Generative AI tools for both member-facing applications and back-office processes are in the hands of employees right now, raising the stakes for governance, compliance, and smart use policies that don’t hinder innovation or competitiveness. That means today’s credit union leaders must balance moving quickly to unlock AI’s value with putting enough governance and guardrails in place to mitigate risk.

Credit unions across Illinois, Indiana, Texas, Washington, and beyond are putting AI to work while building real-world strategies to govern it as they go. Read on to learn about their AI use cases and dive into how they’re approaching governance issues.

Clear, Simple Guidelines

John Sahagian has been with BCU ($6.2B, Vernon Hills, IL) for 25 years. He became the suburban Chicago shop’s vice president and chief data officer in July 2018.

Sahagian says BCU is actively integrating gen AI within existing platforms for departments like HR, marketing, and software development. These tools, often provided through partnerships, enhance efficiency and align with AI roadmaps from trusted vendors.

BUC also has heavily invested in Salesforce and Microsoft platforms, both of which offer powerful generative AI tools within secure frameworks. Additionally, the credit union is providing AI training and resources to ensure employees can work creatively and effectively alongside machine intelligence.

What steps has your credit union taken to establish clear, responsible AI governance and policy frameworks, and how are you ensuring ethical and compliant adoption across departments?

John Sahagian: Gen AI clearly holds massive potential, but it also brings entirely new risks. Instead of shutting everything down, we chose to embrace the opportunity and quickly rolled out a clear, simple AI acceptable use standard.

This guideline spelled out the do’s and don’ts in plain language and helped people understand the risks involved. Gen AI tools are accessible to everyone. That makes this both a strength and a challenge.

How are you identifying and addressing “shadow AI” use within your organization, and what safeguards are in place to manage risks?

JS: Our security team has been very proactive in scanning for unauthorized AI usage and even blocking unauthorized AI activity. We don’t do this to discourage AI use, but rather to ensure all tools used have been reviewed.

Furthermore, we make available to all employees permitted gen AI tools that operate inside our security framework and ensure prompts and responses are protected. So, anyone that wants to experiment and use AI absolutely can within the permitted tools.

What role have your executives and the board played in shaping your AI governance strategy, and how do you communicate its importance across the enterprise?

JS: As soon as ChatGPT hit the scene, it was apparent these new AI models and tools would be game changers. Our board gave us a dual mandate of, “there’s new risks here, you better be careful,” and “there’s a lot of value here, you better not lose pace!”

We’re fortunate our board members see where this is going and are as enthusiastic about AI progress as they are about AI defense. We provide them with quarterly updates on the progress of our AI roadmap.

Communication is absolutely essential. This thing we’re trying to govern is constantly changing and moving, so it can feel overwhelming to start building policies and standards. A limited few in your organization will likely read through your AI governance standard, but it’s important every employee knows you have one.

Empowered Employees To Leverage AI Responsibly

Tammie Fletcher has been vice president of HR at CEFCU ($8.1B, Peoria, IL) for the past three years. She has been with the central Illinois cooperative since 1989, starting her career in marketing.

Fletcher says CEFCU formed an internal team led by C-level executives to develop AI guidelines and a policy framework that focus on enabling responsible use of gen AI as well as identifying current use cases and paving the way for future capabilities.

The team identified more than 60 AI use cases at the outset, many already embedded in existing software. These range from basic machine learning applications to advanced gen AI functionalities across the credit union. Employees also can use external generative AI tools like Chat GPT and internal tools like Microsoft Copilot Chat.

What steps has your credit union taken to establish clear, responsible AI governance and policy frameworks, and how are you ensuring ethical and compliant adoption across departments?

Tammie Fletcher: Our cross-functional team created a comprehensive AI policy that defines CEFCU’s approach to responsible AI adoption, explains why we use it, and sets guardrails for development and deployment.

We also launched a generative AI acceptable use policy that sets clear, practical rules for ethical and secure AI usage. Both policies are now official corporate policies, recently approved by the CEFCU board.

We’re finalizing a strategic roadmap under the guidance of our chief officers to ensure sustainable and impactful implementation.

How are you identifying and addressing “shadow AI” use within your organization, and what safeguards are in place to manage risks?

TF: We conducted a comprehensive survey across departments to identify existing AI applications. Detailed training will be required of all employees to ensure they understand restrictions for using AI and how to leverage tools to enable secure internal use of AI to help with tasks, including document writing, content generation, meeting minutes, data analysis and trends, and more.

There will also be technical restrictions placed on access to unapproved AI applications.

What role have your executives and the board played in shaping your AI governance strategy, and how do you communicate its importance across the enterprise?

TF: Our executive leadership has been instrumental in shaping and guiding our AI strategy, ensuring alignment with CEFCU’s mission. They work closely with the AI team they formed to provide ongoing feedback.

We will ensure credit unionwide alignment through ongoing training, transparent communication about AI initiatives, and strong leadership support. AI governance is essential to maintaining our members’ trust and ensuring our use of AI technology remains compliant with regulations, internal policies, and ethical standards while staying aligned with CEFCU’s mission and vision.

Our approach empowers employees to leverage AI responsibly to enhance their work while keeping human judgment and fact-checking in all decision-making processes.

Weekly Recaps For Today And Tomorrow

Doug True began his career with FORUM Credit Union ($2.3B, Fishers, IN) as a management trainee in 1988. He was named the Indianapolis-area credit union’s CEO in November 2011.

True says FORUM Credit Union is applying AI across multiple departments, including indirect lending, where AI helps review auto loan contracts for accuracy and compliance. In commercial services, the credit union uses AI to summarize property appraisals efficiently. In marketing, AI tools generate copy suggestions, whereas the fraud department uses AI to detect patterns relevant to Suspicious Activity Reporting (SAR). Additionally, robotic process automation is streamlining internal audit processes on large data sets.

What steps has your credit union taken to establish clear, responsible AI governance and policy frameworks, and how are you ensuring ethical and compliant adoption across departments?

Doug True: Our executive team regularly meets to discuss AI, we’ve established a cross-functional team, and we will possibly make a new hire in 2026. This position would help us document governance of AI tools, document usage to avoid duplication of efforts, and ensure we’re leveraging existing tools before purchasing new tools.

How are you identifying and addressing “shadow AI” use within your organization, and what safeguards are in place to manage risks?

DT: Our technology team has controls in place for the use of AI tools. We’re actively surveying via technology and social engineering.

What role have your executives and the board played in shaping your AI governance strategy, and how do you communicate its importance across the enterprise?

DT: Governance is happening among our executive team as well as the cross-functional team across the credit union currently using AI tools. We regularly discuss developments in the AI space at our executive team and board meetings.

We publish a recap each week for our volunteers on what we’re working on at the credit union. This recap often includes how we’re using AI today and how we plan to use it in the future.

AI governance is vital to the protection of member data and intellectual property. We internally develop our internet banking and mobile app platform, so it’s critically important we protect this intellectual property contained in this code set.

Interviews have been edited and condensed.

The post How To Build AI Strategy In Real Time (Part 1) appeared first on CreditUnions.com.

Generative AI tools for both member-facing applications and back-office processes are in the hands of employees right now, raising the stakes for governance, compliance, and smart use policies that don’t hinder innovation or competitiveness. That means today’s credit union leaders must balance moving quickly to unlock AI’s value with putting enough governance and guardrails in place to mitigate risk.

Credit unions across Illinois, Indiana, Texas, Washington, and beyond are putting AI to work while building real-world strategies to govern it as they go. Read on to learn about their AI use cases and dive into how they’re approaching governance issues.

Regular AI Ideation Sessions

Kayvee Kondapalli has been CIO of Greater Texas Federal Credit Union ($957.3M, Austin, TX) for the past six years. He has nearly 25 years of credit union technology experience.

Kondapalli says Greater Texas has begun testing AI applications, including Microsoft and Google chatbots, although nothing is yet live. The credit union has partnered with a vendor to deploy an AI-based website chatbot and a contact center agent to assist members more effectively.

Staff members are already using tools like ChatGPT and Microsoft Copilot to streamline tasks such as document creation, data analysis, and decision-making. The veteran technologist says his shop has also launched ideation sessions with management to identify future use cases and ensure compliance with AI policies.

What steps has your credit union taken to establish clear, responsible AI governance and policy frameworks, and how are you ensuring ethical and compliant adoption across departments?

Kayvee Kondapalli: We have a set of AI use guidelines. All employees have been trained and must participate in monthly AI courses to keep current with tech changes and our policies. Our senior management team discusses this topic frequently, weighing pros and cons every time a new tool is requested or talked about on the internet.

Greater Texas understands the benefits of AI, yet we’re careful in trusting and adoption. We’ve bolstered content filtering to block generative AI sites except those approved, and requests for access are reviewed by IT leadership, our cybersecurity officer, the CIO, and our technology steering committee as needed before giving the green light.

We regularly evaluate AI use cases in the credit union and financial services industry through reading online articles and participating in virtual and in-person generative AI-specific events. We also hold regular AI ideation sessions with middle management to explore new ways to possibly use the technology.

For example, we currently have a line of business tinkering with developing a chatbot of sorts to aid with a recurring task, and another department is testing an interactive report development tool.

How are you identifying and addressing “shadow AI” use within your organization, and what safeguards are in place to manage risks?

KK: We are committed to using AI safely and ethically. Employees are thoroughly trained in our AI policies and receive ongoing education about generative AI and which tools are approved for use within the credit union.

We use content filtering monitors to govern the use of approved generative AI tools. And to stay ahead of shadow use, we have regular open discussions within the executive team to explore new ways each department could use AI to improve efficiency.

What role have your executives and the board played in shaping your AI governance strategy, and how do you communicate its importance across the enterprise?

KK: As ChatGPT began picking up steam, we saw what was coming and wanted to start leading with education and governance in this area before it became commonplace in the workplace.

Our cybersecurity officer collaborated with the head of marketing and together they developed a set of AI use guidelines. These were presented to the technology steering committee, made up of mostly senior management, including our CEO. These guidelines are now an official part of our employee handbook.

Given the newness, exponential evolution, and rapid adoption of AI, we felt it was critical to be on the leading edge of governing how AI is used in our credit union. AI is almost like the internet is born again, the technology has such a profound impact.

AI As A Strategic Asset

John Orton joined University Federal Credit Union ($4.2B, Austin, TX) as vice president of enterprise risk management in February 2022. There, he oversees the fraud, collections, legal, facilities, and compliance areas.

Orton says UFCU is embedding AI into its digital strategy to become more data-driven and member-focused, using advanced analytics to personalize experiences and generate actionable insights. He says such tools help predict member needs and improve service delivery across all platforms.

UFCU is piloting AI-driven solutions that automate operations, support employee decision-making, and improve service efficiency. An ongoing focus is expanding AI use responsibly through innovation and strategic partnerships.

What steps has your credit union taken to establish clear, responsible AI governance and policy frameworks, and how are you ensuring ethical and compliant adoption across departments?

John Orton: UFCU is among the early credit unions to formalize an AI policy, reflecting our proactive stance on responsible innovation and data stewardship. We regularly review our internal framework to ensure alignment with industry best practices and regulatory expectations. We designed that framework to guide ethical use of AI in ways that protect member trust and organizational integrity.

We’re advancing our data and AI strategy by building a modern, scalable data platform and fostering a culture of responsible innovation. We strive to empower employees with the tools and training needed to leverage data and AI for personalized member service and operational efficiency.

By automating routine tasks and streamlining processes, our goal is to enable teams to focus on delivering meaningful experiences. Our strategy is guided by continuous improvement, transparency, and a commitment to measurable impact for members and the organization.

How are you identifying and addressing “shadow AI” use within your organization, and what safeguards are in place to manage risks?

JO: UFCU prioritizes education and clear communication to guide ethical AI adoption. We have controls in place to protect member data and prevent unauthorized sharing, and we are continuously evaluating our governance framework to address emerging risks.

As our AI maturity grows, we plan to enhance our monitoring capabilities to ensure compliance and support responsible innovation across all departments. We’re committed to continuous improvement as the AI landscape evolves.

What role have your executives and the board played in shaping your AI governance strategy, and how do you communicate its importance across the enterprise?

JO: UFCU’s senior leadership and board have set a bold vision to use data and AI as strategic assets in our shift to a member-centric, digital-first organization. Their support, along with our cross-functional AI committee, ensures our approach aligns with our mission to deliver personalized, proactive member experiences and empower employees with actionable insights.

AI governance is key to responsible innovation and long-term success. We ensure every initiative aligns with our values, regulatory standards, and ethical commitments. We’re building a culture of data stewardship and continuous learning, equipping employees to use AI tools that automate routine tasks, boost efficiency, and deepen member engagement.

Through education, clear policies, and leadership support, we aim to help teams use data and AI to drive operational excellence and personalized service.

Just Another Technology

Shawn Dunn is vice president of data and analytics at Washington State Employees Credit Union ($5.1B, Olympia, WA). He joined WSECU in June 2024 and has 15 years of experience in credit union business processes and intelligence.

Dunn says AI adoption at WSECU is guided by member service and organizational benefit, with efforts centered on quickly accessing actionable insights. The credit union is enhancing existing platforms and preparing to grow through future vendor collaborations.

Education also is a major priority, with WSECU training staff members on AI tools, use cases, and best practices. According to Dunn, the credit union’s most significant rollout so far is Microsoft Copilot, which is integrating with Office tools to accelerate strategic decision-making through gen AI-driven insights.

What steps has your credit union taken to establish clear, responsible AI governance and policy frameworks, and how are you ensuring ethical and compliant adoption across departments?

Shawn Dunn: We began with policy, values, and buy-in from the board and senior leadership. In 2024, we formed an AI guidance group made up of leaders from data, IT, and compliance.

One of the group’s first efforts was publishing an organizational AI usage policy with clear guidelines on acceptable use. We also developed communication plans, training opportunities, and a strategy for managing AI technologies.

A key belief we’ve embraced is that AI is just another technology. We already have strong internal processes for evaluating and managing tech, so there’s no need to over-engineer new governance frameworks.

Our top priority now is team readiness. Without it, successful AI adoption will falter. We’ve built a clear communication plan that includes leadership vision, training, and success stories to normalize AI at WSECU and increase our team’s impact.

At the same time, we’re exploring partnerships where AI supports business objectives. Staying focused on tools that truly serve members and staff helps us avoid chasing the next shiny object that doesn’t move us forward.

How are you identifying and addressing “shadow AI” use within your organization, and what safeguards are in place to manage risks?

SD: Managing sensitive data is foundational in financial services. Our AI acceptable use policy is a great place to start for our team. We’ve also had discussions with leaders across the organization to ensure that we continue to follow established guidelines for onboarding and using new technologies.

I’ve talked to some peers who decided to outright block tools like Copilot altogether, and this is likely inadvertently increasing risk. Your teams know the value of these tools, and if you don’t provide them in a controlled manner, they’ll find ways to use them in a potentially more irresponsible fashion.

What role have your executives and the board played in shaping your AI governance strategy, and how do you communicate its importance across the enterprise?

SD: Like any successful initiative, you need buy-in and alignment at the top to gain employee confidence and adoption. WSECU’s senior leaders have been highly engaged since the onset of our AI efforts. In addition to representation on the AI guidance group, senior leadership is integral to communicating the vision of how AI elevates our efforts and improves the member experience.

They’re also sharing their own AI learning journeys, mirroring for the entire staff that we’re all learning together how to use these tools. Everything ties back to our organizational capabilities and those key strategic objectives established in the business plan.

AI governance is not just a compliance exercise; it’s a strategic requirement. I encourage my peers to find governance practices already implemented in their own organizations. There’s no need to create redundant frameworks to manage a new capability like AI. The focus should be on layering in additional considerations within established governance practices, such as how you map, measure, and monitor the impacts of AI-based tools.

Interviews have been edited and condensed.

The post How To Build AI Strategy In Real Time (Part 2) appeared first on CreditUnions.com.

This year, industry leaders spoke candidly with CreditUnions.com about purpose, adaptability, and serving employees as well as members amid a shifting economic landscape. The lessons featured below capture — in their own words — how credit union leaders are redefining success by focusing on purpose over profit and long-term impact over short-term gains.

Enjoy these insights.

1. Don’t Be Scared To Do Things Differently

Leaders must recognize when to release outdated priorities and trust their teams with new directions. Leading with purpose requires leaders to carefully consider what to stop doing even as the excitement of new initiatives call.

Michael Crowl began his career at University Federal Credit Union ($4.2B, Austin, TX) in 2005 as a senior analyst. In the past two decades, he’s worked his way up the org chart, becoming president and CEO in 2022. Once at the helm, Crowl collaborated with UFCU’s board and executive team to launch a transformational strategic plan that pushed the credit union to rethink the way it approaches decisions.

Read more in “Purpose, Priorities, And The Power Of Letting Go.”

2. Impact Doesn’t Have To Be Complicated

If you see a need, and you’re not meeting it, dig in. It takes a lot of bravery to do that. Impact doesn’t require a lightning-in-a-bottle moment. It needs passion, presence, and the right people at the table.

As the community development manager at Alltru Federal Credit Union ($374.6M, Wentzville, MO), Tracy Verner was not only named a “Top 100 St. Louisans to Know to Succeed in Business” by St. Louis Small Business Monthly but also was honored at the U.S. House of Representatives earlier this year. She says it’s an honor to be recognized for the work that she loves, but she’s just getting started as a key advocate for financial empowerment.

Read more in “Tracy Verner Is Breaking Barriers In St. Louis Finance.”

3. Know How To Communicate A Vision

At the CEO level, at a $1.2 billion institution, what you physically do is ineffective. When you get to a certain level, it’s not what you do but how you get the people who work for you to see your vision and execute it.

Jeff Carpenter joined the credit union movement in the mid-1980s and credits Doug Fecher, former CEO of Wright-Patt Credit Union, for helping Carpenter build a leadership mindset. Carpenter later led CME Federal Credit Union before taking on his current role as CEO at WEOKIE Federal Credit Union ($1.5B, Oklahoma City, OK) in July 2020. All along the way, he’s been thankful to have found a career that balances his educational background in finance with the opportunity to help people every sing day.

Read more in “CEO Onboarding: Jeff Carpenter, WEOKIE FCU.”

4. Find Joy In Serving People

I get out of bed every day and go to work to serve our members, but equally important is empowering the team, trying to motivate them, and bringing them together to create a culture I want to work in.

Early in his career, Brent Rempe worked in education. He helped launch a high school in Kansas City, MO, and later guided middle school students through a grant-funded financial literacy program that opened more than 650 youth savings accounts at an Oklahoma credit union. That experience, along with his master’s degree in economic education, eventually led him to join the industry. Today, Rempe is the president and CEO of First Alliance Credit Union ($284.4M, Rochester, MN), where he is using that foundation of education and service to define his own brand of credit union leadership.

Read more in “Brent Rempe On Leadership.”

5. Don’t Get Too Comfortable

It’s better if the CEO has to hustle, to continuously earn that confidence and trust. Every new director needs to rehire me as the right CEO to lead the credit union forward. That’s a feature, not a bug. It means I can’t get complacent.

Jason Osterhage began his career in financial services in 2005 at Delta Community Credit Union in Atlanta. He joined Alliant Credit Union in Chicago as chief lending officer in 2012 and served nine years there before taking the helm at Everwise Credit Union ($5.5B, South Bend, IN) in 2022. In addition to working closely with Everwise’s own board of directors to mature as an institution and govern better as a team, Osterhage also serves on the board of the South Bend Regional Chamber of Commerce and actively participates in the Indiana chapter of the Young Presidents’ Organization.

Read more in “Board Term Limits Drive Mature Decisions At Everwise Credit Union.”

6. “The Road Goes On Forever, And The Party Never Ends.”

There’s never a moment when the work is done. It’s always going to evolve and change. Things will never stay static. We have to be intelligent and thoughtful and willing to learn and change and grow.

Josh Haney’s path to CEO at Perfect Circle Credit Union ($65.3M, Hagerstown, IN) began at the teller line two decades ago and wound through multiple departments, with each new role preparing him to take the helm. Along the way, Haney gained a 360-degree view of operations — from lending to compliance — and built a leadership philosophy rooted in adaptability and member focus, essential skills in today’s credit union movement.

Read more in “20 Years. 6 Roles. 1 Credit Union.”

7. Redefine Resilience For A Complex World

Resilient leaders don’t just plan for change. They create adaptable, values-driven systems that thrive under pressure. True resilience includes culture, flexibility, employee engagement, and member alignment. As credit union leaders head into 2026 strategic planning, many are applying lessons from the pandemic to today’s looming “what ifs,” including tariffs, taxation, technology, and more.

Jay Johnson has spent his entire career in financial services, including more than 25 years at Callahan & Associates and nearly a decade at a top 20 bank. He served on the NACUSO board of directors for more than 10 years and currently serves on the board of NACUSO Business Services. Drawing on experience as a strategic planning facilitator, Johnson argues that resilience, not rigid roadmaps, is the cornerstone of effective strategic planning. His insights show credit union leaders how to stay agile and mission-focused as they navigate uncertainty in 2026 and beyond.

Click here to read more in “5 Strategic Planning Priorities For 2026 And Beyond.”

What Can You Learn From Like-Minded Leaders? Callahan’s Roundtables connect credit union leaders with peers from across the industry, allowing everyone the opportunity to pose questions, share best practices, and talk openly about how to respond to the evolving needs of members and employees. Learn more today.

The post 7 Leadership Lessons From 2025 appeared first on CreditUnions.com.

When it comes to growth, few teams carry more weight than marketing. The way credit unions organize their marketing function — who it reports to, how it collaborates, and what it’s tasked to achieve — can determine how effectively the entire organization connects with members and expands its reach.

A Stronger Foundation Enables Stronger Service

At 3Rivers Federal Credit Union ($2.7B, Fort Wayne, IN), marketing functions as a growth and revenue center supported by marketing, business intelligence, and digital experience. All roles of this three-legged stool fall under chief growth officer Gautam Borooah, who joined the credit union in early 2025.

“To get to that next level, we have to be an organization that drives profitable revenue and growth,” Borooah says. “This trifecta of marketing working in tandem with analytics and digital experience is essential to that.”

The team works across the organization to identify areas in need of support, then considers if there is enough ROI to develop profitable campaigns to support growth. When the right opportunities arise, the three functions come together to develop campaign plans, which include details surrounding timelines, milestones, dispersing leads, facilitating dialogue across the organization, and more.

“We’re always looking for ways to support our organizational goals,” says Simone LeClear, assistant vice president of marketing. “It’s great when business intelligence comes in and says, ‘We see an opportunity here.’”

All Eyes On ROI

3Rivers’ business intelligence unit is made up of five team members who ensure the team has the right data to guide investment decisions. That’s all part of a broader push to make the credit union a more metrics-driven organization.

“It’s important to foster revenue so we can do the things that credit unions do,” says Chad Gramling, assistant vice president of business intelligence. “If we’re not well-capitalized, we’re limited in what we can do and how we can contribute to our communities.”

The credit union’s emphasis on ROI is crucial, he adds, because it’s members’ money being invested. Careful planning and cross-departmental collaboration helps to justify when the credit union spends money — and when it doesn’t. According to the BI executive, the team has delved into projects only to realize they didn’t make sense and had to abandon them.

“That calculation makes those decisions a little bit easier,” Gramling says. “It takes out some of the emotion and makes it more rational.”

A Winning Digital Experience

The digital experience team ties together the messaging from the marketing team with the analytics from business intelligence. Pairing those efforts helps illustrate the performance of individual initiatives as well as provides better insight into different member journeys.

“Hopefully that gets us to whatever end goal we’re trying to achieve, whether it’s a campaign or just informing our members about day-to-day stuff,” says Tim Boggs, assistant vice president of digital experience.

The actions of each unit impacts the efforts of the others, and Boggs and his team often serve as the connective tissue.

“Some of the digital platforms I oversee provide data to Chad’s team to put the big picture together and create these campaigns,” Boggs says. “It all comes full circle.”

What’s Next?

3Rivers’ marketing model is continually evolving to meet the credit union’s growth needs.

The move to a growth-focused department hasn’t come without changes. For one, the credit union has phased out a vice president of marketing role, and to increase efficiency, staffers who would previously have reported to that role now report to Borooah.

“We wanted to be more nimble and have fewer layers,” he says.

A director of communications and community role is also in the works, with a focus on internal communications.

“As we get ready for that next level of growth, which hopefully propels us to be a $5 billion-asset credit union, we have to be much more deliberate in our communications strategy,” Borooah says.

Think Like A Credit Union, Function Like An Ad Agency

To hear Leigh Anne Bentley tell it, the marketing department at Leaders Credit Union ($1.2B, Jackson, TN) has “exploded” in the past several years. The credit union has its own three-legged stool of sorts, with divisions focused on traditional marketing, community engagement, and innovation and member experience.

When Bentley joined Leaders in 2016, marketing had just three people — two traditional marketers and a community-engagement specialist. Today it houses 11 staffers, including two team members focused on digital marketing, a graphic designer, videographer, and more, plus a four-person community-engagement team.

“We’ve always had this structure; as we’ve grown, we’ve simply added more people to it,” says Bentley, the credit union’s chief marketing officer. “Our core approach hasn’t changed, we’ve just gone much deeper in each area.”

Some of the most significant growth has come from the four-member community-engagement team. Each member of that cohort works on functions like managing SEG relationships, promoting financial wellness, serving on boards, and volunteering for chamber events in the community. The credit union is based in Jackson, TN, but has a branch presence in counties beyond the Jackson metro area, so each team member covers a specific area

Traditional marketing and community engagement each have their own director that oversees small teams, whereas innovation and member experience functions as a team of one. Along with Bentley, community engagement and innovation/member experience all serve on Leaders’ advisory boards, divvied up by geography.

Growing Bigger And Better

The department’s growth has reflected the credit union’s own. When Bentley joined nearly a decade ago, Leaders had assets of approximately $330 million. Today, it holds more than $1.2 billion in assets.

Bentley and another member of the team both have ad agency backgrounds, and the department functions similarly, with a focus on in-house production. The team produces everything in-house, from print to digital to online and TV advertising. It also makes all web updates except those that require coding.

The staff is a mix of those with traditional advertising backgrounds and former branch employees. The videographer was a universal banker before moving into marketing. That employee produces video for not only Leaders and its foundation but also the credit union’s podcast, including breaking it up into smaller reels to run on different social media platforms. Given the resources the credit union was spending on videos, finding an internal film major that wanted to get into marketing proved serendipitous.

“It was a great transition to move her over,” Bentley says. “She proved herself immediately.”

Even In Marketing, Member Experience Matters

To ensure marketing’s priorities reflect broader organizational goals, the team meets twice every month with other departments to discuss analytics, campaigns, sales, and more. Those meetings also provide fodder for the internal newsletter the marketing team distributes each month.

Although each division has its own focus area, Bentley says the entire team works with an eye toward member experience, always asking what’s best for members and striving to keep MX at the forefront. But like in any team, marketing alone does not an experience make.

“I’ve got to give kudos to the front-line staff and the sales staff for the level of member service we have,” the CMO says. “We can market all day long, but it’s the front lines and the people on the phones and in the branch who show what great member experience looks like.”

Streamline Your Marketing Structure. Building the right marketing team doesn’t have to start from scratch. Callahan’s Policy Exchange offers ready-to-use org charts, job descriptions, and templates designed to help credit unions hire efficiently and structure teams for success. Explore hundreds of resources that make planning easier and keep your focus on strategy, not paperwork. Learn more today.

The post How 2 Marketing Teams Organize For Impact appeared first on CreditUnions.com.

Our CEO could see I was ready for something new and she felt comfortable handing it to me. I was ready for a change, so I dove in and made it my own.

Josh Haney leads Perfect Circle Credit Union ($65.3M, Hagerstown, IN) with the insight of someone who knows every facet of the institution. That’s because in his 20-year career, his worked has spanned multiple departments and included disparate roles at the credit union, each one shaping the leader he’s become. His journey from member service representative to CEO is a masterclass in upward mobility and a testament to learning by doing.

Prior to joining Perfect Circle, Haney spent time in teaching and retail, including in management. He applied for an entry-level role at the credit union after moving to Indiana with his wife. It turned out to be a perfect fit, as challenges working with big banks had recently made him a credit union convert.

“The more I learned about credit unions, the more I thought, ‘This is definitely the way to do business,’” Haney says.

Now, after more than two decades with the cooperative, Haney reflects on the roles he’s held, the lessons they’ve taught him, and how they’ve shaped his approach to leading Perfect Circle.

MSR And Senior MSR (June 2005 – Sept. 2007)

How did your early roles at the credit union shape your approach to leadership?

Josh Haney: They grounded me in the basics of the business. Getting a chance to interact with people and learn why they’re doing what they’re doing was a good education. I’ve always been a problem-solver, and the more time I spent working with members, I would hear the cues that said, “OK, you’re having this problem, we have a way to solve that.”

That gave me a good grounding for moving up. Going into the senior position, I would listen to people I was supervising.

Loan Officer (Sept. 2007 – March 2008)

How did your skills as an MSR translate to your role as a loan officer?

JH: That was more problem solving, more understanding members’ needs and finding ways to meet them. Even if I couldn’t meet their particular needs, I tried to set them up for success in the future.

I made a habit of conditioning turndowns by saying, “This is why I can’t do the loan, but if you work on this or improve that, I might be able to make a similar loan in the future.”

It was slightly different but all part and parcel of the work an MSR does.

Were there challenges you didn’t expect with that role?

JH: I had to find more ways to say ‘no.’ As an MSR, I was good at finding ways to get to where the member wanted to go — but maybe not in the straight line they had envisioned. Sometimes in the loan officer position there wasn’t a lot I could do other than offer advice on how they could improve their financial situation in the long term. Sometimes the application just doesn’t work.

Assistant Branch Manager And Branch Manager (April 2008 – July 2014)

What’s the biggest hurdle you faced when taking that first step into a management role?

JH: I learned a lot about managing people, and I had some challenges.

I inherited a staff member who, when they were good, were very good — but when they were bad, they brought everybody down. I tried every way I could think of to get them to do better. It was tough for me to realize it was time to let them go. [That staffer left independently before Haney had to take action].

What did you learn as your responsibilities continued to expand?

JH: There was a learning curve in having a larger team and overseeing multiple areas. I had responsibility over not only the people but also the facilities, the budgeting, et cetera. Things like that were new to me.

It reinforced that kindness always matters — and so does treating people with dignity and respect. I had some good mentors. Some of my fellow branch managers at the time were good at listening and helping me find solutions when I was getting ready to pull my hair out

Marketing And Business Development Officer (Aug. 2014  – Jan. 2015)

How did you make the move into marketing?

JH: I had an opportunity to change direction when leadership offered me the marketing and business development position. Prior to working at the credit union, I didn’t have any marketing background, but our CEO could see I was ready for something new and she felt comfortable handing it to me. I was ready for a change, so I dove in and made it my own.

How did you prepare for that kind of shift?

JH: I’ve always been a reader and continual learner, ready to pick up something new and learn what I can, so I was well positioned. I ended up going to marketing school through CUES and learning on the job.

How did you settle into the role?

JH: At first I worked on the tasks. As I got better, I dug more into the strategy and the story behind what I was doing and why and what larger strategies would benefit us the best. Marketing school from CUES let me rub elbows with a lot of other seasoned marketers and people who were new to the field, so it was a good mix.

Vice President Of Marketing (Feb. 2015 – April 2021)

How did you move so quickly into the VP of marketing role, and how did you approach that?

JH: After a short time, my direct supervisor took a position at another credit union, and I interviewed for the VP of marketing. I shined up my shoes, pressed my suit, and went into the interview. My CEO asked, “Do you want the job?” I said “yes.” She said, “OK, it’s yours.”

I was surprised to get the role — I knew I didn’t have a deep background in it, but I felt confident I could grow into it. I didn’t consider not applying for it. I could sit back and let somebody else take it or I could put myself out there and take my fate in my own hands. That was the sentiment that won out.

What lessons did you learn early on as VP of marketing?

JH: There was a lot of experimenting along the way. We had some things we’d been doing, but I’m always looking to try something new. Shortly after taking on this role, we signed on to convert our core the following year. I had to take on communicating the upcoming change to the membership. It was definitely a lesson in that you can’t put the message out there too soon or too much.

Did you struggle with Imposter Syndrome?

JH: A little, but by the time we got through the core conversion, I had the basics. There was certainly more to learn, but I had a good footing under me. Shortly after that, I was tasked with building a CRM based on that new core system. That was quite an undertaking, but it left me feeling pretty confident.

CEO (April 2021 – Present)

What was your journey to the CEO spot like?

JH:  [After then-CEO Lisa Dykhoff moved up her projected retirement date] I dithered a bit on pulling the trigger to put in my application, but the window was open, and I decided it’s now or never.

How did you prepare to be CEO?

JH: The experience of having grown into the VP of marketing position was great training. I knew I had weaknesses, but through training and working with my mentor, I addressed those. I figured I had more grounding than other candidates in the overall running of the credit union because I’d done so many different things here. I thought I was maybe even better prepared than I was for my previous position.

I spent a couple months training with the CEO before she left to learn the ins and outs of the day to day. And having been part of the senior management team, I learned how the pieces of our strategy worked as it was being put together.

What have you learned so far as CEO?

JH: I have a bunch of different quotes attached to the bottom of my computer monitor. The one I always say is, “The road goes on forever and the party never ends.”

There’s never a moment when the work is done. It’s always going to evolve and change. Things will never stay static. We have to be intelligent and thoughtful and willing to learn and change and grow.

What role has been most crucial to your career?

JH: I can answer pretty confidently, if I hadn’t taken the VP of marketing job, I don’t know that I would’ve been as ready as I was to take on this role. The bigger stretch, learning a new field on the ground, and trying to move forward at the same time helped me take the biggest leap forward.

What’s next for you?

JH: One thing I didn’t anticipate in this role was the number of times people would come knocking on my door wanting to merge us into them. I knew it would happen eventually, but I didn’t realize how frequent it might be and how insistent people might be. I’m just trying to stay here and keep the doors open.

My VP of IT says every day we keep our doors open, we keep the big boys honest. That’s a day they can’t run away with high interest rates on their loans or offer nothing on deposits. Just opening our door, we’re making the community better.

This interview has been edited and condensed.

The post 20 Years. 6 Roles. 1 Credit Union. appeared first on CreditUnions.com.

A first-of-its-kind collaboration could signal a new avenue for liquidity for mid-sized institutions.

Alloya Corporate Federal Credit Union announced the settlement of its first multi-issuer auto loan asset-backed securitization (ABS) in July, pooling together auto loans originated by three of its member credit unions: Blaze Credit Union, Consumers Credit Union, and Interra Credit Union.

Although selling loans is a well-established financing tool in the credit union industry, packaging loans from separate institutions into a single deal is not. According to Alloya’s chief investment officer, Andy Kohl, it was the bundle’s diversity — three credit unions across three states provided a wide spread — that attracted investors.

“Every tranche was oversubscribed, some seven times over,” he says. “The demand was strong.”

A Hunt For Creative Solutions

The approach required the four institutions — all with their own underwriting, lending, and operational teams — to work closely together for a little more than a year; after which, the corporate credit union sold $150 million in bonds to 16 investors.

Kohl says the idea for a multi-issuer ABS sprang from an effort to identify alternative liquidity solutions post-pandemic.

“During COVID, all that stimulus money flowed in and then out again very rapidly,” he says. “Historically, credit unions needing liquidity could turn to other credit unions that had it, but in that situation, fewer credit unions had liquidity available, and the whole system felt the strain.”

Securitization opens access to investors outside of the credit union ecosystem, such as insurance companies, pension funds, and investment firms. However, it can be expensive and complex, making it unrealistic for smaller financial institutions. Alloya hoped a multi-issuer approach would help circumvent that challenge.

Talks began internally in early 2024. Ryan McCarroll, Alloya’s vice president of Capital Markets, led the charge and formalized the initiative in June.

“None of us knew exactly what this would require,” McCarroll says. “We had to learn a lot on the fly, which meant urgent requests, lots of asks, and figuring things out as we went.”

According to McCarroll, working with the right people was an essential component of success.

“We needed partners willing to ‘build the airplane while flying it,’ and this group stepped up,” he says.

Kohl echoes that sentiment.

“The three credit unions we partnered with couldn’t have been better,” the CIO says. “They were motivated by service to the system, not immediate need. That was key.”

Cooperation Over Competition

You wouldn’t see something like this in the banking world. For us, it was about supporting the broader system.

Blaze Credit Union ($4.4B, Falcon Heights, MN saw the opportunity as a way to give something back to the industry.

“Ten or 15 years ago, we needed our leagues and corporate credit unions to step up for us, and they did,” says Justin Burlseon, the credit union’s senior vice president and chief operating and financial officer. “Now that we’re larger, we see it as our duty to do the same for others. You wouldn’t see something like this in the banking world. For us, it was about supporting the broader system.”

Similarly, Jim Henning, chief financial officer at Interra Credit Union ($1.9B, Goshen, IN), says the collaboration was a way to access capital markets that had historically been closed to the Indiana cooperative.

“Being part of building that pathway was important, regardless of immediate need,” he says.

Regardless of individual reasons, all three credit unions — Blaze, Interra, and Consumers — say buy-in was unanimous.

“Our CEO [Amy Sink] had been behind a strategy like this for years,” Henning says. “So internally and with the board, it was an easy sell.”

At Consumers Credit Union ($4.2B, Lake Forest, IL), chief financial officer Sean Bowers says prior experience selling loans individually put his institution’s board at ease with the strategy. Plus, it required no extra hurdles when it came to staffing.

“We actually budgeted for this in 2025 and brought it to the finance committee,” Bowers says.

The collaboration served as a valuable learning experience for all parties involved. According to Bowers, it challenged his team to learn more about the credit union’s own data and loan portfolio.

“We had to dig into disclosures and requirements and really analyze things differently,” he says. “Being part of this deal gave us new insights into how our portfolio is structured and how to think about future pricing strategies.”

Consumers broke down its pricing by credit grade and shared those results internally to see how it could better align pricing with member value while staying relevant to the market. Over at Blaze, Burleson says the deal motivated his staff members to realize they can do more than previously thought.

“Without being pushed, we might not have taken on a deal like this,” he says. “But the team rose to the challenge.”

At Interra, Henning says joining forces with two other credit unions was motivating.

“It wasn’t just about us at Interra succeeding or failing,” he says. “If we didn’t deliver, the others would feel it too. That accountability pushed us forward.”

Blazing The Trail For Future Deals

Greg Hill is a strategic initiatives consultant at Alloya. Looking back at the effort from start to finish, he says what stood out to him most was how open everyone’s teams were.

“Every part of the process was a lesson learned,” he says. “None of us had done this before, so everything from legal to ratings agencies to structuring was new. No one was rigid about how things had to be done. That openness let us build a template that not only worked for this deal but also will help future ones.”

Burleson called the process an example of the industry’s cooperative principles in action.

“Philosophically, this is proof of the credit union difference. We sometimes get flack for our tax status, but this is why we’re structured differently,” he says.

“I’ll second that word for word. Underline it, bold it, italicize it,” Henning says.

According to Hill, now that Alloya has a playbook, the goal is to bring in more credit unions and complete more deals.

“The $150 million was a proof of concept,” he explains. “We wanted to test the structure, the ongoing management, and the investor appetite. This opens the door for somewhat smaller organizations to participate by partnering together.”

Henning calls the strategy a huge increase in access.

“Before this, maybe 100 credit unions could realistically access the secondary markets through this type of model,” he says. “With what Alloya built, that number could expand to 1,000.”

Consumers’ CFO encourages other credit unions to get involved.

“This isn’t a one-and-done,” Bowers says. “There will be future deals, and the more participants, the stronger the program becomes. Even if you don’t need liquidity today, it’s another tool in the toolbox.”

The post Midwestern Credit Unions Break New Ground With Auto Loans 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.
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The post It’s Not A Core Conversion, It’s A Systems Upgrade appeared first on CreditUnions.com.

In my time as president and CEO at Everwise Credit Union ($5.4B, South Bend, IN), a key focus of ours has been to mature, to govern better, and to be worthy of the trust our members place in us. We believe a pivotal part of that journey, one that set the stage for what’s to come, was the adoption of board term limits in 2023.

This is just one story of one board’s recent governance maturity journey. I won’t pretend the journey is complete or that we do everything right. But I am proud of the progress the Everwise board is making and inspired by their commitment to continued development.

What we’ve implemented at Everwise is not a one-size-fits-all model, but I do think every credit union CEO and board chair can use our experience to reflect on their own boards, governance challenges, and opportunities.

Adopting term limits was not an easy or quick decision. It took much deep reflection, hard conversations, and a willingness to look in the mirror. Today, it’s a critical driver behind our board’s journey of accountability and growth.

The Debate Behind the Decision

Our governance journey began, as many do, with some big changes.

A few years ago, a long-serving board member who had served on the board for nearly 40 years stepped down and we had a new board chair for the first time in a quarter century. Around that time, I was hired as the credit union’s fifth CEO in 93 years. I was also the first to come from outside the organization. That shift brought a fresh perspective to a traditionally stable, internally led organization.

The new board chair came in committed to bridge from our past to a new high-performance future. Management helped by setting up a governance operations squad to provide stronger support—a small team of people with professional skills, who know about good governance, and who work full time supporting the board’s effort to operate well.

Debates about term limits began in early 2023 with some of the expected objections.

“What if we lose a great director?”

If you’re afraid to lose one person, maybe you don’t have enough strong directors.

“How do we preserve institutional memory?”

If institutional knowledge lives too much in people’s heads, maybe you need better documentation.

“Shouldn’t we just coach underperformers instead?”

Are we actually doing that? If you don’t coach or remove ineffective directors, then term limits are probably necessary.

The board and our leadership team ultimately realized term limits could serve as a “forcing function” for maturity and pipeline development. We settled on five terms of three years, or 15 years total, and no renominations after age 75.

Get Comfortable With Being Uncomfortable

In mid-2023, our board was facing some ongoing difficulties. Although this was uncomfortable, we needed that. Sometimes we should feel uncomfortable — that tension creates urgency and the will to act.

Myself, my board chair, and the chair of the governance committee began to seriously reflect on how Everwise was performing. We had to ask, “How strong are we, really?”

Adopting term limits helped ignite a shift in our mindset. They forced our organization to:

• Plan Ahead — If you know someone’s rotating off the board in three years, you start building a pipeline today.
• Improve Onboarding — You don’t have 15 years to get a new director up to speed. You have one.
• Clarify Expectations — If a director is underperforming, you no longer kick the can. There’s a clear time horizon.
• Distribute Leadership — No one person becomes irreplaceable. Everyone is expected to lead.

In short, term limits require a board to have more structure, intention, and discipline, and that changes how directors engage with one another, with the CEO, and with the organization as a whole.

It is a two-way street, though. A high-functioning, mature board requires more athleticism from the CEO.

Look, we’ve probably all heard a credit union CEO or two remark that they were glad their credit union didn’t have term limits because, “I’ve got my board where I want them.” Although some part of me I’m not proud of might envy a CEO taking it easy, that’s not what’s best for any credit union. It’s better if the CEO has to hustle, to continuously earn that confidence and trust. Every new director needs to rehire me as the right CEO to lead the credit union forward. That’s a feature, not a bug. It means I can’t get complacent. Term limits create higher accountability for the CEO, too.

It’s OK To Ask For Help (Recommended Even)

During this process, one thing became clear: We weren’t going to figure this all out on our own, and we shouldn’t try.

Just as we expect our members to lean on us when making financial decisions, our board needed an outside perspective to challenge assumptions and expand its toolkit.

We joined the National Association of Corporate Directors (NACD), a move that might seem commonplace in the corporate world but is still rare in the credit union space. This made it possible for our directors to access resources, frameworks, and peer conversations that elevated the way they think about board work.

We also brought in a consulting firm to help us take a hard look at our board composition, skills matrix, succession planning, and meeting cadence through the lens of what our organization would need in the next five, 10, or 20 years. Critically, each board director received individualized 360º feedback on their contributions and development opportunities. It was through this partnership that our board developed the roadmap we’ve been following ever since. The board term limits were just one part of that.

Imagine plotting all your board members on a two-by-two matrix. How many great directors do you really have? (illustrative example).

Now imagine improving director accountability and board governance operations such that individual directors improve and to overall board develops (illustrative example).

Don’t Be Scared To Evolve

Everwise is now among a relatively small group of state-chartered credit unions in the United States that both compensates board members and imposes board term limits.

Between 18 and 22 states currently allow board compensation for credit unions, and federal credit unions can’t compensate or impose formal board term limits under current law. But where it’s possible, I think we in the credit union industry should be asking tougher questions. And, the law shouldn’t be an excuse. Mature, excellent governance is mostly about talent and culture. Any board can be great.

None of this is easy. Our board has stumbled. We’ve had hard conversations. Our journey has required growth by management, too. This isn’t a one-size-fits-all solution. There are some other strong CU boards out there. This is simply our case study in progress.

Don’t Stop Here. Did you enjoy these insights? If you did, I encourage you to join the NACD and buy the book “Building Better Boards” for yourself and your chair. Read that book together and discuss.

The post Board Term Limits Drive Mature Decisions At Everwise Credit Union appeared first on CreditUnions.com.

From navigating CEO transitions to reshaping governance, from preparing for the long game to letting go of legacy priorities, the following leadership lessons culled from CreditUnions.com speak to real challenges credit union decision-makers face today. Each one reflects a specific moment or mindset emerging from real-world experience. Taken together, they offer inspiration to help leaders stay focused, forward-thinking, and grounded in the values that make credit unions an essential player in financial services.

1. Lead Change From The Inside Out

Sustainable transformation starts by engaging people and empowering employees to lead change, not just respond to it. Internal buy-in is essential for external success, that’s why Affinity Federal Credit Union ($4.2B, Basking Ridge, NJ) built internal trust and operational alignment before implementing external change. Learn more in “Affinity FCU Manages Change From The Inside Out.”

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2. Let Go To Move Forward

Leaders must recognize when to release outdated priorities and trust their teams with new directions. Leading with purpose requires leaders to carefully consider what to stop doing even as the excitement of new initiatives call. Stepping away from legacy strategies freed up space for University Federal Credit  Union ($4.1B, Austin, TX) to re-commit to purpose and sharpen its edge in consumer banking. Read more in “Purpose, Priorities, And The Power Of Letting Go.”

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3. Invest In Leadership Transitions

Successful leadership transitions require humility, active listening, and clarity of purpose. New CEOs should lead with curiosity before making sweeping changes. Despite the fact he started out young in the credit union movement, Jeff Carpenter embraced storytelling, relationships, and organizational listening in his first year as CEO of WEOKIE Federal Credit Union ($1.4B, Oklahoma City, OK). Read more in “CEO Onboarding: Jeff Carpenter, WEOKIE FCU.” 

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4. Prepare For The Long Game

Future-ready leadership means focusing beyond quarterly performance, and today’s leaders are making bold, strategic investments — even if the benefits aren’t guaranteed and won’t be visible until the next decade. How will the credit union stand out? What strategies will meet members’ needs? Who has the skillsets to make it all happen? Leaders are asking these questions today to ensure long-term strength and service tomorrow. Read more in “Strategy Today For Success In 2030.”

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Is Your Leadership Team Moving In The Same Direction?  Accelerate innovation and navigate change with Callahan’s team-based learning programs. In collaboration with Harvard Business School Online, these exclusive opportunities help executive teams grow and adapt together. Let’s discuss which program suits your team’s goals. Contact Callahan today.

5. Redefine Resilience For A Complex World

Resilient leaders don’t just plan for change — they create adaptable, values-driven systems that thrive under pressure. True resilience includes culture, flexibility, employee engagement, and member alignment. As credit union leaders head into 2026 strategic planning, many are applying lessons from the pandemic — How quickly did we adapt? What systems or mindsets helped us pivot? — to today’s looming “what ifs,” including tariffs, taxation, technology, and more. Read more in “5 Strategic Planning Priorities For 2026 And Beyond.”

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6. Stay Culturally Curious And Externally Informed

Great leaders pay attention beyond the credit union space. Cultural literacy and storytelling savvy help leaders resonate with both employees and members. Taylor Swift’s success is rooted in reinvention, authenticity, and connection, and although checking accounts aren’t love songs, credit unions that want to live their brand, build authentic relationships, and connect with members can take a page from Taylor Swift’s playbook. Read more in “What Can Credit Unions Learn From Taylor Swift?”

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7. Set Structure For Accountability, Not Control

Leadership maturity means building systems that outlast individuals. Healthy governance requires regular renewal of ideas, leaders, and processes. At Everwise Credit Union ($5.4B, South Bend, IN), implementing board term limits brought fresh perspectives and strengthened governance.

“Term limits require a board to have more structure, intention, and discipline,” says Jason Osterhage, CEO of Everwise. “That changes how directors engage with one another, with the CEO, and with the organization as a whole.” Read more in “Board Term Limits Are Reshaping Everwise Credit Union.”

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Sustainable success starts with intentional leadership. Whether that means letting go of old priorities, onboarding with empathy, finding best practices from outside the industry, or restructuring for the future, great leaders are learning to focus less on control and more on trust, alignment, and adaptability. By applying these takeaways, credit union leaders can step beyond mere management to instead shape their organizations into credit unions that are ready to meet the future.

The post 7 Lessons In Leadership Straight From Today’s Credit Unions 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.

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