EX-99.1

Investor Presentation

Sandler O'Neill + Partners, L.P.

West Coast Financial Services Conference

March 5, 2013

The Ritz-Carlton

Marina del Rey, California

Exhibit 99.1

Forward-Looking Statements

This presentation contains certain forward-looking information about CU Bancorp and California United Bank (collectively the “Company”) that

is intended to be covered by the safe harbor for “forward-looking statements” provided by the Private Securities Litigation Reform Act of 1995.

All statements other than statements of historical fact are forward-looking statements. Such statements involve inherent risks and uncertainties,

many of which are difficult to predict and are generally beyond the control of the Company. There are a number of important factors that could

cause actual results to differ materially from those expressed in, implied or projected by, such forward-looking statements. Risks and uncertainties

include but are not limited to lower than expected revenues; credit quality deterioration which could cause an increase in the allowance for loan

losses and a reduction in net earnings; increased competitive pressure among depository institutions; a change in the interest rate environment

which reduces interest margins; asset/liability repricing risks and liquidity risks; general economic conditions, either nationally or in the

market areas in which the Company does or anticipates doing business are less favorable than expected; environmental conditions, including

natural disasters, may disrupt our business, impede our operations, negatively impact the values of collateral security for the Company’s loans or

impair the ability of our borrowers to support their debt obligations; the economic and regulatory effects of the continuing war on terrorism and

other events of war; legislative or regulatory requirements or changes adversely affecting the Company’s business; and changes in the securities

markets. If any of these risks or uncertainties materializes or if any of the assumptions underlying such forward-looking statements proves to be

incorrect, the Company’s results could differ materially from those expressed in, implied or projected by such forward-looking statements. The

Company assumes no obligation to update such forward-looking statements. For a more complete discussion of risks and uncertainties, read the

Bank’s annual report on Form 10-K, quarterly reports on Form 10-Q and other reports filed by the Bank with the FDIC and by CU Bancorp with

the SEC. The documents filed with the FDIC and the SEC may be obtained at California United Bank’s website at

documents may also be obtained free of charge from CU Bancorp by directing a request to CU Bancorp, 15821 Ventura Boulevard, Suite 100,

Encino, California 91436, Attention: Investor Relations. Telephone 818 257-7700.

www.cunb.com.

These

Corporate Overview

California United Bank is a premier community-based

commercial bank servicing the Metropolitan Los Angeles,

Orange County and Ventura County markets

Established by local business owners and entrepreneurs in 2005

Eight full-service offices in Los Angeles, San Fernando Valley, Conejo

Valley,

Santa

Clarita

Valley,

Simi

Valley,

South

Bay,

and

Orange

County

(Anaheim and Irvine/Newport Beach)

Servicing businesses, non-profit organizations, entrepreneurs,

professionals, and high-net worth individuals

Total assets of $1.25 billion

California

United

Bank

grew

total

assets

43%

CAGR

and

total

deposits

at a 51% CAGR since inception in 2005 through December 31, 2012

Investment

Highlights

Emerging business banking franchise reaching an inflection

point in profitability

Attractive low-cost core deposit base

Non-interest bearing deposits comprise 50% of total deposits at 12/31/12

Cost of deposits was 17 bps in Q4 2012

Demonstrated ability to grow both organically and through

acquisitions

Experienced management team with an established track

record of delivering results

Recent acquisition of Premier Commercial Bank (PCB)

provides near-term catalyst for earnings growth

Growing awareness in local markets and the investment

community

Surpassed $1 billion in total assets in July 2012

Transferred listing to Nasdaq Capital Market in October 2012

California

United Bank has a

footprint that spans the most

attractive markets in Southern

California:

Strategic Geographic Locations

Encino (2005) –

Headquarters

Los Angeles (2006)

Santa Clarita Valley (2007)

South Bay (2009) –

Converted to a

branch in 2010

Orange County (2010) –

Loan

Production Office

Simi Valley (2010) –

Acquired from

California Oaks State Bank

Thousand Oaks (2010) –

Acquired from

California Oaks State Bank

Anaheim (2012) –

Acquired from

Premier Commercial Bank

Irvine/Newport Beach (2012) –

Acquired from Premier Commercial Bank

CUNB LPO

Former PCB

Branch

Former COSB

Branch

CUNB Branch

Why We Are Different

CUNB has been engaged in the successful practice of business

banking since its inception

Strong growth combined with stellar asset quality

We have the ability to do larger, more complex financings than

similar sized banks

Formula lines of credit

Asset-based lending

Executive team has extensive experience building high performing

banks

Demonstrated ability to identify, acquire and successfully integrate banks

Proven ability to attract top bankers

Multiple experienced banking teams added from competitors since 2010

Local advisory boards guide the Bank in its respective business

communities

Our Customers

Our customer base reflects the diversity

of industries in Southern California

Majority of customers participate in the manufacturing,

distribution and services industries

Typical customer has between $10 million and $60 million in

annual sales (excluding SBA borrowers)

Typical loan commitment ranges between $1 million and $5

million (excluding SBA loans)

Majority of new customers come from larger banks

Most new business generation results from warm leads provided

by referral sources

Dedicated to the Community

CUNB employees are involved in

their local communities

Strong cultural value demonstrates

that supporting the community is

also good business

CUNB supports over 75 charities

throughout Southern California

financially and with volunteer hours

Utilize local advisory boards to help

guide the Bank in its respective

markets

“Outstanding”

CRA Rating

Experienced Management

*Formerly EVP at Premier Commercial Bank, N.A.

Name

Title

Functional

Banking Exp

CUB Tenure

David Rainer

President

Chief Executive Officer

32 years

7 years

Anne Williams

EVP

Chief Operating Officer & Chief

Credit Officer

32 years

7 years

Karen

Schoenbaum

EVP

Chief Financial Officer

19 years

3 years

Anita Wolman

EVP

General Counsel

35 years

7 years

Sam Kunianski

EVP

Executive Manager –

Commercial

and Private Banking

28 years

6 years

William Sloan

EVP

Executive Manager –

Real Estate and

Santa Clarita Regional Manager

28 years

7 years

Stephen Pihl

EVP

Executive Manager –

SBA and

Orange County Regional Manager

25 years

New addition*

A History of Success

The Management Team at California United Bank has three decades of banking

experience in the Southern California

Market.

The

same

Executive

Team

that

created success at the banks below are now in charge at California United Bank.

Grew to $1 billion in assets

Sold to Bank of Hawaii in 1997

Sold to U.S. Bancorp in 2000

Opened in 2005

Acquired Cal Oaks State Bank December 31, 2010

Merged with Premier Commercial Bancorp July 31, 2012

$1.25 billion in total assets at December 31, 2012

Wells Fargo/Security Pacific –

1980s

California United Bank (1992 –

1997)

Santa Monica Bank

U.S. Bank (2001 –

2004)

California United Bank (Current)

Our Growth Strategy

De novo regional offices with strong local leadership

Hire “in market”

talent

Offer sophisticated products/solutions

Expertise in C&I and Commercial Real Estate lending

Relationship-based business

Distinguish by service

New SBA lending expertise provided by PCB

California Oaks State Bank (12/31/10)

Premier Commercial Bank (7/31/12)

Organic

Acquisitions

Q4 2012 Highlights

Core earnings

of $3.9 million

+146% YoY

Strong balance sheet growth

+8% loan growth (linked quarter)

+3% non-interest bearing deposit growth (linked quarter)

High quality deposit base

50% non-interest bearing

17 bps cost of deposits

NIM and efficiency ratio improve

NIM increases 30 bps to 3.87%

Efficiency ratio improves to 72%

Continued pristine credit quality

No charge-offs in Q4

Core earnings reconciliation to net income provided in Appendix

Increasing Earnings Power

Core earnings reconciliation to net income provided in Appendix

$500

$1,500

$2,500

$3,500

$4,500

1Q11

2Q11

3Q11

4Q11

1Q12

2Q12

3Q12

4Q12

$803

$1,046

$1,076

$1,596

$1,134

$1,627

$1,683

$3,929

Core Earnings*

Improving Operating Leverage

3Q12 operating expenses excludes $2.5 million in merger-related expenses

$10

$11

$12

$13

$14

1Q11

2Q11

3Q11

4Q11

1Q12

2Q12

3Q12

4Q12

Revenue

Operating Expenses

Impact of PCB Merger

Core earnings reconciliation to net income provided in Appendix

$1,596

$3,929

$500

$1,500

$2,500

$3,500

$4,500

4Q11

4Q12

Core Earnings*

83%

72%

50%

60%

70%

80%

90%

100%

4Q11

4Q12

1.52%

5.14%

0.00%

2.00%

4.00%

6.00%

4Q11

4Q12

0.15%

0.50%

0.00%

0.20%

0.40%

0.60%

0.80%

1.00%

4Q11

4Q12

ROAA

ROAE

Efficiency Ratio

Consistent Asset Growth

*Represents the assets acquired from Premier Commercial Bancorp on July 31, 2012

$102

$178

$260

$379

$457

$638

$800

$853

$118

$397*

$200

$400

$600

$800

$1,000

$1,200

$1,400

2005

2006

2007

2008

2009

2010

2011

2012

CUB Organic

Acquisitions

$1,250

PCB

acquisition

$756

COSB

acquisition

Loan Growth

$35

$96

$162

$232

$263

$334

$489

$600

$87

$255

$100

$200

$300

$400

$500

$600

$700

$800

$900

2005

2006

2007

2008

2009

2010

2011

2012

CUB Organic

Acquisitions

$855

PCB

acquisition

$421

COSB

acquisition

2012

Loan

Growth

$60MM

Loan Portfolio Composition

(December 31, 2012)

C&I

31%

Owner-

Occupied CRE

21%

Non-Owner

Occupied CRE

29%

Construction

1-4 Family

Multi-Family

Other

Loans by Industry

(C&I and Owner-Occupied)

(December 31, 2012)

Admin Mgmt

Construction

Education

Entertainment

Finance

Healthcare

Information

Manufacturing

15%

Other Services

Professional Svces

Real Estate

25%

Restaurant/Lodging

Retail

Transportation

Wholesale

11%

NPAs/Total Assets

Peer Group includes public banks or bank holding companies in California with total assets between $1.0-$1.5 billion

0.00%

1.12%

1.42%

1.19%

1.05%

0.98%

1.07%

1.09%

2.55%

5.26%

4.44%

3.31%

3.18%

3.27%

2.91%

2.62%

0.00%

1.00%

2.00%

3.00%

4.00%

5.00%

6.00%

2008

2009

2010

2011

1Q12

2Q12

3Q12

4Q12

CUNB

Peer Group Avg.

NCOs/Avg. Loans

Peer Group includes public banks or bank holding companies in California with total assets between $1.0-$1.5 billion

-0.50%

0.00%

0.50%

1.00%

1.50%

2.00%

2.50%

2008

2009

2010

2011

2012

CUNB

Peer Group Avg.

0.00%

0.80%

0.49%

-0.04%

0.08%

1.01%

1.98%

1.51%

0.88%

0.90%

Strong Deposit Growth

$60

$116

$191

$246

$346

$545

$691

$800

$113

$278

$200

$400

$600

$800

$1,000

$1,200

2005

2006

2007

2008

2009

2010

2011

2012

CUB Organic

Acquisitions

$1,078

PCB

acquisition

$658

COSB

acquisition

Q4 2012 Non-Interest Bearing Growth = $18MM

Deposit Composition

(December 31, 2012)

Non-Int.

Bearing

Demand

50.4%

Interest

Bearing

Transaction

10.5%

MM and

Savings

31.6%

CDs

7.5%

Transaction Accounts and Cost of Funds

Peer Group includes public banks or bank holding companies in California with total assets between $1.0-$1.5 billion

28.4

31.1

36.9

38.4

40.3

47.8

46.2

53.5

64.5

67.5

57.6

60.9

1.31

0.87

0.64

0.47

0.33

0.70

0.45

0.19

0.12

0.24

0.0

0.3

0.6

0.9

1.2

1.5

0.0

10.0

20.0

30.0

40.0

50.0

60.0

70.0

2009Y

2011Y

Q2 2012

Q3 2012

Q4 2012

Peer Average (Transaction Accounts)

CUNB (Transaction Accounts)

Peer Average (Cost of Funds)

CUNB (Cost of Funds)

2010Y

CU Bancorp Capital Ratios

Peer Group includes public banks or bank holding companies in California with total assets between $1.0-$1.5 billion (peer group data as of September 30, 2012)

9.13%

11.30%

5.00%

10%

12%

CUNB

Peer Group

Avg.

FDIC Well

Capitalized

12.35%

16.04%

10.00%

10%

15%

20%

CUNB

Peer Group

Avg.

FDIC Well

Capitalized

Tier 1 Leverage Capital Ratio (%)

Total Risk Based Capital Ratio (%)

Merger Overview

Creates one of Los Angeles/Orange County’s largest independent

commercial banking franchises focused exclusively in the market

Partnered two of Southern California’s strongest commercial

banks; strengthening the franchise for long-term earnings

growth and value creation

The critical mass of a larger institution will enable the bank to

expand available services and penetrate additional markets

The transaction will be beneficial for stakeholders in both

organizations: creating value for shareholders, employees,

customers, and the Southern California communities

Merger of Two Attractive Franchises

Low Cost Deposits

C&I Lending Expertise

Attractive Locations

Strong Credit Quality

Experienced Management Team

SBA Expertise

Real Estate Lending Expertise

Attractive Orange County Market

Strong Credit Quality

Experienced Management Team

An Abundance of Synergies

Combined breadth of products and services will

increase business development capabilities

throughout footprint

PCB’s award-winning SBA lending platform will be

leveraged throughout CUB’s markets

Improving PCB’s deposit mix and reducing funding

costs

Elimination of redundancies will provide meaningful

cost savings and enhance efficiencies

Greater scale will enable better absorption of

increasing regulatory compliance costs

Shifting from Growth

to High Performance

•

Capture synergies from PCB merger

•

Expand non-interest income through

increased SBA loan production and sales

•

Continue attracting high performing bankers

•

Further penetrate existing footprint

•

Enhance efficiencies as we continue to scale

Contact Information

For more information, please contact:

Karen Schoenbaum, CFO

(818) 257-7700

kschoenbaum@cunb.com

Appendix

Reconciliation of Core Earnings to Net Income (Loss)

4Q12

3Q12

2Q12

1Q12

4Q11

3Q11

2Q11

1Q11

Net Income (Loss)

1,628

(932)

525

506

306

601

312

248

Add back: Provision for income tax expense (benefit)

1,166

(453)

502

450

181

454

242

270

Add back: Provision for loan losses

867

521

380

781

467

194

Subtract: Gain on sale of securities, net

144

(65)

(30)

(130)

(19)

(70)

(45)

Add back: Merger related expenses

203

2,517

190

148

198

190

Core Earnings

3,929

1,683

1,627

1,134

1,596

1,076

1,046

803

Subtract: Other-than-temporary impairment losses, net