The contact center at University Federal Credit Union ($4.2B, Austin, TX), splits approximately 65 employees between phone and digital channels. As part of the member service department, the contact center is evolving along with the larger institution.

“Our headcount depends on where the organization is with our digital and self-service tools,” says Becca Pike, director of member services. “We’re still building the foundation of our digital transformation, so our headcount is fairly consistent today with what it has been historically, although I see that shifting as we see what volumes come in through which channels.”

UFCU typically starts all contact center staff in the phone channel so they can build a solid understanding of the organization’s systems and its sales and service model. As employees build on that foundation, gain confidence, and learn to appreciate the empathy needed, they can then shift to digital channels.

Similarly, GreenState Credit Union ($11.2B, North Liberty, IA) splits its team of 60 between phone and digital channels, with the latter group focused on chat, email, and ITM service. The credit union serves more than 400,000 members across branches in three states; the contact center alone supports approximately 50,000 interactions each month.

Staffing is split roughly 60/40 based on where the growth is at any given time. If the credit union is deploying ITMs, for example, it’s likely to increased hiring on the digital side. If it has released new products and expects an influx of phone calls, it’s likely to staff up the call side.

To create pathways for advancement and avoid turnover, GreenState employs three levels of contact center specialists that take on higher-risk tasks — from credit card advances and mortgage and wire calls to eventually call monitoring, quality assurance, training, and more. And to reassure staff that AI and automation won’t be taking their jobs, GreenState is upskilling specialists for more complex needs beyond what is now level three.

“Our North Star is always going to be member experience and reducing friction, but our star right next to it is employee engagement,” says Amy Stevens, senior vice president of member experience.

Out west, Desert Financial Credit Union ($9.5B, Phoenix, AZ) has slightly more than 150 contact center employees to serve its more than 500,000 members. It divides that group into four different teams, including service — which is the largest group with the highest turnover — sales, digital, and member loyalty. That latter is focused on member retention.

Desert Financial expects the sales team to generate at least four times the monthly revenue of a branch salesperson, and the contact center drives approximately 60% of the credit union’s lending support. Christina Mijares, assistant vice president of the member engagement center, staffs for specific teams and says moving to a universal model would change staffing needs for the entire contact center.

Integration And Food For Thought

Contact center leaders often struggle to help their staff members feel they are a part of rather than apart from the rest of the organization.

GreenState runs a relatively lean team, and Stevens says she has “lots of champions embedded in business units” across the credit union, which ensures the executive leadership team knows what’s happening in the contact center.

Stevens’ team also has monthly liaison meetings with cards, marketing, collections, and other departments to understand what’s happening in those areas. That not only keeps the contact center up to date but also creates growth and integration opportunities for those employees. Executive leadership also listens to calls every month to get a sense of what members are reaching out about.

“Senior leadership gives a lot of shout outs to this team, and it wasn’t always this way,” Stevens says. “Contact centers can have a negative connotation, and we’ve been able to garner respect.”

At UFCU, Pike says there’s a clear understanding that the contact center is the intake for the credit union.

“We’re the place people go if and when a journey broke,” she says.

That requires a high level of awareness about what’s going on across the organization. If members reach out and the contact center doesn’t know what’s going on, that doesn’t instill a high level of confidence, the director says.

To mitigate that risk, contact center leaders regularly meet with staff in key departments. For example, they meet monthly with branch and payments leaders because service inquiries frequently relate to those departments.

Desert Financial’s quarterly “Food For Thought” sessions bring in senior leaders across different departments to eat lunch and observe the contact center to gain a better understanding of how their work affects the contact center.

“Doing that repetitively and being consistent about it has created more awareness,” Mijares says.

A quarterly contact center newsletter also helps keep the entire institution informed about what’s happening there, and Mijares makes sure to mix data with photos to deepen the connection to the center.

Building Culture

The cadence of contact center work is different from the branches or back office, where there are more opportunities for employes to chat and form relationships. Because the contact center has a much faster rhythm, Mijares says she’s intentional about building a culture that matches the rest of the organization yet support contact center requirements.

“You cannot overstate how critical that onboarding process is,” she says. “It’s uncomfortable for people to take a call, have no idea what it’s going to be, and be unprepared. The call center onboarding experience is a game changer. It’s make or break.”

Since staffing the contact center can often feel like running a complaint line, UFCU’s Pike says internal culture is important.

“All of us are in it together,” she says. “How we support one another — from phone reps to leadership — is a crucial part of how we’re empowered to solve issues.”

No matter how technology, consumer preferences, or regulatory agendas change, Stevens at GreenState says culture and a laser focus on the member-service mission is critical.

“As long as you have that, you can weather whatever changes you go through,” she says. “The people on the team need the mindset that we’re going to collect feedback, do something about the feedback, and improve on that while at the same time ensuring the member that their voice was heard.”

The post The 3 C’s Of Contact Center Success appeared first on CreditUnions.com.

Top-Level Takeaways

• Technology increasingly shapes the employee experience, making closer alignment between IT and HR a strategic advantage.
• The chief people and technology officer role at Vantage West Credit Union reframes HR systems around employees, not administration.
• Organizational design should reflect talent, not tradition.

The path to head of human resources is rarely paved with a career in technology. Rob Hoyle is proud to be an exception.

After spending most of his career outside financial services, Hoyle found his way to the credit union industry in 2018, taking the role of chief information officer at Credit Union of America. He says he immediately identified with credit unions’ people-first mission.

“I am a leader who’s empathetic and wants to help people thrive,” Hoyle explains. “I’m a huge culture champion. I genuinely care about the success of the organization and the individuals that make up the team.”

Hoyle joined Vantage West Credit Union ($3.3B, Tucson, AZ) as its chief information officer in 2021and has served as the credit union’s chief people and technology officer since June 2025.

What’s the story behind your title?

RH: Our senior vice president of human resources was retiring, and I told the CEO I’d like to take a shot at human resources. I pointed to one of my first initiatives at Vantage West, which was introduce a management and employee engagement platform. There’s never really great collaboration between technology and HR. We spend so much time on the member experience through technology, we need to create a great team member experience, too.

How would you describe your job duties? What falls under the umbrella of technology and human resources at Vantage West?

RH: I’m so incredibly fortunate to lead teams that are highly engaged and full of tremendously skilled professionals.

On the technology side, it’s all of IT — information security, application development, data, systems, networks, all of that. On the human resources side, it includes traditional HR, organizational development, facilities, and physical security. I also have accountability for mergers and acquisitions. We’re not doing anything right now, but in terms of prospecting, diligence, and integration, I would lead that effort if something came across our desks.

When you interact with others in the industry, are there misconceptions about what your role means?

RH: I don’t think there are misconceptions so much as raised eyebrows. There’s a unicorn in my LinkedIn bio for a reason.

Even internally, people have asked, “Why would you give human resources to the technology leader?” I’m working on helping people understand that I’m not just the technology leader. I’m the chief people leader. I’m both. Every time it comes up, people stop, read it twice, and say, “Wait, what?”

From the application process onward, technology influences how people decide whether they want to work with you.

What part of your role energizes you the most? Conversely, what challenges you the most?

RH: The challenges are where the energy comes from. I enjoy solving problems and making things better. The biggest challenge has been learning everything HR entails. It’s far more complicated than people realize if they’ve never been behind that curtain. There are so many considerations for every decision.

That’s also what energizes me. Very few HR leaders have ever been customers of HR. I bring that perspective and ask why we do things in a certain way. Sometimes, I wonder if the team is thinking, “Here comes Rob with another crazy idea.” But they’ve been very receptive and open to either explaining or rethinking things.

What’s an experience or accomplishment that stands out as especially rewarding or meaningful to you?

RH: One of the most impactful things we’ve done since the role change is rethinking our organizational development philosophy. We used to be very prescriptive with specific programs, nomination processes, and assumptions about who should attend what. One of the first things I questioned was why. Why those programs? Why not more autonomy?

Now, for external professional development, leaders have a blank canvas. We focus on the people who need development and find opportunities that fit them. If someone’s in finance, maybe it’s a finance-specific training instead of a credit union one.

If everyone goes to the same training, everyone learns the same things. We’re looking for diversity of thought and experience and more meaningful development for individuals.

How do you define success in your role? Beyond metrics and formal accountability, what tells you you’re doing the job well?

RH: I feel successful when other people achieve their goals, whether that’s professional development or personal milestones. I love seeing someone graduate, earn a degree, or be recognized for something.

We recently migrated our phone system, and nothing went wrong. I didn’t touch a single keystroke. I sponsored it and was accountable for it, but the team owned it and executed it flawlessly. That’s success to me — having a team that can get things done and do it well. There’s no KPI for that. It’s a feeling.

Is there anything you’re particularly excited about or looking forward to in 2026?

RH: Every year, I bring my entire organization together for a half-day event. For years, the team asked for more involvement. We increased it a little each year.

Last year, we brought in Tucson Improv. We turned the involvement up to 11. Some of our team members aren’t the biggest fans of public speaking, so there were some very nervous faces, but it was universally well-received.

Engagement afterward was through the roof. Watching the team stretch, learn, come together, and have fun is incredibly fulfilling for me. So, what I’m most excited about in 2026 is figuring out how in the world I’m going to top that.

What would make you tell another credit union that a role like this — or at least deeper collaboration between technology and HR — is worth considering?

RH: Executive org charts should reflect the talent you have.

That said, there is tremendous value in understanding how technology shapes the employee experience. No one says, “I love working in my HRIS.” These systems are designed for HR departments, not employees. From the application process onward, technology influences how people decide whether they want to work with you. Are you asking them to fax something? Can your system read a résumé, or do they have to type everything in again?

Our people are our greatest asset. We need to equip them with every advantage possible, and many of those advantages are technology-based.

Too often, HR and technology operate in silos, sometimes speaking completely different languages. The goal is collaboration, understanding, and designing systems that make people’s lives better.

This interview has been edited and condensed.

Job titles say as much about the organization as they do the person. “What’s In A Name” on CreditUnions.com dives into notable, important, interesting, or just plain fun roles to find out what’s happening at the ground level and across the industry. Read the series today.

The post What’s In A Name: Chief People And Technology Officer appeared first on CreditUnions.com.

What that “change” looks like can run the gamut — from earning additional income, preparing for retirement, or expanding a family to experiencing a job loss or unemployment, making a major investment or purchase, or facing an unexpected expense.

SOURCES OF SUPPORT DURING FINANCIAL CHANGE
FOR SURVEY CREDIT UNION MEMBERS | DATA AS OF 03.31.25
SOURCE: GALLUP

Strategic Insights

• A full 60% of the credit union members surveyed skipped their credit union entirely when seeking advice during a period of financial change. This is lower than the 67% of bank customers who did not seek help from their bank; however, it underlines the work many credit unions must accomplish to fulfill their mission.
• The Gallup study suggests financial wellbeing support starts with channel consistency, digital enablement, and anticipating members’ needs. When taking on debt, just 50% of credit union members said they were even aware of how their credit union could help them through this change. To combat this, Gallup recommends creating a seamless, reliable member experience with smooth transitions between channels; matching members with the right digital tools and actively supporting adoption; and being proactive in understanding where members are in their personal journey and what they might need next.
• Vantage West ($3.4B, Tucson, AZ) taps into its mission to serve members’ needs. Its financial wellness program focuses on coaching and connects members to local nonprofits that support housing, education, economic development, and more. The credit union has served nearly 700 people as of November 2025, further establishing itself as a trusted financial partner in the Tucson area. Read more about Vantage West’s financial coaching program.
• Take note: Financial misinformation spreads fast. That’s why Vantage Credit Union ($1.1B, St. Charles, MO) and Merck Sharp & Dohme Federal Credit Union ($929.9M, Chalfont, PA) ensure their members receive accurate, trustworthy guidance in addition to quality services. Read more about how these credit unions battle social media, educate members on debt reduction, and offer empathy without the embarrassment.

The post When Members Don’t Turn To FIs, They Turn To Friends And Family appeared first on CreditUnions.com.

Last year, fewer than 30% of Americans who planned to purchase a home followed through with it, according to NerdWallet’s annual homebuying survey released in January. The 71% that reported delaying their homeownership dreams largely cited their inability to afford homes on their local market.

Tucson, AZ, is no exception to this worsening trend. There, a consortium of credit unions, their trade association, housing organizations, and local leaders worked together to debate and test different solutions, ultimately launching the Tucson Welcome Home Program last October.

“It’s getting more and more infeasible for first-time homebuyers to enter the market,” says Adam Coggshall, chief credit officer at Pima Federal Credit Union ($1.5B, Tucson, AZ). “Home values are increasing with rapidly rising rates. It’s a double whammy. I believe from 2020 to 2022, year-over-year rent increases were above 20%. That’s not sustainable. Everybody’s getting priced out.”

Compared with national benchmarks, Tucson households face a steeper mismatch between income and cost of living, reinforcing affordability challenges that are not immediately visible in income data alone.

Housing and mortgage affordability pressures are significantly exceeding Tucson's median household income, highlighting the growing strain on households despite many having stable earnings. *Data is presented as indexed proxies based on relative cost escalation and financing conditions rather than fully populated city-level cost-of-living figures. Median household income is indexed at 100.

When indexed to median household income, Tucson’s cost of living exceeds income by a wider margin than national benchmarks. *All values are indexed to a base of 100 for median household income. Cost-of-living figures are presented to illustrate relative pressure rather than exact dollar comparisons.

Championed by Pima, Vantage West Credit Union, Tucson Federal Credit Union, Hughes Federal Credit Union, and Pyramid Credit Union, Tucson Welcome Home aims to serve households who have strong payment histories and can reasonably afford a mortgage payment but are effectively locked out of ownership by down payments or monthly insurance costs.

A Framework To Break Down Barriers

Danielle Bridges, senior vice president of mortgage lending and capital markets at Vantage West Credit Union ($3.4B, Tucson, AZ), says participating credit unions made an intentional decision early on to lean into what they do best: lending.

She recalls the group asking what it would look like if they took the kind of risk in mortgage that they do in auto and focus on removing the most persistent barriers to homeownership while maintaining responsible underwriting.

“We’re seeing our members pay rent for 10 years perfectly yet can’t afford that down payment,” says Ashley Kemp, vice president of lending and solutions at Tucson Federal Credit Union ($875.5M, Tucson, AZ). “I’m comfortable taking a risk with someone who’s been paying that higher rent amount, especially when the mortgage payments are pretty similar.”

To help alleviate the risk even more, the program lifts best practices from down payment assistance programs that tackle affordability; for example, by requiring participants to complete a homeownership education class.

“We structured it to mirror a DPA program requirement because it’s the same sort of spirit,” says Bridges at Vantage West. “We want to ensure these borrowers are educated on what their options are — not only for this loan but also for future refinancing and homebuying. But unlike DPA, we were able to find a cheaper option for the class, so it’s not quite as expensive but still is valuable.”

The program caps eligibility at 140% of area median income, a broader threshold than many affordability programs to better reflect market realities.

“We did that to segment a group of borrowers that could responsibly afford a home but were still in that demographic where it’s a hurdle to find property that met their DTI threshold for the right price point,” Bridges says.

At the product level, the program offers up to 100% loan-to-value financing with no mortgage insurance. Rather than accommodating for risk through higher pricing, the originating credit unions align rates with traditional 30-year mortgages.

Operationally, participating credit unions stress-tested the program before launch by breaking into smaller working groups and asking subject-matter experts to scrutinize potential pressure points. That approach was critical to the program’s early success.

“The experts got together and knocked out potential challenges,” says Kemp at Tucson FCU. “It’s important to have those experts on the front lines try to tear it apart so we can make sure it’s successful.”

Cooperation Lifts Borrowers

A notable differentiator between Tucson Welcome Home and other DPA programs is how the credit unions collaborate with one another.

“Tucson’s a pretty small community in the grand scheme of things,” says Dustin Powell, CEO at Pyramid Credit Union ($248.0M, Tucson, AZ). “We support a lot of the same organizations, the same businesses, the same members. The collaborative spirit was already there, so it felt natural to say, ‘Let’s tackle something so big and important in our community.’”

From the outset, participating credit unions aligned around a clear, shared goal of addressing housing affordability with a solution each institution was equipped to execute. In this case, Pima, Tucson, and Vantage West serve as originating lenders while Hughes Federal Credit Union ($2.6B, Tucson, AZ) and Pyramid act as referring partners.

“As the smaller credit union of the group, it’s great to be able to turn our members over to a community we know is going to look out for their best interests,” says Dustin Powell, Pyramid’s CEO. “That’s been really valuable to us.”

That sense of community collaboration extends into funding. To establish a loan loss reserve, the five credit unions tapped a grant provided by the GoWest Foundation. The reserve doesn’t cover the full balance of the loans, but it does provide enough protection to give institutions the confidence to branch out in their lending without placing undue strain on individual balance sheets.

The reserve supports financing for approximately 62 households, representing roughly $18 million in lending. To ensure fairness and manage shared risk, the group sets clear guardrails, including a cap of 15 loans per originating credit union, preventing any one institution from drawing disproportionately on the reserve and keeping what participants described as a “level playing field.”

Cooperation with respect for balance is part of what makes the collaboration work, leaders say. Early performance has reinforced that confidence, with credit union leaders reporting the program has no losses to date.

Future Expansion And Scalability

Tucson Welcome Home is posting impressive performance while reaching the borrowers it was designed to serve.

“A lot of these members have stable employment and strong rental history, but they’re stuck,” says Coggshall at Pima. “They just need a bit of a nudge.”

That nudge translates into tangible, life-changing outcomes. Bridges at Vantage West recounts an interaction with one early participant, a fast-food restaurant manager earning approximately $33,000 a year but with no other debt.

“He talked about the color of paint he picked out and how fun it was to get to paint something he owned,” she says. “That was the embodiment of everything we set out to do when we structured the program.”

Encouraged by early results, participating credit unions are already looking ahead. Conversations are underway with institutions in Phoenix, with the potential to expand the model beyond Tucson and eventually take it statewide.

Longer term, the vision is even broader. Bridges says the goal is to prove the model is sustainable enough to stand on its own without relying on grant support and to demonstrate that credit unions can scale responsible 100% financing.

“Someday we hope we can just lend to our members that need 100% if we’re able to structure a program that identifies them,” Bridges says. “This could be a program that lots of credit unions and other institutions take on.”

The post 5 Tucson Credit Unions Join Forces For Affordable Housing appeared first on CreditUnions.com.

Not all personal loan partnerships are created equal. Credit unions like Vantage West Credit Union ($3.4B, Tucson, AZ), Texans Credit Union ($2.4B, Richardson, TX), and Abound Federal Credit Union ($2.6B, Radcliff, KY) are proving that with the right technology partner, personal loans can be a strong-yielding asset on the balance sheet with predictable credit performance and an engine for prime membership growth.

With the Upstart Referral Network, credit unions nationwide are acquiring a steady stream of creditworthy borrowers, supported by AI-powered credit decisioning and over a decade of seasoned performance data. For those seeking to add the highest-quality borrowers, the T-Prime program has delivered super-prime borrowers with an average FICO of 757 and an average annual income of $152,000: a profile primed for relationship deepening through additional products like deposit accounts.

Strong Returns Backed By A Decade Of Proven Performance

Upstart had an established, seasoned portfolio, plenty of historical data, and a model that helped us feel confident we could originate additional loans and maintain the margins we were looking for.

With yields of more than 8.5% after losses and fees and annualized returns 15%-57% higher than the industry average for comparable loans, Upstart has spent more than a decade proving that personal loans can be one of the most profitable products on a credit union’s balance sheet without sacrificing credit performance. These aren’t short-term results; it’s a performance record built on billions in loan history, proven, accurate credit decisioning, and deep alignment with credit union partners’ goals.

For Abound, that history was the deciding factor in re-entering the personal loan market.

“Upstart had an established, seasoned portfolio, plenty of historical data, and a model that helped us feel confident we could originate additional loans and maintain the margins we were looking for,” says Chuck Eads, chief lending officer.

Since launch, Abound’s Upstart personal lending program has achieved strong returns with loss rates below original model projections.

Texans approached the partnership as a way to diversify away from collateralized loans and strengthen net interest margin.

“Upstart has been a highly profitable product for us,” says Mike McWethy, executive vice president. “The margins have beat many of our other products, and losses have been much less than projected.”

At Vantage West, strong performance isn’t just a metric: it’s what allows the credit union to scale confidently.

“So far in our partnership with Upstart over the past three years, the loans have performed according to plan,” Scott Odom, chief financial officer, puts plainly. “In the more recent vintages, we’ve actually seen better performance than we’ve planned.”

High-Quality Borrowers Prime For Relationship Growth

We’re super excited that we’re going to be adding new products into the loan journey. When someone is taking out a loan through Upstart, we’re going to offer them a checking account with Vantage West and hopefully ask that they make that loan payment with that checking account.

While strong returns keep the balance sheet healthy, the T-Prime program takes it a step further by delivering super-prime borrowers: members with the creditworthiness and financial profile to grow deeper relationships over time. With an average FICO score of 757, $152,000 annual income, 81% homeownership, and 58% with post-secondary education, these members are not only low-risk but also primed for cross-sell opportunities.

“Upstart has helped us to serve more affluent borrowers through the T-Prime program,” says Sandra Sagehorn-Elliott, president and CEO of Vantage West. “That’s effective for us because it balances our risk. The T-Prime program has helped us continue to serve the lower-end borrowers because we have that balance.”

At Abound, Chuck Eads saw T-Prime as a way to capture high-quality borrowers the credit union was previously missing.

“We were maintaining great margins, really at or above our target,” he says. “But we were missing out on some super prime opportunities based on borrower expectations around rate. Upstart created the T-Prime Program, and simply put, we had an opportunity to originate more loans at similar margins.”

For Kaua’i Federal Credit Union ($195.8M, Lihue, HI), adding T-Prime in 2024 was about maintaining the right mix of risk tiers.

“Introducing T-Prime was a natural move for our balance sheet strategy,” says Sajid Siddiqi, chief financial officer. “It allowed us to maintain the right mix of risk tiers as we scaled, something we couldn’t have done with just premium lending.”

Bringing in the right members is only the first step. The real opportunity lies in converting those relationships into long-term engagement, a challenge the industry has struggled to solve. A 2025 Pinwheel study found that 70% of new accounts go inactive within 90 days without an anchor action, 44% go inactive within a year, and 68% of consumers avoid switching deposits due to complexity. With an average acquisition cost of $350 per new banking customer, failing to deepen relationships can be costly.

That’s why credit unions like Vantage West are embedding cross-sell directly into the lending journey with Upstart.

“We’re super excited that we’re going to be adding new products into the loan journey,” says Michelle Goeppner, senior vice president of consumer lending and deposits. “When someone is taking out a loan through Upstart, we’re going to offer them a checking account with Vantage West and hopefully ask that they make that loan payment with that checking account.”

Upstart’s Member Cross-Sell solution builds on this approach with borrower-level data, personalized offers, and turnkey marketing assets to make cross-sell scalable.

Stephani Foss, executive vice president, chief operations and consumer lending officer at Alliant Credit Union, sums up the potential: “The data-driven approach combined with marketing best practices … will help us achieve measurable growth while boosting overall member satisfaction.”

With double-digit net returns, low loss rates below projections, and the ability to attract high-value members, credit unions partnering with Upstart are transforming personal lending into one of their most profitable and strategic products. By combining proven performance with access to super-prime borrowers and the tools to deepen relationships, Upstart is helping credit unions unlock sustainable, long-term growth.

See what this looks like in the real world. Watch Vantage West’s leaders walk through their approach: Why they chose the strategy and the results they’re seeing, straight from the execs. See the Vantage West story.

The post How Super-Prime Borrowers Strengthen Both Margin And Membership appeared first on CreditUnions.com.

Leaders across every level of the organization rely on CreditUnions.com for trusted guidance and actionable insights underpinned by Callahan’s collaborative work with credit unions. Conversations with everyone from CEOs and board members to branch managers and specialists offer firsthand perspectives on the strategies, challenges, and innovations shaping the industry today.

CreditUnions.com highlights six critical roles cooperatives might be overlooking. Filling these gaps is essential for success in 2026 and beyond.

Chief Product Officer

At Bay Federal Credit Union ($1.8B, Capitola, CA), Brooke Morley focuses on streamlining implementation, bridging departments, and aligning product delivery with strategic goals.

That means monitoring things like new-product adoption rates, usage metrics, Net Promoter Scores, and more, along with asking critical questions about relevance, performance, and overall alignment with member needs.

“This role isn’t just about launching new products,” she says. “It’s about connecting dots across departments.”

Why It’s Important: This role is critical because it ensures that innovation doesn’t happen in isolation and that every product launch aligns with the credit union’s mission and delivers measurable value to members.

Read more.

Senior Vice President Of Loan Analytics And Automation

No matter the size, charter, or field of membership, every credit union wants to blend efficiency and member satisfaction while reducing risk.

That’s what Andy Henline has been tasked with as senior vice president of loan analytics and automation at State Employees’ Credit Union ($56.2B, Raleigh, NC). The role entails ensuring loan-related reporting for the board and management team are timely, while also equipping back-office loan-administration staff with tools information, and process automation to complete their daily tasks.

“We want automation to enhance the member experience but never replace the personal touch our people can provide,” he says.

Why It’s Important: Automation done right helps credit unions strike the balance between operational efficiency and personalized service. By streamlining back-office processes without sacrificing human connection, SECU can reduce risk, improve turnaround times, and deliver the member experience that sets credit unions apart.

Read more.

AVP Of Fintech And Mission Integration

Josh Rodriguez spent more than a decade at the helm of Missouri Valley FCU before its merger into West Community Credit Union ($494.8M, O’Fallon, MO). His new role at the combined institution blends fintech research and relationship management with ensuring the credit union is living and sharing its mission.

The role reflects his experience with IT and technology, his comfort managing people, balance sheets, and vendor relationships, and a passion for storytelling via podcasting.

“We want to bring our mission, vision, and values back to the forefront to inspire our staff and our community about how our credit union can make a difference for them,” he says. “Storytelling in podcast form and in training is how we’ll meet this challenge.”

Why It’s Important: In an era where technology and human connection must coexist, Rodriguez’s approach bridges innovation with culture. By pairing fintech research with authentic storytelling, he’s ensuring the credit union’s mission resonates with staff and members alike.

Read more.

Director Of Multicultural Engagement

Credit unions that aren’t tapping into the multicultural mix that exists in their markets could be missing major opportunities. Understanding the diversity present in a market is key to unlocking those opportunities, but it’s also a key part of building a superior member experience and making authentic connections.

At Mountain America Federal Credit Union ($21.5B, Sandy, UT), that responsibility falls to Jennifer Tarazon, the cooperative’s director of multicultural engagement.

“The population is changing, and we can either lead the way or fall behind,” she says. “The goal for the credit union is always to provide an exceptional member experience, but an exceptional member experience for you could be very different from what I consider an exceptional member experience. It’s important to go somewhere that is going to be culturally competent while serving you.”

Why It’s Important: Multicultural engagement is as much about relevance and growth as it is inclusion. By understanding and honoring cultural differences, credit unions can build trust, deepen relationships, and deliver experiences that truly resonate with every member. In a competitive market, cultural competence is a differentiator that drives loyalty and long-term success.

Read more.

Director Of Organizational Change Management

Change is inevitable, and organizations that plan for it rather than react to it position themselves for success.

At Desert Financial Credit Union ($9.1B, Phoenix, AZ), Allison Worthington is tasked with helping the entire organization adapt to any number of changes. The role requires not only deep interpersonal relationships but also understanding of a variety of business functions.

“My role addresses the challenge of change saturation,” she says. “It also addresses the challenge of surprising people with change and making change happen to people versus for people. We’re now able to plan intentionally for changes that are impacting our employees. Plan early, plan often, plan for resistance, and ultimately ensure we are bringing information that’s necessary to help somebody adopt change.”

Why It’s Important: Unmanaged change can erode trust, stall progress, and overwhelm employees. By approaching change intentionally and proactively, Desert Financial ensures clarity and support, turning potential disruption into an opportunity for growth and engagement.

Read more.

Director Of Financial Inclusion And Community Engagement

Balance sheets and operations are only one part of running a credit union. The softer side of the business arguably has a greater impact, and that’s where a role like this comes into play.

Steph Harrill Kyle has been director of financial inclusion and community engagement at University of Wisconsin Credit Union ($6.1B, Madison, WI) for more than three years, bringing to the role a background centered on financial literacy and an MSW in social work from Columbia University with an emphasis on social enterprise administration and school-based services.

That and other elements of her background are key to the credit union’s goals of advancing financial inclusion for the communities it serves.

“One of my favorite conversations is when people find out I’m a social worker,” she says. “They often ask, ‘Why would a social worker work for a bank?’ This opens the door to talk about the difference between a credit union and a bank. I explain financial inclusion is at the heart of social justice, so I believe there’s no better place for me to make social change than in my role with UW Credit Union.”

Why It’s Important: Financial inclusion isn’t a product offering — it’s a mission that shapes communities. By combining expertise in social work with financial literacy, Harrill Kyle ensures the credit union’s efforts go beyond transactions to create meaningful change. Her role demonstrates how credit unions can lead on equity and access and turn financial services into a platform for social justice.

Read more.

Is It Time For A New Role At Your Credit Union? Browse hundreds of ready-to-use job descriptions in the Callahan Policy Exchange, then tweak your favorites to make hiring as efficient as possible. Learn more today.

The post 6 Roles To Help Credit Unions Reach The Next Level Of Success In 2026 appeared first on CreditUnions.com.

“When talent is strong, it can make recognition harder,” says Rob Hoyle, chief people and technology officer. “When all the light bulbs are bright, it’s tough to find the brightest ones. We’re proud of that problem.”

In 2022, the Arizona-based cooperative rolled out two different awards to recognize staff members. The Brian Brown Commitment to Kindness Award acknowledges employees for behaviors that have made a positive impact on other people, whereas the Inspiration Award singles out employees whose actions have made a measurable impact on the institution.

“They complement each other,” Hoyle says. “Not everyone can be an MVP, but everyone can be kind.”

The credit union strives to invest in people to create a more prosperous future. That sentiment applies to employees as well as members.

“One of our strategic anchors is ‘Team First’,” Hoyle says. “Employees really embrace it, especially the Bryan Brown Award. It’s become a big deal.”

A Member’s Lasting Impact

Although the Bryan Brown Commitment to Kindness Award celebrates employees’ actions, it bears the name of a long-time member whose kindness left a lasting impression on the Vantage West team.

“He was the kind of person who could make any day better — supportive, funny, and always willing to help,” Hoyle says. “People called him ‘Encyclopedia Brown’ because he knew everything.”

When Brown passed away, Vantage West wanted to honor the legacy he left on the credit union’s culture. Thus, it created the award in his memory.

“The award is focused on kindness, although it aligns nicely with our core values,” Hoyle says.

In 2025, Vantage West named two Bryan Brown Award winners, one from member-facing staff and one from back-office staff.

Award nominations feature instances of everyday acts of kindness and highlight employees that make the credit union a positive workplace.

Nominees hail from and are nominated by all levels of the organization.

The chief people and technology officer serves as executive liaison during the nomination and selection process, but he says the committee is made up of six individual contributors. They each champion two candidates and discuss as a group who to name the winners.

The credit union announces award recipients at its all-team conference. In addition to employer and peer recognition, recipients also receive $500 and may select a charity of their choice to receive a $1,000 donation in Brown’s name.

“It’s always emotional since Bryan touched so many people here,” Hoyle says.

Celebrating Inspired Ideas

Meanwhile, the idea for the Inspiration Award emerged from Vantage West’s NPS Action Committee, a group of mid-level employees who review member feedback and net promoter score results.

“They came up with the idea to recognize people who move the needle on those scores, people who lead by example,” Hoyle says. “They pitched it to our executive coalition, and we were all in. It was completely grassroots.”

Inspiration Award nominations are tied to the Arizona cooperative’s core values: being proactive, committed, and kind. Anyone can nominate anyone for demonstrating these attributes.

“Executive involvement is minimal, although we can submit nominations anonymously to keep things authentic,” Hoyle says. “The committee takes its role seriously. Nominations should clearly state why someone deserves it.”

The committee reviews submissions twice a year and selects semiannual winners. At the end of the year, executives review the group and nominate finalists for the committee to select a single annual winner.

Semiannual winners receive a $100 bonus and one day of PTO. The annual winner earns $1,000 plus two extra days of PTO. Additionally, the annual winner may attend a professional conference of their choice.

“When someone does great work, they usually get rewarded with more work,” Hoyle says. “We decided to invest in them. When we send someone to a conference, that’s an investment in our people.”

Vantage West recognizes Inspiration Award winners via email, internal social media, and LinkedIn posts. Winners also take a photo with the CEO and receive a small gift.

“Feedback has been very positive,” Hoyle says. “Who doesn’t love extra PTO?”

Why The “Team First” Mentality Works

According to Hoyle, employee engagement scores at Vantage West are high, and leadership takes pride in its people. Looking ahead, he hopes to stay the course while turning one-off recognition into an ongoing habit.

“In my ideal world, no reminders would be needed,” he says. “People would see something good and speak up naturally.”

When it comes to employee engagement strategies for credit unions, the HR leader advises credit union leaders to first and foremost make sure they’re meaningful. But he has other tips, too.

“Tie it to real values and culture,” he says. “If it feels contrived, it won’t last. Make it easy to nominate and remind people often. Also, make sure it’s based on merit, not popularity.”

The post Vantage West Turns A Good Problem Into Great Recognition appeared first on CreditUnions.com.

Members want meaningful engagement. They want to connect with front-line employees. They want to know their financial institutions care. That shift is driving credit unions to double down on bold new strategies, from immersive training programs to bilingual banking and branch redesigns.

Of course, good intentions don’t move the needle. The following stories show how credit unions are turning insights into smarter, smoother member experiences.

Better MX Starts With Better Front-Line Training …

Cathy Graham has spent her entire working life in credit unions but never worked in a credit union branch until a three-week immersion provided “one of the best experiences of my career.”

Graham, who is executive vice president at Desert Financial Credit Union ($9.1B, Phoenix, AZ), spent two weeks in orientation and a week working in the branch. The singular focus of the experience, she says, was whether she as a “new employee” would feel confident in the branch — not necessarily proficient, but comfortable and ready. After all, comfortable, well-equipped employees build confidence with members.

“Spoiler alert: Nope, I didn’t feel ready,” she says. “But there were a couple of simple changes that would’ve made me feel ready.”

Read more in “Stepping Into The Branch And Out Of The Comfort Zone.”

… But MX Is More Than Just The Front Line

A new program from First Financial of Maryland Federal Credit Union ($1.3B, Sparks, MD) aims to bridge the gap between subject matter expertise and credit union leadership by marrying front-line member experience knowledge with leadership training in a way that prevents silos.

To inspire good experiences for the staff and members and to develop a singular mindset around member experience, the credit union has created a cohort of member experience leaders that includes branch managers, contact center supervisors, digital products managers, back-office leaders, and more.

If the program is successful, participants will gain a deeper appreciation of the work their colleagues do and a better understanding how each can leverage the others’ expertise for success, says Arturo Leon, assistant vice president and member experience officer at First Financial of Maryland.

Read more in “Better Member Experience? There’s A Class For That.”

Listening To Members Starts With Language

WECU ($3.1B, Bellingham, WA) is using language training to better engage with Spanish-speaking consumers as the credit union expands its reach. The training offers two tracks — basic and advanced, depending on the employee’s fluency — and pairs staffers with Spanish instructors and tutors from Western Washington University for four 90-minute sessions across four weeks.

“Our primary goal was to support our staff who wanted to acquire the Spanish skills needed to better support our Spanish-speaking members, especially as our Spanish-speaking membership grows,” says Cindy Klein, WECU’s chief human resources officer.

Instruction is available to member-facing retail staff, helping WECU increase its efforts toward inclusion and preparing the credit union for broader demographic changes taking place nationwide.

Read more in “¿Habla Finance? At WECU, Employees Are Learning.”

What’s Driving Member Engagement In 2026? Members stay when they feel seen, cared for, and confident that their credit union is invested in their financial wellbeing. That’s not achieved through service or rates — its earned through emotional connection. By creating a strategy around mission-aligned, data informed actions, credit unions are already shifting member behaviors to improve members’ financial wellbeing and underpin the credit union’s sustainable growth. Learn more today.

The post 3 Ways To Build A Better Member Experience appeared first on CreditUnions.com.

Dave Larson, CEO at Affinity Plus Federal Credit Union ($4.5B, St. Paul, MN), launched the credit union’s Plus It Forward Day in 2013 to provide staff a paid day off to volunteer and give back to the communities Affinity Plus serves. Area credit unions joined Affinity Plus in the ensuing years, and eventually Affinity Plus passed it on to the Minnesota Credit Union Network, which rebranded the event as CU Forward Day.

“Twelve years [after its launch] we’re still managing the program and still encouraging credit unions to participate,” says Andrea Molnau, director of public engagement and strategic initiatives at the Minnesota Credit Union Network.

Power, Amplified

In addition to its Minnesota efforts, MNCUN has packaged the program and made it available to other states, with Illinois, Michigan, Wisconsin, Pennsylvania, Maine, and others now carrying the mantle. The Minnesota league’s toolkit includes information on the day itself, how to promote it to credit unions, how to organize around it, what data to collect, sample media materials, and more. Each state takes its own approach — with some using different branding — but MNCUN encourages all participants to track the same metrics:

• Number of volunteer participants.
• Total amount of money donated.
• Total hours worked.
• The number of or list of organizations impacted by the event.

“The magic of the day is the fact that all of these credit unions are coming together and sharing kindness in one day,” Molnau says. “Credit unions are doing community-involvement work throughout the year. Bringing it all together like this shows that the whole is greater than the sum of its parts. It amplifies the impact of the day for a visualization of the credit union difference.”

The sizable impact that comes from dozens of credit unions working in tandem — even if they all work on different projects — demonstrates how the industry can amplify its power to make a difference. That difference isn’t just evident within the communities, however. It’s evident in the very volunteers that work to make the day a success.

It feels good to put some good in the world; that’s part of the attraction of the day.

“We get so much feedback from our credit unions that their employees love this day,” Molnau says. “Giving back feels good, and employees start planning for the next year the day after it happens. There’s this energy of the day that people hear about, they see it, and they talk about it. It feels good to put some good in the world; that’s part of the attraction of the day.”

Molnau adds that making the event as easy as possible but also customizable has had a huge impact in helping the event gain traction.

Flexibility In Impact

Illinois launched CU Kind Day in 2019; in 2024, more than 80 credit unions and partners participated. The event has directed more than $500,000 into Illinois communities since its inception.

“It’s a concept that is impossible not to love,” says Staci Hering, ICUL’s director of culture and engagement. “Community work is foundational to the credit union movement. All of our credit unions were doing it, but this gives them the space to show, collaboratively, what the movement looks like when it comes together and how it prioritizes helping people.”

Like in Minnesota, ICUL sponsors its event every year on Columbus Day and Indigenous Peoples’ Day. It also ensures the event is customizable so individual cooperatives can plan events that resonate with those they serve. That has been key to getting buy-in from credit unions of all sizes and in a variety of locations. After all, how a credit union in Chicago incorporates what it holds near and dear might be different from how a credit union in Southern Illinois makes an impact in its community, Hering says.

“The beauty behind CU Kind Day is it allows a lot of flexibility to make an impact where it matters most  in their community,” Hering says. “They don’t have to color in the lines of what the league puts together.”

That doesn’t mean the league is totally hands-off. It does provide lists of organizations in need as well as past examples of credit union activities. It also engages member institutions in league-organized givebacks, including a hands-on service project. Some examples from past years include working in food banks, creating dog toys to donate to animal shelters, and creating care packages for Ukrainian refugee children. For 2025, participants will be packing child literacy kits.

In addition to in-person givebacks, ICUL offers a virtual fundraiser in support of Credit Unions 4 Kids and Children’s Miracle Network hospitals. It also offers a branded online shop of CU Kind Day items for purchase and donates 100% of those funds to CMN hospitals, Hering says.

Giving Back Collaboratively

Although state leagues coordinate CU Kind Day and other similar events, credit unions in Arizona have banded together for Arizona Credit Union Week for past three years. This year, 18 different organizations are expected to participate.

One of those is Vantage West Credit Union ($3.2B, Tucson, AZ), coming back for its second year with the event. The credit union closed branches on Monday in observance of Indigenous People’s Day and planned an all-staff event to recognize the holiday and celebrate the credit union’s 70th anniversary.

After that, the giving back kicks into high gear.

On Tuesday, Vantage West and others will participate in Pay It Forward Day, focused on small businesses that contribute to the local economy.

“We could’ve just found local businesses in the community, but it was about celebrating our [small business] membership, as well,” says Rosanna Ramirez, public relations and market development manager at Vantage West. “We’ll go out and do things like complimentary services, so if someone’s getting a haircut at a barber, we’ll pick up the tab. If you get a cup of coffee, we’ll pick up your cup of joe.”

Next comes the AZCU Day of Service, when credit union employees will come together for community service volunteer projects throughout the state.

Ramirez notes that part of what makes the event special is that all participating credit unions are working as one.

“We’re all wearing the same shirt — we’re not advertising our own locations,” she says. “We’re here collaboratively and doing this work together.”

The remainder of the week will include International Credit Union Day celebrations and a focus on financial education for students.

The ripple effect of giving back has caught in on Arizona just as it has in Minnesota, Illinois, and elsewhere — not just with staff, but with the community at large.

“There’s hype around it,” Ramirez says. “People want to be part of Credit Union Week. They want to do these activities because it’s so significant.”

No Such Thing As Failure

Given widespread economic uncertainty and consumer anxiety, there could be increased need for this sort of giveback in 2025 — but Illinois’s Hering says 2020 was a dry run, of sorts.

“The beauty of this day is that it allows people to be responsive to what’s happening in their communities on a moment-by-moment basis,” she says. “We don’t make people lock in their plans two months ahead of time. We want them to keep their finger on the pulse of what is needed so they can respond in a way that makes the most impact.”

Hering says as of last week she was still gathering all participating credit unions’ plans; but she hasn’t yet looked for trends. Some of the good work that happens across the day was occurring before the advent of CU Kind Day, of course, but it didn’t have the same level of coordinated cooperation and intent, she says.

Both Hering and Molnau credit these events for reinvigorating staff at all levels. Simplicity and flexibility in the day’s design, too, has helped it catch on and become self-perpetuating, Molnau says.

For her part, Hering says the most important element is simply to participate.

“It’s hard to make a mistake with it,” she says. “If your intentions are to do something good, you’re not going to fail.”

The post There’s Nothing Random About These Acts Of Kindness 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.