Exhibit 99.4

IBERIABANK Corporation

Strategic Overview

October 26, 2011

Exhibit 99.4

Safe Harbor Language

To the extent that statements in this presentation relate to future plans, objectives, financial results

or performance of IBERIABANK Corporation, these statements are deemed to be forward-looking statements

within the meaning of the Private Securities Litigation Reform Act of 1995. Such statements, which are based

management’s

current

information,

estimates

and

assumptions

and

the

current

economic environment, are

generally identified by the use of the words “plan”, “believe”, “expect”, “intend”, “anticipate”, “estimate”, “project”

or similar expressions. IBERIABANK Corporation’s actual strategies and results in future periods may differ

materially from those currently expected due to various risks and uncertainties.

Actual results could differ materially because of factors such as the current level of market volatility and our

ability to execute our growth strategy, including the availability of future FDIC-assisted failed bank opportunities,

unanticipated losses related to the integration of, and accounting for, acquired businesses and assets and

assumed liabilities in FDIC-assisted transactions, adjustments of fair values of acquired assets and assumed

liabilities and of deferred taxes in FDIC-assisted acquisitions, credit risk of our customers, effects of the on-going

correction in residential real estate prices and reduced levels of home sales, sufficiency of our allowance for loan

losses, changes in interest rates, access to funding sources, reliance on the services of executive management,

competition for loans, deposits and investment dollars, reputational risk and social factors, changes in

government regulations and legislation, increases in FDIC insurance assessments, geographic concentration of

our markets and economic conditions in these markets, rapid changes in the financial services industry,

dependence

our

operational,

technological,

and

organizational

infrastructure, hurricanes and other adverse

weather events, the volatility and low trading volume of our common stock, and valuation of intangible assets.

These and other factors that may cause actual results to differ materially from these forward-looking statements

are discussed in the Company’s Annual Report on Form 10-K and other filings with the Securities and Exchange

Commission

(the

“SEC”),

available

the

SEC’s

website,

http://www.sec.gov,

and the Company’s website,

http://www.iberiabank.com,

under the heading “Investor Information.”

All information in this presentation is as

of the date of this presentation. The Company undertakes no duty to update any forward-looking statement to

conform the statement to actual results or changes in the Company’s expectations.

•

Every 5-6 Years We Set Strategic Goals

•

Recently Refreshed Our Strategic Plan

•

Focus Our Company:

Mission Statement

Philosophies And Culture

Economic And Industry Dynamics

Risks And Opportunities

Strengths And Areas Requiring Improvement

Operating Parameters

Areas Of Future Emphasis And Investment

Strategic/Financial Goals

Overview

Strategic Overview

Strategic Overview

Over The Past Three Years…

Total Revenues Of $1.5 Billion

Earned $280 Million; $14.57 EPS

Paid $105 Million In Dividends, Or

$5.10 Per Share (38% Payout)

Improved Asset Quality And

Capital Strength

Added:

•

+$6.6 Billion Assets

•

+120 New Locations

•

+1,247 Associates

•

+$18.06 In Tangible BVS

•

+$0.8 Billion Market Cap.

At The End Of 3Q11:

•

Total Assets Of $11.5

Billion

•

2,541 Associates

•

Operations In 12 States

-75%

-25%

25%

75%

125%

175%

Loans

Deposits

Assets

Offices

# FTE

BVS

TBVS

Stock Price

Market Cap

% Change Since 2007

Strategic Overview

Our Current Position

•

Little Or No Loan Growth

•

Real Estate Dependence

•

Asset Quality Concerns

•

Unrecognized Collateral Values

•

Flat & Low Yield Curve Results In

Margin Compression

•

Durbin Amendment Exposure

•

Capital Constrained

•

Dividends Slashed

•

Costly Access To Fresh Capital

•

Share Buyback Capability?

•

M&A Experience/Infrastructure?

Industry Headwinds

Our Positioning

•

$518mm YTD Organic Growth

•

41% of Bal. Sheet Is Low Risk

•

Classified Assets = 1.7%/Assets

•

FDIC Loss Share Protection

•

Less Spread Dependent With

Mtg/Title 12% Of Revenues

•

Service Chg/Revenues of 6%

•

$300mm+ In Excess Capital

•

Consistent Quarterly Dividends

•

Raised $603mm In Capital

•

Buyback Completed In 3Q11

•

5 FDIC And 7 Live Bank Deals

•

Provide Exceptional Value-Based Client Service

•

Great Place To Work

•

Growth That Is Consistent With High Performance

•

Shareholder Focused

•

Strong Sense Of Community

Mission Statement And Culture

Strategic Overview

•

Teamwork

•

Client Focus

•

Financial Focus

•

Attention To Detail

•

Do What Is Right

•

High Performance Expectations

•

Self Starters

•

Respect For Others

•

Conservative & Methodical

•

Continuous Improvement

Mission

Statement

Selected Philosophies And Culture

•

Time Period: 5-Year Time Frame

•

Economic Growth Remains Tempered

•

Near-Term Inflation Is tempered As Well

•

Current Credit Cycle Is 5-6 Years Long (2/3 Complete)

•

Assume The Interest Rate Environment Imbedded In The

Current Forward Curves

Low, Flat Interest Rate Curves Initially

Curves Begin to Steepen To More Historic Levels

Impacted More On Short-End Of Curves (<5 Years)

Major Economic Assumptions

Strategic Overview

Forward Interest Rate Curves

Strategic Overview

0.00%

0.50%

1.00%

1.50%

2.00%

2.50%

3.00%

3.50%

4.00%

4.50%

5.00%

Sep-07

Sep-08

Sep-09

Sep-10

Sep-11

Sep-12

Sep-13

Sep-14

Sep-15

Overnight

2yr Treasury

5 Year Treasury

10 Year Treasury

•

Banking Industry Returns Will Remain Challenging

Limited Balance Sheet Growth

Spread Compression (Government & Industry Impacts)

Legislative/Compliance Provide Revenue Pressure

Regulatory Burdens Remain Elevated

Lower Industry Returns On Tangible Equity

•

New Capital Will Remain Scarce And Fairly Targeted

•

Banking Industry Will Continue To Consolidate

Up To An Additional 200 Failures in Southeast U.S.

Live Banks -

Board And Management Fatigue

We Will Participate In Situations That Fit

Organic Growth Story & Supplement With Acquisitions

Industry Competitive Dynamics

Strategic Overview

•

Market-Focused, Not Size-Focused

•

Southeastern U.S. –

Texas To Virginia

•

Focus On Metropolitan, Not Rural, Markets

•

Interest In Specific MSAs, Based On Opportunity:

Risk/Return Perspective Consistent With Our Culture

Connectivity To Recruits And Target Clients

Competitive Dynamics (Current And Future)

•

Areas Of Emphasis:

Small Business And Retail

Trust, Wealth Management, Capital Markets

Targeted Market/Branch Expansion

Improve Operating Leverage And Profitability

Strategic Focus

Strategic Overview

IBKC Overview

Our Locations

Deposit Market Share as of June 30, 2011. Source: SNL Financial. Map Reflects Locations as of October 24,2011.

*Other Mortgage Locations not shown = 9

Arkansas

34 Branches

$1.0 bil deposits

#12 Rank

32 Non-bank Offices

Texas

4 Branches

$185 mm deposits

#227 Rank

3 Non-bank Offices

Louisiana

78 Branches

$5.1 bil deposits

#5 Rank

31 Non-bank Offices

Alabama

12 Branches

$500 mm deposits

#20 Rank

5 Non-bank Offices

Florida

42 Branches

$2.3 bil deposits

#24 Rank

10 Non-bank Offices

Tennessee

2 Branches

$155 mm deposits

#113 Rank

1 Non-bank Office

Indicates cities in which our members of Senior Management (Market Presidents,

Executive Vice Presidents, etc.) have resided/worked.

IBKC Overview

Where We Lived & Worked

Greensboro, NC

Indianapolis, IN

Las Vegas, NV

Mansfield, PA

Morris Plains, NJ

New York, NJ

Pittsburgh, PA

Phoenix, AZ

San Diego, CA

Scottsdale, AZ

Wilmington, DE

Resides in New Orleans, LA

Michael J. Brown, VC

Chief Operating Officer

Jefferson G. Parker, VC

Manager of Brokerage, Trust,

and Wealth and Management

Anthony J. Restel, SEVP

Chief Financial Officer

Robert B. Worley

General Counsel

Daryl G. Byrd

President and CEO

Beth A. Ardoin, EVP

Director of Communications

George J. Becker III, EVP

Director of Corporate Operations

Barry F. Berthelot, EVP

Director of Organizational Development

Resides in Lafayette, LA

Resides in Greensboro, NC

Gregg Strader, EVP

Chief Credit Officer

Broad Experience Throughout

Southeastern U.S.

Resides in Annapolis, MD

Robert M. Kottler, EVP

Director of Retail and Small Business

Albuquerque, NM

Annapolis, MD

Boston, MA

Buffalo, NY

Charlotte, NC

Charlottetown,

PE, Canada

Chennai, India

Cleveland, OH

Columbus, OH

Detroit, MI

Flint, MI

Hartford, CT

Resides in Raleigh, NC

John R. Davis, SEVP

Director of Financial Strategy and Mortgage

Resides in Greensboro, GA

James B. Gburek, EVP

Chief Risk Officer

Resides in Gastonia, NC

H. Spurgeon Mackie, EVP

Executive Credit Officer

Experience in Additional Cities:

Indicates cities in which our 11 members of Executive Management have resided/worked

•

Combination of Organic Growth And Acquisitions

•

Include Bargain Purchase Gains (Present Value Benefit)

•

Exclude One-Time Costs

•

Full Deployment Of Capital During The Planning Period

Organic Loan Growth

Selected Acquisitions

Share Repurchases

Regulatory Capital Limits Subject To Change

•

Selective Branch Additions And Strategic Recruits

•

No New Businesses Assumed

•

Improve Operating Leverage From Prior Investments

Other Assumptions

Strategic Overview

•

Return

Average

Tangible

Equity

Excludes One-Time Costs

By End Of Planning Period

•

Tangible Efficiency Ratio

Entire Company, Not Just Bank

By End Of Planning Period

•

Asset Quality

Nonperforming Assets/Total Assets

Exclude FDIC Covered Assets

•

Earnings Per Share Growth

Annual Growth Throughout Period

Excludes One-Time Costs

3-5 Year Strategic Goals

Strategic Overview

13% to 17%

Target 60% or Less

Peer Top 10%

Double-Digit %

Strategic Overview

Return On Tangible Equity

Source: SNL; US Bank Holding Companies reporting as of June 30, 2011

-30.00%

-25.00%

-20.00%

-15.00%

-10.00%

-5.00%

0.00%

5.00%

10.00%

15.00%

20.00%

25.00%

30.00%

2Q11 Return On Tangible Equity -

US BHCs

ROTEs 13%-17%

Strategic Overview

Tangible Efficiency Ratio

Source: SNL; US Bank Holding Companies reporting as of June 30, 2011

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

110%

120%

130%

140%

150%

160%

170%

180%

190%

200%

2Q11 Tangible Efficiency Ratio -

US BHCs

Tangible

Efficiency Ratio

Less Than 60%

Strategic Overview

Asset Quality (NPAs/Total Assets)

Top 10%

Source: SNL; US Bank Holding Companies reporting as of June 30, 2011

0.00%

2.00%

4.00%

6.00%

8.00%

10.00%

12.00%

14.00%

16.00%

Strategic Overview

EPS Growth

Double Digit

Growth

Source: SNL; US Bank Holding Companies reporting as of June 30, 2011

-100.0%

-80.0%

-60.0%

-40.0%

-20.0%

0.0%

20.0%

40.0%

60.0%

80.0%

100.0%

EPS Growth 5-Year CAGR -

US BHCs