I think in most transactions, its a little unique. You typically look towards the acquired
organization as having the ability to upsize their overall loan book. I think as Tom and Mike mentioned, because of the support we would be getting from the parent bank in Israel, we really have capacity organically to upsize some of the loan book
that weve had and have a strong participation partner here. So those are some of the immediate, I think, revenue synergies that we would get. Once again, we havent modeled any of that in any of the numbers that we presented today.
Thomas A. Iadanza
Senior EVP & Chief Banking
Officer
Just to add to that, Steve. Mike mentioned their international private banking business. Theres also a very robust domestic private
banking or private clients business that has an infrastructure and a product set that we can layer Valleys broad client base onto. Furthermore, our consumer product set is something we can offer to all of the Leumi clients.
Operator
Our next question comes from Michael Perito
with KBW.
Michael Anthony Perito
Keefe,
Bruyette, & Woods, Inc., Research Division
I have a few. First, I want to follow up on an earlier question on the venture banking platform. I
guess, obviously, that the whole kind of technology side of the business for you guys, Ira, has been an area of focus. And Im curious, I mean, Im sure its a big number of I think it was 500 technology companies. Im
sure a lot of them are not financial services- oriented. But do you anticipate any kind of advantage over time of or increased kind of investment in venture firms? Or I mean, Im sorry, not the underlying technology companies,
kind of similar to what like a Silicon Valley or something does as that business model evolves within Valley in the future? And hopefully maybe kind of getting some good lead time on perhaps new technologies or things that are coming to market?
Ira D. Robbins
Chairman of the Board,
President & CEO
Yes. I think, Michael, thats definitely something that could be an added benefit to it. But initially, thats not
going to be something that were really focused on. We think that theres opportunity to really grow and support this business to a much greater degree than what Bank Leumi has been able to do historically. Its only got
$60 million of loans against that type of customer base. Its something that we think we can really expand upon based on the full set of product suites that were able to offer. We will invest capital in the business. We will invest
capital in the people, most importantly, to make sure that this not is only a domestic its an international business, but becomes a domestic business as well. So we intend to lever this to really help the organic growth diversification
that were looking for within our own individual business model.
So I think what youre talking about is potentially an offshoot and a benefit
as to how we think about internal fintech and technology integrated throughout Valley. Thats definitely something that we feel will be beneficial to the organization. But really, its not the strategic impetus here.
Michael Anthony Perito
Keefe, Bruyette, & Woods,
Inc., Research Division
Okay. And then maybe a follow-up related to that comment, Ira. Just when I think about
the 32% cost savings, thats not a net number per se, right? I mean it sounds like there are several areas of the business youre acquiring, some of the commercial offices that the venture platform, maybe the private banking expansion,
where therell have to be investments to kind of hit some of the strategic milestones youre laying out. Thats not net of the 32%, right? That could be potentially incremental costs over time that would hopefully result in revenue
growth understandably, but is that the right way to think about it?
Ira D. Robbins
Chairman of the Board, President & CEO
I think
your last comment there is very important, right? Theres not one side that doesnt happen without the other side. And weve been very diligent in our organization by focusing on positive operating leverage and making sure that the