This year is a different story.

Although the 2026 Final Four features top programs with leading seeds, this tournament has had its fair share of miracle moments — UConn over Duke — and upset wins — High Point, Iowa, Texas. Two teams facing off on Saturday both came into the bracket as No. 1 seeds: the Arizona Wildcats and Michigan Wolverines. On the other side of the bracket, No. 2 seed Connecticut Huskies is set to play No. 3 seed Illinois Fighting Illini.

Some might say the matchup between Arizona and Michigan will determine the champion, but we here at Callahan know it’s possible any team could walk away victorious. For help predicting a winner, Callahan’s analysts have turned to our proprietary model assessing credit union performance data. Digging into state-level performance separates the data from the noise and shows which team has the edge when it matters most.

Semi-Final 1: UConn Versus Illinois

In the first match-up, the blue-blooded UConn Huskies will take on the Illinois Fighting Illini.

Seeking their third title in four years, the Huskies hope to bring the magic that help them comeback from a 19-point deficit in the final seconds in their regional final. However, they face stiff competition in Illinois, led by freshman Keaton Wagler and the styled “Balkan Bloc.” The Illini’s size is intimidating, but UConn has experience in championship-winning coach Dan Hurley and seniors Alex Karaban and Tarris Reed Jr. In a tough game to predict, Callahan turns to the data of each state’s credit unions.

Sports teams thrive off of their fans’ energy, especially college teams in a single-elimination tournament. As any player would attest, the fans are the lifeblood of the game. During March Madness, a team wants to attract new fans while rewarding those who have been there all year.

Sound familiar? Credit unions also need members to survive and must bring in new members even as they work to deepen relationships with members they already serve. Thanks to the support of their faithful, Illinois punches their ticket to the National Championship in a close win.

MEMBER METRICS
FOR CONNECTICUT AND ILLINOIS CREDIT UNIONS | DATA AS OF 12.31.25
SOURCE: CALLAHAN & ASSOCIATES

Semi-Final 1 Winner: Illinois

Semi-Final 2: Arizona Versus Michigan

The next game promises to be 40 minutes of titanic proportions as the tournament’s two surviving No. 1 seeds go head-to-head.

Both the Arizona Wildcats and the Michigan Wolverines are excellent on the offensive side of the ball, with imposing size to boot. Led by coach Tommy Lloyd, the Wildcats have enjoyed a dominant season and their best tourney run since 2001, when they last made the Final Four. However, getting to the championship game won’t be an easy feat. Big Blue, led by coach Dusty May and senior Yaxel Lendeborg, is one of the best teams in the nation.

In the first half, Arizona takes a hefty lead over Michigan, with credit unions in the Grand Canyon State reporting member growth that more than doubles their peers in the Great Lakes State. But Arizona gives it all back down the stretch with average member relationship and loans per member. In another close call, Michigan edges ahead, setting up the country for a Midwestern national championship.

MEMBER METRICS
FOR ARIZONA AND MICHIGAN CREDIT UNIONS | DATA AS OF 12.31.25
SOURCE: CALLAHAN & ASSOCIATES

Semi-Final 2 Winner: Michigan

National Championship: Michigan Versus Illinois

It all comes down to a battle between the Big 10. Which team will take home the hardware?

For a basketball team to succeed, it must win in the margins. It’s this kind of successful formula that can sustain a team for years to come. Similarly, for a credit union to develop a solid return on assets, it needs to spend efficiently.

MARGIN PERFORMANCE
FOR MICHIGAN AND ILLINOIS CREDIT UNIONS | DATA AS OF 12.31.25
SOURCE: CALLAHAN & ASSOCIATES

Credit union performance data suggests a basketball classic for the ages.

Credit unions in Michigan initially lead with a higher net interest margin, beating Illinois by half a percentage point. But when it comes to minimizing expenses, Illinois credit unions claw back in the second half. In championship overtime thriller, Michigan ultimately bests Illinois with a decisive ROA lead of 34 basis points.

Winner: Michigan Wolverines

And just like that, credit union performance data predicts the NCAA Men’s Basketball Tournament will wrap up the 2025-26 season with the University of Michigan taking home its second national championship and its first since 1989.

The post The Callahan Guide To The 2026 Final Four appeared first on CreditUnions.com.

U.S. households love rewards programs. According to a 2025 survey by Deloitte, such programs not only drive loyalty and boost brand engagement but also increase perceived value, a sentiment shared by 80% of those polled.

Nuvision Federal Credit Union ($3.9B, Huntington Beach, CA) put a simple, cooperative spin on incentives with Added Advantage, a loyalty program the credit union rolled out in 2017.

“Many financial institutions reward individual products, like a checking account or loan, but we wanted a program that recognizes the overall relationship,” says Tom Sweet, senior vice president of marketing for the credit union. “The more business a member does with Nuvision, the higher their score. The higher their score, the higher their benefits.”

What Do Members Really Want?

Sweet says Added Advantage emerged from Nuvision’s broader effort to evolve from a product-focused model to a relationship-based member experience.

Once the idea took shape, the credit union spent roughly a year to plan, model, and test the program before bringing it to market. During that time, teams worked on design as well as operational processes to support the program across digital and branch channels.

“One of the biggest challenges was designing a system that balanced simplicity for members with meaningful incentives for deeper engagement,” Sweet says. “Another challenge was operational readiness, ensuring our systems and staff training were aligned before launching the program broadly.”

Although Sweet and his team created the program, he describes its development as a continuous, multi-department effort.

“Executive leadership supported the strategic vision of the concept, whereas front-line teams provided important feedback on what members value and how the program would work in day-to-day member interactions,” he says. “We wanted the program to be easy to understand while still accurately reflecting the strength of a member’s relationship with the credit union. That required thoughtful modeling around scoring, benefits, and long-term sustainability.”

Since its introduction, adoption has been strong and steady.

“Members appreciate that the program is free to join and that benefits are tied to everyday banking activities they are already doing,” Sweet says.

Simplicity With Meaningful Incentives

When members opt-in they receive an Added Advantage score, which increases as they use more Nuvision products or services.

“It is similar to a FICO score that provides better rates with higher scores,” Sweet explains. “The more a member banks with Nuvision, such as maintaining deposits or financing loans, the higher their score becomes.”

As the score increases, members unlock additional benefits, including lower loan rates, higher certificate interest rates, and cash-back incentives on loans.

The credit union combined digital communications and traditional marketing campaigns for the program’s rollout, although Sweet says support from branch and contact center teams is an essential part of the ongoing awareness strategy.

“Front-line employees were and continue to be key ambassadors for the program,” the SVP says. “They help members understand how the program works and identify opportunities to increase their score by expanding their relationship.”

Today, Nuvision measures success through a variety of key performance indicators, including enrollment and participation, growth in multi-product relationships, and deposit and loan balances.

“Ultimately, the most important measure is whether the program helps members deepen their relationship with Nuvision over time,” Sweet says.

As deposit and loan growth becomes more competitive, those deeper relationships can have a direct impact on balance sheets, not just member experience. For example, Nuvision’s asset growth accelerated notably in recent quarters to reach 18.48% in the fourth quarter of 2025. Meanwhile, loans grew 15.4%, more than double the 6.0% peer group average for credit unions of a similar size. Nuvision’s ability to sustain higher growth supports the idea that member engagement is strong.

Ditch The Gimmicks

Looking ahead, Sweet says Nuvision sees Added Advantage as a long-term platform rather than a static offer. It’s designed so the credit union can continuously enhance the program with new benefits and partnerships over time.

Nuvision Credit Union’s Added Advantage rewards program emphasizes relationship depth, encouraging members to build a broader connection with the credit union rather than rewarding individual transactions.

Added Advantage benefits at Nuvision FCU tie member engagement to higher certificate yields, loan discounts, and cash incentives.

“As member behavior and financial needs evolve, the program can adapt to ensure rewards remain relevant and valuable,” Sweet says.

For credit unions seeking a similar program for membership, the marketing leader says to start with the member relationship, not the reward.

“The most successful loyalty programs aren’t about points or gimmicks,” he says. “They’re about encouraging behaviors that strengthen the relationship between members and the credit union.”

It’s also important to invest in member education early, especially when communicating the financial value the program offers.

“If members can easily understand the program and see the impact on their financial lives, adoption and engagement will follow naturally,” Sweet says.

The post A Rewards Program That Relies On Relationships, Not Usage appeared first on CreditUnions.com.

CDFI grant funding has helped Innovations Financial Federal Credit Union ($651.9M, Panama City Beach, FL) expand access to capital for small businesses in and around the Florida Panhandle.

A pre-COVID grant helped the credit union launch a microlending program that provides up to $50,000 to small businesses in its market and continues to make a difference in the region.

The Problem

The bank landscape in Florida has substantially shrunk since the Great Recession. Many small and mid-size local banks have closed their doors or merged with larger entities, leaving a void in the commercial lending space.

Hurricane Michael in 2018 exacerbated the problem when it decimated the Panama City area and dealt a death blow to local businesses across the region.

The Solution

With CDFI grant funding, Innovations Financial implemented a microlending program for small businesses and entrepreneurs starting new businesses. The credit union made up to $25,000 in unsecured funds available and up to $50,000 available for loans secured by homes, equipment, or real estate. Both loans were available to borrowers with a minimum 650 credit score and business plan proforma or documented LLC.

“None of these are loans you would make under traditional financing,” says David Powell, chief operating officer. “Because of the small dollar amount, it truly is the mom and pop shops. It’s the guy working at a company and doing a side gig who wants go out and do his own thing. It’s the husband and wife who want to start a side gig.”

The credit union can offer a term loan or a line of credit for the $25,000 option as long as borrowers meet the minimum 650 credit score and other stipulations. It prices those loans between 10.5% and 14.5%. The collateral-secured loans it prices at market rate.

Loan applications have been evenly split between new and existing members, and some applicants have told loan officers they were referred by their bank because the institution couldn’t make the loan.

The Results

Although the national economic picture has been rocky, Powell says Florida’s economy behaves somewhat differently because of the heavy influence of tourism and the military.

“If you boil it down to the Panhandle, we’re even more insulated than the rest of the state,” the COO says. “Then boil it down to Bay County and the surrounding counties, and we’re even further insulated.”

According to Powell, steady economic growth in the past decade spurred on by people and businesses moving into the region has helped fuel the microlending program. The credit union has made more than $8 million in microloans since 2018, and with a default rate of just 6%, the program has been “wildly successful.”

“There’s hardly anyplace small businesses can go to get money to start up, so we were absolutely fulfilling that need in all the areas we serve,” Powell says.

A partnership with the Small Business Development Center, offered through the University of West Florida, has helped drive applications. Many startups and small businesses work with the center on business planning, and the center frequently refers those entrepreneurs to the credit union.

And even when some borrowers have gone out of business, they’ve continued to pay back the credit union, says Powell.

“It’s been pleasantly surprising to see the level of commitment,” he says. “I think what saved us is that 650 credit score cutoff, which I would allege tells someone’s character to a good degree. Even if they go out of business, they understand they’re on the hook and don’t want their credit to suffer. And because the loans are generally small, they can generally afford to pay it.”

Lessons Learned

A proactive collections process has contributed to the program’s success. Rather than waiting until the end of a 15-day grace period to reach out as the credit union does on normal business loans, credit union representatives call these borrowers to check in within a few days of a payment’s due date.

“These small business loans are generally not sophisticated borrows,” Powell says. “Lots of times they just forget to make the payment and need a reminder. We’ve found it to be a best practice to start collections with these microloans very early in the past-due process. We don’t want to let them get behind because once they’re behind they can’t catch up.”

The partnership with the Small Business Development Center has been crucial to the program’s success, Powell says, and he advises other credit unions to investigate similar offerings in their own markets. But even with that help, credit unions need to be sure they understand applicants’ business plans as well.

“Be sure you understand how to manage and control that risk,” he says. “How to read people’s credit reports, how to understand what they’re telling you in the business plan, how to collect on the back end, and so forth.”

The post Innovations Financial Bets Big On Small Business Lending appeared first on CreditUnions.com.

Top-Level Takeaways

• Marine Credit Union thoughtfully embedded its foundation into its own strategic plan, aligning both around a shared community focus.
• Integrating programs, resources, and employees has made the foundation an extension of the credit union.
• Governance, shared leadership, and deliberate communication also ensures alignment across day-to-day operations.

Marine Credit Union ($1.1B, La Crosse, WI) doesn’t lack commitment to community impact. It stood up its Marine Credit Union Foundation in 2013 to address issues like financial education, food security, and affordable housing — systemic challenges that have no quick solutions. Despite its good work, there were opportunities to further align its work with the credit union’s overall strategy.

“We had been doing a lot of great work in the community, but it wasn’t always connected back to the broader strategic priorities of the credit union,” says Joumana Mcdad, chief service delivery and experience officer at Marine Credit Union. “It felt like separate efforts that were sometimes competing with each other, whether for staffing resources or marketing support.”

So, the Wisconsin cooperative and its charitable arm embarked on a year-long journey to redefine how each interacts with the another. With alignment and integration, the foundation shifted from being a stand-alone effort to a built-in contributor to credit union strategy.

“At Marine, we operate under a three-stakeholder model: When we prioritize the well-being of our employees, we create a culture where people feel valued and supported. That care naturally extends to how our employees serve our members with compassion, empathy, and excellence, and when our members are well-served, the communities that we serve grow stronger and more resilient,” Mcdad says.

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The Power Of An Outside Perspective

When making this strategic shift, the duo did not act alone.

Mcdad, her team, the Board, and Executive team tapped an outside consultant to conduct a full foundation assessment. This included everything from bylaws, policies, and procedures to the organization’s management agreement, especially when it came to how the credit union supported the foundation through in-kind resources. The evaluation also included advice related to programs, budget, and grant opportunities.

“Once we had that assessment, we took those recommendations and distributed them across our executive and leadership teams,” Mcdad says. “That helped everyone feel ownership. They weren’t just observing the change. They were actively helping build it.”

Looking back, Mcdad notes this was especially important because it allowed leaders to make decisions with greater objectivity. The team reworked the board structure and made sure the foundation was clearly aligned with the broader credit union.

“We embedded the foundation into the credit union strategic plan and defined where it fits within the overall strategy,” Mcdad says.

Structure, Governance, And Shared Ownership

The foundation’s early model was anchored by a dedicated board of community volunteers, with limited direct involvement from credit union leadership beyond a liaison role served by Mcdad. Credit union staff supported volunteer and community efforts, while board governance remained primarily community led. As board terms expired, leadership used the transition as an opportunity to realign governance more closely with the credit union.

Mcdad now serves as board chair, leveraging her role overseeing community engagement, members, and branches for the credit union. Marine Credit Union’s CEO, Tom Knothe, serves as vice chair. But these aren’t the only two credit union representatives.

“Where we really started to get smart was in bringing on a Marine Credit Union board member to also serve on the foundation board,” Mcdad says. “She acts as a liaison at the board level, and that’s where we started to see stronger alignment take shape.”

The credit union’s vice president of community leads day-to-day operations for the foundation and functions as its executive director. Two credit union middle managers round out the foundation board as treasurer and secretary.

These key personnel changes didn’t just align the foundation with the credit union on paper, they ensured the foundation had an org chart to support the credit union’s strategy.

In addition to the newly established alignment, leaders also had to ensure they built buy-in at all levels of both organizations.

“The biggest lesson was the importance of over-communicating and making sure everyone feels part of the process, which means involving the right stakeholders early,” Mcdad says. “Alignment in isolation doesn’t work. You need input across the organization, and you need people to feel ownership in bringing the strategy to life.”

In practice, this means a lot of meetings. The executive and middle management connects frequently, and organization-wide updates are shared during monthly town halls.

“We want employees to feel embedded in the foundation and connected to its mission,” Mcdad says. “The best way to do that is to make them part of the vision and part of the decision-making.”

Open communication is one way the credit union brings in employees. Another way is through employee giving. It introduces employees to the Marine Credit Union Foundation during onboarding and allows employees to contribute any amount through payroll deductions, which the credit union matches at a 2:1 rate. It then pools the funds and redistributes them across the organization for departments to use as charitable budgets.

“Our branches and teams are closest to their communities,” Mcdad says. “They know the needs and the organizations. Why not let them be part of that impact?”

From Alignment To Action

After aligning strategy, organizational structure, and employee support, leaders then ensured the foundation’s programs connected directly to credit union products and services.

For example, Marine Credit Union identified fragmentation within its financial education efforts. To address this, the organization hired a financial education director who oversees efforts like the foundation’s Finding HOME program, a free, 12- to 18-month program designed for individuals facing barriers to homeownership.

“By the end of the program, we typically see significant improvements in credit scores and savings and ultimately, we’re able to make a mortgage through Marine Credit Union,” Mcdad explains. “That’s where the alignment comes to life.”

So far, 39 program graduates have achieved homeownership. On average, participants reduce debt by approximately $12,000 annually and increase their credit scores by roughly 90 points.

By focusing on alignment, Marine can now look ahead to helping more people than before.

“In the past, because of resource constraints and the disconnect between the foundation and credit union, we couldn’t expand the program across all our markets,” Mcdad says. “Now that resources are aligned, we’re able to scale it much more effectively.”

From Siloed To A Strategic Lever

Today, the Marine Credit Union Foundation plays an essential role in the credit union’s community support efforts.

“If you put the community at the center of everything you’re doing, the foundation becomes a key lever,” Mcdad says. “Our credit union’s community team is out in the market building relationships and partnerships. Then, the foundation comes in as part of that conversation, supporting those partners through homeownership programs, financial education, and charitable contributions.”

Mcdad describes the next phase as deepening the foundation’s presence in the community and broadening its financial education efforts. Marine Credit Union is also focusing on how to continue to position the foundation as an extension of the credit union’s identity rather than an aside.

“It can be a real differentiator for credit unions,” Mcdad says. “If you build strong programs within your foundation, especially ones that are unique or highly impactful, you can use that as part of your broader brand. Not everyone has something like this. If you get good at one or two things, that becomes part of how your credit union stands out.”

The post How Marine Credit Union Shifted Its Foundation From Siloed To Symbiotic appeared first on CreditUnions.com.

A side‑by‑side look at earnings performance helps put those differences into context.

CREDIT UNION VS. BANK EARNINGS MODEL
FOR U.S. CREDIT UNIONS AND BANKS | DATA AS OF 12.31.2025
SOURCE: CALLAHAN & ASSOCIATES

Strategic Insights

• Credit unions return value to their member-owners; banks return value to shareholders. For this reason, credit unions consistently run a return on assets well below their banking peers. That’s by design, not distress. In the fourth quarter, it was 43 basis points smaller, 0.79% versus 1.22% for banks.
• Higher rates are rewarding efficiency. Banks’ lower operating expense ratios give them more room to protect ROA as funding costs rise, whereas credit unions continue to absorb higher expenses to maintain pricing, service, and access for members.
• The net interest margin spread and the income tax exemption together help credit unions rely less on non-interest income, which, in turn, allows them to give back more to members in the form of lower fees, better rates on lending and savings products, patronage dividends, and more.
• The cooperative model prioritizes working with members on account challenges rather than offsetting costs through fees. Higher provision expenses indicate a greater willingness to extend credit to borrowers with weaker credit and less ability to repay, absorbing more risk to expand access even as household balance sheets tighten. That’s important during economic cycles when banks tend to pull back toward lower‑risk borrowers to preserve profitability.
• Credit unions use their tax-exempt status to return value to members, but the benefits of credit unions to local economies extend beyond membership perks. According to America’s Credit Unions, the federal credit union tax status in 2023 was valued at $2.9 billion, yet credit unions generated more than $297 billion in economic impact through personal financial support, small‑business lending, job creation, and more. That’s more than $100 generated for every $1 “lost” in tax revenue. What’s more, the mere presence of credit unions in local markets presents $10.5 billion in benefits for non‑members.

Don’t stop here. Dig deeper into the credit union earnings model with a look at how a changing rate environment impacts credit unions of different sizes in different ways. Read more in “One Industry. Different Earnings Models,” available exclusively for Callahan clients in the Callahan Client Portal. Read it today.

The post How Today’s Market Is Stress-Testing Credit Union And Bank Earnings Models appeared first on CreditUnions.com.

Top-Level Takeaways

• Whitefish uses member stories to show how it’s part of larger, meaningful narratives.
• Member-first storytelling builds trust in ways traditional marketing can’t.
• Impact shows up in reputation, advocacy, and emotional connection rather than immediate conversions.

Marketing for Whitefish Credit Union ($2.1B, Whitefish, MT) doesn’t always lead with products and services. In fact, in some of its content, they barely shows up at all. But through a long-running series of credit union member stories featuring professionally produced short films and companion articles, the Montana-based cooperative is spotlighting the lives of its members with the credit union playing a supporting role.

“The credit union story is caring about members’ stories, their lives, their goals,” says Josh Wilson, senior vice president of marketing at Whitefish. “How do you tell someone’s story where the credit union is part of it but not the center? It’s about showing how the credit union fits into their life and helps them accomplish what matters to them.”

Today, the credit union has produced 30 of these stories, each focusing on an individual or business that makes the Whitefish field of membership stand out in the market.

“Frankly, the most interesting stories often come from people who are a little quirky or have unique perspectives,” Wilson says.

Some examples include the story of a historic ranch that might or might not have a ghost and a local woman known fondly as Sanders County’s “Plant Lady.”

Over time, this strategy has positioned Whitefish as not only a place to bank but also an active participant in its community. Wilson describes the videos as a love letter to its members and their engagement with the credit union versus something that’s explicitly about Whitefish Credit Union.

Where Do Stories Come From?

To make these stories possible, Whitefish hires an outside videographer that specializes in documentaries. Such a videographer brings a story-first lens to the end product. The credit union’s in-house team serves as producer.

As for where stories originate, that starts in the branches.

“Who shows up often?” Wilson says. “Who tells stories? Who stands out? We built a list of members who branch staff know personally pretty quickly.”

Part of what makes these member stories stand out is the distinct, strong identities of each community.

“These are tight-knit communities, the kind where people come out of their businesses to cheer on the high school football team as the bus heads to an away game,” Wilson says. “People know each other.”

When Whitefish started the project, it referenced brands like Yeti to explain to sources the style of storytelling it was hoping to capture. Today, the credit union leans on its own library of previous examples. Still, some people decline the request, and that’s okay. But when a member does say yes, the credit union and videographer take special care to make sure the process is comfortable.

“We do a pre-interview with the videographer and producer,” the marketing leader says. “It helps them understand it’s just a conversation, even with a camera present, and reassures them that we’ll treat their story with dignity and respect.”

Beyond surfacing story ideas, producing stories from start to release requires approximately a year.

“We collect stories at the end of the year, spend two to three months vetting them, then produce seven or eight stories over a two-and-a-half-week period when the videographer flies out,” Wilson says.

The credit union spends the back half of the year editing and building the production calendar. At the beginning of the following year, Wilson’s team executes the distribution strategy as part of Whitefish’s marketing plan.

Where Do Stories Go?

According to Wilson, the biggest challenge has proven to be distribution.

“Having a firm game plan from the beginning on how you’ll distribute the content is probably the biggest lesson,” he says.

When a member’s story is ready to share, Whitefish publishes the full version on its website with an accompanying written article and still photography. It also cuts short-form videos for platforms like Instagram and Facebook in addition to paid advertisements at local broadcast stations and movie theaters.

The credit union’s most unconventional distribution channel, however, is film festivals.

“We sponsor them and ask if they’ll play our stories instead of traditional commercials,” Wilson says. “Audiences often think they’re part of the festival lineup. They applaud and engage. Now, film festivals actually reach out to us asking to include our stories because they want that local connection.”

Whitefish also uses member story videos in conversations with policymakers, with Wilson serving as the credit union’s representative for state-level advocacy.

“As the largest credit union in the state, we’re active legislatively, but we’ve found that many lawmakers don’t fully understand what credit unions are or how we’re different from banks,” he says.

These member stories help humanize the work Whitefish does by connecting it to real, everyday Montanans —  otherwise known as voters and constituents. The videos also help explain things like commercial lending and how Whitefish’s approach differs from that of large, nationwide competitors.

“For us, it might mean helping a bakery on Main Street buy a couple extra ovens or a brewery purchase a property to create workforce housing,” Wilson says. “That’s the kind of commercial lending we do. Not massive out-of-state developments but homegrown businesses serving their communities. These stories show that.”

All of this is why high-quality production matters.

“This isn’t content meant to go viral or hit a million views,” Wilson says. “We’re focused on meaningful interactions, and that’s how we’ve led with this strategy.”

The result is a body of work that compounds in value, with each new story adding to the credit union’s broader narrative.

Returns That Reflect Mission

For Wilson, that long‑term payoff matters more than quick metrics.

“I teach data marketing at the graduate level,” Wilson says. “As someone who’s data-driven, this started as an experiment.”

Whitefish intentionally carves out small parts of its budget to test theories and concepts without attaching a direct ROI. The idea is to learn what works and use those insights to influence larger marketing campaigns.

“There wasn’t a direct ROI component to this, and there still isn’t because it’s difficult to directly attribute video content, whether paid or organic, to loan applications, mortgages, or deposit accounts,” Wilson says. “What we have seen is that when we target these stories to specific audience segments and share them through social media, film festivals, and our partners, something tangible happens.”

That something tangible is a mixture of strong brand differentiation, member engagement, and community trust. Visibility from these stories attracts both new members and new hires, each citing the work the credit union does as the reason they came in.

“We own that space in a way traditional banks and other businesses don’t,” Wilson says. “I received a job application this week from someone who referenced seeing our member story at a film festival this month and wrote in their cover letter ‘this is the type of place I want to work.’”

The impact of storytelling like this doesn’t always show up in traditional KPIs, and for credit unions accustomed to measurable outcomes, this approach can feel uncomfortable.

“This is qualitative data, but it’s essential to demonstrate the real-world effect your credit union has in its community, whether you’re in a large metro area or you’re a SEG-based credit union,” Wilson says. “You have to humanize what a credit union does in a very competitive industry.”

Your members’ stories belong here. Join fellow credit unions in uplifting the everyday moments that define the movement. Add your member story and help spark a ripple of inspiration across the industry. Submit a story today.

The post The Case For Marketing That Doesn’t Lead With The Credit Union appeared first on CreditUnions.com.

I’d like to retire the myth that large credit unions are simply looking to merge with smaller ones rather than support them. If the industry focused more on gaining market share from big banks, there’s a tremendous growth opportunity for all credit unions.

After more than four decades, Deb Vollmer is calling it a career.

“I started at a really small credit union as a teller in 1982, so I’ve seen a lot of things change in 43 years,” says Vollmer, who recently retired from Langley Federal Credit Union ($5.6B, Newport News, VA).

After joining Langley in 2003, Vollmer moved her way up in the ranks, eventually becoming chief experience officer in 2017.

Here, Vollmer reflects on industry change, intentionality in leadership, member-centric strategies for growth, her plans to support the movement in retirement, and more.

What’s one belief about leading a cooperative that has changed the most over your career?

Deb Vollmer: What’s changed the most is this misconception that credit unions don’t need to make a profit. The reality is we have to balance returning value to members with maintaining financial strength. Healthy net worth gives credit unions the ability to take thoughtful risks, invest in innovation, and remain competitive.

Innovation isn’t an option, it’s essential. That’s where leadership has changed the most. We’ve got to watch everything happening around us and make sure we’re prepared for the next disruptor.

If you could replay a tough call, what would you do the same again because it proved out your mission?

DV: We made the difficult decision to consolidate some locations, some of which were on our original sponsors’ premises. That wasn’t popular with a small group of members who voiced strong opposition. That consolidation allowed us to expand our branch presence throughout a much greater geographic area, expanding our products and services to tens of thousands of additional members. I wouldn’t change that decision at all. Those were tough decisions, but they were the right decisions to make.

Looking back, what member‑first decision or program best embodies your interpretation of “people helping people?”

DV: We started the Langley For Families Foundation in December 2014, which has significantly expanded our impact in Hampton Roads [a region in Virginia]. A few years ago we took that a step further. We were always closed on Martin Luther King Day, but now instead of closing for a paid holiday, we allow our people to volunteer at day-of-service events. That turns the philanthropy into something personal. Our employees aren’t just contributing money through payroll to the foundation, they’re out there doing hands-on work with the same nonprofits we support.

What community partnership or outreach model created outsized impact relative to resources? How can smaller credit unions adapt it?

DV: To me, community partnerships can include peer-to-peer credit union collaboration. We’re good at sharing ideas that innovate the entire credit union movement and building strong networks with other credit unions of all sizes. Oftentimes, we have a shared technology or shared service that connects us and allows us to exchange ideas and lessons learned and collaborate on solutions.

Don’t stop here. Deb Vollmer was the first industry leader to participate in CreditUnions.com’s On Leadership series. Read it here.

Has collaboration between large and small credit unions changed during your time in the industry?

DV: It has. There’s less of a sense of collaboration now between large and small credit unions. Today, when a large credit union reaches out to a small credit union to offer assistance, they often immediately think, “They want to merge with me.” Sometimes it’s not that simple; it’s genuine care and concern to share information.

What about community banks? How has that relationship changed during your career?

DV: The biggest difference I see is the way we’re working together in the nonprofit space. When we go to community events, it’s the small banks and credit unions that are sponsoring those events that are helping these nonprofits. It’s a different form of people helping people, but it’s on the charity side. That’s where we can find common ground. We’re all trying to improve the lives of people in our communities. If we can work together to achieve that, then we can accomplish big things.

How has your perspective on leadership changed throughout your career?

Deb Vollmer: The biggest changes occurred as I transitioned through different tiers of leadership. If you’re a manager leading a team or a branch manager, you’re leading a younger generation. Maybe this is their first real job out of school. A lot of that is about developing people and preparing them for their career.

As you move up in the organization, it becomes a different focus. You have to look at the big picture; find the people who are going to carry on when you leave. That became particularly essential [at Langley FCU] in the past two years. We had three out of a seven-person executive team retiring and needed to find internal talent and make sure everybody was ready for that transition.

How has women’s role in the industry changed?

DV: In the early years it was mainly women working in credit unions. At my first credit union, there were no men working there at all. We had a very small staff —  just 23 or so at the height before I left — but they were all women.

We’re doing a good job lifting up women into lower leadership — branch managers, team leaders, even VPs — but when you get to the executive level, I don’t know if it’s as diverse as it could be. That means we need to be intentional with developing talent. It doesn’t mean we have to say, “I have these two candidates and I’m going to hire her because she’s female,” it just means we seek out the most diverse pool of candidates we can and then hire the right person. And when you get people in, you have to work on developing them — whether male or female — with intentionality.

Which leadership skill do you wish you’d developed a decade earlier? How would you teach it to an emerging leader today?

DV: Over the past couple of years, I’ve had a group of female vice presidents that all go to lunch quarterly and chat about things that are specific to women in leadership and how you get your voice heard. I wish I’d been doing that my whole career! Women are conditioned early in life to compete with one another, and that mindset can carry into the professional environment. The better approach is to celebrate one another’s successes and mentor engaging leaders to create great opportunities for the next generation. When we shift from competition to collaboration, everyone benefits. That’s a skill I wish I had, and I wish I had been more intentional about it 20 years ago.

What specific cultural practices — rituals, hiring standards, coaching habits — did you find most consistently translated into better member outcomes?

DV: Many organizations don’t want to be sales-focused, so who we hire has to change. We shifted in 2012 to being focused on sales, but in a way that improved members’ lives. Now we’re not necessarily hiring people who can count money or do math without a calculator. We’re looking at people who can have a conversation.

An effective sales conversation is the highest level of service we can provide. If we ask thoughtful questions and truly understand the member’s situation, we can recommend products and services that genuinely improve peoples’ lives — and that’s the goal.

How do you define “healthy growth” for a cooperative? What trade-offs are you proud you made to keep growth mission‑aligned?

DV: Healthy growth means maintaining strong financial health while delivering maximum value to members. Some credit unions focus heavily on building capital, which is important, but extremely high net worth ratios can signal we’re not returning as much value to members as we could.

In 2012, we had a high capital level. We leveraged that capital to raise our loan-to-share ratio in a quick amount of time.

Some institutions maintain a net worth ratio above 10%, but then you look at their rate on deposits and they’re way below their competitors. In some cases, those leadership teams should ask themselves if they’re truly serving members if [those members] have to go elsewhere to find competitive savings rates. The goal should be balanced: financial strength combined with meaningful value for members.

What’s one myth about scale or competition you’d like the next generation to retire for good?

DV: I’d like to retire the myth that large credit unions are simply looking to merge with smaller ones rather than support them. If the industry focused more on gaining market share from big banks, there’s a tremendous growth opportunity for all credit unions.

There’s also an enormous opportunity for greater cooperation across the movement. Information security is a great example. Larger credit unions have sophisticated infrastructure in place; by sharing that expertise and collaborating across the industry, I think we can strengthen protections for everyone.

Do you plan to keep contributing — mentoring, teaching, policy advocacy, pro‑bono projects, etc.? What’s the single issue you want to champion from the sidelines?

DV: I plan to enjoy retirement with my husband. We have an Air Stream, so we’re going to travel and visit the people who matter most.

I’m also going to cheer the movement from the sidelines and stay connected through LinkedIn. I’m mentoring a few emerging leaders, particularly women in the industry, more on a pro-bono basis. I was fortunate to have leaders who invested in my development throughout my career, and I want to pay that forward even in retirement.

If you could gift one “starter kit” to a first‑time credit union leader (readings, dashboards, meeting cadences), what would it include and why?

DV: It depends on the level of leadership. When someone is leading individual contributors, focus heavily on their development. That means weekly team huddles to ensure they’re aligned and everyone knows the priorities. At a minimum, every employee deserves a monthly one-on-one conversation about their progress, career aspirations, and development opportunities. They deserve that candid conversation. You have to be able to give critical feedback directly and not hold back because it’s not helping anyone if you don’t do that.

As you move up, it’s important to develop that next level of leader from a strategy standpoint. If you want to succeed, hire the best people you can and don’t be intimidated that they’re going to outshine you. They’re going to lift you up, as well. Never hesitate to hire someone you feel threatened by.

What question should credit unions be asking future leaders? How would you answer it today?

DV: I would focus on the two things most important to me in a leader: employee and member experience. Future leaders should ask themselves, “Do I truly understand the challenges my employees and members are facing every day?” One thing I don’t think we focus on enough is empathy. It’s essential in a leader. If they don’t understand those experiences, how can they design products and services and benefits that meet peoples’ needs?

The post Exit Interview: Deb Vollmer appeared first on CreditUnions.com.

To answer that question, Affinity Federal Credit Union ($4.3B Basking Ridge, NJ) let go of long‑held assumptions that financial wellbeing looks the same for all members and that it must serve everyone everywhere. What it discovered was that helping members thrive was about focus, purpose, and meeting members where they actually are.

COO Pam Cohen joined Callahan & Associates for the year-end data Trendwatch webinar to walk attendees through Affinity’s evolution from a traditionally financial‑first institution to one that embraces wellbeing in all its forms. That shift began internally, with employees reconnecting to purpose and breaking down silos, and expanded outward into a holistic strategy centered on financial, mental, physical, career, and community wellbeing.

The result is a credit union that shows up differently for its members. From relief funds and food security initiatives to career workshops and mental health resources, Affinity has built an ecosystem designed to support members through real life. To do all this and more, the credit union must be disciplined saying no, testing ideas before scaling them, and having the patience to let long‑term impact take root.

For credit union leaders rethinking growth, relevance, and what “people helping people” looks like today, Affinity’s story offers a powerful reminder that when one part of wellbeing suffers, they all do. Luckily, credit unions are positioned to respond.

Watch Cohen’s presentation today.

The post How Affinity FCU Became A Financial First Responder appeared first on CreditUnions.com.

My mother loves to sew, and she has been good at it for a long time. As a kid, she won her first sewing machine in a sewing contest. When I was a kid, she made clothes for us because we couldn’t afford the trendy stuff. I won’t lie, the three-quarter sleeve sport coat she whipped up for my first middle school dance (think Miami Vice), was a real hit with the ladies. Today, her time at the sewing machine is helping mend her heart after losing her husband of 59 years. All this to say, sewing is important to her.

Last week, like many Gen-Xers, I was fulfilling my responsibility as first-line tech support, attempting to help mom with an Android issue despite being solidly Apple in expertise. As I fumbled my way through her phone, she said, “I’ve been using that YouTube app. There are some great sewing videos, but sometimes I wonder if they make videos about anything else.”

Mom was describing personalization and tailored recommendations, pardon the pun. YouTube is pretty good at them, and they have become table stakes for consumer engagement. Like the “special” scissors she uses to cut through fabric (and that I was sternly advised never to touch as a child), personalization is what cuts through the “noise” we experience in daily life. Brands that are good at it win our attention. Those that aren’t, well, they don’t.

As credit unions, there is a lot of noise to cut through if we want our members, and potential members, to understand their financial life is better when it’s supported by People Helping People. The question is, where are our “special” scissors?” Through our partnership with Vertice AI, we have those scissors for you here at Vizo Financial.

To become skilled at personalization, we must stop making assumptions about what resonates with our members and start leveraging evidence, aka data, to be sure. Just like my mom thinks YouTube must be all about sewing, we want our members to think our credit union is exclusively about them. And, again, just like YouTube, digital channels are where our credit union needs to make that connection.

We need our disparate data turned into actionable insight; it’s no longer an option if you want to stay relevant. Thankfully, that’s exactly what our partners at Vertice AI do. Think about your credit union, and consider the following:

• Who are our most engaged members? How did they get that way?
• What products and services are most relevant to our members? What drives their participation with our credit union, and why?
• Which members are we at risk of losing, and why?
• What are we learning from member behavior that informs our strategic planning?

Evidence-based answers to these questions, and many others, are the beginning of a journey toward effective personalization. If you’re answering them based on assumptions, unfortunately, other financial institutions are ahead of you on the path.

At Vizo Financial, we want you to leverage Vertice AI to catch up, and we may even invest in the partnership to help you get started. At the risk of overusing the metaphor, we have your scissors, and for the first time in your life, you’re being encouraged to run with them. Let us help you tailor a bright future for your credit union!

The post Running With Scissors: The Bold Side Of Personalization appeared first on CreditUnions.com.

The National Credit Union Administration’s final succession planning rule (12 CFR Parts 701 and 741, RIN 3133-AF42) went into effect on Jan. 1, 2026. The rule requires both federal credit unions and federally insured, state-chartered credit unions to establish written succession plans.

This article describes the key things credit union leaders need to know to comply with the letter of the new rule. For our thoughts about the opportunity available to credit unions that choose to be more strategic about their compliance efforts, read, “The Opportunity For Credit Unions In NCUA’s New Succession Planning Rule.”

What The New Succession Planning Rule Says

NCUA’s newly effective succession planning rule requires federal and federally insured, state-chartered credit unions to establish a board-approved, written succession plan consistent with their size, complexity, and risk of operations. Credit unions can leverage this NCUA video series for further clarification on what is required.

The agency has also provided a succession planning template for smaller credit unions that we find too limited to be of much strategic value. We offer suggestions in the next section for how to deliver a right-sized plan that stays strategic.

Credit unions with less than $100 million in assets and minority depository institutions of all sizes may also be eligible for assistance in a variety of areas, including succession planning, through NCUA’s Small Credit Union and Minority Depository Institution Support Program.

The rule sets forth that these credit union jobs, or their equivalents, must be included in the written succession plan, at a minimum:

• • Members of the board of directors.
  • “Management officials” and “assistant management officials,” as those terms are defined in Appendix A of the rule, if provided for in the federal credit union’s bylaws, and, to the extent not already covered, the senior executive officers identified in § 701.14(b)(2).
  • Any other personnel the board of directors deems critical given the federal credit union’s size, complexity, or risk of operations. This includes new positions that may be required due to planned changes in operations, supervisory landscape, or corporate structure.

As a best practice, we also recommend credit unions include the members of their audit and supervisory committees in succession planning.

The rule requires each credit union’s succession plan to include the following information:

• • The title for each covered position and the date the incumbent’s term expires (if serving in a term-limited capacity) or other anticipated vacancy date, if known (such as the incumbent’s retirement eligibility date or announced departure date).
  • The credit union’s plan for permanently filling vacancies for each of the positions.
  • The strategy for recruiting candidates with the potential to assume each of the positions, including how the selection and diversity of skills among the employees covered by the succession plan, collectively and individually, promotes the safe and sound operation of the credit union.

The rule also requires that boards of directors review the succession plan every two years and that new board members review and become knowledgeable about the plan within six months of becoming a director.

In the event circumstances require a substantial deviation from the board-approved plan, management and/or the board have the flexibility under the new rule to do what they deem necessary at the time, consistent with their fiduciary duties and legal responsibilities. While this action doesn’t have to be documented in the board’s meeting minutes, it should be reported to the board as soon as possible.

Don’t Forget To Be Strategic

We put together this short guide to the rule to help you with basic compliance with NCUA’s new succession planning rule. However, We urge you to take advantage of the strategic opportunity available to you as you comply with NCUA’s new succession planning rule. Link your succession plan to your strategic plan, and boost your retention with thoughtful compensation and appropriate SERPs that make your credit union a place where top talent wants to work.

For guidance on how to do this, read “The Opportunity For Credit Unions In NCUA’s New Succession Planning Rule.”

CEO and lead consultant of Quantum Governance, L3C, a Callahan company, Jennie Boden brings more than 30 years of experience in governance, strategy, leadership, and development to the field. Jennie leads a team of consultants, topical specialists, and other experts to meet the governance and strategic needs of the firm’s clients. For nearly a decade, Jennie has been the catalyst for developing countless tools, products, and services, as well as alliances with the firm’s strategic partners. 

Executive benefits consultant & founder of PARC Street Group, Christopher J. Jones, ChFC, CLU, provides leadership across the firm alongside Bruce D. Smith. Known for his analytical mindset and mathematical precision, Chris works closely with credit unions to design Supplemental Executive Retirement Plans (SERPs) that are not only durable and compliant but also grounded in data that supports long-term performance. With more than three decades in financial services, he has built a reputation for ensuring that every plan rests on solid numbers and delivers on its promise to executives and boards.

The post A Short Guide To Compliance With The New Succession Planning Rule appeared first on CreditUnions.com.