Sell Mortgages. Reap Non-Interest Income.
How Members 1st Federal Credit Union sells mortgages and makes itself more efficient.
How Members 1st Federal Credit Union sells mortgages and makes itself more efficient.
Credit unions are implementing purchase card, or p-card, programs to streamline payables, manage cash, and earn on their spending.
With net interest margin at its lowest level in recent history, credit unions will need greater focus on expense control to overcome the earnings squeeze.
Because privacy concerns are important to credit union members, Power 1 Credit Union Senior Vice President of eBusiness and Communication Brian Warfel said the CU approached its email marketing program very carefully.
Planning ahead both retains talent and eases the transition when a talented manager leaves.
Spring is an excellent time to assess efficiency and clean up clutter to make way for new products and measures.
A monthly fee at CommonWealth One FCU has helped the credit union encourage higher checking account balances and close inactive accounts.
The Illinois credit union has increased its indirect RV portfolio by an average of $20 million each month.
Georgetown University’s student-run credit union is cognizant of the duration of its investments and has developed strong cash positions.
Veridian Group, a subsidiary of Veridian Credit Union, aggressively investigates viable products.

Coastal Credit Union evaluates fintech through the lens of member value, strategic growth, and organizational readiness to implement new ideas.

Credit unions are making decisions about where to build, invest, and partner as they balance today’s priorities with tomorrow’s opportunities.

Industry leaders share how they approach fintech investment, balancing immediate needs with longer-term bets while keeping member value and mission at the center.

Credit unions that enable seamless movement between fiat and digital assets position themselves as a trusted on- and off-ramp.

The credit unions that win the next generation will be the ones that showed up early, when young members were forming habits and deciding whom to trust.

The challenge is no longer whether to adopt AI, but how to adopt it responsibly with the right governance, the right partners, and the right balance between technology and human oversight.

McKinsey projects trillions of dollars in growth across digital assets, with money movement emerging as one of the biggest opportunities.

The Indiana cooperative blends internal development with selective partnerships to meet members’ needs today now while positioning for what’s next.

The San Diego cooperative leans on its CUSO and the CURQL network to make fintech investments, but member needs still guide which solutions ultimately make it into the credit union’s operations.

Hands-on work with artificial intelligence tools is future-proofing staff members, giving them the confidence to adopt new technology and embrace efficiencies.