant shall not be deemed either to entitle the Participant to, or to disqualify the Participant from, receipt of any other Award under the Plan.
(b)    If the Committee establishes a purchase price for an Award, the Participant must accept such Award within a period of thirty (30) days (or such shorter period as the Committee may specify) after the Date of Grant by executing the applicable Award Agreement and paying such purchase price.
(c)    Any Award under this Plan that is settled in whole or in part in cash on a deferred basis may provide for interest equivalents to be credited with respect to such cash payment. Interest equivalents may be compounded and shall be paid upon such terms and conditions as may be specified by the grant.
6.2    Option Price. The Option Price for any share of Common Stock which may be purchased under a Nonqualified Stock Option for any share of Common Stock must be equal to or greater than the Fair Market Value of the share on the Date of Grant. The Option Price for any share of Common Stock which may be purchased under an Incentive Stock Option must be at least equal to the Fair Market Value of the share on the Date of Grant; if an Incentive Stock Option is granted to an Employee who owns or is deemed to own (by reason of the attribution rules of Section 424(d) of the Code) more than ten percent (10%) of the combined voting power of all classes of stock of the Company (or any parent or Subsidiary), the Option Price shall be at least one hundred ten percent (110%) of the Fair Market Value of the Common Stock on the Date of Grant. No dividends or Dividend Equivalent Rights may be paid or granted with respect to any Stock Option granted hereunder.
6.3    Maximum ISO Grants. The Committee may not grant Incentive Stock Options under the Plan to any Employee which would permit the aggregate Fair Market Value (determined on the Date of Grant) of the Common Stock with respect to which Incentive Stock Options (under this and any other plan of the Company and its Subsidiaries) are exercisable for the first time by such Employee during any calendar year to exceed $100,000. To the extent any Stock Option granted under this Plan which is designated as an Incentive Stock Option exceeds this limit or otherwise fails to qualify as an Incentive Stock Option, such Stock Option (or any such portion thereof) shall be a Nonqualified Stock Option. In such case, the Committee shall designate which stock will be treated as Incentive Stock Option stock by causing the issuance of a separate stock certificate and identifying such stock as Incentive Stock Option stock on the Company’s stock transfer records.
6.4    Restricted Stock. If Restricted Stock is granted to or received by a Participant under an Award (including a Stock Option), the Committee shall set forth in the related Award Agreement: (i) the number of shares of Common Stock awarded, (ii) the price, if any, to be paid by the Participant for such Restricted Stock and the method of payment of the price, (iii) the time or times within which such Award may be subject to forfeiture, (iv) specified
TCBI 2022|Notice of Annual Meeting and Proxy Statement A-7


star.jpg
2022 Long-Term Equity Plan
Performance Goals of the Company, a Subsidiary, any division thereof or any group of Employees of the Company, or other criteria, which the Committee determines must be met in order to remove any restrictions (including vesting) on such Award, and (v) all other terms, limitations, restrictions, and conditions of the Restricted Stock, which shall be consistent with this Plan, to the extent applicable. The provisions of Restricted Stock need not be the same with respect to each Participant.
(a)    Legend on Shares. The Company shall electronically register the Restricted Stock awarded to a Participant in the name of such Participant, which shall bear an appropriate legend referring to the terms, conditions, and restrictions applicable to such Restricted Stock, substantially as provided in Section 15.10 of the Plan. No stock certificate or certificates shall be issued with respect to such shares of Common Stock, unless, following the expiration of the Restriction Period (as defined in Section 6.4(b)(i)) without forfeiture in respect of such shares of Common Stock, the Participant requests delivery of the certificate or certificates by submitting a written request to the Committee (or such party designated by the Company) requesting delivery of the certificates. The Company shall deliver the certificates requested by the Participant to the Participant as soon as administratively practicable following the Company’s receipt of such request.
(b)    Restrictions and Conditions. Shares of Restricted Stock shall be subject to the following restrictions and conditions:
(i)    Subject to the other provisions of this Plan and the terms of the particular Award Agreements, during such period as may be determined by the Committee commencing on the Date of Grant or the date of exercise of an Award (the “Restriction Period”), the Participant shall not be permitted to sell, transfer, pledge or assign shares of Restricted Stock. Except for these limitations and the limitations set forth in Section 7.2 below, the Committee may in its sole discretion, remove any or all of the restrictions on such Restricted Stock whenever it may determine that, by reason of changes in Applicable Laws or other changes in circumstances arising after the date of the Award, such action is appropriate.
(ii)    Except as provided in sub-paragraph (i) above or in the applicable Award Agreement, the Participant shall have, with respect to his or her Restricted Stock, all of the rights of a stockholder of the Company, including the right to vote the shares, and the right to receive any dividends thereon; provided that (A) any cash dividends and stock dividends with respect to the Restricted Stock shall be withheld by the Company for the Participant’s account without interest (together, “Withheld Dividends”); and (B) such Withheld Dividends attributable to any particular share of Restricted Stock (and earnings thereon, if applicable) shall be distributed to such Participant in cash or, at the discretion of the Committee, in shares of Common Stock having a Fair Market Value equal to the amount of such Withheld Dividends, if applicable, upon the release of restrictions on such share (i.e., upon vesting) and, if such share is forfeited, the Participant shall forfeit and have no right to such Withheld Dividends. In no event shall dividends be paid or distributed until the vesting restrictions of the underlying Restricted Stock lapse. Certificates for shares of Common Stock free of restriction under this Plan shall be delivered to the Participant promptly after, and only after, the Restriction Period shall expire without forfeiture in respect of such shares of Common Stock or after any other restrictions imposed on such shares of Common Stock by the applicable Award Agreement or other agreement have expired. Certificates for the shares of Common Stock forfeited under the provisions of the Plan and the applicable Award Agreement shall be promptly returned to the Company by the forfeiting Participant. Each Award Agreement shall require that each Participant, in connection with the issuance of a certificate for Restricted Stock, shall endorse such certificate in blank or execute a stock power in form satisfactory to the Company in blank and deliver such certificate and executed stock power to the Company.
(iii)    The Restriction Period of Restricted Stock shall commence on the Date of Grant or the date of exercise of an Award, as specified in the Award Agreement, and, subject to Article 12 of the Plan, unless otherwise established by the Committee in the Award Agreement setting forth the terms of the Restricted Stock, shall expire upon satisfaction of the conditions set forth in the Award Agreement; such conditions may provide for vesting based on such Performance Goals, as may be determined by the Committee in its sole discretion.
(iv)    Except as otherwise provided in the particular Award Agreement, upon Termination of Service for any reason during the Restriction Period, the nonvested shares of Restricted Stock and any Withheld Dividends shall be forfeited by the Participant. In the event a Participant has paid any consideration to the Company for such forfeited Restricted Stock, the Committee shall specify in the Award Agreement that either (i) the Company shall be obligated to, or (ii) the Company may, in its sole discretion, elect to, pay to the Participant, as soon as practicable after the event causing forfeiture, in cash, an amount equal to the lesser of the total consideration paid by the Participant for such
TCBI 2022|Notice of Annual Meeting and Proxy Statement A-8


star.jpg
2022 Long-Term Equity Plan
forfeited shares or the Fair Market Value of such forfeited shares as of the date of Termination of Service, as the Committee, in its sole discretion shall select. Upon any forfeiture, all rights of a Participant with respect to the forfeited shares of the Restricted Stock and any Withheld Dividends shall cease and terminate, without any further obligation on the part of the Company.
6.5    SARs. The Committee may grant SARs to any Participant, either as a separate Award or in connection with a Stock Option. SARs shall be subject to such terms and conditions as the Committee shall impose, provided that such terms and conditions are (i) not inconsistent with the Plan and (ii) to the extent a SAR issued under the Plan is subject to Section 409A of the Code, in compliance with the applicable requirements of Section 409A of the Code and the regulations or other guidance issued thereunder. The grant of the SAR may provide that the holder may be paid for the value of the SAR either in cash or in shares of Common Stock, or a combination thereof. In the event of the exercise of a SAR payable in shares of Common Stock, the holder of the SAR shall receive that number of whole shares of Common Stock having an aggregate Fair Market Value on the date of exercise equal to the value obtained by multiplying (i) the difference between the Fair Market Value of a share of Common Stock on the date of exercise over the SAR Price as set forth in such SAR (or other value specified in the Award Agreement granting the SAR), by (ii) the number of shares of Common Stock as to which the SAR is exercised, with a cash settlement to be made for any fractional shares of Common Stock. The SAR Price for any share of Common Stock subject to a SAR may be equal to or greater than the Fair Market Value of the share on the Date of Grant. The Committee, in its sole discretion, may place a ceiling on the amount payable upon exercise of a SAR, but any such limitation shall be specified at the time that the SAR is granted. No dividends or Dividend Equivalent Rights may be paid or granted with respect to any Stock Appreciation Right granted hereunder.
6.6    Restricted Stock Units. Restricted Stock Units may be awarded or sold to any Participant under such terms and conditions as shall be established by the Committee, provided, however, that such terms and conditions are (i) not inconsistent with the Plan, and (ii) to the extent a Restricted Stock Unit issued under the Plan is subject to Section 409A of the Code, in compliance with the applicable requirements of Section 409A of the Code and the regulations or other guidance issued thereunder. The grant of a Restricted Stock Unit may provide that the holder may be paid for the value of the Restricted Stock Unit either in cash or in shares of Common Stock, or a combination thereof. Restricted Stock Units shall be subject to such restrictions as the Committee determines, including, without limitation, (a) a prohibition against sale, assignment, transfer, pledge, hypothecation or other encumbrance for a specified period; or (b) a requirement that the holder forfeit (or in the case of shares of Common Stock or units sold to the Participant, resell to the Company at cost) such shares or units in the event of Termination of Service during the period of restriction. If the applicable Award Agreement provides that Restricted Stock Units are eligible for dividends or dividend equivalents, then in no event shall such dividend equivalents be paid or distributed until the vesting restrictions of the underlying Restricted Stock Units lapse.
6.7    Performance Awards.
(a)    The Committee may grant Performance Awards to one or more Participants. The terms and conditions of Performance Awards shall be specified at the time of the grant and may include provisions establishing the performance period, the Performance Goals to be achieved during a performance period, and the maximum or minimum settlement values, provided that such terms and conditions are (i) not inconsistent with the Plan and (ii) to the extent a Performance Award issued under the Plan is subject to Section 409A of the Code, in compliance with the applicable requirements of Section 409A of the Code and the regulations or other guidance issued thereunder. If the Performance Award is to be in shares of Common Stock, the Performance Awards may provide for the issuance of the shares of Common Stock at the time of the grant of the Performance Award or at the time of the certification by the Committee that the Performance Goals for the performance period have been met; provided, however, if shares of Common Stock are issued at the time of the grant of the Performance Award and if, at the end of the performance period, the Performance Goals are not certified by the Committee to have been fully satisfied, then, notwithstanding any other provisions of this Plan to the contrary, the Common Stock shall be forfeited in accordance with the terms of the grant to the extent the Committee determines that the Performance Goals were not met. The forfeiture of shares of Common Stock issued at the time of the grant of the Performance Award due to failure to achieve the established Performance Goals shall be separate from and in addition to any other restrictions provided for in this Plan that may be applicable to such shares of Common Stock. Each Performance Award granted to one or more Participants shall have its own terms and conditions. If the applicable Award Agreement provides that Performance Award is eligible for dividends or dividend equivalents, then in no event shall such dividends or dividend equivalents be paid or distributed until the vesting restrictions of the underlying Performance Award lapse.
If the Committee determines, in its sole discretion, that the established performance measures or objectives are no longer suitable because of a change in the Company’s business, operations, corporate structure, or for other reasons that the Committee deemed satisfactory, the Committee may modify the performance measures or objectives and/or the performance period.
TCBI 2022|Notice of Annual Meeting and Proxy Statement A-9


star.jpg
2022 Long-Term Equity Plan
(b)    Performance Awards may be valued by reference to the Fair Market Value of a share of Common Stock or according to any formula or method deemed appropriate by the Committee, in its sole discretion, including, but not limited to, achievement of Performance Goals or other specific financial, production, sales or cost performance objectives that the Committee believes to be relevant to the Company’s business and/or remaining in the employ of the Company or a Subsidiary for a specified period of time. Performance Awards may be paid in cash, shares of Common Stock, or other consideration, or any combination thereof. If payable in shares of Common Stock, the consideration for the issuance of such shares may be the achievement of the performance objective established at the time of the grant of the Performance Award. Performance Awards may be payable in a single payment or in installments and may be payable at a specified date or dates or upon attaining the performance objective. The extent to which any applicable performance objective has been achieved shall be conclusively determined by the Committee.
6.8    Dividend Equivalent Rights. The Committee may grant a Dividend Equivalent Right to any Participant, either as a component of another Award or as a separate Award; provided, however, that no Dividend Equivalent Right may be paid or granted with respect to any Stock Option or SAR. The terms and conditions of the Dividend Equivalent Right shall be specified by the grant. The Committee may provide that Dividend Equivalents (i) will be deemed to have been reinvested in additional Shares or otherwise reinvested (subject to Share availability under Section 5.1 hereof) and subject to the same vesting provisions as provided for the host Award, or (ii) will be credited by the Company to an account for the Participant and accumulated without interest until the date on which the host Award becomes vested, and, in either case, any Dividend Equivalents accrued with respect to forfeited Awards will be reconveyed to the Company without further consideration or any act or action by the Participant. In no event shall Dividend Equivalents be paid or distributed until the vesting restrictions of the underlying Award lapse.
6.9    Other Awards. The Committee may grant to any Participant other forms of Awards, based upon, payable in, or otherwise related to, in whole or in part, shares of Common Stock, if the Committee determines that such other form of Award is consistent with the purpose and restrictions of this Plan. The terms and conditions of such other form of Award shall be specified by the grant. Such Other Awards may be granted for no cash consideration, for such minimum consideration as may be required by Applicable Law, or for such other consideration as may be specified by the grant. If the applicable Award Agreement provides that such other form of Award is eligible for dividends or dividend equivalents, then in no event shall such dividends or dividend equivalents be paid or distributed until the vesting restrictions of the underlying Award lapse.
6.10    Performance Goals. Awards of Restricted Stock, Restricted Stock Units, Performance Award and Other Awards (whether relating to cash or shares of Common Stock) under the Plan may be made subject to the attainment of Performance Goals relating to one or more business criteria which, where applicable, may consist of one or more or any combination of the following criteria: tangible book value; tangible common equity; growth in interest income and expense; net interest margin; efficiency ratio; growth in non-interest income and non-interest expense and ratios to earnings assets; net revenue growth and ratio to earning assets; capital ratios; asset or liability interest rate sensitivity and gap; effective tax rate; deposit growth and composition; liquidity management; securities portfolio (value, yield, spread, maturity, or duration); earning asset growth and composition (loans, securities); non-interest income (including, fees, premiums and commissions, loans, wealth management, treasury management, insurance, funds management); overhead ratios, productivity ratios (including adjusted earnings/full-time equivalent (FTE), pre-tax income/FTE); return on assets; return on equity or stockholders’ equity; economic value of equity (EVE); internal controls; enterprise risk measures (including interest rate, loan concentrations, portfolio composition, credit quality, operational measures, compliance ratings, balance sheet, liquidity, insurance); cost; revenues; revenue ratios (per employee or per customer); ratio of debt to debt plus equity; net borrowing; debt ratings; profit before tax; cash return on capitalization; economic profit; earnings before interest and taxes; earnings before interest, taxes, depreciation and amortization; gross margin; earnings per share (whether on a pre-tax, after-tax, operational or other basis); earnings per share growth; operating income; net income; operating earnings; capital expenditures; expenses or expense levels; economic value added; ratio of operating earnings to capital spending or any other operating ratios; return on capital compared to cost of capital; return on invested capital; cash flow; net cash flow before financing activities; cost reductions; cost ratios (per employee or per customer); free cash flow; net profit; sales; net sales; net asset value per share; the accomplishment of mergers, acquisitions, dispositions, public offerings or similar extraordinary business transactions; sales growth; price of the Company’s Common Stock; market share; inventory levels, inventory turn or shrinkage; total return to stockholders; budget goals; customer growth; total market value; dividend payout; or dividend growth (“Performance Criteria”). Any Performance Criteria may be used to measure the performance of the Company as a whole or any business unit of the Company and may be measured relative to a peer group or index. Any Performance Criteria may include or exclude (i) extraordinary, unusual and/or non-recurring items of gain or loss, (ii) gains or losses on the disposition of a business, (iii) changes in tax or accounting regulations or laws, (iv) the effect of a merger or acquisition, as identified in the Company’s quarterly and annual earnings releases, or (v) other similar occurrences. In all other respects, Performance Criteria shall be calculated in accordance with the Company’s financial statements, under generally accepted accounting principles, or under a methodology established by the Committee prior
TCBI 2022|Notice of Annual Meeting and Proxy Statement A-10


star.jpg
2022 Long-Term Equity Plan
to the issuance of an Award which is consistently applied and identified in the audited financial statements, including footnotes, or the Compensation Discussion and Analysis section of the Company’s annual report.
6.11    Tandem Awards. The Committee may grant two or more Incentives in one Award in the form of a “tandem Award,” so that the right of the Participant to exercise one Incentive shall be canceled if, and to the extent, the other Incentive is exercised. For example, if a Stock Option and a SAR are issued in a tandem Award, and the Participant exercises the SAR with respect to one hundred (100) shares of Common Stock, the right of the Participant to exercise the related Stock Option shall be canceled to the extent of one hundred (100) shares of Common Stock.
6.12    No Repricing of Stock Options or SARs. The Committee may not “reprice” any Stock Option or SAR without the prior approval of the Company’s shareholders. For purposes of this Section 6.12, “reprice” means any of the following or any other action that has the same effect: (i) amending a Stock Option or SAR to reduce its exercise price or base price, directly or indirectly, (ii) canceling a Stock Option or SAR at a time when its exercise price or base price exceeds the Fair Market Value of a share of Common Stock in exchange for cash or a Stock Option, SAR, award of Restricted Stock or other equity award, (iii) repurchasing a Stock Option or SAR for value (in cash or otherwise) from a Participant at a time when its exercise price or base price exceeds the Fair Market Value of a share of Common Stock, or (iii) taking any other action that is treated as a repricing under generally accepted accounting principles, provided that nothing in this Section 6.12 shall prevent the Committee from making adjustments pursuant to Article 11, from exchanging or cancelling Incentives pursuant to Article 12, or substituting Incentives in accordance with Article 14.
6.13    Recoupment for Restatements. Notwithstanding any other language in this Plan to the contrary, the Company may recoup all or any portion of any shares or cash paid to a Participant in connection with an Award, in the event of a restatement of the Company’s financial statements as set forth in the Company’s clawback policy, if any, approved by the Company’s Board from time to time.
6.14    Limit on Awards to Outside Directors. With respect to any one calendar year, the aggregate compensation that may be granted to any individual Outside Director, including all meeting fees, cash retainers and retainers granted in the form of Awards, shall not exceed $500,000; provided, however, that the Board may, in its sole discretion, make exceptions to such limit in extraordinary circumstances if it determines in its sole discretion that such exception is advisable. For purposes of such limit, the value of Awards will be determined based on the aggregate Grant Date fair value of all awards issued to the Outside Director in such year (computed in accordance with applicable financial accounting rules).
ARTICLE 7
AWARD PERIOD; VESTING
7.1    Award Period. Subject to the other provisions of this Plan, the Committee may, in its discretion, provide that an Incentive may not be exercised in whole or in part for any period or periods of time or beyond any date specified in the Award Agreement. Except as provided in the Award Agreement, an Incentive may be exercised in whole or in part at any time during its term. The Award Period for an Incentive shall be reduced or terminated upon Termination of Service. No Incentive granted under the Plan may be exercised at any time after the end of its Award Period. No portion of any Incentive may be exercised after the expiration of ten (10) years from its Date of Grant. However, if an Employee owns or is deemed to own (by reason of the attribution rules of Section 424(d) of the Code) more than ten percent (10%) of the combined voting power of all classes of stock of the Company (or any parent or Subsidiary) and an Incentive Stock Option is granted to such Employee, the term of such Incentive Stock Option (to the extent required by the Code at the time of grant) shall be no more than five (5) years from the Date of Grant.
7.2    Vesting. The Committee, in its sole discretion, shall establish the vesting terms applicable to an Incentive, provided that any such vesting terms shall not be inconsistent with the terms of the Plan, including, without limitation, this Section 7.2. Except with respect to a maximum of five percent (5%) of the Shares Available, any stock-based Incentives which vest on the basis of a Participant’s continued employment with or provision of service to the Company shall have a minimum vesting requirement of one (1) year and any stock-based Incentives which vest upon the attainment of performance goals shall provide for a Performance Period of at least one (1) year(subject to automatic acceleration of vesting only in the event of death or Total and Permanent Disability of the Participant).
ARTICLE 8
EXERCISE OR CONVERSION OF INCENTIVE
8.1    In General. A vested Incentive may be exercised or converted, during its Award Period, subject to limitations and restrictions set forth in the Award Agreement.
8.2    Securities Law and Exchange Restrictions. In no event may an Incentive be exercised or shares of Common Stock issued pursuant to an Award if a necessary listing or quotation of the shares of Common Stock on a stock
TCBI 2022|Notice of Annual Meeting and Proxy Statement A-11


star.jpg
2022 Long-Term Equity Plan
exchange or inter-dealer quotation system or any registration under state or federal securities laws required under the circumstances has not been accomplished.
8.3    Exercise of Stock Option.
(a)    In General. If a Stock Option is exercisable prior to the time it is vested, the Common Stock obtained on the exercise of the Stock Option shall be Restricted Stock which is subject to the applicable provisions of the Plan and the Award Agreement. If the Committee imposes conditions upon exercise, then subsequent to the Date of Grant, the Committee may, in its sole discretion, accelerate the date on which all or any portion of the Stock Option may be exercised. No Stock Option may be exercised for a fractional share of Common Stock. The granting of a Stock Option shall impose no obligation upon the Participant to exercise that Stock Option.
(b)    Notice and Payment. Subject to such administrative regulations as the Committee may from time to time adopt, a Stock Option may be exercised by the delivery of written notice to the Committee setting forth the number of shares of Common Stock with respect to which the Stock Option is to be exercised and the date of exercise thereof (the “Exercise Date”) which shall be at least three (3) days after giving such notice unless an earlier time shall have been mutually agreed upon. On the Exercise Date, the Participant shall deliver to the Company consideration with a value equal to the total Option Price of the shares to be purchased, payable as provided in the Award Agreement, which may provide for payment in any one or more of the following ways: (a) cash or check, bank draft, or money order payable to the order of the Company, (b) Common Stock (including Restricted Stock) owned by the Participant on the Exercise Date, valued at its Fair Market Value on the Exercise Date, (c) by delivery (including by FAX) to the Company or its designated agent of an executed irrevocable option exercise form together with irrevocable instructions from the Participant to a broker or dealer, reasonably acceptable to the Company, to sell certain of the shares of Common Stock purchased upon exercise of the Stock Option or to pledge such shares as collateral for a loan and promptly deliver to the Company the amount of sale or loan proceeds necessary to pay such purchase price, and/or (d) in any other form of valid consideration that is acceptable to the Committee in its sole discretion. In the event that shares of Restricted Stock are tendered as consideration for the exercise of a Stock Option, a number of shares of Common Stock issued upon the exercise of the Stock Option equal to the number of shares of Restricted Stock used as consideration therefor shall be subject to the same restrictions and provisions as the Restricted Stock so tendered.
Except as otherwise provided in Section 6.4 hereof (with respect to shares of Restricted Stock) or in the applicable Award Agreement, upon payment of all amounts due from the Participant, the Company shall cause the Common Stock then being purchased to be registered in the Participant’s name (or the person exercising the Participant’s Stock Option in the event of his or her death), but shall not issue certificates for the Common Stock unless the Participant or such other person requests delivery of the certificates for the Common Stock, in writing in accordance with the procedures established by the Committee. The Company shall deliver certificates to the Participant (or the person exercising the Participant’s Stock Option in the event of his or her death) as soon as administratively practicable following the Company’s receipt of a written request from the Participant or such other person for delivery of the certificates. Notwithstanding the forgoing, if the Participant has exercised an Incentive Stock Option, the Company may at its option retain physical possession of the certificate evidencing the shares acquired upon exercise until the expiration of the holding periods described in Section 422(a)(1) of the Code. Any obligation of the Company to deliver shares of Common Stock shall, however, be subject to the condition that, if at any time the Committee shall determine in its discretion that the listing, registration, or qualification of the Stock Option or the Common Stock upon any securities exchange or inter-dealer quotation system or under any state or federal law, or the consent or approval of any governmental regulatory body, is necessary as a condition of, or in connection with, the Stock Option or the issuance or purchase of shares of Common Stock thereunder, the Stock Option may not be exercised in whole or in part unless such listing, registration, qualification, consent, or approval shall have been effected or obtained free of any conditions not reasonably acceptable to the Committee.
(c)    Failure to Pay. Except as may otherwise be provided in an Award Agreement, if the Participant fails to pay for any of the Common Stock specified in such notice or fails to accept delivery thereof, that portion of the Participant’s Stock Option and right to purchase such Common Stock may be forfeited by the Participant.
8.4    SARs. Subject to the conditions of this Section 8.4 and such administrative regulations as the Committee may from time to time adopt, a SAR may be exercised by the delivery (including by FAX) of written notice to the Committee setting forth the number of shares of Common Stock with respect to which the SAR is to be exercised and the Exercise Date thereof, which shall be at least three (3) days after giving such notice unless an earlier time shall have been mutually agreed upon. Subject to the terms of the Award Agreement and only if permissible under Section 409A of the Code and the regulations or other guidance issued thereunder (or, if not so permissible, at such time as
TCBI 2022|Notice of Annual Meeting and Proxy Statement A-12


star.jpg
2022 Long-Term Equity Plan
permitted by Section 409A of the Code and the regulations or other guidance issued thereunder), the Participant shall receive from the Company in exchange therefor in the discretion of the Committee, and subject to the terms of the Award Agreement:
(a)    cash in an amount equal to the excess (if any) of the Fair Market Value (as of the Exercise Date, or if provided in the Award Agreement, conversion, of the SAR) per share of Common Stock over the SAR Price per share specified in such SAR, multiplied by the total number of shares of Common Stock of the SAR being surrendered;
(b)    that number of shares of Common Stock having an aggregate Fair Market Value (as of the Exercise Date, or if provided in the Award Agreement, conversion, of the SAR) equal to the amount of cash otherwise payable to the Participant, with a cash settlement to be made for any fractional share interests; or
(c)    the Company may settle such obligation in part with shares of Common Stock and in part with cash.
The distribution of any cash or Common Stock pursuant to the foregoing sentence shall be made at such time as set forth in the Award Agreement.
8.5    Disqualifying Disposition of Incentive Stock Option. If shares of Common Stock acquired upon exercise of an Incentive Stock Option are disposed of by a Participant prior to the expiration of either two (2) years from the Date of Grant of such Stock Option or one (1) year from the transfer of shares of Common Stock to the Participant pursuant to the exercise of such Stock Option, or in any other disqualifying disposition within the meaning of Section 422 of the Code, such Participant shall notify the Company in writing of the date and terms of such disposition. A disqualifying disposition by a Participant shall not affect the status of any other Stock Option granted under the Plan as an Incentive Stock Option within the meaning of Section 422 of the Code.
ARTICLE 9
AMENDMENT OR DISCONTINUANCE
Subject to the limitations set forth in this Article 9, the Board may at any time and from time to time, without the consent of the Participants, alter, amend, revise, suspend, or discontinue the Plan in whole or in part; provided, however, that no amendment for which stockholder approval is required either (i) by any securities exchange or inter-dealer quotation system on which the Common Stock is listed or traded or (ii) in order for the Plan and Incentives awarded under the Plan to continue to comply with Sections 421 and 422 of the Code, including any successors to such Sections, or other Applicable Law, shall be effective unless such amendment shall be approved by the requisite vote of the stockholders of the Company entitled to vote thereon. Any such amendment shall, to the extent deemed necessary or advisable by the Committee, be applicable to any outstanding Incentives theretofore granted under the Plan, notwithstanding any contrary provisions contained in any Award Agreement. In the event of any such amendment to the Plan, the holder of any Incentive outstanding under the Plan shall, upon request of the Committee and as a condition to the exercisability thereof, execute a conforming amendment in the form prescribed by the Committee to any Award Agreement relating thereto. Notwithstanding anything contained in this Plan to the contrary, unless required by law, no action contemplated or permitted by this Article 9 shall adversely affect any rights of Participants or obligations of the Company to Participants with respect to any Incentive theretofore granted under the Plan without the consent of the affected Participant.
ARTICLE 10
TERM
The Plan shall be effective from the Effective Date. Unless sooner terminated by action of the Board, the Plan will terminate on April 19, 2032, but Incentives granted before that date will continue to be effective in accordance with their terms and conditions.Notwithstanding the foregoing, no Incentive Stock Options may be granted more than ten (10) years after the Effective Date.
ARTICLE 11
CAPITAL ADJUSTMENTS
In the event that any dividend or other distribution (whether in the form of cash, Common Stock, other securities, or other property), recapitalization, stock split, reverse stock split, rights offering, reorganization, merger, consolidation, split-up, spin-off, split-off, combination, subdivision, repurchase, or exchange of Common Stock or other securities of the Company, issuance of warrants or other rights to purchase Common Stock or other securities of the Company, or other similar corporate transaction or event affects the fair value of an Award, then the Committee shall adjust any or all of the following so that the fair value of the Award immediately after the transaction or event is equal to the fair value of the Award immediately prior to the transaction or event (i) the number of shares and type of Common
TCBI 2022|Notice of Annual Meeting and Proxy Statement A-13


star.jpg
2022 Long-Term Equity Plan
Stock (or the securities or property) which thereafter may be made the subject of Awards, (ii) the number of shares and type of Common Stock (or other securities or property) subject to outstanding Awards, (iii) the Option Price of each outstanding Award, (iv) the amount, if any, the Company pays for forfeited shares of Common Stock in accordance with Section 6.4, and (v) the number of or SAR Price of shares of Common Stock then subject to outstanding SARs previously granted and unexercised under the Plan, to the end that the same proportion of the Company’s issued and outstanding shares of Common Stock in each instance shall remain subject to exercise at the same aggregate SAR Price; provided however, that the number of shares of Common Stock (or other securities or property) subject to any Award shall always be a whole number. Notwithstanding the foregoing, no such adjustment shall be made or authorized to the extent that such adjustment would cause the Plan or any Stock Option to violate Section 422 of the Code or Section 409A of the Code. Such adjustments shall be made in accordance with the rules of any securities exchange, stock market, or stock quotation system to which the Company is subject.
Upon the occurrence of any such adjustment, the Company shall provide notice to each affected Participant of its computation of such adjustment which shall be conclusive and shall be binding upon each such Participant.
ARTICLE 12
RECAPITALIZATION, MERGER AND CONSOLIDATION
12.1    No Effect on Company’s Authority. The existence of this Plan and Incentives granted hereunder shall not affect in any way the right or power of the Company or its stockholders to make or authorize any or all adjustments, recapitalizations, reorganizations, or other changes in the Company’s capital structure and its business, or any Change in Control, or any merger or consolidation of the Company, or any issuance of bonds, debentures, preferred or preference stocks ranking prior to or otherwise affecting the Common Stock or the rights thereof (or any rights, options, or warrants to purchase same), or the dissolution or liquidation of the Company, or any sale or transfer of all or any part of its assets or business, or any other corporate act or proceeding, whether of a similar character or otherwise.
12.2    Conversion of Incentives Where Company Survives. Subject to any required action by the stockholders and except as otherwise provided by Section 12.4 hereof or as may be required to comply with Section 409A of the Code and the regulations or other guidance issued thereunder, if the Company shall be the surviving or resulting corporation in any merger, consolidation or share exchange, any Incentive granted hereunder shall pertain to and apply to the securities or rights (including cash, property, or assets) to which a holder of the number of shares of Common Stock subject to the Incentive would have been entitled.
12.3    Exchange or Cancellation of Incentives Where Company Does Not Survive. Except as otherwise provided by Section 12.4 hereof or as may be required to comply with Section 409A of the Code and the regulations or other guidance issued thereunder, in the event of any Change in Control, merger, consolidation or share exchange pursuant to which the Company is not the surviving or resulting corporation, there shall be substituted for each share of Common Stock subject to the unexercised portions of outstanding Incentives, that number of shares of each class of stock or other securities or that amount of cash, property, or assets of the surviving, resulting or consolidated company which were distributed or distributable to the stockholders of the Company in respect to each share of Common Stock held by them, such outstanding Incentives to be thereafter exercisable for such stock, securities, cash, or property in accordance with their terms (a “Substituted Incentive”); provided, however, that the terms and conditions of such Substituted Incentive shall be approved by the Committee or the Board and provided further, that such Substituted Incentive shall provide that if within two years after the effective date of the transaction, a Participant’s employment is terminated without Cause or the Participant resigns for Good Reason, then (i) any time-based vesting or exercise restrictions on such Participant’s Substituted Incentives shall lapse; and (ii) the payout opportunities attainable under such Participant’s performance-based Substituted Incentives shall be deemed to have been earned as of the date of termination based upon the actual level of achievement of all relevant performance goals against target as of the date of such termination and there shall be prorata payout to such Participant within thirty (30) days following the date of termination of employment based upon the length of time within the performance period that has elapsed prior to the date of termination of employment.
12.4    Cancellation of Incentives. Notwithstanding the provisions of Sections 12.2 and 12.3 hereof, and except as may be required to comply with Section 409A of the Code and the regulations or other guidance issued thereunder, in the event the acquiror or the surviving or resulting corporation does not agree to assume the Incentives, all Incentives granted hereunder may be canceled by the Company, in its sole discretion, as of the effective date of any Change in Control, merger, consolidation or share exchange, or any issuance of bonds, debentures, preferred or preference stocks ranking prior to or otherwise affecting the Common Stock or the rights thereof (or any rights, options, or warrants to purchase same), or of any proposed sale of all or substantially all of the assets of the Company, or of any dissolution or liquidation of the Company, by either:
(a)    giving notice to each holder thereof or his or her personal representative of its intention to cancel those Incentives for which the issuance of shares of Common Stock involved payment by the Participant for such shares, and permitting the purchase during the thirty (30) day period next preceding such effective date
TCBI 2022|Notice of Annual Meeting and Proxy Statement A-14


star.jpg
2022 Long-Term Equity Plan
of any or all of the shares of Common Stock subject to such outstanding Incentives, including in the Board’s discretion some or all of the shares as to which such Incentives would not otherwise be vested and exercisable; or
(b)    in the case of Incentives that are either (i) settled only in shares of Common Stock, or (ii) at the election of the Participant, settled in shares of Common Stock, paying the holder thereof an amount equal to a reasonable estimate of the difference between the net amount per share payable in such transaction or as a result of such transaction, and the price per share of such Incentive to be paid by the Participant (hereinafter the “Spread”), multiplied by the number of shares subject to the Incentive. In cases where the shares constitute, or would after exercise, constitute Restricted Stock, the Company, in its discretion, may include some or all of those shares in the calculation of the amount payable hereunder. In estimating the Spread, appropriate adjustments to give effect to the existence of the Incentives shall be made, such as deeming the Incentives to have been exercised, with the Company receiving the exercise price payable thereunder, and treating the shares receivable upon exercise of the Incentives as being outstanding in determining the net amount per share. In cases where the proposed transaction consists of the acquisition of assets of the Company, the net amount per share shall be calculated on the basis of the net amount receivable with respect to shares of Common Stock upon a distribution and liquidation by the Company after giving effect to expenses and charges, including but not limited to taxes, payable by the Company before such liquidation could be completed.
An Award that by its terms would be fully vested or exercisable upon a Change in Control will be considered vested or exercisable for purposes of Section 12.4(a) hereof. Notwithstanding the foregoing, with respect to Performance Awards, the Committee only may approve the acceleration of vesting and/or cash-out if (i) the amount payable or vested is linked to the achievement of the Performance Goals for such Performance Award as of the date of the Change in Control and/or (ii) the amount to be paid or vested under the Performance Award on the Change in Control is pro-rated based on the time elapsed in the applicable performance period between the Performance Award’s Date of Grant and the Change in Control.
ARTICLE 13
LIQUIDATION OR DISSOLUTION
Subject to Section 12.4 hereof, in case the Company shall, at any time while any Incentive under this Plan shall be in force and remain unexpired, (i) sell all or substantially all of its property, or (ii) dissolve, liquidate, or wind up its affairs, then each Participant shall be entitled to receive, in lieu of each share of Common Stock of the Company which such Participant would have been entitled to receive under the Incentive, the same kind and amount of any securities or assets as may be issuable, distributable, or payable upon any such sale, dissolution, liquidation, or winding up with respect to each share of Common Stock of the Company. If the Company shall, at any time prior to the expiration of any Incentive, make any partial distribution of its assets, in the nature of a partial liquidation, whether payable in cash or in kind (but excluding the distribution of a cash dividend payable out of earned surplus and designated as such) and an adjustment is determined by the Committee to be appropriate to prevent the dilution of the benefits or potential benefits intended to be made available under the Plan, then the Committee shall, in such manner as it may deem equitable, make such adjustment in accordance with the provisions of Article 11 hereof.
ARTICLE 14
INCENTIVES IN SUBSTITUTION FOR
INCENTIVES GRANTED BY OTHER ENTITIES
Incentives may be granted under the Plan from time to time in substitution for similar instruments held by employees, independent contractors or directors of a corporation, partnership, or limited liability company who become or are about to become Employees, Contractors or Outside Directors of the Company or any Subsidiary as a result of a merger or consolidation of the employing corporation with the Company, the acquisition by the Company of equity of the employing entity, or any other similar transaction pursuant to which the Company becomes the successor employer. The terms and conditions of the substitute Incentives so granted may vary from the terms and conditions set forth in this Plan to such extent as the Committee at the time of grant may deem appropriate to conform, in whole or in part, to the provisions of the incentives in substitution for which they are granted.
ARTICLE 15
MISCELLANEOUS PROVISIONS
15.1    Investment Intent. The Company may require that there be presented to and filed with it by any Participant under the Plan, such evidence as it may deem necessary to establish that the Incentives granted or the shares of Common Stock to be purchased or transferred are being acquired for investment and not with a view to their distribution.
TCBI 2022|Notice of Annual Meeting and Proxy Statement A-15


star.jpg
2022 Long-Term Equity Plan
15.2    No Right to Continued Employment. Neither the Plan nor any Incentive granted under the Plan shall confer upon any Participant any right with respect to continuance of employment by the Company or any Subsidiary.
15.3    Indemnification of Board and Committee. No member of the Board or the Committee, nor any officer or Employee of the Company acting on behalf of the Board or the Committee, shall be personally liable for any action, determination, or interpretation taken or made in good faith with respect to the Plan, and all members of the Board and the Committee, each officer of the Company, and each Employee of the Company acting on behalf of the Board or the Committee shall, to the extent permitted by law, be fully indemnified and protected by the Company in respect of any such action, determination, or interpretation to the fullest extent provided by law. Except to the extent required by any unwaiveable requirement under Applicable Law, no member of the Board or the Committee (and no Subsidiary of the Company) shall have any duties or liabilities, including without limitation any fiduciary duties, to any Participant (or any Person claiming by and through any Participant) as a result of this Plan, any Award Agreement or any Claim arising hereunder and, to the fullest extent permitted under Applicable Law, each Participant (as consideration for receiving and accepting an Award Agreement) irrevocably waives and releases any right or opportunity such Participant might have to assert (or participate or cooperate in) any Claim against any member of the Board or the Committee and any Subsidiary of the Company arising out of this Plan.
15.4    Effect of the Plan. Neither the adoption of this Plan nor any action of the Board or the Committee shall be deemed to give any person any right to be granted an Award or any other rights except as may be evidenced by an Award Agreement, or any amendment thereto, duly authorized by the Committee and executed on behalf of the Company, and then only to the extent and upon the terms and conditions expressly set forth therein.
15.5    Compliance With Other Laws and Regulations. Notwithstanding anything contained herein to the contrary, the Company shall not be required to sell or issue shares of Common Stock under any Incentive if the issuance thereof would constitute a violation by the Participant or the Company of any provisions of any law or regulation of any governmental authority or any national securities exchange or inter-dealer quotation system or other forum in which shares of Common Stock are quoted or traded (including without limitation Section 16 of the Exchange Act); and, as a condition of any sale or issuance of shares of Common Stock under an Incentive, the Committee may require such agreements or undertakings, if any, as the Committee may deem necessary or advisable to assure compliance with any such law or regulation. The Plan, the grant and exercise of Incentives hereunder, and the obligation of the Company to sell and deliver shares of Common Stock, shall be subject to all applicable federal and state laws, rules and regulations and to such approvals by any government or regulatory agency as may be required.
15.6    Foreign Participation. To assure the viability of Awards granted to Participants employed in foreign countries, the Committee may provide for such special terms as it may consider necessary or appropriate to accommodate differences in local law, tax policy or custom. Moreover, the Committee may approve such supplements to, or amendments, restatements or alternative versions of, this Plan as it determines is necessary or appropriate for such purposes. Any such amendment, restatement or alternative versions that the Committee approves for purposes of using this Plan in a foreign country will not affect the terms of this Plan for any other country.
15.7    Tax Requirements. The Company or, if applicable, any Subsidiary (for purposes of this Section 15.7, the term “Company” shall be deemed to include any applicable Subsidiary), shall have the right to deduct from all amounts paid in cash or other form in connection with the Plan, any Federal, state, local, or other taxes required by law to be withheld in connection with an Award granted under this Plan. The Company may, in its sole discretion, also require the Participant receiving shares of Common Stock issued under the Plan to pay the Company the amount of any taxes that the Company is required to withhold in connection with the Participant’s income arising with respect to the Award. Such payments shall be required to be made when requested by Company and may be required to be made prior to the delivery of any certificate representing shares of Common Stock. Such payment may be made (i) by the delivery of cash to the Company in an amount that equals or exceeds (to avoid the issuance of fractional shares under (iii) below) the required tax withholding obligations of the Company; (ii) if the Company, in its sole discretion, so consents in writing, by the actual delivery by the exercising Participant to the Company of shares of Common Stock, which shares so delivered have an aggregate Fair Market Value that equals or exceeds (to avoid the issuance of fractional shares under (iii) below) the required tax withholding payment; (iii) unless otherwise determined by the Committee at the time the Award is granted or thereafter, by withholding from the Award a number of shares having an aggregate Fair Market Value on the date of withholding equal to the amount required to be withheld in accordance with applicable tax requirements (up to the maximum individual statutory rate in the applicable jurisdiction as may be permitted under then-current accounting principles to qualify for equity classification), in accordance with such procedures as the Committee establishes; or (iv) by any combination of (i), (ii), or (iii). The Company may, in its sole discretion, withhold any such taxes from any other cash remuneration otherwise paid by the Company to the Participant. The Committee may in the Award Agreement impose any additional tax requirements or provisions that the Committee deems necessary or desirable.
15.8    Assignability. Incentive Stock Options may not be transferred, assigned, pledged, hypothecated or otherwise conveyed or encumbered other than by will or the laws of descent and distribution and may be exercised
TCBI 2022|Notice of Annual Meeting and Proxy Statement A-16


star.jpg
2022 Long-Term Equity Plan
during the lifetime of the Participant only by the Participant or the Participant’s legally authorized representative, and each Award Agreement in respect of an Incentive Stock Option shall so provide. The designation by a Participant of a beneficiary will not constitute a transfer of the Stock Option. The Committee may waive or modify any limitation contained in the preceding sentences of this Section 15.8 that is not required for compliance with Section 422 of the Code.
Except as otherwise provided herein, Awards may not be transferred, assigned, pledged, hypothecated or otherwise conveyed or encumbered other than by will or the laws of descent and distribution. Notwithstanding the foregoing, the Committee may, in its discretion, authorize all or a portion of a Nonqualified Stock Option or SAR to be granted to a Participant on terms which permit transfer by such Participant to (i) the spouse (or former spouse), children or grandchildren of the Participant (“Immediate Family Members”), (ii) a trust or trusts for the exclusive benefit of such Immediate Family Members, (iii) a partnership in which the only partners are (1) such Immediate Family Members and/or (2) entities which are controlled by Immediate Family Members, (iv) an entity exempt from federal income tax pursuant to Section 501(c)(3) of the Code or any successor provision, or (v) a split interest trust or pooled income fund described in Section 2522(c)(2) of the Code or any successor provision, provided that (x) there shall be no consideration for any such transfer, (y) the Award Agreement pursuant to which such Nonqualified Stock Option or SAR is granted must be approved by the Committee and must expressly provide for transferability in a manner consistent with this Section, and (z) subsequent transfers of transferred Nonqualified Stock Options or SARs shall be prohibited except those by will or the laws of descent and distribution.
Following any transfer, any such Award shall continue to be subject to the same terms and conditions as were applicable immediately prior to transfer, provided that for purposes of Articles 8, 9, 11, 13 and 15 hereof the term “Participant” shall be deemed to include the transferee. The events of Termination of Service shall continue to be applied with respect to the original Participant, following which, with respect to any Award that is a Nonqualified Stock Option and SAR, the Award shall be exercisable or convertible by the transferee only to the extent and for the periods specified in the Award Agreement. The Committee and the Company shall have no obligation to inform any transferee of an Award of any expiration, termination, lapse or acceleration of such Award. The Company shall have no obligation to register with any federal or state securities commission or agency any Common Stock issuable or issued under an Award that has been transferred by a Participant under this Section 15.8.
15.9    Use of Proceeds. Proceeds from the sale of shares of Common Stock pursuant to Incentives granted under this Plan shall constitute general funds of the Company.
15.10    Legend. Each certificate representing shares of Restricted Stock issued to a Participant shall bear the following legend, or a similar legend deemed by the Company to constitute an appropriate notice of the provisions hereof (any such certificate not having such legend shall be surrendered upon demand by the Company and so endorsed):
On the face of the certificate:
“Transfer of this stock is restricted in accordance with conditions printed on the reverse of this certificate.”
On the reverse:
“The shares of stock evidenced by this certificate are subject to and transferable only in accordance with that certain Texas Capital Bancshares, Inc. 2022 Long-Term Incentive Plan, a copy of which is on file at the principal office of the Company. No transfer or pledge of the shares evidenced hereby may be made except in accordance with and subject to the provisions of said Plan. By acceptance of this certificate, any holder, transferee or pledgee hereof agrees to be bound by all of the provisions of said Plan.”
The following legend shall be inserted on a certificate evidencing Common Stock issued under the Plan if the shares were not issued in a transaction registered under the applicable federal and state securities laws:
“Shares of stock represented by this certificate have been acquired by the holder for investment and not for resale, transfer or distribution, have been issued pursuant to exemptions from the registration requirements of applicable state and federal securities laws, and may not be offered for sale, sold or transferred other than pursuant to effective registration under such laws, or in transactions otherwise in compliance with such laws, and upon evidence satisfactory to the Company of compliance with such laws, as to which the Company may rely upon an opinion of counsel satisfactory to the Company.”
15.11    Governing Law. The Plan shall be governed by, construed, and enforced in accordance with the laws of the State of Delaware (excluding any conflict of laws, rule or principle of Delaware law that might refer the governance, construction, or interpretation of this Plan to the laws of another state). A Participant’s sole remedy for any
TCBI 2022|Notice of Annual Meeting and Proxy Statement A-17


star.jpg
2022 Long-Term Equity Plan
Claim shall be against the Company, and no Participant shall have any claim or right of any nature against any Subsidiary of the Company or any stockholder or existing or former director, officer or Employee of the Company or any Subsidiary of the Company. Each Award Agreement shall require the Participant to release and covenant not to sue any Person other than the Company over any Claim. The individuals and entities described above in this Section 15.11 (other than the Company) shall be third-party beneficiaries of this Plan for purposes of enforcing the terms of this Section 15.11.
A copy of this Plan shall be kept on file in the principal office of the Company in Dallas, Texas.
***************
IN WITNESS WHEREOF, the Company has caused this instrument to be executed as of ________, 2022, by its President and Chief Executive Officer pursuant to prior action taken by the Board.
TEXAS CAPITAL BANCSHARES, INC.



By:________________________________
Rob C. Holmes
President and Chief Executive Officer


TCBI 2022|Notice of Annual Meeting and Proxy Statement A-18





tcbi-pcproofv9_pagex1.jpgtcbi-20230308_g46.jpg





tcbi-pcproofv9_pagex2.jpgtcbi-20230308_g47.jpg