CenterState Bank 8K This presentation contains forward-looking statements, as defined by | CSFL 3 Nov 05

Keefe Managers

Investor Presentation

November 2005

Exhibit 99.1

Forward Looking Statement

This presentation contains forward-looking statements, as defined by

Federal Securities Laws, relating to present or future trends or

factors

affecting the operations, markets and products of CenterState Banks of

Florida, Inc. (CSFL). These statements are provided to assist in the

understanding of future financial performance. Any such statements

are based on current expectations and involve a number of risks

and

uncertainties. For a discussion of factors that may cause such forward-

looking statements to differ materially from actual results, please refer

to CSFL’s

most recent Form 10-Q filed with the Securities Exchange

Commission.

CSFL undertakes no obligation to release revisions to these forward-

looking statements or reflect events or circumstances after the date of

this presentation.

Franchise Overview

•

Headquartered in

Winter Haven, Florida

•

Founded in 1999

•

4-bank subsidiary holding

company

•

25 branch banking offices

•

September 30, 2005:

–

$848.2 MM in assets

–

$504.8 MM in loans

–

$696.1 MM in deposits

–

$96.4 MM in equity

First National Bank of Osceola County Branch

CenterState Bank West Florida, N.A. Branch

First National Bank of Polk County Branch

Centerstate Bank Mid Florida

CenterState Bank of Florida Branch

CenterState Headquarters

Recent Developments

•

Capital raise of $35 million of common equity

•

Pending acquisition of CenterState

Bank Mid

Florida

announced August 30, 2005

•

New Branch –

Crystal River –

temp facilities

•

DeerCreek

–

contracted to purchase land for multi

purpose building –

branch and corporate

headquarters –

4Q06 or 1Q07

•

BOLI -

$6 million

•

Combination of two subsidiary banks

–

CenterState

Bank of Florida

–

First National Bank of Polk County

2nd

Qtr ’05

3rd

Qtr ’05

1st

Qtr ’06

4th

Qtr ’05

Business Strategy

•

Emphasize relationship banking

–

We compete by providing our customers a level of customer service unmatched by our

super-regional and national competitors

•

Maintain local decision making

–

We believe our decentralized business model increases our ability to foster local

relationships and grow our customer base in each of our markets

•

Develop a network of profitable banks in high- growth markets in Central Florida

–

We pursue growth through organic expansion, de novo branching and select acquisitions

–

Our markets are some of the fastest growing in Florida

•

Continue our disciplined execution

–

believe

our

success

depends

disciplined

approach

originating

loans

and

gathering

deposits

–

We do not sacrifice quality for growth

•

Leverage our investment in our branch network

–

We have opened 6 new full service branches and 4 kiosk branches since 2000

–

As these branches mature, we believe our efficiencies and wallet

share will improve

•

Continue to take advantage of merger turmoil in Florida

–

Recent

acquisitions include FFLC Bancorp, Inc., FloridaFirst Bancorp, Inc., Republic

Bancshares, Inc. and SouthTrust Corporation

•

Local decision making and accountability

•

Experienced management team

•

Attractive market demographics

•

Strong balance sheet growth

•

Excellent credit quality

•

Improving efficiencies

Investment Thesis

Local Decision Making and Accountability

•

We operate 4 bank subsidiaries in Central Florida along the high

growth corridors of I-75, I-4 and US 27

•

Each of our subsidiary banks operates autonomously

–

Local management and board of directors

–

Decisions are made in-market

•

We believe our strategy results in superior customer service,

stronger relationships and growth

Return on

Loans

Deposits

Average Assets

Bank Subsidiary

Q3 '04

Q3 '05

Growth

Q3 '04

Q3 '05

Growth

Q3 '04

Q3 '05

First National Bank of Osceola County

$121,042

$136,521

12.8

$187,448

$206,305

10.1

0.78

1.05

CenterState

Bank West Florida, N.A.

161,748

185,456

14.7

190,218

210,572

10.7

0.69

1.16

First National Bank of Polk County

66,998

74,953

11.9

140,626

142,485

1.3

0.69

0.99

CenterState

Bank of Florida

79,511

107,852

35.6

109,206

141,714

29.8

0.33

0.77

Experienced Management Team

Years in

Banking

Years

with

CSFL*

President & CEO, FNB Osceola County

Thomas E. White

President & CEO, CenterState Bank West Florida

James S. Stalnaker, Jr.

President & CEO, CenterState Bank

John C. Corbett

Senior Vice President & CFO

James J. Antal

Senior Vice President & Corporate Auditor

J. Wayne Stewart

President & CEO, FNB Polk County

George H. Carefoot

Chairman, President & CEO

Ernest S. Pinner

Age

Title

Name

•

“The best fertilizer in a grove is the tracks of the owner”

* Includes years with predecessor bank.

Attractive Market Demographics

•

5 of our 8 counties rank in the top 15 fastest growing counties in Florida

Source: SNL Financial.

Deposit data as of 6/30/05.

Population deposit weighted by county.

Southeast includes AL, AR, FL, GA, KY, LA, MS, NC, SC, TN, VA and WV.

Total

Market

2005 - 2010

Deposits

Population

County

(000s)

Rank

Growth

Osceola

$162,251

38.79

Sumter

48,597

26.16

Lake

58,928

22.41

Pasco

104,081

18.86

Hernando

30,300

16.22

Orange

29,909

16.11

Citrus

26,970

12.57

Polk

289,712

11.52

TOTAL

$750,748

20.64

Florida

12.35

Southeast

8.16

U.S.

6.26

Growth Opportunities

•

We have a significant opportunity to grow market share in our

existing footprint

•

Merger turmoil in Florida is helping us attract both new

customers and experienced bankers

Deposit Market Share

Source: SNL Financial.

Deposit data as of 6/30/05.

Market share data for Citrus, Hernando, Lake, Orange, Osceola, Pasco, Polk and Sumter Counties, Florida.

Deposits

Market

Rank

Institution

(000s)

Branches

SunTrust Banks Inc. (GA)

$8,615,074

22.54

111

Bank of America Corp. (NC)

8,287,859

21.69

103

Wachovia Corp. (NC)

6,379,221

16.69

109

Colonial BancGroup Inc. (AL)

2,395,241

6.27

AmSouth Bancorp. (AL)

1,300,750

3.40

South Financial Group Inc. (SC)

1,185,861

3.10

Centerstate Banks of Florida (FL)

750,748

1.96

BB&T Corp. (NC)

680,684

1.78

Citrus & Chemical Bancorp. (FL)

656,025

1.72

Washington Mutual Inc. (WA)

610,286

1.60

Strong Balance Sheet Growth

Organic CAGR: 21%

Peer CAGR: 12%

Total Deposits ($ Millions)

Total Loans ($ Millions)

Organic CAGR: 17%

Peer CAGR: 12%

CAGR 20%

Loan Growth

150

300

450

600

2000

2001

2002

2003

2004

YTD

Organic

Acquisition

505

441

414

334

244

210

Loan Growth

150

300

450

600

2000

2001

2002

2003

2004

YTD

Organic

Acquisition

505

441

414

334

244

210

CAGR 24%

Deposit Growth

210

420

630

840

2000

2001

2002

2003

2004

YTD

Organic

Acquisition

696

660

538

441

308

280

Deposit Growth

210

420

630

840

2000

2001

2002

2003

2004

YTD

Organic

Acquisition

696

660

538

441

308

280

Compounded annual growth rate from 2000 –

2004.

Peer group includes BBX, BKUNA, CCBG, CLBK, FFFL, HARB, SBCF and

TIBB.

YTD as of 9/30/05.

Compounded annual growth rate from 2000 –

2004.

Peer group includes BBX, BKUNA, CCBG, CLBK, FFFL, HARB, SBCF and

TIBB.

YTD as of 9/30/05.

Loan Portfolio

•

77% of our portfolio is secured by real estate

•

99% of commercial loans have personal guarantees

•

Our top ten relationships account for about 9% of the portfolio

•

Average portfolio yield*: 6.86% versus peers at 6.30%

•

51.5 % variable rate versus 48.5 % fixed rate

Loan Portfolio

Balance

% of

Category

(000s)

Portfolio

Demand Deposits

$201,749

29.0

NOW Accounts

100,990

14.5

Money Market and Savings

145,437

20.9

Retail Time Deposits

131,805

18.9

Jumbo Time Deposits

116,140

16.7

Total

$696,121

100.0

Data as of 9/30/05.

Average cost of funds for the nine months ended 9/30/05 per SNL Financial

Peer group includes BBX, BKUNA, CCBG, CLBK, FFFL, HARB, SBCF and TIBB.

Excellent Credit Quality

Net Charge-Offs / Average Loans (%)

& Reserves / Loans (%)

Non-Performing Assets /

Loans + OREO (%)

•

We believe in a disciplined, conservative credit culture

•

While our banking model is decentralized, our credit review is not

•

We compete on service, not underwriting terms

YTD as or for the six months ended 9/30/05.

Nonperforming assets include non- accrual loans, loans 90 days or more past due and still accruing interest, other real estate owned and repossessed assets other than real estate.

0.51

0.27

0.44

0.40

0.30

0.27

0.00

0.15

0.30

0.45

0.60

2000

2001

2002

2003

2004

YTD

0.10

1.30

0.10

1.26

0.13

1.22

0.12

1.17

0.07

1.29

0.01

1.27

0.00

0.30

0.60

0.90

1.20

1.50

2000

2001

2002

2003

2004

YTD

NCOs / Average Loans

Reserves / Loans

Capital Ratios

•

We maintain capital ratios comfortably above ‘well-capitalized ’

•

Our goal is to maintain equity / assets between 7.50% -

8.00%

2000

2001

2002

2003

2004

9/30/05

CAPITAL RATIOS:

Equity / Assets

8.15

8.12

8.07

6.89

7.65

11.37%

Tangible Equity / Assets

8.15

8.12

7.12

6.07

7.01

10.84

Leverage

8.21

7.89

8.54

7.84

8.60

Tier 1 Capital

12.56

11.51

9.95

11.30

13.40

Total Capital

13.81

12.76

11.16

12.48

14.61

Financial Performance

Net Income ($ Millions)

Earnings Per Share ($)

September 30, 2005:

•

Net income increased 117% from Q3 ’04

•

Earnings per share increased 70% from Q3 ’04

•

Efficiency ratio improved 12% from Q3 ’04

•

Return on average assets: 0.86%

•

Return on average equity: 7.57%

0.00

0.30

0.60

0.90

1.20

1.50

2000

2001

2002

2003

2004

YTD

Earnings per Share

Gain on Sale of Branches

0.97

1.14

0.77

0.82

0.89

0.67

Common

Outstanding:

(000s)

2,816

2,819

3,362

3,369

4,069

5,250

0.84

0.00

1.00

2.00

3.00

4.00

5.00

2000

2001

2002

2003

2004

YTD

Net Income

Gain on Sale of Branches

4.50

4.37

2.63

2.37

2.52

1.91

3.22

Financial Performance

Net Interest Margin (%)

•

Margin hit a low in Q4 ’04, showed a 20 bps improvement in Q1 ’ 05,

17 bps in Q2 ’05, and 13 bps in Q3 ’05.

•

At Sept 30, 2005, our loan to deposit ratio was 72.5%

•

Q3 -

yield on loans was 6.86%, while securities was 3.07%

•

Every 5 basis point increase in net interest margin equates to

approximately $0.045 per share improvement in EPS

Loans to Deposits (%)

Peer group includes BBX, BKUNA, CCBG, CLBK, FFFL, HARB, SBCF and TIBB.

4.68

4.51

4.12

3.63

3.43

3.74

0.00

1.10

2.20

3.30

4.40

5.50

2000

2001

2002

2003

2004

YTD

100

110

2000

2001

2002

2003

2004

YTD

CSFL

Peers

Improving Efficiencies

•

Since 2000, we opened 6 full service branches and 4 kiosk branches

•

Our

branch

strategy

has

resulted

strong

balance

sheet

growth,

but

has

impacted

profitability

•

As our branch network continues to mature, we expect improved efficiencies

through operating leverage and growing non-interest income

•

We plan to open 5 full service branches in the next 18 months

Non-Interest Income ($ Millions)

De Novo Branches

Source: Company reports.

Data represents monthly average balances.

CAGR 20%

Peer CAGR: 19%

YTD for the nine months ended 9/30/05.

Compounded annual growth rate from 2000 – 2004.

Peer group includes BBX, BKUNA, CCBG, CLBK, FFFL, HARB, SBCF and TIBB.

Date

Deposits

Bank

Opened

Sept 04

Sept 05

Growth

Osceola -

Pkwy

Jun-04

$845

$3,071

263.43

CenterState

WlsApr-04

5,586

12,309

120.35

CenterState

West

Oct-02

20,986

27,679

31.89

CenterState

West

Oct-02

24,526

31,067

26.67

Polk -

Alf

Sep-01

10,514

12,426

18.19

CenterState

West

Mar-00

25,557

26,329

3.02

Polk

Jun-03

$162

$255

57.41

Polk

Jun-03

680

894

31.47

CenterState

Jan-03

2,620

4,691

79.05

CenterState

Jan-03

7,299

10,409

42.61

2.38

3.06

3.66

4.69

4.93

4.07

0.00

1.20

2.40

3.60

4.80

6.00

2000

2001

2002

2003

2004

YTD

Full Service Branches

Kiosk Branches

Improving Efficiencies

Efficiency Ratio (%)

•

Our efficiency ratio improved 12% in Q3 ’05 from Q3 ’04

•

On average, each new full service branch breaks even at $10 -

$11

million in deposits

•

Thus, 1 of our 2004 de novo branches has yet to break-even

Deposits per Branch ($ Millions)

Kiosk branches.

74.4

72.5

75.2

76.4

75.7

67.7

60.0

65.0

70.0

75.0

80.0

2000

2001

2002

2003

2004

YTD

Branches

Opened:

18.7

19.2

21.0

21.5

26.4

27.8

0.0

6.0

12.0

18.0

24.0

30.0

2000

2001

2002

2003

2004

YTD

CSFL –

Building Shareholder Value

•

Our shareholder value is built upon the quality of our

employees, the quality of our assets and liabilities and the

growth markets in which we operate

•

Our long-term vision is to be a multi-billion dollar Central

Florida bank known as the preeminent community bank in

our markets

•

We remain focused on disciplined credit underwriting and

execution of our corporate strategy

Keefe Managers

Investor Presentation

November 2005

CenterState Bank (CSFL) 8-KThis presentation contains forward-looking statements, as defined by