Top-Level Takeaways

• It has been a noisy year for financial markets and the economy, but performance across several metrics has proven resilient.
• There is little consensus on the future path of the economy among Fed leaders and Wall Street economists.
• Credit union and bank profitability remained solid in 2025 amid widening interest margins and stable credit performance

A word we have used often to characterize financial markets and the economy in 2025 has been “noisy.”

A simple, yet technical definition of noisy is “accompanied by or introducing random fluctuations that obscure the real signal or data.” In this context, the real signal or data could be economic growth, the unemployment rate, performance in equity and fixed income markets, or the financial performance of banks and credit unions. The obscurities could be tariffs, threats to Fed independence, geopolitical tensions, and the longest government shutdown in U.S. history. To be clear, each of these could prove to have true economic costs rather than being merely distractions. However, thus far, the bark has been greater than the bite.

Although ample sources of economic uncertainty and worry persist, the same could be said for economic opportunity. As such, there is a wide dispersion of potential outcomes forecasted by Wall Street economists and Fed leaders alike.

The latter has been a heightened area of focus for financial markets in recent months as they try to assess whether the FOMC might be pivoting to a less dovish, or more hawkish, policy path. The minutes of the October 29 FOMC meeting and recent speeches by various Fed leaders suggest a growing contingent more worried about lingering inflation risk. However, as of Monday, the fed funds futures market showed a 100% probability of a December cut and nearly 100 basis points of rate cuts over the next year.

If the labor market proves to be on firmer footing than what the FOMC doves seem to believe, this scenario presents upside risks to bond market yields. However, if business investment remains subdued and unemployment rises, the Fed is more likely to continue lowering the policy rate, as is currently priced by fixed income markets. As always, interest rate directionality scenarios are relative to what is already accounted for in current yields across the curve.

Visit ALM First to read more about the latest economic data and overall monthly market trends.

Jason Haley joined ALM First in 2008 and is the firm’s chief investment officer. He heads ALM First’s Investment Management Group (IMG), which is responsible for leading the investment process and investment theme development. Haley also oversees all capital markets activities, including portfolio management, trading, market research and commentary, and execution of hedging and funding strategies for the firm’s depository clients. He holds an MBA with a concentration in finance and a BBA with a concentration in marketing, both from The University of Mississippi.

Not an offer for investment advisory services. This content is provided for general educational information and market commentary purposes only.

The post It’s Been A Noisy, Yet Resilient Year For The U.S. Economy appeared first on CreditUnions.com.

CEO Brent Rempe joined Callahan & Associates for the third quarter Trendwatch webinar to discuss how credit unions can lead with purpose and adapt to evolving industry challenges. Using real-world examples from First Alliance — including an impact CD, mobile branch, and member stories — the leader shows how credit unions are the perfect partners to help members and communities overcome persistent inflation, a softening labor market, and shifting financial needs.

“Every member deserves a financial oasis,” Rempe says. “We make it happen.”

In this clip, learn how First Alliance operationalizes purpose to empower members to achieve a brighter future.

Don’t Stop Here. From classrooms to credit unions, Brent Rempe’s approach as CEO at First Alliance Credit Union blends education, service, and purpose-driven leadership. Read more in “Brent Rempe On Leadership.” Then dive into third quarter performance trends in Callahan’s Trendwatch webinar.

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What do hand-crafted beers and credit unions have in common? More than most people might expect.

Both industries succeed by doing the same essential things: knowing their communities, listening closely to their customers, and crafting experiences that reflect local tastes and needs. For credit unions, the analogy isn’t about chasing the latest trend or squeezing out more bottom-line growth. It’s about pursuing strategic growth, the kind that comes from clarity of purpose, differentiated service, and products built for real people.

The connection between craft breweries and credit unions is stronger than ever. Microbreweries win by being intentional: they understand their niche, invest in quality, cultivate loyal followings, and create spaces where people feel they belong. Credit unions that embrace similar principles can strengthen member relationships, sharpen their value proposition, and grow in ways that align with both mission and market reality.

Although our external environment has evolved, the core principle of this comparison endures: sustainable success starts with knowing who you serve and designing your strategy accordingly. The lessons below offer timeless guidance for leaders committed to intentional, purpose-driven growth.

Lesson No. 1: Dude, You’re Obsessed

Successful microbreweries are founded by people obsessed with making a better product for the consumer, often provoking such comments above.

The craft beer craze began when Fritz Maytag bought a failing Anchor Brewing Company in San Francisco, CA, at the turn of the twentieth century. He, and now hundreds of others, had a vision of a better product than those produced for the masses and was determined enough to share that conviction with others. Recognizing that the big brewers catered to bottom-line profit by using fillers and the cheapest possible ingredients (corn, rice, plain white sugar) to brew beers, microbrewers differentiate their offering by using historical ingredients of barley and malt.

Additionally, these craft brewers focus on pull marketing, educating the consumer about the value they offer rather than pushing large volumes through distribution channels and then spending billions of dollars on marketing to convince the consumer to drink their product.

Lesson No. 2: Passion Is Contagious

Passion at the top isn’t enough, but it’s a great start. Successful microbreweries then spread that passion throughout their company, often through thoughtfully crafted mission and branding statements that drive corporate decisions ranging from what ingredients to use to what markets to target.

Sam Calagione, founder of Dogfish Head Craft Brewery in 1995, echoes marketing pioneers when he says his beer is a different kind of business card that tells story of what Dogfish Head is all about. If he didn’t have pride in the products he offers, it would affect his ability to sell it successfully. The company’s employees make all decisions under the motto “off-centered stuff for off-centered people,” a mission that both guides and limits what the company will do.

Anchor Brewing also focuses on authenticity. In fact, the company has declined large orders from new customers when it lacks the capacity to brew in-house rather than trust a contract brewer.

Lesson No. 3: Local Is The New Global

By definition, most microbreweries are regional operations that measure their success locally. Not all businesses are founded to be giants, but that does not mean they cannot turn out solid growth and profitability.

Microbreweries often forge strong community ties. Founded in 1987, Brooklyn Brewery helped spark a renaissance in the New York borrough by spurring economic development through active local engagement. In San Francisco at Anchor Brewing, Fritz Maytag keeps a low profile but focuses his community efforts on making the brewery a civic hub — a place to gather and meet. He opens the brewery for special events and fundraisers to help local non-profits. Dogfish Head was founded as a brewpub in the small town of Rehoboth Beach, DE, where it became a vital business in a small beach community.

Lesson No. 4: Collaboration Breeds Success

In craft beers as in life, deeper knowledge begets better decisions. The more breweries sharing knowledge locally, the faster the entire industry can expand. With microbrews accounting for roughly 13% of the U.S. beer market by volume, there’s ample room for every brewery to capture a share.

When craft competitors to Anchor Brewing entered the San Francisco scene in the early 1990s, Maytag helped them develop rival products. When Tom Potter, co-founder of Brooklyn Brewery, began his own entrepreneurial odyssey, he and his partner, Steve Hindy, visited breweries on the East Coast to learn more about the industry. The duo then included competing microbrews in their distribution strategy, even when their business advisors questioned the decision. Today, Brooklyn Brewery’s distribution arm is twice the size of the brewery itself. The founder of Dogfish Head has published a book sharing not only the secrets to his business success but also some of the recipes he used to get there.

Lesson No. 5: When Life Gives You Lemons, Brew Beer

Rather than allowing size to be an obstacle to growth, microbreweries have turned this so-called detriment into an advantage.

Dogfish Head had only 10-gallon brewing tanks when it first launched its brewpub. The founder brewed three batches every day for five days a week in the early years, leading to continual innovation and experimentation, such as using a secondhand vibrating tabletop football game to brew its most popular beer. Anchor’s Maytag opted to remain a private, and thus smaller, entity to retain complete control of his product and not fall subject to the Wall Street demands of wider profit margins.

Being smaller also means being closer to customers and nimbler in responding. Calagione at Dogfish has questioned at what point a company takes action to address repeated feedback. If bigger companies are slower to react, it follows that smaller ones can react more quickly, thus showing customers they care.

Lesson No. 6: Different Business Models Work

In researching the many different craft breweries for this article, one common lesson stood out: there is no common business model.

Each of the breweries made different business decisions in their quest for sustainability and growth. Go public or stay private? Brew exclusively in-house or contract out to those with excess capacity? Start a standalone brewery or build a brewpub with dual income streams? Control distribution or outsource through third-party distributors?

To make the best decision, these successful breweries considered what best matched their mission and vision for the organization. What they share in common is their dedication to the consumer experience, the desire to make good business decisions, a recognition of the necessity to differentiate and innovate to beat the competition, and the ability to embed themselves in the community around them.

Ultimately, this “six‑pack” of lessons from craft breweries demonstrates what can happen when commitment to value, operational agility, and community focus shapes growth strategy. A credit union that stays true to its mission — committed to members, nimble enough to respond quickly, and rooted in serving a community — can achieve sustainable growth without sacrificing what makes it special. After all, size might offer scale, but smallness often offers the closeness and care that build lasting loyalty.

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Financial Wellbeing Isn’t Marketing. It’s Strategy. Members don’t remember rates. They remember who helped them feel safer and more confident with money — creating the emotional connection that drives deeper engagement and participation. This is especially important in a K-shaped recovery. By embedding financial wellbeing into products and experiences, you can improve member outcomes, differentiate your brand, and fuel sustainable growth. It’s not messaging, it’s strategy. Learn more today.

The post The K-Shaped Recovery And An Economy Divided appeared first on CreditUnions.com.

The cuts have already affected the credit union balance sheet and will continue to do so in the future. Monetary policy and today’s rate environment will shape the economy, the credit union industry, and the lives of members and communities for years to come. The credit union mission shines in moments like this, where the cooperative model makes a difference.

The following Market Snapshot and Two-Year Financial Statement provides a useful measuring stick for assessing industry data and incorporating those insights into planning for the quarters and years to come.

Credit Union Performance Reports

Callahan’s Market Snapshot and Two-Year Financial Statement equip credit union leaders with the tools they need to be more informed stewards of members’ money during these changing times.

Quarterly Performance Webinar

The Latest Insights – Available On Your Schedule: Callahan & Associates takes a look at third quarter credit union performance trends, exploring where the movement stands today and where opportunities lie for tomorrow. Watch it now. 

Quarterly Performance Coverage

The K-Shaped Recovery And An Economy Divided: Inflation, debt, and income inequality are fueling a K-shaped, post-pandemic recovery, widening the gap between different economic segments and challenging lower-income households. Read more.

Members Are On The Move. Credit Unions Are Here For Them. Accelerating membership growth signals the increasing influence of credit unions amid evolving interest rate trends and economic challenges. Read more.

3 Ways Falling Rates Are Poised To Impact Credit Union Balance Sheets Falling interest rates are changing the game for credit unions. Explore how potential shifts in lending, savings, and margins are set to affect the bottom line. Read more.

How Asset Size Shapes Credit Union Performance Across 3 Metrics: Explore how credit union size influences growth, lending, and efficiency. Read more.

Let’s Review Your  Performance Together. Join Callahan for a complimentary 1:1 session to analyze your performance reports using key insights from second quarter performance data. We’ll benchmark your credit union against two to three peer groups of your choice and provide a detailed report of our findings at the end of the session to help your team make informed strategic decisions. Request now.

See You Next Quarter! CreditUnions.com updates this page with fresh credit union data every quarter, so don’t forget to come back for insights into the fourth quarter of 2025.

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Callahan clients can access the full version of this article right now on the client portal. Read it today.

The difference between a credit union with $50 million, $500 million, or $5 billion in assets goes beyond dollars and cents. Asset size can shape how efficiently credit unions operate, how they lend, and ultimately how they serve their members. In an industry where the largest institutions hold a disproportionately large share of assets, looking only at overall averages risks masking how mid‑sized and smaller institutions perform.

For a more nuanced look at performance, look across not only key metrics but asset sizes. Comparing peer groups defined by asset size uncovers patterns and trade‑offs that rarely show up in aggregated industry reports — giving credit union leaders a clearer picture of where institutions at different size levels excel or struggle.

MEMBER GROWTH
FOR U.S. CREDIT UNIONS
SOURCE: CALLAHAN & ASSOCIATES

With the ability to leverage scale and resources, larger credit unions consistently attract more members. Smaller institutions — lacking the scale to keep up with digital banking innovations — have fallen behind, and rural communities — where smaller credit unions tend to concentrate — have increasingly lost population to more urban centers. Yet, these defenders of financial health continue to provide crucial product and service offerings tailored specifically to their membership’s needs, emphasizing the vital role they play in their communities.

Book Your Free Performance Analysis Session. Develop a clear picture of your credit union’s performance with a complimentary scorecard from Callahan & Associates. Fueled with your desired KPIs plus a few new ones we might suggest, you’ll be in a better position to benchmark against desired peer groups and share findings with your board. Contact Callahan today.

LOAN PORTFOLIO
FOR U.S. CREDIT UNIONS
SOURCE: CALLAHAN & ASSOCIATES

Examining the loan mix across asset tiers shows how credit unions fulfill the borrowing needs of their members. Smaller institutions carry a higher share of auto and consumer loans; mortgages and other long-term products comprise a smaller piece of the portfolio. As credit unions grow, expanded infrastructure, lending capacity, and product depth allow them to keep more of this activity in-house, increasing the share of mortgages, credit cards, and commercial loans in their portfolios.

Commercial lending peaks in the middle asset tiers where institutional bandwidth and local business relationships meet. It is a perfect snapshot of the credit union ecosystem in motion.

EFFICIENCY RATIO
FOR U.S. CREDIT UNIONS
SOURCE: CALLAHAN & ASSOCIATES

Smaller credit unions carry heavier operational loads because each branch and every employee represents a meaningful share of the total. Larger cooperatives spread their expenses across bigger membership bases and deeper balance sheets, giving them space to operate more efficiently.

Growing institutions are fueling a steady, systemwide march toward lower expense ratios, but that growth does present intangible costs. The branches and employees that make up a meaningful share of total expenses at smaller credit unions also make up a meaningful share of the member experience. Those personal connections can shrink even as fields of membership and institutions expand — it’s a delicate balance credit unions must strike.

Ready To Read The Full Story? Callahan clients may access this exclusive content within the client portal. Read more about these ratios, then dive deeper into lending performance, fee strategies, operating performance, and more. Not yet a client but looking for expert insights to help you adapt to change, develop your organization’s leaders, and stay at the forefront of industry trends? Connect with our team to learn more.

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Callahan clients can access the full version of this article right now on the client portal. Read it today.

For the first time in more than two years, credit unions reported a slight acceleration in annual member growth to the tune of 2.0% year-over-year. Although credit unions welcome new members every day, the rate at which these members have joined has been slowing — until now.

Credit unions reported a gain of 2.7 million net new members from the third quarter of 2024 to the third quarter of 2025. What’s more, they’ve added 920,402 members in the past three months alone, nearly twice the number gained during the second quarter of 2025.

Relationships Support Membership Growth

Core membership often starts on the deposit side, where helping members safeguard their assets is a positive first step toward building a trusting financial relationship.

Reflecting this trust, annual share growth at credit unions is slightly higher than the national personal savings rate, indicating that members are depositing their excess funds with credit unions at a slightly higher rate than at other financial institutions. Of note, bank customers are slightly more likely to invest funds in the stock market or other securities, whereas credit union members are more apt to build a savings-account-based nest egg. Still, this is a strong sign for credit union-member relationships.

CORE DEPOSIT GROWTH VS. SHARE CERTIFICATE GROWTH
FOR U.S. CREDIT UNIONS
SOURCE: CALLAHAN & ASSOCIATES

In addition to attracting members through deposits, credit unions are also welcoming members through lending, especially via real estate loans as new refinancing opportunities from late-year rate cuts renew member interest in credit union offerings. Notable, however, is that a rise in both HELOCs and credit card balances could indicate members are struggling and turning to credit unions for help.

At a time when the K-shaped economy overwhelmingly benefits high-wealth households, credit union membership growth suggests a renewed trust in institutions that prioritize people, purpose, and community. This is credit unions’ time to shine.

Ready To Read The Full Story? Callahan clients may access this exclusive content within the client portal. Read more about core deposits, then dive deeper into what increased membership means for the lending portfolio. Not yet a client but looking for expert insights to help you adapt to change, develop your organization’s leaders, and stay at the forefront of industry trends? Connect with our team to learn more.

The post Members Are On The Move. Credit Unions Are Here For Them. appeared first on CreditUnions.com.

Callahan clients can access the full version of this article right now on the client portal. Read it today.

As the Federal Reserve continues to adjust its benchmark rates, credit unions across the country are watching closely. Lower interest rates are supposed to make borrowing more attractive and saving less so, but does this theory hold up in the real world?

The Federal Reserve typically lowers rates in response to economic weakness, and that uncertainty can make it hard to predict how households will react. Sometimes, lower rates are enough to jump-start lending and spending. Other times, they merely help steady the ship, preventing a slide into recession.

For credit unions, the key is balancing opportunity and risk. So, what might the future hold if interest rates continue to fall?

Loan Originations Will Continue To Rebound

In the third quarter of 2025, loan originations increased 17.7% year-over-year, a striking rebound and the highest level of originations through the third quarter since 2022. If more interest rate cuts are on the horizon, it stands to reason that demand for both new mortgages and refinances will increase.

YEAR-TO-DATE LOAN ORIGINATIONS
FOR U.S. CREDIT UNIONS
SOURCE: Callahan & Associates

Member Appetite For Share Certificates Will Decrease

With a lower dividend rate, fewer members will want to park their savings in share certificates. Instead, they’ll gravitate toward more liquid options like regular shares or money market accounts. Members might also withdraw large portions of savings to chase the potentially inflation-beating yields of stocks or crypto.

The Net Interest Margin Will Move Closer To The Operating Expense Ratio

If low rates push members to refinance existing loans and take out new ones (in essence, repricing the loan portfolio) and liquidity pressure keeps the cost of funds from falling, then the spread between interest income and interest expense will shrink, compressing margins and creating headwinds on earnings.

Ready To Read The Full Story? Callahan clients may access this exclusive content within the client portal. Read it today. Not yet a client but looking for expert insights to help you adapt to change, develop your organization’s leaders, and stay at the forefront of industry trends? Connect with our team to learn more. 

The post 3 Ways Falling Rates Are Poised To Impact Credit Union Balance Sheets appeared first on CreditUnions.com.

At the center of that shift is the core system. It is where data, delivery, and decision-making all connect. Choosing a provider today is no longer a purely technological choice; it is a strategic one that shapes how credit unions serve members, manage growth, and adapt to what comes next.

And as the market continues to consolidate, knowing who leads, who’s gaining ground, and who’s standing firm has never been more important.

Fewer Players, Bigger Plays

Consolidation continued through the first half of 2025, as the number of active credit unions fell by 171 in the past 12 months, from 4,631 to 4,460. Three new institutions entered the field, but mergers and closures once again outpaced new formations — a reminder that although the industry continues to evolve, scale and efficiency are increasingly driving its structure.

Even as the number of players shrinks, credit unions are serving more members than ever before. Total membership climbed by 2.7 million, or 1.9%, reaching a record 145 million by mid-2025. That steady growth reflects the continued appeal of cooperative banking, especially in an environment where consumers are seeking value, stability, and trust.

Financially, the movement remains strong. Shares increased 4.9%, or $95.1 billion, to reach $2.042 trillion. Loan balances grew 3.9%, or $63.2 billion, to $1.7 trillion, signaling ongoing confidence from both lenders and borrowers.

Competition for deposits remains intense, but credit unions continue to prove that loyalty and relationship-based service can drive growth even when pricing power is limited. There might be fewer players on the field, but they are making bigger plays.

MARKET SHARE FOR TOP 20 CORE PROVIDERS BY NUMBER OF CREDIT UNION CLIENTS
# REPRESENTS TOTAL CREDIT UNION CLIENTS | % REPRESENTS TOTAL MARKET SHARE^*
SOURCE: Callahan & Associates

The Giants Reposition

The same names continue to anchor the core processing landscape, but their footing looks a little different this year. Fiserv remains the market leader with 1,155 credit union clients, representing 25.9% of the industry, although its share slipped 118 basis points from the year prior. Jack Henry follows with 535 clients, 12.0% of the market, after gaining 25 basis points over the same period.

Together, the two serve 37.9% of all credit unions by client count. Their combined presence shapes much of the industry’s technological direction, but the dynamics between them tell a story of slow, deliberate repositioning rather than disruption.

Jack Henry continues to strengthen its grip among the largest institutions, serving 214 credit unions with more than $1 billion in assets, two more than last year. Fiserv has 153 in that group, up by one. In the $250 million to $1 billion range, the momentum swung in Jack Henry’s favor, which now leads with 211 clients compared to Fiserv’s 172, a decline of 21 for the long-time leader.

Fiserv still dominates the smaller asset tiers, where legacy relationships and multi-platform flexibility keep it deeply embedded in community institutions. But the market share data suggests that some of that loyalty is being tested, as credit unions weigh the value of scale and support against modernization and adaptability.

The hierarchy remains — but the ground beneath it is moving.

The Current Beneath The Core

The core market keeps evolving, even when the surface looks still. Credit unions continue to merge, modernize, and migrate, and those quiet shifts reveal where the current is heading.

Of the 174 credit unions that closed their doors in the past 12 months, 36 were Fiserv clients, representing 22.4% of all closures. Including those that switched providers, Fiserv ended the year down 99 total clients, the largest decline of any vendor. Still, it remains the market leader, serving more than a quarter of all credit unions nationwide.

Corelation again stood out on the growth side, adding 23 new credit unions to its KeyStone platform. The company now serves 211 institutions, lifting its market share by 67 basis points to 4.7%.

Across the broader market, of the 27 core processors with at least $400 million in combined client assets, seven gained clients, 16 lost clients, and four held steady. The rankings barely moved, but the direction of change is clear. Fewer providers are winning a greater share of relationships, and the middle of the market continues to thin.

Mind The Platform

Symitar remains the industry’s most widely used platform, serving 699 credit unions across three providers: Jack Henry with 535, Member Driven Technologies (MDT) with 97, and Synergent with 67. Altogether, 15.7% of credit unions nationwide operate on a Symitar-based core.

The overall count of credit unions fell by four this year, but the shifts within that total reveal ongoing motion. Jack Henry lost nine clients, whereas Member Driven Technologies added five and Synergent held steady. The adjustments might seem minor, but they highlight how scale and service models continue to reshape vendor relationships beneath the surface.

Fiserv’s Portico platform moved in the opposite direction, adding 84 new credit unions in the past year for a total of 613 clients, or 13.7% of the market. The growth reflects Fiserv’s continued effort to migrate credit unions from older systems to a smaller number of modernized, integrated cores.

That migration came at the expense of several legacy platforms. Fiserv’s CUSA lost 38 clients, FedComp’s Platinum platform dropped 31, and Galaxy declined by 26. The trend points in a clear direction: fewer platforms, deeper functionalities, and closer alignment with credit union strategy.

The pattern is not about who is new or who is fading. It is about how the infrastructure of the industry continues to tighten — fewer systems supporting a larger share of members, and each playing a more strategic role than ever before.

The Human Connection

Technology continues to evolve, but the human element behind every core decision remains unchanged. Every line of code, every systems upgrade, every migration still comes down to people. The teams that run the operations, the vendors that build the tools, and the members they serve.

Core systems remain the foundation of that connection. They enable every interaction, every transaction, and every moment when a member chooses a credit union over another option. Even as artificial intelligence reshapes processes and automation expands capacity, success still depends on human judgment, collaboration, and trust.

Credit unions balance progress with purpose. They don’t chase the newest tool; they use the right ones to serve members better. The system powers the work, but people define its purpose. That is what keeps the movement human.

This page is updated annually with market share figures available at midyear. For a look at last year and how things have shifted, click here. Note: The market share data presented reflects the information submitted by participating companies. 

Evaluating Core Processors? Peer Suite Has You Covered. Whether you’re a credit union evaluating core processing solutions or a supplier evaluating market share, Peer Suite is loaded with technology partner data that makes it easy to uncover deeper insights to fuel your strategies. Curious to learn more? Schedule a conversation with Callahan & Associates today. Learn more today.

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It’s a chance to hit the reset button — to reflect on where you’ve been and to focus on where you want to go. For credit unions, this isn’t just a business exercise. It’s an opportunity to recommit to a mission that’s foundational: people helping people.

The world is changing quickly, but that core philosophy remains your greatest strength.

It’s what sets you apart. It’s what draws members to you. The question now is how you can carry that timeless mission into a new year and new era of growth.

The Difference Is You

You know your community better than anyone.

You understand your members’ financial needs and their goals — whether they’re saving for a new home, launching a small business, or preparing for retirement. That deep connection is something big megabanks and fintechs simply cannot replicate.

On your path forward, you have a unique opportunity to build on that foundation and ensure you can meet the changing needs of your members for years to come. By prioritizing your strategic goals, you can position your credit union for a bright future.

Data from the Jack Henry 2025 Strategy Benchmark shows that credit unions are zeroing in on three key strategic priorities going into 2026:

• Increase operational efficiency.
• Grow loans.
• Acquire new members.

These priorities aren’t just about business growth — they’re about strengthening your ability to serve your communities and members.

The Power Of Purpose-Driven Priorities

Increasing operational efficiency isn’t about cost-cutting; it’s about making your credit union more agile and responsive.

When you streamline processes and automate routine tasks, you free up your team to do what they do best: engage with members and provide personalized service. This focus on efficiency allows you to get back to the core of your mission — delivering exceptional service and support that only a credit union can provide.

You’ve always been a trusted financial partner, and that trust is more important than ever.

By finding ways to do more with the same, you can dedicate more resources to the relationships that matter most. It’s about creating an organization that’s ready to meet the future needs of your members.

Growing loans and acquiring members are two sides of the same coin.

Your ability to provide access to capital is a cornerstone of a healthy community, helping members achieve their dreams and businesses expand. And as you know from Callahan’s Trendwatch webinar series, loan and savings growth is picking up, especially for credit unions who are focused on deepening their member relationships.

Looking Ahead With Confidence

In terms of top concerns, credit unions told Jack Henry they’re thinking about issues like fraud losses, acquiring younger members, and cyberattacks.

These are not easy challenges, but they are all connected to a central theme: the need to future-proof your credit union.

You cannot afford to settle for the status quo.

To tackle these challenges head-on, credit unions need a technology platform that is comprehensive and integrated. A system with an open architecture is essential because it gives you the flexibility and control to evolve your technology ecosystem. This means you can stay agile and integrate new fraud and cybersecurity technologies easily as they emerge.

With open technology, you can quickly add new fraud prevention tools and instantly update your cyber defenses, giving you the power to protect your members and their assets.

This way, you aren’t just reacting to what’s next — you’re ready for it.

When it comes to acquiring younger members, the digital experience plays a key role in helping you achieve your strategic goals. The way you interact with these members digitally will define their perception of your credit union. Younger generations want seamless, mobile-first experiences that align with how they live and work.

By investing in digital banking and automation, you can meet these expectations and show them that a credit union is the perfect choice for their financial future.

Eyeing The Horizon

As your credit union considers what’s next, there seems to be a clear picture of the technologies that will help you thrive.

According to the Jack Henry 2025 Strategy Benchmark, credit unions are planning to invest most in fraud prevention, digital banking, and automation. These aren’t just one-time upgrades — they’re part of a continuous journey of technology innovation.

By focusing on these areas, you’ll be addressing your top concerns while laying the groundwork for exceptional service and support. Your technology becomes a tool for building deeper relationships, allowing you to provide instant, personalized experiences that truly meet your members’ needs.

This continuous innovation is what helps you deliver on the promise of your mission and stay ahead of the curve.

The Role Of A Reliable Technology Ally

As you think about your path forward, it’s also important to consider the kind of support you need to get there.

Your technology provider should be more than a vendor — it needs to be a reliable ally who can support you through every step of your evolving journey. It should grow with you over time, providing the service and innovation you need to succeed. The right technology provider plays a key role in your business value and success.

The credit union mission is still the same — your members come first and your focus is on them. Your commitment to community involvement and financial inclusion is what makes your credit union so special.

A strong technology ally should share that philosophy and stand by you as you support your members and their communities. They should be proud to help you help others.

A New Beginning

You know the power of your mission; and you’ve always been committed to making a difference.

Now, you can use technology as a tool to amplify that mission and serve your members in new and innovative ways. By focusing on the future and staying true to who you are, you can not only meet the challenges of today but also build a stronger, more resilient credit union movement for generations to come.

At Jack Henry, we’re proud to stand with you, empowering the credit union movement with technology that strengthens the connections between people and their financial institutions.

For information about Jack Henry, visit jackhenry.com.

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