Credit unions have always prioritized relationships and member service, but as technology reshapes financial services, the ability to lead with tech savvy has never been more important.
Many of today’s CEOs are blending technical expertise with cooperative values to build smarter, stronger partnerships with fintechs, from the big card and core processors to highly specialized startups pushing the envelope in innovation.
Here, in the second of a two-part series, three CEOs with technology backgrounds share how that experience shapes their leadership and their approach to fintech collaboration. They also offer practical insights for peers without a tech pedigree.
TRAVIS MARKLEY, HOOSIER HILLS CREDIT UNION
Travis Markley joined Hoosier Hills Credit Union ($907.3M, Bedford, IN) as chief IT officer in May 2018 and became its president and CEO in January 2020. The 11-branch cooperative serves more than 39,000 members across southern Indiana and northern Kentucky.
How does your background in tech shape the way you lead and approach fintech partnerships?
Travis Markley: I think it gives us a real edge. My tech background allows us to be more intentional, more confident, and more selective about how we vet and implement new solutions. We’re always looking for ways to encourage innovation, and we’re open to bold ideas and emerging technologies. At the same time, we’re not afraid to test something out and fail, as long as we fail fast and learn something from it.
But we’re also disciplined. I’ve seen what happens when organizations chase too many disconnected tools – you end up with a Frankenstein tech stack that’s expensive, hard to manage, and undermines your strategy.
We’ve worked hard to avoid that. Our goal is a unified, scalable tech ecosystem where every new partnership – we now have more than 20 – fits into the bigger picture and helps advance our long-term vision.
What should leaders without a tech background keep in mind when evaluating fintech collaborations, especially now that many credit unions are at an inflection point with legacy systems?
TM: The fintech space moves fast. New players show up constantly promising smarter, faster, seamless solutions. That creates opportunity, but also noise. If you don’t have a tech background, the key is to stay grounded—don’t chase trends, but don’t ignore them either.
At Hoosier Hills, we’re at an inflection point. We’re shifting from stretching old platforms to building modern, flexible experiences for members and staff, focusing on the application level. That takes smart, strategic fintech partnerships—and yes, it takes tech fluency at the executive table. Tech impacts everything from compliance to fraud to talent retention. Leaders can’t afford to treat it like someone else’s job.
“I’ve seen what happens when organizations chase too many disconnected tools – you end up with a Frankenstein tech stack that’s expensive, hard to manage, and undermines your strategy. … Our goal is a unified, scalable tech ecosystem where every new partnership fits into the bigger picture and helps advance our long-term vision.”
MARK BURGESS, CREDIT UNION 1
Burgess joined Credit Union 1 ($1.5B, Anchorage, AK) as CTO in August 2018 and became president/CEO in January 2022. Alaska’s only state-chartered credit union operates a dozen branches and serves more than 93,000 members.
How does your background in tech shape the way you lead and approach partnerships with fintechs?
Mark Burgess: My background in tech definitely shapes how I review and partner with fintechs. First and foremost, I typically understand the technical problem they’re solving, and I understand the business problem that we want to solve. I also know that every issue isn’t about a hard-dollar ROI and that boiling everything down to some type of savings isn’t realistic.
My favorite way to approach these partnerships is from the lens of solving a problem for the organization. When a leader says they have a specific problem to solve I get all giddy! When there is a problem to solve we first have to define the problem, determine the ideal state after the problem is solved, and then find who can help us solve that problem.
What should credit union leaders without a tech background consider when evaluating fintech collaboration, and is there a strategic imperative to develop tech fluency at the top?
MB: Do you have to become a tech expert? No, I don’t think so. But if you were to become an expert in curiosity, I think that would serve you well in all aspects of leadership! Being inquisitive is critical to cutting through the jargon and understanding potential impacts.
Trusted advisors are critical. Also, leverage partnerships, peer networks, and external expertise. Fluency isn’t about mastering every technical detail; it’s about knowing enough to ask the right questions and staying aligned with your credit union’s mission.
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More on Mark Burgess and Credit Union 1
DOUG TRUE, FORUM CREDIT UNION
True joined FORUM Credit Union ( $2.3B, Fishers, IN) in 1988 and has been the 164,000-member, 15-branch Indianapolis cooperative’s CEO since 2011. He is an original member of the Filene i3 program and a founder of FORUM Solutions, a pioneer in lending software.
How does your background in tech shape the way you lead and approach partnerships with fintechs?
Doug True: Our in-house development capabilities enable us to partner and co-develop tailored solutions. Owning our online banking platform, for example, keeps us nimble and responsive to member feedback. It also allows us to control key touchpoints, driving a better experience for members.
We see many credit unions exploring an outside-in philosophy when it comes to fintechs. They find a fintech and try to match it to their product suite. This is a fine strategy, and both inside-out and outside-in can be effective. For us, the inside-out fits our risk profile and our strengths.
What should credit union leaders without a tech background consider when evaluating fintech collaboration, and is there a strategic imperative to develop tech fluency at the top?
DT: Leadership of the cooperative is a team sport here at FORUM. Our seven-member executive team, along with our nine-person volunteer board of directors, all play an active role in developing our business plan, including the technology pieces to support the plan.
We feel it’s important to have your business plan mapped out and then figure out what technologies, partnerships, and solutions make the most sense to accomplish the plan.
These interviews have been edited and condensed.
For more insights, click here to read part one of this series.
