That shift isn’t happening in isolation. Industry research underscores how consumer expectations and behaviors are reshaping the role of physical locations and why branches still matter. The challenge — and opportunity — lies in rethinking what a branch can be. Data shows consumers still seek human touchpoints, even as digital dominates routine tasks.

CONSUMERS OF EVERY AGE LIKE SEEING BRANCHES IN THEIR NEIGHBORHOOD
FOR ACCENTURE GLOBAL BANKING CONSUMER STUDY RESPONDENTS
SOURCE: Accenture

Strategic Insights

• Consumers Rely On More Than One Provider: In the 2023 Accenture Global Banking Consumer Study, a full 59% of respondents acquired a financial product from a provider other than their primary bank.
• Multiple Products But Fewer Ties: North American consumers hold an average of seven financial products, but fewer than half — just 3.1 — come from their main institution.
• Digital For Simple, Branches For Complex: Although 63% prefer online banking for simple tasks like checking balances, most still visit branches for complicated issues, and two-thirds value having a branch nearby for stability and accessibility.
• Branch Closures Are Slowing: A 2024 Candascent white paper notes closures accelerated during the pandemic but have since slowed; Bank of America plans to open 165 new financial centers by 2026.
• The Opportunity For Credit Unions: Branches can evolve from transaction points to hubs for advice, education, and relationship building, reinforcing the cooperative’s unique role in its community.

How Are Credit Unions Elevating Branches?

• Deep in the heart of Southeastern Texas, DuGood Federal Credit Union($567.5M, Beaumont, TX) is opening a branch to help tomorrow’s tradespeople graduate on the right financial foot with products and services designed especially for them. Read more.
• When the closure of a mega bank branch on the campus of California State University, Northridge, created a gap in financial services, Premier America Credit Union($3.3B, Chatsworth, CA) stepped in with a new space and tailored solutions to tap into the university’s significant first-generation student population and improve financial inclusion for college students. Read more.
• At Tongass Federal Credit Union($228.6M, Ketchikan, AK), small-scale, tech-enabled branches serve far-flung communities with a cost-effective model that prioritizes accessibility. This approach ensures financial services remain within reach for members who need them the most. Read more.
• University Federal Credit Union’s ($4.2B, Austin, TX) mobile branch is breaking down barriers for underserved communities by providing convenient access to essential banking services, financial education, and trusted support right where people need it. Read more.
• When Redwood Credit Union ($9.5B, Santa Rosa, CA) partnered with a local catering company to operate cafes at two locations, the credit union put quality food at a good price in the hands of the public and employees alike, marrying financial and physical wellness in California’s wine country. Read more.

When Members Feel Cared For, They Stay. Gallup research shows emotionally engaged members stay longer, own more products, and contribute more business on high-value offerings. That kind of engagement doesn’t happen by accident — it happens by design. Callahan and Gallup equip credit unions to spark behavior change that improves member financial wellbeing and drives credit union sustainable growth. The next cohort is forming now. Learn more today.

The post The Member Experience Revolution appeared first on CreditUnions.com.

The arms race of AI versus AI will continue, so we’re investing in tech that supports scalable, automated response — things like phishing takedowns and fraud detection in loans.

Cyber threats are evolving fast. So are the defenses credit unions use to stop them and the regulatory expectations and tools at their disposal.

From phishing attacks powered by generative AI to increasingly sophisticated social engineering schemes, bad actors are escalating their tactics, prompting financial cooperatives to respond with new tools, stronger policies, and tighter collaboration across departments.

Leaders from 11 credit unions talk about tackling today’s top cybersecurity and fraud threats, what cross-functional strategies help them scale security, and how they’re adapting to changing regulations like the end of the FFIEC Cybersecurity Assessment Tool (CAT).

The Cornerstone Of Cybersecurity

Richard Roark joined Bay Federal Credit Union ($1.8B, Capitola, CA) in 2016 and leads the organization’s technology and information security departments, the project management office, and the business intelligence area.

What’s the most pressing cybersecurity or fraud threat your credit union is facing? How are you addressing it?

Richard Roark: Financial institutions like ours are high-value targets, and attackers are now using AI to generate highly convincing emails, texts, and even voice scams that make it harder for employees and members to detect fraud.

We’ve built a layered defense strategy. Our Vulnerability Extermination Team (VET) focuses on eliminating critical and severe vulnerabilities using the CISA framework to prioritize based on real-world exploitability. We also run nightly internal/external scans and bring in third parties to conduct penetration testing and social engineering exercises throughout the year, ensuring we’re not just checking boxes but actively validating our defenses.

AI and automation play a central role in our response. We’re using AI-driven tools to enhance anomaly detection, cut down on false positives, and speed up response times. Just as importantly, we’ve expanded cybersecurity training to include our board and supervisory committee while continuing regular phishing simulations and fraud awareness campaigns

What role do collaboration and cross-functional teams play in your approach to cybersecurity? How can smaller credit unions navigate these challenges with limited resources?

RR: Collaboration is the cornerstone of cybersecurity. It can’t live in a silo — every department has a role to play. Our VET pulls in people from across our organization, making security a shared responsibility and solving issues faster with perspectives from across the organization.

For smaller credit unions with fewer resources, my advice is to build your own mini task force, even if it’s just one person each from IT, operations, and compliance. Focus on staff and board training — it’s one of the most cost-effective defenses. Lean on peer groups and industry collaboratives to share intelligence. And, finally, prioritize ruthlessly. Not every vulnerability is critical. Use a risk-based approach and tackle the ones that really threaten your members and your institution.

How are you adapting your fraud prevention strategy in response to regulatory changes?

RR: With the sunset of the FFIEC Cybersecurity Assessment Tool, we’ve shifted to a more dynamic, risk-based approach. At Bay Federal, we now align with the CISA framework from the Cybersecurity & Infrastructure Security Agency, which maps better to today’s evolving fraud threats.

We treat NCUA exams as opportunities, not just audits. When findings come in, we use them to drive new initiatives. That has included our VET and expanded information security training for board and supervisory committee members.

On the fraud side, we’re leveraging our systems, layering in real-time tools with our payments partners and building cross-department collaboration so fraud isn’t fought in silos.

2 Distinct Strategies

Stephenie Southard has been with BCU ($6.2B, Vernon Hills, IL) for six years and has 15 years of experience in chief security officer and chief information security officer roles.

What’s the most pressing cybersecurity or fraud threat your credit union is facing? How are you addressing it?

Stephenie Southard: We approach cybersecurity and fraud with distinct strategies, though both aim to prevent unauthorized access and harm. Cybersecurity focuses on threats like phishing, social engineering, and ransomware, whereas member fraud concerns digital account takeovers, identity theft, and organized schemes.

By investing in human-centered recovery, member education, and intelligence sharing, credit unions can address evolving risks. Effective solutions include AI-powered anomaly and synthetic identity detection, automated transaction monitoring and MFA, advanced identity verification, human-AI collaboration, predictive analytics, compliance, and ongoing member engagement. This comprehensive strategy improves speed, accuracy, and resiliency and maintains a member-focused approach.

What role do collaboration and cross-functional teams play in your approach to cybersecurity? How can smaller credit unions navigate these challenges with limited resources?

SS: Collaboration within cybersecurity has become essential for effective defense strategies. As the threat landscape grows increasingly sophisticated, attackers exploit technical, operational, and human vulnerabilities. The absence of collaboration can lead to organizational silos, resulting in communication issues, overlooked risks, and delays in incident response.

A collaborative approach offers distinct advantages. Involvement from HR, finance, legal, operations, and communications teams enhances comprehensive threat identification and enables holistic risk assessment through varied perspectives. Accelerated incident response is facilitated by shared expertise, well-defined roles, and cross-functional coordination, ensuring prompt action and continual reduction of human error. Such teamwork fosters trust, collective responsibility, and heightened awareness of security among all personnel.

Cultivating a culture of security awareness empowers employees to actively contribute to organizational resilience. Participation in threat intelligence sharing further strengthens capabilities beyond internal capacity. By adopting these practices, organizations — regardless of size or resources — can enhance their security effectiveness, minimize risk, and proactively address emerging cyber threats.

How are you adapting your fraud prevention strategy in response to regulatory changes?

SS: BCU began transitioning from the CAT [FFIEC’s Cybersecurity Assessment Tool] a few years ago after hearing initial reports of changes. Many credit unions, including us, have updated their cybersecurity strategies to maintain compliance and address evolving risks.

This shift involves moving from a compliance-based approach to a risk-informed, resilience-focused cybersecurity framework. Adaptations include adopting alternative frameworks such as NIST Cybersecurity Framework (CSF 2.0), Cybersecurity Risk Information (CRI), or CIS Critical Security Controls, which provide guidance on threat modeling, risk assessment, and mitigation, supporting the development of structured cybersecurity practices.

This evolved process at BCU includes increasing the use of risk-based assessments through routine security evaluations of systems, third-party vendors, and cloud environments; conducting service and privileged account audits to identify vulnerabilities; and performing penetration testing and third-party risk evaluations to simulate attack scenarios.

From a fraud and member data perspective, BCU has implemented additional biometric authentication, behavioral analytics, and personalized security alerts to protect member digital platforms and data. BCU continues to follow NCUA guidance, maintain vendor partnerships, seek industry feedback, and participate in intelligence sharing communities like NCU-ISAO to make sure we understand the requirements of our regulators.

AI Vs. AI Arms Race

Mark Burgess joined Credit Union 1 ($1.5B, Anchorage, AK) seven years ago as the cooperative’s CTO. He has been president and CEO for the past three years. He says he consulted with his assistant vice president for enterprise security, Steven Greenbaum, on these answers.

What’s the most pressing cybersecurity or fraud threat your credit union is facing? How are you addressing it?

Mark Burgess: The biggest evolving threat we face is AI used by attackers to create fake account documents, launch smarter phishing campaigns, and target our systems. We’re responding with AI-powered defenses like next-gen firewalls, antivirus, fraud detection, and loan origination tools. The arms race of AI versus AI will continue, so we’re investing in tech that supports scalable, automated response — things like phishing takedowns and fraud detection in loans.

Vendor cyber risk is also rising. We’re using AI to vet vendor documentation and pushing partners to meet our security standards. Sometimes that means reworking how we integrate their tech.

What role do collaboration and cross-functional teams play in your approach to cybersecurity? How can smaller credit unions navigate these challenges with limited resources?

MB: Cybersecurity takes everyone from infrastructure to help desk to security and risk teams sharing intel and aligning efforts. Training employees and tracking fraud trends also require coordination.

For smaller credit unions, prioritize training and simplify your security processes. Partner closely across departments and invest strategically. Your size is an advantage. Faster response and less complexity can help deter attackers, especially if you raise the cost of targeting your members.

How are you adapting your fraud prevention strategy in response to regulatory changes?

MB: The FFIEC CAT helped us get started, but it’s too generic for our risks as an Alaskan credit union. We moved to tailored cybersecurity models and built custom control evaluations using out-of-the-box tools layered with input from different teams.

Now, our strategy uses tech-specific risk platforms, tailored controls, and more precise threat assessments, giving us a stronger fraud and cybersecurity program. Frameworks like CAT are just a starting point. They need to evolve with the organization.

The 3 As: Articles, Acronyms, And Assessments

Robin Romano took the helm of MariSol Federal Credit Union ($49.4M, Phoenix, AZ) in 1999 after eight years as a principal examiner with the NCUA.

What’s the most pressing cybersecurity or fraud threat your credit union is facing? How are you addressing it?

Robin Romano: Ransomware continues to concern us. We have created additional training for our management staff. We created tags for all computers that say, “pull me in case of an attack.” We created tags in our computer room for easy shutdown. Disconnection is a primary step in dealing with this type of attack. 

Phishing fraud remains an issue. We have messages on our website and send emails to members that warn them against such threats.

We have seen an uptick in fraudulent account opening combined with loan applications. Perhaps AI could help with recognizing these applications, as we have found they come in groups and often use similar phone numbers and addresses.

What role do collaboration and cross-functional teams play in your approach to cybersecurity? How can smaller credit unions navigate these challenges with limited resources?

RR: Communication is always the key. For the past four years, we have held monthly meetings to go over all things related to IT, which include patch management, exceptions to policy, penetration testing, firewall reports, and more.

Our credit union league also has quarterly meetings for small credit unions. At the last meeting, it shared information on fraud and AI that was relevant and useful and recommended that a group from each of our league’s states create a fraud group and share information. We hope that happens.

Internally, MariSol has made it a priority to increase compliance classes on cybersecurity and fraud. We are doing more frequent training in all-staff meetings, it is a part of weekly manager meetings, and we share threats and concerns internally through staff meetings and emails.

MariSol belongs to several smaller groups, such as the Credit Union Women’s Leadership Alliance (CUWLA), that share information regarding issues with cybersecurity and fraud. We share that information with all members of the management team.

How are you adapting your fraud prevention strategy in response to regulatory changes?

RR: Honestly, it’s keeping up with all the relevant articles, acronyms, and assessments that’s hard for a small credit union.

MariSol has joined NCU-ISAO. The goal of the organization is “to advance credit union-specific cyber resilience.” To meet that lofty goal, there are a number of reports issued during the month, some daily, and a schedule of meetings for networking and information sharing.

So far, our review of its reports has led to useful information. It provides daily, monthly, and periodic email briefings on cybersecurity. There are also online calls and tabletop exercises. It’s a great way to deepen the credit union’s knowledge.

Business Strategy Integration

Jim Hunsanger is strategic enablement officer at Michigan State University Federal Credit Union ($8.2B, East Lansing, MI). He joined the world’s largest university-sponsored credit union in 2011 and has led risk management and multiple other areas over the years, most recently adding the cyber security department.

What’s the most pressing cybersecurity or fraud threat your credit union is facing? How are you addressing it?

Jim Hunsanger: Social engineering and phishing attacks continue to pose a significant risk to both our credit union and the members we serve. These threats are evolving rapidly, with adversaries targeting not only our organization directly but also our members.

The consequences of a successful phishing campaign are real and impactful, ranging from financial losses to reputational damage. Threat actors are now leveraging artificial intelligence to craft highly convincing, targeted messages that are difficult to distinguish from legitimate communications.

In addition to being part of the problem, AI is also a critical part of the solution. Many of the advanced security controls we deploy today incorporate AI and machine learning to establish behavioral baselines and detect anomalies in real time. These technologies enable us to identify and respond to suspicious activity faster and more effectively.

Alongside advanced tools for detecting and reporting suspicious activity, the credit union places strong emphasis on regular training, testing, and communicating with employees about potential risks and appropriate responses. Well-informed employees are a vital part of our overall fraud prevention strategy.

What role do collaboration and cross-functional teams play in your approach to cybersecurity? How can smaller credit unions navigate these challenges with limited resources?

JH: Cybersecurity is most effective when integrated with business strategy. Modern security leadership balances risk management with enabling innovation, agility, and growth.

This requires strong relationships between security leaders and business stakeholders, built on trust, transparency, and shared accountability. When security is embedded in decision-making, it serves as a catalyst rather than a constraint.

Smaller credit unions face unique resource and staffing challenges, but their lean structures enable more direct communication and faster alignment between security and business priorities. By leveraging specialized vendors and tools aligned with their goals, these institutions can strengthen fraud prevention while maintaining operational efficiency.

How are you adapting your fraud prevention strategy in response to regulatory changes?

JH: Our fraud prevention strategy continues to work toward a holistic approach to monitoring, mitigation, and controls. This includes using data and analyzing activity not just related to transactions, but also access, identity, and authorization. Using this approach brings more precise alerting and quicker handling times.

We continue to evaluate the fraud experience, digesting and responding to existing and known threats, while also partnering with peers and vendor partners to understand other threats. Protecting our members’ funds is of utmost importance. We also aim to educate and equip our members to safeguard not only their finances but also their identities and other personal information.

Interviews have been edited and condensed.

Don’t Stop Here. Read “Cybersecurity Is Under Fire And Credit Unions Are Fighting Back (Part 2)” to hear from Royal Credit Union, Seattle Credit Union, Shoreline Hometown Credit Union, Sunward FCU, Teachers FCU, and UVA Community Credit Union.

The post Cybersecurity Is Under Fire And Credit Unions Are Fighting Back (Part 1) appeared first on CreditUnions.com.

For starters, don’t call it a core conversion.

“Our brand approach to these types of communications is very personable,” says Jessica Gallagher, communications director at Credit Union 1 ($1.5B, Anchorage, AK). “We’re not going to use complicated language that makes this sound scary or unapproachable.”

Core conversions remain one of the most arduous tasks a financial institution can undertake, but clear communication plans can ease the process for staff and members alike. When Credit Union 1 converted its core in 2023, it started sending communications 60 days out informing members about a systems upgrade, the enhancements they’d see, and the potential impacts the upgrade would have on them.

Purdue Federal Credit Union ($2.0B, West Lafayette, IN) also converted in 2023. Like Credit Union 1, it had been on its previous core system since before the turn of the century.

“Ours was older than most of our employees,” Gallagher quips. “We’ve been rapidly growing and pursuing change, and it was not able to keep up. The 80s were great, but we needed to leave it behind to meet our goals.”

Come Hungry

It’s been more than two years since both shops upgraded, but the conversion process began well before that, with long-term discussions, site visits and meetings with other credit unions, vendor RFPs, and more. When it came to internal communications, the credit unions gave themselves plenty of time — 18 months before their respective go-live dates — to educate employees about why the change was happening, the impact on members, and logistics.

Each credit union also selected themes for internal communication. At Purdue FCU, staff voted on multiple options, settling in the end on “Project: Endgame,” which included T-shirts, themed videos from HR, and more. Credit Union 1 opted for Candy Land and created its own version of the classic board game to update staff on progress.

“We’d get to a hang-up and we’d say, ‘We’re stuck in the Gumdrop Mountains, we’re going to shoot for a shortcut over the Rainbow Bridge,” Gallagher says. “It gave us fun language to refer to something that was at times stressful and complicated.”

The game also helped put the project into perspective for employees and underscored how the team was working together to progress toward a larger goal. That kind of cultural buy-in — built on games, meetings, and lots and lots of food — was an essential piece of the conversion for both teams. That’s why both institutions tapped vital stakeholders from different departments to serve on transition teams.

“Food was key,” says Jackie Hofman, chief administrative officer at Purdue FCU. “I can’t tell you how much food planning we did.”

The Indiana-based co-op also hired a project manager that eventually evolved into an entire project management team, and for maximum buy-in, it still engaged all employees in the process. Employees  and roles that weren’t as closely involved in the process stepped in as cheerleaders and support staff to ensure everyone was well fed, hydrated, and upbeat during the launch.

In Alaska, Credit Union 1 had a candy budget for the project and sent custom candy packages to teams with curated selections and a note about the conversion. Employees even designed a Candy Land-themed rainbow sneaker that ultimately went to one winning staffer.

Slice, Dice, And Notify

Prior to converting, Purdue FCU sent as many as 50 different communications to various member groups, going as far as to customize many of those communications for specific needs, such as divorced couples with the same membership number whose accounts would be changing or members with kids who would see changes in the way the credit union distributed statements.

“We had to do the best we could to identify potential problems and then get lists of those members so we could make them aware,” says Carrie North, assistant vice president of marketing.

With an early April go-live date, Purdue also put a hiring freeze in place starting Nov. 1.

“You don’t want to be training new people on a system for a couple of months and then, boom, they have to learn the new one,” Hoffman says.

Purdue also beefed up its branching and call center staffing and contracted out for contact center backup, although it only needed that backup for two weeks or so thanks to effective communication.

“Call volumes spiked in the beginning and then died fairly quickly,” the chief administrator adds.

The credit union gradually returned to normal staffing levels through attrition once the conversion was completed.

Credit Union 1 instituted various milestone bonus incentives to maintain subject matter experts throughout the process. Although some turnover is unavoidable, these incentives helped unify the core team and encouraged them to stick around for the entire multi-year spectrum of the project, Gallagher says. Regularly scheduled touchpoints also kept employees up to date and prepared them for when it was time to inform members.

Collaborate — And Pay It Forward

Regardless of whether a credit union brands its conversion, clear and consistent communication throughout the process are fundamental elements to success, representative from both credit unions say.

To engage staff during a systems upgrade, Credit Union 1 created a pair of custom-designed Candy Land-themed shoes employees could win.

A custom Candy Land board tracked Credit Union 1's core conversion progress and kept the process light and fun.

“A lot of people might not understand what’s happening, so we didn’t want them to think there’s a digital banking upgrade,” North says. “We landed on ‘system upgrade’ because it insinuated that it was more of a back-office system.”

Industry collaboration was also crucial.

Purdue leaned on a variety of other credit unions for advice, including CommunityAmerica Credit Union ($5.3B, Lenexa, KS). The Kansas City-area co-op shared its communication plans and contact information, and Purdue has paid it forward, doing the same for others going through this process.

Finally, ensuring members comprehend, not just recognize, the change is also critical so members can plan ahead for things like branch closures and possible lapses in online banking or other services.

“Our member experience communications weren’t just ‘This is happening,’” Gallagher says. “The focus was on how to prepare. We equipped them to plan with us.”

Is It Time For A Systems Upgrade?
Callahan & Associates’ 2025 Supplier Market Share Guide: Credit Union Core Processors helps leaders fully understand the performance and strengths of core processors in the credit union space, gain a better handle on data processing options, and identify possible new partners to better serve the credit union’s needs. Callahan clients can download it in the Client Portal today.
DOWNLOAD THE GUIDE

The post It’s Not A Core Conversion, It’s A Systems Upgrade appeared first on CreditUnions.com.

Many of today’s CEOs are blending technical expertise with cooperative values to build smarter, stronger partnerships with fintechs, from the big card and core processors to highly specialized startups pushing the envelope in innovation.

Here, in the second of a two-part series, three CEOs with technology backgrounds share how that experience shapes their leadership and their approach to fintech collaboration. They also offer practical insights for peers without a tech pedigree.

Travis Markley, Hoosier Hills Credit Union

Travis Markley joined Hoosier Hills Credit Union ($907.3M, Bedford, IN) as chief IT officer in May 2018 and became its president and CEO in January 2020. The 11-branch cooperative serves more than 39,000 members across southern Indiana and northern Kentucky.

How does your background in tech shape the way you lead and approach fintech partnerships?

Travis Markley: I think it gives us a real edge. My tech background allows us to be more intentional, more confident, and more selective about how we vet and implement new solutions. We’re always looking for ways to encourage innovation, and we’re open to bold ideas and emerging technologies. At the same time, we’re not afraid to test something out and fail, as long as we fail fast and learn something from it.

But we’re also disciplined. I’ve seen what happens when organizations chase too many disconnected tools — you end up with a Frankenstein tech stack that’s expensive, hard to manage, and undermines your strategy.

We’ve worked hard to avoid that. Our goal is a unified, scalable tech ecosystem where every new partnership — we now have more than 20 — fits into the bigger picture and helps advance our long-term vision.

What should leaders without a tech background keep in mind when evaluating fintech collaborations, especially now that many credit unions are at an inflection point with legacy systems?

TM: The fintech space moves fast. New players show up constantly promising smarter, faster, seamless solutions. That creates opportunity, but also noise. If you don’t have a tech background, the key is to stay grounded — don’t chase trends, but don’t ignore them either.

At Hoosier Hills, we’re at an inflection point. We’re shifting from stretching old platforms to building modern, flexible experiences for members and staff, focusing on the application level. That takes smart, strategic fintech partnerships — and yes, it takes tech fluency at the executive table. Tech impacts everything from compliance to fraud to talent retention. Leaders can’t afford to treat it like someone else’s job.

“I’ve seen what happens when organizations chase too many disconnected tools — you end up with a Frankenstein tech stack that’s expensive, hard to manage, and undermines your strategy. … Our goal is a unified, scalable tech ecosystem where every new partnership fits into the bigger picture and helps advance our long-term vision.”

Mark Burgess, Credit Union 1

Mark Burgess joined Credit Union 1 ($1.5B, Anchorage, AK) as CTO in August 2018 and became president and CEO in January 2022. Alaska’s only state-chartered credit union operates a dozen branches and serves more than 93,000 members. z

How does your background in tech shape the way you lead and approach partnerships with fintechs?

Mark Burgess: My background in tech definitely shapes how I review and partner with fintechs. First and foremost, I typically understand the technical problem they’re solving, and I understand the business problem that we want to solve. I also know that every issue isn’t about a hard-dollar ROI and that boiling everything down to some type of savings isn’t realistic.

My favorite way to approach these partnerships is from the lens of solving a problem for the organization. When a leader says they have a specific problem to solve I get all giddy! When there is a problem to solve we first have to define the problem, determine the ideal state after the problem is solved, and then find who can help us solve that problem.

What should credit union leaders without a tech background consider when evaluating fintech collaboration, and is there a strategic imperative to develop tech fluency at the top?

MB: Do you have to become a tech expert? No, I don’t think so. But if you were to become an expert in curiosity, I think that would serve you well in all aspects of leadership! Being inquisitive is critical to cutting through the jargon and understanding potential impacts.

Trusted advisors are critical. Also, leverage partnerships, peer networks, and external expertise. Fluency isn’t about mastering every technical detail; it’s about knowing enough to ask the right questions and staying aligned with your credit union’s mission.

Doug True, Forum Credit Union

Doug True joined FORUM Credit Union ( $2.3B, Fishers, IN) in 1988 and has been the 164,000-member, 15-branch Indianapolis cooperative’s CEO since 2011. He is an original member of the Filene i3 program and a founder of FORUM Solutions, a pioneer in lending software.

How does your background in tech shape the way you lead and approach partnerships with fintechs?
Doug True: Our in-house development capabilities enable us to partner and co-develop tailored solutions. Owning our online banking platform, for example, keeps us nimble and responsive to member feedback. It also allows us to control key touchpoints, driving a better experience for members.

We see many credit unions exploring an outside-in philosophy when it comes to fintechs. They find a fintech and try to match it to their product suite. This is a fine strategy, and both inside-out and outside-in can be effective. For us, the inside-out fits our risk profile and our strengths.

What should credit union leaders without a tech background consider when evaluating fintech collaboration, and is there a strategic imperative to develop tech fluency at the top?
DT: Leadership of the cooperative is a team sport here at FORUM. Our seven-member executive team, along with our nine-person volunteer board of directors, all play an active role in developing our business plan, including the technology pieces to support the plan.

We feel it’s important to have your business plan mapped out and then figure out what technologies, partnerships, and solutions make the most sense to accomplish the plan.

Interviews have been edited and condensed.

But wait, there’s more! For the other half of this series, including insights and tips from more credit unions, click here to read part 1.

The post Tech-Grown CEOs Share Fintech Partnership Strategies (Part 2) appeared first on CreditUnions.com.

Many of today’s CEOs are blending technical expertise with cooperative values to build smarter, stronger partnerships with fintechs, from the big card and core processors to highly specialized startups pushing the envelope in innovation.

Here, in the first of a two-part series, four CEOs with technology backgrounds share how that experience shapes their leadership and their approach to fintech collaboration. They also offer practical insights for peers without a tech pedigree.

Mark Robnett, Justice FCU

Mark Robnett joined Justice FCU ($1.06B, Chantilly, VA) as vice president of IT in May 2013 and became its president and CEO in September 2018. Based in the Virginia suburbs, the cooperative serves more than 68,000 members of the justice, law enforcement, and public safety communities across the country, including in Washington, DC, Los Angeles, Atlanta, Chicago, and more.

How does your background in tech shape the way you lead and approach partnerships with fintechs?

Mark Robnett: It drives how we strategically manage fintech partnerships, of which we now have 27. I understand how AI, blockchain, and scalable cloud solutions can enhance both efficiency and member experience.

This knowledge helps us establish partnerships that deliver real value while safeguarding data and operations. It allows me to evaluate emerging technologies not just on their technical merits, but on how they integrate with our mission to serve members securely and effectively.

What should credit union leaders without a tech background consider when evaluating fintech collaboration, and is there a strategic imperative to develop tech fluency at the top?

MR: Focus on aligning fintech partnerships with your institution’s mission and member needs. It’s important to address specific challenges or capabilities that a fintech partnership can provide, rather than focusing on technology for its own sake.

Ensuring that the fintech’s ethos and solutions are consistent with the credit union’s values and commitment to member experience also is essential. Leaders should assess whether the fintech partnership will be disruptive or transformative and ensure it aligns with the credit union’s strategic objectives.

Developing tech fluency at the leadership level is crucial for long-term success in the digital-first era. This supports informed decision-making, strategic alignment, and fostering a culture of innovation within the credit union.

Chris Kearney, Truwest Credit Union

Chris Kearney joined TruWest Credit Union ( $1.7B, Tempe, AZ) as CIO in December 2012 and became its president and CEO last October. The 11-branch cooperative serves more than 90,000 members in four Arizona counties and two in Texas.

How does your background in tech shape the way you lead and approach partnerships with fintechs?

Chris Kearney: Growing up on the technology side of the business, I’ve learned to embrace change and help others navigate it. Technology creates both strategic opportunities and risks, and my role as a leader is to leverage both for the benefit of our members.

I also recognize that credit unions don’t have the R&D budgets of large banks like JPMorgan Chase. That’s why fintech partnerships are essential. We currently maintain a portfolio of over 10 fintech partnerships, representing about 20% of our tech stack. They give us access to advanced capabilities we couldn’t build on our own.

What should credit union leaders without a tech background consider when evaluating fintech collaboration, and is there a strategic imperative to develop tech fluency at the top?

CK: Inside the credit union, listen closely for pain points or opportunities that fintechs could address.  At the same time, be mindful of where not to experiment. Core systems, digital banking platforms, and card networks are the “load-bearing walls” of your credit union and must be online 24×7. Fintech pilots should focus on areas where you can test and learn without disrupting critical infrastructure.

Not every leader needs to be a technologist, but we all need a shared vocabulary. Looking ahead, tech fluency is becoming just as essential as financial expertise in guiding our organizations forward.

Jim Morrell, Peninsula Community FCU

Jim Morrell has been president and CEO of Peninsula Community FCU ($300M, Shelton, WA) since May 2012 and has more than 30 years of credit union technology leadership experience, including senior roles with America’s Credit Unions’ Technology Council. His cooperative operates five branches on the Olympic Peninsula and serves more than 21,000 members.

How does your background in tech shape the way you lead and approach partnerships with fintechs?

Jim Morrell: Technology is always transforming the way we do business as a credit union; it always has. In order to remain competitive, we must continue to adapt. Things that are table stakes today, such as online banking, at one time were cutting-edge revolutions. My credit union at the time was issuing modems and floppy disks with software.

The pace of the technological transformation along with the real-time speed at which payments can take place is now coupling with generative AI potential to rock our worlds. This bring us to the challenge of today’s reality of us and our teams learning a lot quickly about how technological changes — call that fintech — affect what consumers expect and what we implement.

What should credit union leaders without a tech background consider when evaluating fintech collaboration, and is there a strategic imperative to develop tech fluency at the top?

JM: Any leader needs to understand their strengths and weaknesses based on their background and experiences. Once you have a handle on that, then you need to ensure that you have a team around you that can provide those insights and perspectives.

So, if a credit union leader does not have a tech background, you need to find someone that does. That person, however, does not necessarily need to be a technologist. It could be a lender or member experience expert with a technology understanding. Or it could be a technology leader that has member experience and lending familiarity. The latter is the path that I followed.

Chad Ritchie, Matanuska Valley FCU

Chad Ritchie took over as president and CEO at Matanuska Valley FCU ($951.3M, Palmer, AK) after 10 years as CIO at credit unions in California and Washington state. The 62,614-member, 11-branch institution recently expanded its charter to serve most communities in Alaska, and also has a presence in Hawaii.

How does your background in tech shape the way you lead and approach partnerships with fintechs?
Chad Ritchie:

I’ve worked with select fintech partners across credit unions, focusing on alignment over volume. Coming up through tech, I’ve always looked at such partnerships through the lens of scalability, speed, and stability, and I focus on alignment over volume.

I prioritize partnerships that improve member and employee experiences holistically, and that empower data ownership and thinking beyond legacy limitations. Successful partnerships are about more than technology, they’re about shared goals and a commitment to delivering meaningful outcomes for members.

What should credit union leaders without a tech background consider when evaluating fintech collaboration, and is there a strategic imperative to develop tech fluency at the top?

CR: The partnerships that stand out are those that improve member and employee experiences,  think beyond legacy limitations, and show up as true collaborators committed to shared outcomes rather than just their own revenue goals.

Credit union leaders without a tech background should also focus on whether a fintech drives measurable, organization-wide impact beyond its own product, and be willing to ask the right questions with support from people who can translate, because tech fluency at your level is no longer optional.

Interviews have been edited and condensed

But wait, there’s more! For the other half of this series, including insights and tips from more credit unions, click here to read part 2.

The post Tech-Grown CEOs Share Fintech Partnership Strategies (Part 1) appeared first on CreditUnions.com.

A Lifeline For Community Members In Crisis

Credit unions have long prioritized people over profits, and Hello Credit Union ($164.9M, Panama City, FL) exemplifies this commitment through a campaign that refers members in distress to a local hotline for emergency social assistance, including for housing, food, mental health, and more.

“This isn’t just something you see on social media or the news,” says CEO Mike Akers. “These are people in your community. These are your neighbors. There are people in your community who are struggling.”

But the credit union doesn’t only refer members, it also offers financial support for others in the network, demonstrating the human touch that sets credit unions apart.

Read more.

Affordable Homeownership Via Creative Funding

Affordable housing remains a critical issue nationwide, and credit unions are stepping in to help build inventory. Heritage Family Federal Credit Union ($773.4M, Rutland, VT) leverages state funding to expand homeownership opportunities.

“We are not-for-profit with a beautiful tax exempt status that we care for and want to sustain,” CEO Chris Gomez says. “The way to do that is to do things that are better for the community and not necessarily for the bottom line.”

Roofs Over Rutland underscores how credit unions serve as vital community partners in addressing systemic financial challenges.

Read more.

Engaged Volunteers. Stronger Leaders.

Strong, engaged volunteers are essential to community prosperity. They’re also a vial part of the cooperative principals that guide credit unions.

A structured approach to volunteerism and leadership development enhances governance and strengthens community engagement at 3Rivers Federal Credit Union ($2.5B, Fort Wayne, IN), where “Concern For Community” plays a major role in recruiting and retaining enthusiastic employees dedicated to the mission of people helping people.

“We want people who have shown the commitment to volunteering and being out there in the community,” says Heather Bontempo, community engagement manager at 3Rivers.

Read more.

Microbranches Bring Financial Services To Underserved Communities

Many rural and underserved areas lack access to traditional banking services, but some credit unions are closing this gap through innovative microbranches.

Small-scale, tech-enabled branches at Tongass Federal Credit Union ($224.7M, Ketchikan, AK) serve far-flung communities with a cost-effective model that prioritizes accessibility. This approach ensures financial services remain within reach for members who need them the most.

“These people live on islands,” CEO Helen Mickel says. “They live somewhere where you have to fly somewhere else to do something with your money. Having the site open was really helpful to the community.”

Read more.

The Credit Union Difference

When it comes to fostering local prosperity, credit unions offer an approach rooted in community service, financial inclusion, and cooperative values.

Through compelling initiatives like these, credit unions continue to lead the charge in building vibrant communities, proving that financial institutions can, and should, prioritize the wellbeing of their members over profits. That’s credit union impact in action.

The post 4 Ways To Build A Vibrant Community appeared first on CreditUnions.com.

Just off the coast of southeast Alaska sits the Alexander Archipelago, a group of approximately 1,100 islands home to slightly more than 71,000 people. Famous for its natural beauty, rich cultural heritage, and fishing industry, the region is about as remote as remote gets. For some residents, a trip to their nearest financial institution requires a plane trip and hotel stay.

This is where you’ll find Tongass Federal Credit Union ($224.7M, Ketchikan, AK), which serves the state’s coastal communities via a network of microsites. These locations are smaller than a traditional branch, open only part-time, and operate with limited staff, yet the facilities provide the same services as a larger, more traditional branch.

“All of our all of our community microsites have unique stories that go along with them,” says Helen Mickel, CEO of Tongass FCU.

Communities Asked, The Credit Union Answered

Although it was founded in 1963, Tongass FCU did not start branching until 2005. That’s when tribal leaders of the Metlakatla Indian Community inquired about opening a location on Annette Island, located approximately 20 miles south of Ketchikan. The tribe needed access to a financial institution after the only bank on the reservation closed its doors.

Thorne Bay, a community located on Prince of Wales Island, approached Tongass FCU the following year. Thorne Bay has a small population — approximately 500 — and is only accessible by a 30-minute ride on a float plane or a four-hour ferry ride from Ketchikan.

To make such a remote location work, Tongass FCU needed volunteers and a place to set up shop. The owner of the local sporting goods store offered to host the credit union microbranch and keep its cash in his gun safe.

“That was the beginning of our community microsite in Thorne Bay,” Mickel says. “We’re now located in the city building in a more permanent space. It’s tiny. We have only two tellers, and it’s still a part-time thing, but it’s lasted.”

Small Branches For Small Communities

Mickel became CEO of Tongass FCU in 2015. In the years since she has determined that a community doesn’t have to ask for a microsite to be in need of one. In September 2019, the credit union opened its third microsite in the small community of Hydaburg, also on located on Prince of Wales Island.

At first, Mickel was skeptical the credit union would be able to fit inside its designated space in Hydaburg High School.

“I thought there wasn’t space for us in this little modular building,” she says.

Fortunately, her team was able to work with the community to open up shop. Staffed by one employee, it remains the credit union’s smallest location.

The credit union opened additional microsites in December 2019 and June 2020 in Kake and Hoonah, respectively.

When the executive director of the Hoonah Indian Association asked how long it would take to open a microsite, Mickel told him 90 days — all she’d need would be the space and the people. The director walked her to the facility’s canoe shed and asked if a space in the corner would be sufficient.

“I said yes,” Mickel says. “I’m not particular.”

Unfortunately, the pandemic delayed the April 2020 opening of the Hoonah microsite and Tongass FCU couldn’t meet that 90-day deadline. The branch did open in June, however.

“That was a time when [expanding access via microsites] was even more important because these people live on islands,” Mickel says. “They live somewhere where you have to fly somewhere else to do something with your money. Having the site open was really helpful to the community.”

Today, the Hoonah microsite is Tongass FCU’s fastest-growing location.

The credit union’s latest microsite, which opened in Yakutat in 2023, was the hardest to launch.

“We were supposed to have it open in September of 2022, but we couldn’t find employees,” Mickel says. “There’s only 600 people that live in Yakutat. They had just opened a new health clinic, and everybody who wanted a job that had any kind of reasonable qualifications was working there already.”

After multiple delays, a community leader stepped in to help identify a few applicants. Today, the site is running smoothly.

Microbranch. Large Impact.

Since investing in these hard-to-reach communities, Tongass FCU has made measurable impacts on the region’s financial health.

“America’s Credit Unions helped us do an analysis on credit scores in the area,” Mickel says. “The median credit score since Tongass has been in Metlakatla, for example, has gone up 74 points.”

Credit builder loans from Tongass have helped open doors to homeownership, reliable transportation, and new local  businesses.

“I believe that’s because we hire locally,” Mickel says. “They know the people who are working for us care for their community. I grew up in Ketchikan. This is my home. I know the people who I’m serving and working with. Sometimes conventional financing doesn’t work because of some of the unique things about where we live, so we need to be able to provide unconventional options.”

For example, Tongass FCU conducts a lot of business lending for commercial fishing fleets. Because Native Americans do not have to file taxes on their fishing income, traditional income-verification isn’t always an option. Instead, the credit union accepts purchase records between buyers and area fishermen from area seafood processors as proof of income.

The introduction of community microsites has also had a measurable impact on Tongass FCU itself.

“It’s helped us to grow,” Mickel says. “We were pretty stagnant before we started doing branching — you know, living on an island with 14,000 people and seven financial institutions.”

Assets at the credit union shot up 73% between the opening of the first microsite in late 2019 and the end of 2022 — shortly before a merger with ALPS Federal Credit Union in the first quarter of 2023. That growth is driven in part by a surge in loan growth, investments, and more. The merger, which took effect in February 2023, allowed access to even more communities in the region.

“It makes it more convenient for our members to have more places to do their banking,” Mickel says. “They’re able to use the credit union more.”

The post Credit Union Microbranches Serve Far-Flung Communities appeared first on CreditUnions.com.

TOP-LEVEL TAKEAWAYS

• Credit Union 1’s quarterly “culture kits” engage employees and reinforce its mission through themes like performance, volunteerism, and belonging.
• Fostering a strong internal culture helps the credit union strengthen trust, unity, and connection within its teams and communities.

At a time when financial institutions have the reputation of being faceless entities, one factor can make all the difference in building trust and creating lasting relationships with members: culture.

Gone are the days when culture was treated secondary to efficiency and productivity.

Today, executives across a variety of industries agree investing in their people has become the secret sauce for success. For credit unions, where the mission is to not only serve but also uplift communities, fostering a strong culture isn’t just a business strategy — it’s the foundation of everything they do.

“We use culture kits to rally our leaders around strategic goals,” says Nicole Boswell, assistant vice president of employee experience at Credit Union 1 ($1.6B, Anchorage, AK). “Each kit is thoughtfully designed with a blend of fun gear and meaningful tools to drive organic change.”

Items inside vary depending on the theme, but in general include pamphlets and activities meant to educate and encourage collaboration while also including items like keychains, t-shirts, lanyards, or similar “swag”.

Conversations And Collaboration

The credit union launched culture kits in the first quarter of 2024 and has released them every quarter since to each of its branch managers and department managers as well as to members of the executive team.

Each culture kit focuses on a central theme that aligns with one of Credit Union 1’s strategic goals for the year.

“We’re in the first year, so the big topics have come quite naturally as far as culture building and culture unifying,” says Jessica Gallagher, director of corporate communications. “As we go on, I think we will continue to tap into leaders for their insight on what topics they’re seeing as most relevant.”

Performance Management

Executive management chooses kit themes during a monthly development meeting. In the first quarter, the credit union focused on performance management. That kit included goals for the management to reach — such as how often they should meet with their team members for one on ones, observations, or scheduled reviews.

“It’s important to have that hands-on time together,” Gallagher says.

According to the communications director, that kit has continually reinforced goals and promoted discussion throughout the year.

Volunteerism

The second quarter culture kit centered on volunteerism. Credit Union 1’s extensive community outreach heavily supports youth and education, health and wellbeing, and social services. This year, the executive team set a KPI for the number of volunteer hours logged by employees.

“The spirit is to educate and engage employees, get them excited about why we’re doing what we’re doing, and make sure it’s a cultural focus of our company and not just a side effort to what we do,” Gallagher says.

The credit union surpassed its KPI in October, Gallagher says, and has recorded a 25% increase in logged employee volunteer hours since the launch of the community-focused culture kit.

Beacon Of Belonging

In the third quarter of the year, Credit Union 1 used its culture kit’s “belonging” theme as an opportunity to promote its employee resource groups — which it calls “packs.”

“The culture kit became a beacon of belonging and inclusion,” says Boswell, whose duties include overseeing the composition of each kit. “In just four months, 31% of our employee base has joined a pack, proving that intentional and fun communication fuels real change.”

Credit Union 1 delivers a physical culture kit to leaders to foster greater excitement and collaboration.

The volunteerism-themed culture kit contained information on how Credit Union 1 raises funds for communities and how employees can join the effort. There were also special goodies such as stickers and a T-shirt.

Credit Union 1’s belonging-themed culture kit included icebreaker tools and resources to promote diversity and inclusion across the credit union’s teams.

A Look Ahead

As for what’s on the horizon for 2025, Gallagher says culture kits will continue into the new year. The program has demonstrated its usefulness in unifying teams and bringing Credit Union 1 closer to its goals.

“We are on a strong path toward expanding our management development tools,” she says. “This has been a great one to empower our leaders to have those conversations with our team and build culture.”

For credit unions striving to build trust and create lasting relationships with employees, Gallagher has some words of wisdom.

“We’re in a big period of growth right now, so it’s easy to focus on margins and metrics,” she says. “But that is not what our employees are most passionate about. When you’re trying to get people to get behind what you do — that’s culture building.”

The post Building Bonds And Brand By Way Of Culture Kits appeared first on CreditUnions.com.

Top-Level Takeaways

• Knoxville TVA Employees Credit Union and Credit Union 1 are enhancing their community impact efforts by integrating volunteerism into their company culture and performance goals.
• The two credit unions foster employee engagement by putting solid numbers around volunteerism, resulting in increased participation as well as stronger partnerships with community organizations.

In an industry rooted in service, establishing community giveback programs is an easy decision. Most credit unions do have volunteerism built into their company culture and mission, but it can be challenging to develop a method to meaningfully measure employee engagement and credit union impact.

Some industry leaders say tracking certain metrics has helped them increase program participation within the credit union’s walls and build closer strategic partnerships outside of it, enabling everyone to help more people in the process.

Talk The Talk, Walk The Walk

For Knoxville TVA Employees Credit Union ($4.5B, Knoxville, TN), volunteering goes beyond a mere mission statement or origin story. It’s a crucial part of its field of membership’s identity.

“We are the Volunteer State,” says Charlotte Havely, KTVAECU’s vice president of marketing. “It’s a part of East Tennessee. We grow up with it, so it seems like a natural fit for us to put it into our goals. We want to volunteer.”

And KTVAECU staff members certainly do volunteer. They complete thousands of volunteer hours every year, attend more than 180 regional events, and give to causes such as homelessness, veterans services, childhood education, and food insecurity.

Thousands of miles away, the community impact efforts of Credit Union 1 ($1.6B, Anchorage, AK) combine fundraising, volunteering, and corporate sponsorship. Members of its community outreach and communications teams have three key focus areas: youth and education, health and wellbeing, and social services.

“We want to foster a strong, supportive, and inclusive environment with an emphasis on social responsibility,” says Tiarra Gustin, community outreach manager. “We want to make sure our actions not only benefit our members but also improve the lives of all Alaskans.”

An internal community service committee composed of employees from departments and branch locations across the credit union coordinate the cooperative’s philanthropic efforts. The group meets once a month and often invites nonprofit partners in-house to leverage resources and solve problems.

The most recent of these meetings took place in June.

“On the Zoom call we had staff from Nome, Ketchikan, and representatives from all of our remote branches,” says John Guintu, community outreach specialist. “It was cool as a collective to come together and brainstorm 30 minutes and pitch ideas. They walked away from that meeting with a list of things they could execute that they hadn’t thought of before.”

A New Approach

Earlier this year, Credit Union 1’s executive team rolled out a new idea to foster employee engagement — culture kits. These literal tool kits are boxes filled with resources all focused on a specific theme, with the first quarter’s focusing on performance management and second quarter’s focusing on community.

“The spirit is to educate and engage employees, get them excited about why we’re doing what we’re doing, and make sure it’s a cultural focus of our company and not just a side effort to what we do,” says Jessica Gallagher, CU1’s director of corporate communications.

According to Gallagher, the credit union designed a volunteerism-focused kit earlier this year to educate employees about the ways CU1 raises funds for communities, what their efforts support, and how they can be more involved. There are also special goodies such as stickers and a T-shirt.

“We also set little milestones once they reach their first five hours of volunteering and so on,” Gallagher says. “They get a special pin that says they’re a community champion.”

Kerry Youngren, CU1’s vice president of marketing and communications, says the credit union recorded a 25% increase in logged employee volunteering hours since the launch of the culture kit.

“We’re also looking at implementing some high level KPIs and strategic goals,” Youngren says. “Every credit union looks at ROA, membership growth, and those types of things, but what about layering in wellness goals as well — making sure our members are doing well from a financial standpoint?”

KTVAECU adopted a similar approach regarding community service goals this year.

“This was the first time we’ve ever put our community service as a KPI, and it was wildly successful,” Havely says. “We have a servant’s heart. We are here to serve. We want service really built into our culture.”

Before the end of this fiscal year, KTVAECU aims to have its employees serve at least 10,000 volunteer hours, a goal the cooperative continuously updates via a tracker located on its website. On average, this equals approximately 15 hours per employee.

Havely says she has no doubt her team will cross the finish line.

“Oh, we’ll get there,” she says. “We have so many events, and we have so many people that are participating. We will hit that number and likely exceed it.”

Lasting Impacts Inside And Out

Beyond being mindful of mission, investing heavily in the community can have significant impacts on recruitment and retainment as well as membership growth.

“I was just at an event last week where someone came up to me and said, ‘You know, we cannot believe how much you guys are out there in the community,’” Havely says.

From a marketing perspective, fundraising and volunteering efforts boost brand awareness. Some experts have begun looking closer at the impact of community on consumer habits, with an overwhelming majority agreeing that authenticity influences decision-making.

Similar data has been collected regarding what top talent looks for when evaluating where to work.

“Our employees are really excited to participate in our volunteering and fundraising efforts,” Gallagher says. “They’re energized, and we hear time and time again that it was a deciding factor in them coming to work here.”

Both CU1 and KTVAECU are currently evaluating their plans for 2025, with hours served and people impacted continuing to grow year-after-year.

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Through formal or informal industry groups and local business associations, savvy executives can harness the power of networking to foster continuous learning, collaboration, and a sense of camaraderie within the tight-knit credit union community.

Here, five CEOs share how they’ve built networks with intention and impact, what they’ve gained, and when they know enough’s enough.

A Network Of New CEOs

Mark Burgess was a veteran technologist in education and private industry before he joined Credit Union 1 ($1.4B, Anchorage, AK) as CTO in 2018 and became its president and CEO in 2022.

Burgess has joined many networks for various reasons during his career but says he made the most connections during his seven years with a prominent software company.

“I visited probably 200 credit unions and banks and had a blast doing it,” Burgess says. “I would always ask myself two questions: Would I want to work here? And would I want to put my money here? If I answered ‘yes’ to both questions, I knew I would like them and often kept in touch with a person or two from the institution.”

Know When To Hold … Know When To Fold

Burgess’ current networks are helping him transition from CTO to CEO and says a Callahan-sponsored CEO network is helping him adjust to his new leadership role.

“All seven of us are new to our roles,” he says. “They challenge me to think broader and remind me what to focus on.”

As for knowing when to stay or go, Burgess says he doesn’t have a system for determining if a network is worth his time, but he has found it’s easier to stay involved in groups for which he has enthusiasm. On the other hand, if he finds himself missing meetings or finding better things to do, that’s a solid clue the network isn’t worth the required investment.

Public Service … And Business, Too.

Burgess is currently involved in an Alaskan technology network, local chambers, and five different boards in Alaska. In addition to public service, those connections have yielded a bit of business.

“One of my favorite boards to serve on is the Alaska SeaLife Center Board in Seward,” Burgess says. “I connected with an owner of a local investment firm who didn’t know a ton about credit unions. We chatted about credit unions and what they do in the community, and he moved his personal and business accounts to Credit Union 1.”

Want to learn more about Callahan’s executive networking opportunities? Contact us today!

“We Lift Each Other Up”

After a quarter-century at the helm of Element Federal Credit Union ($52.4M, Charleston, WV), Linda Bodie has gained an appreciation for the personal and professional value of networks.

“Networks provide access to a wealth of resources, insights, and opportunities that might not be available otherwise,” she says. “Through networking, we can share knowledge, learn from the successes and failures of others, and gain exposure to different perspectives.”

Bodie points to three networks that she finds especially worthwhile.

The Credit Union Women’s Leadership Alliance (CUWLA) provides a safe space for women CEOs of credit unions with asset sizes of $300 million or less. Bodie says participants share some of the same issues and struggles, yet each has their own “superpower” that makes coming together helpful for all.

CU Pride is specifically tailored for LGBTQ+ professionals and allies. The network not only fosters an environment of inclusivity and respect but also champions the rights and professional growth of LGBTQ+ individuals and their credit unions and organizations.

And, finally, the CU DEI Collective, which includes AACUC, NLCUP, CU Pride, CUWLA, World Council, and many others that Bodie says aspire to nurture a more equitable and inclusive credit union space. Participants come together to share initiatives and stories and coordinate individual events to amplify  the Collective’s representation. “We lift each other up,” Bodie says.

Continuously Engage, And Know When Not To Anymore

Bodie says building and maintaining networks takes continual engagement.

“You have to talk to people and find opportunities,” she says. “I’ve found hidden gems just by engaging in conversation at various events and functions. When you find others with the same passions as you, it’s easy to get the network going.”

Of course, not every network will be a good fit, and Bodie has some tips for assessing which ones should make the cut. First, a network should offer opportunities and discussions that resonate with participants’ career path, professional interests, goals and aspirations, or industry. Second, it should have regular interactions, events, or content sharing. Active participation from members is crucial to engagement and relevance. Third, it should foster a supportive and inclusive environment and be a space where participants feel comfortable sharing, asking questions, and offering help to others.

Fortunately, Bodie says it’s easy to tell when it’s time to opt out.

“If you’re not getting anything out of it, or you’d rather watch grass grow, it might be time to leave the network,” she says.

Listening And Sharing

Robin Romano has developed a clearly defined focus and expectations for her networking during the 25 years she’s been the CEO at MariSol Federal Credit Union ($51.5M, Phoenix, AZ). Namely, Romano bases participation on the needs of the credit union or the need to fill a void in education or communication.

She’s long been involved with and is the current chair of Inclusiv, which she says offers valuable organizational support, networking opportunities, and events with like-minded CDCUs and CDFIs. She also points to the Credit Union Women’s Leadership Alliance as a great support network for female CEOs at smaller credit unions and a fast place to get advice on any problem.

For strategic planning insight for her own board and credit union, Romano says her work as chair of the Arizona Finance Authority and president of the Arizona Industrial Development Fund — as well as serving on other not-for-profit boards — has helped.

Professional Development And Good Advice

Some of Romano’s first professional development as a credit union executive was at the CUES CEO Institute not long after she left her role as a senior examiner with the NCUA.

“Our credit union was under $15 million then, but I needed that education as much as a $1 billion credit union,” she says. “It was excellent training.”

As for picking and choosing which networks might prove most beneficial, Romano says those that cover current issues, current technology, and real problems are a good bet. Counterintuitively, the CEO says all participants don’t have to share similar goals or organizational structure.

“Listening to good leaders is always beneficial,” she says. “You never know when you might need that advice.”

And because networking is a two-way relationship, don’t forget about the value of sharing.

“Sharing is the best way for all credit unions to succeed,” Romano says. “I have always been willing to share a program or product, and my credit union has benefited from others sharing with us.”

Diverse Perspectives For Informed Decision-Making

Professional networks were crucial to Kathy Duvall as she began her transition from CFO at BECU ($29.2B, Tukwila, WA) to CEO at SF Fire Credit Union ($1.8B, San Francisco, CA) in 2018.

“The support I received and continue to receive is incredible,” Duvall says.

Engagements with organizations such as a women’s leadership group for new credit union CEOs, the Callahan Credit Union Financial Services Limited Partnership (CUFSLP), Bay Area women business leader groups, and the American Institute of Certified Public Accountants (AICPA) have provided access to educational materials and industry reports, the chance to develop relationships face to face, and more.

“It also has exposed me to diverse perspectives, ideas, and experiences that have broadened my thinking and informed my decision-making processes,” she says. “I have a supportive environment where I can seek advice, feedback, and guidance from peers and mentors and keep informed about emerging trends, technologies, and market shifts within the credit union industry.”

Building Methodically And Giving Back

Duvall has built her network methodically, starting with identifying her own professional objectives and the type of connections she wanted to make. After researching professional organizations, industry associations, alumni groups, online communities, and more, she chose those that both aligned with her goals and offered opportunities to connect with like-minded professionals.

Importantly, she reflected on her personal values and the type of communities and cultures in which she thrives and sought input from colleagues, mentors, and peers when needed.

As with other leaders, Duvall underscores the importance of give and take.

“I aim to offer guidance, knowledge, and perspectives on topics related to my experience,” she says. “By providing practical advice and strategies, I hope to empower individuals to make informed decisions, solve problems, and achieve their goals.”

Professional Insight Plus Personal Friendships

After more than 20 years of building out a mortgage business, Tim Mislansky moved into the top executive spot at Wright-Patt Credit Union ($8.1B, Beavercreek, OH) in 2022.

Mislansky maintains the friendships he forged in his leadership roles with America’s Credit Union Mortgage Association (ACUMA), but is now also engaging with entities such as the Leadership Dayton economic development group, the Dayton Development Coalition, and CO-OP Dayton, which uses the cooperative model and employee ownership to create a more just economy in the community.

“In my personal experience, the most beneficial professional networks are those that provide both professional insight and friendships with your colleagues,” Mislansky says. “I’ve used these networks to test ideas, look for solutions to challenges, and get access to new and different ideas and points of view.”

Lonely At The Top

After succeeding longtime CEO Doug Fecher, Mislansky found the role of CEO can, indeed, be a lonely one. With no true peers within the credit union and a network of CEOs that were mostly retired, it was challenging to think through unique challenges or opportunities. After joining Callahan’s CEO network, he built relationships with like-minded leaders and discovered he doesn’t have to go it alone.

Want to learn more about Callahan’s executive networking opportunities? Contact us today!

“We’re all from larger, progressive credit unions and we share the same values,” Mislansky says. “We’re often dealing with the same issues, to some degree, which creates a safe space to talk about issues.”

Outside of credit unions, Mislansky engages with Dayton-area economic development groups, working both with CEOs of the community’s leading employers and with organizations specifically working on issues of affordable housing. Regardless of what role a network plays in the lives of participants, Mislansky says there are some common rules of engagement.

“A good participant in a network is an active participant,” he says. “It’s important to have a balanced approach to any network in which you’re involved. The old saying that what you get out of it is what you put into it is true.”

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The post The Power Of Networking: Assembling Relationships, Seeking Advice, Sharing Insights, And More appeared first on CreditUnions.com.