Here’s a look at how credits unions are making business members’ dreams come true.

A Multi-Sector Collaboration Takes Shape In St. Louis

St. Louis Community Credit Union ($433.6M, St. Louis, MO) is expanding affordable business lending thanks to a multi-sector partnership with some of the biggest employers in the community.

The three anchor institutions — BJC Health System, SSM Health, and the James S. McDonnell Foundation — are supplying nearly $15 million in low-cost deposits to SLCCU’s Community Impact Deposit program, boosting access to working capital, equipment, and real estate loans for underrepresented businesses.

Since its launch in 2022, the program has attracted more than $30 million in new deposits across private, public, and philanthropic entities. In turn, the credit union has used this money to fund a portion of the more than $40 million in business loans it issued during the same period.

The Missouri cooperative is a CDFI in addition to being a Black-owned Minority Depository Institution (MDI), and a full 90% of all business loans issued during this period have assisted Black-owned businesses.

In-Branch Kiosks Provide Valuable Visibility

City & County Credit Union ($1.2B, St. Paul, MN) has long used its branch locations as more than just transactional spaces. For more than a decade, several of its branches have sponsored a “Business of the Month” kiosk program that invites local businesses and nonprofits to display their offerings, interact with members, and build community awareness.

The program operates with careful structure: Participating businesses must include a call to action, such as QR codes or drawings, and meet weekly check-in standards for their display and engagement. Although the credit union doesn’t formally track ROI for the kiosk effort, leadership says the program has helped raise its brand awareness, sharpen its small-business product focus, and deepen its ties to the local entrepreneurial ecosystem.

Learn how the in-branch business kiosk reinforces a commitment to community prosperity in “Small Business Meets Big Community At City & County Credit Union.”

Support For Reno Entrepreneurs And Innovation

Greater Nevada Credit Union ($1.7B, Carson City, NV) will maintain its top-level sponsorship for Nevada’s Center for Entrepreneurship and Technology (NCET) in 2026 while also sponsoring NCET’s Innovation Summit during Reno Startup Week.

As a nonprofit organization, the NCET relies on this partnership and others to continue offering programs, events, and networking opportunities for the Reno business community. The Innovation Leader sponsorship level is only available to two entities each year.

John Ahdunko, senior vice president of member success, says the cooperative is proud to be a part of a partnership that supports entrepreneurs and technological innovation.

“This collaboration aligns with our passion to help more Nevadans live greater by fostering innovation and local business growth,” he told Nevada Business magazine in August.

More Grant Programs. More Grant Money.

It’s difficult to overstate the impact of grant money on small businesses and startups. The support not only reduces the pressure of debt and the risk of failure but also enables job creation, contributing to the overall health of the local economy.

InRoads Credit Union’s ($333.2M, St. Helens, OR) small business grant program launched this fall gives local entrepreneurs the chance to apply for one of 11 grants ranging from $1,000 to $5,000. The credit union will award $25,000 in total funding. Applicants must have been in business in Columbia County for at least one year and generate an annual gross income of less than $1 million.

To further its commitment to local entrepreneurs, InRoads also waived all small business loan origination fees from Sept. 15 through Nov. 15 across its entire field of membership.

Meanwhile, Verity Credit Union ($769.3M, Seattle, WA) is expanding its popular micro grant program to include both nonprofits and microbusinesses.

In a press release, CEO Tonita Webb says the goal of Grants For Growth is to empower local businesses and nonprofits to grow in a way that honors their values and strengthens the region.

“Through this initiative, we seek to give business owners and nonprofit leaders support, building confidence and camaraderie,” she says.

The microbusiness grant ranges from $7,000 to $10,000 in flexible funding and relationship support for businesses with less than $1 million in revenue and fewer than 10 employees. Eligible applicants include BIPOC-,LGBTQ+-, and veteran-owned businesses that have been operating for less than five years.

The nonprofit grant offers up to $5,000 in funding and support for grassroots 501(c)(3) organizations with assets less than $250,000 that serve historically marginalized groups. Applicants should focus on advancing social justice, environmental justice, equity, or financial wellness.

Your Next Great Idea Is A Roundtable Away. Credit unions are responding to the evolving needs of members with a variety of products and services. Callahan Roundtables put leaders in the same room to share solutions, solicit feedback, pose questions, and more. Learn more about Callahan Roundtables.

The post 3 Ways Credit Unions Showed Up For Small Businesses In 2025 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.

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 & 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.

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.”

READ MORE

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.”

READ MORE

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.” 

READ MORE

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.”

READ MORE

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.”

READ MORE

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.

In a statement, former U.S. Representative Cori Bush wrote, “[Verner] has been a champion for those who have been historically excluded and marginalized, developing innovative programs that serve those with the greatest need in our community.”

Verner says it’s an honor to be recognized for the work that she loves, but she’s just getting started.

“If you have the right mix of curiosity, people, and passion, opportunities will flood in,” she says. “There’s so much work to be done.”

From Industry Newbie To Community Pillar

Verner did not come from a finance background.

A single parent of four, she had been working as a personal trainer and with a local hospital for years when a friend approached her about the role at Alltru FCU. The friend was retiring and told Verner the credit union was having trouble finding a replacement.

“At the time, I had done some really great things with national organizations,” Verner says. “She told me that passion was needed and then asked me to come in and meet with her boss. So, I did.”

Verner joined the credit union in August 2013. Her curiosity and natural ability to empower others made her a natural fit for the job — so did her personal history, perhaps counterintuitively.

“At first, I felt imposter syndrome,” she says. “How could I teach financial empowerment while struggling myself? But that’s what made me effective. I’d been there.”

Since then, Verner has been a key advocate for financial empowerment in her region, playing a pivotal role in youth initiatives like the St. Louis Office of Financial Empowerment’s College Kids program, which provides every kindergartener enrolled in a St. Louis public or charter school a college savings account with an initial $50 deposit. She is also heavily involved with organizations like the Urban League of Metropolitan St. Louis and its workforce development programs, ensuring access to direct deposit capabilities and holistic banking, including an emphasis on credit building.

The Power Of Asking “Why?”

Verner says the secret to her success lies in questioning everything. As an industry outsider a decade ago, she found herself always asking “Why?” and “Why not?”

For example, during Verner’s first class, which she taught in partnership with the Treasurer’s office, a woman told Verner an old debt at a previous financial institution prevented her from opening a bank account.

“That made me question if I could do this work in good conscience,” Verner says. “You can’t dig yourself out of a hole or pull yourself up by the bootstraps without access.”

So, she started asking questions, which ultimately led to Alltru turning off ChexSystems entirely. No more denying people accounts over old debts; instead, the credit union made real access possible.

A Major Need In The Midwest

As a born-and-raised St. Louis native, Verner was no stranger to the broader economic climate of her city when she came to Alltru.

“Predatory lending in Missouri is bananas, and so many lack access to holistic financial services,” Verner says. “Without direct deposit or an account to put their income into, many rely on rechargeable cards, but those come with fees when you use them.”

In response, Verner worked with Alltru to launch a salary advance loan as a free benefit for local small businesses to offer their employees. To date, the credit union has deployed more than $163,000; what’s more, it has only recorded one default.

“We’re in this nice place to deploy safe, affordable emergency loans and keep people away from high interest predatory loans, payday lending, and high interest credit card rates,” Verner says. “We’ve also seen credit scores go up because payday loans don’t report to the credit Bureau, but we do.”

When STL Youth Jobs, a nonprofit dedicated to connecting young people to paid work, reported 95% of its participants were unbanked, Verner worked with her team to change that.

“We didn’t just show up with pamphlets,” the community development manager says. “We built a product for them: checking accounts for youth ages 16 to 24 with no co-signer needed. Most banks don’t do it because they want a guardian responsible in case of fraud, but we accepted the risk.”

Impact doesn’t require a lightning-in-a-bottle moment. It needs passion, presence, and the right people at the table.

Within the first year of partnering with the STL Youth Jobs program the percentage of banked youth went from only 5% banked to 100%.

And when Verner learned people living in shelters couldn’t open accounts due to proof of residency requirements, she questioned that, too. The credit union has one branch in downtown St. Louis — an area that claims 54% of the region’s unhoused population — and Verner saw the opportunity in serving this deserving population, which numbered roughly 1,200 in 2024.

“These are people who are working full-time, but they have nowhere to put their money,” she says. “I turned to our compliance team, and they ruled that if that’s where they live, it counts.”

Guided By Equity And Curiosity

Alltru FCU’s status as a CDFI aligns well with Verner’s determination to improve financial equity.

In 2023, the official poverty rate in City of St. Louis was 20.2%, with 19.8% of the population living below the poverty level. In 2024, the credit union extended more than $37 million in loans to individuals with credit scores of 659 and lower, and it opened 5,412 accounts for people within low-income census tracts.

“If you see a need, and you’re not meeting it, dig in,” Verner urges. “It takes a lot of bravery to do that.”

At the end of the day, she says any credit union can affect real change for their communities, big or small. It comes down to staying curious and not being afraid of the hard work.

“Impact doesn’t require a lightning-in-a-bottle moment,” she says. “It needs passion, presence, and the right people at the table.”

The post Tracy Verner Is Breaking Barriers In St. Louis Finance appeared first on CreditUnions.com.

I hadn’t considered coming to a credit union. But when I interviewed, I felt something I hadn’t felt in a long time — sincerity.

Dylan Wyatt spent nearly two decades in corporate banking before taking a leap of faith into credit union culture.

As chief information and strategy officer at Together Credit Union ($2.6B, St. Louis, MO), he now leads a 40-person team and has used that platform to help build and sustain a forward-thinking culture rooted in collaboration, care, and innovation.

He didn’t come alone. Wyatt brought in longtime colleagues Jonathan Roberts and Siomara “Sio” Galaviz Herrera, both of whom he had worked with at Santander Bank in past lives.

Roberts joined Together in 2024 as vice president of strategy and DEIB (diversity, equity, inclusion, and belonging) after several years as a researcher and strategist at Forrester. Herrera, Together’s director of digital and AI, came aboard in 2022 after a decade in financial services.

Their reunion brought fresh energy to the credit union’s leadership team and a corporate sensibility that’s finding a new purpose in a member-first environment. Although their roots are in banking and consulting, the trio says they’ve found more than just a new employer — they’ve found alignment.

Each brought a healthy skepticism with them but say they have since bought into the credit union difference. Along the way, they’ve redefined how a remote, cross-country team can function, built trust across the org chart, and learned to lead with both urgency and empathy.

How did the three of you end up together at Together Credit Union?

Jonathan Roberts: We all go way back to our days at Santander Bank in Boston. Dylan and I sat next to each other at one point, and I first met Sio at a Northeastern University career fair — I actually recruited her for an extended internship.

Over the years, we stayed in touch as our careers evolved. I eventually became an analyst at Forrester, but I stayed connected to Dylan, even doing keynotes at Together’s leadership conferences before joining.

Dylan Wyatt: Bringing people into a new space is never just a job offer — it’s a trust exercise. I’d seen how both Jonathan and Sio worked, how they solved problems, how they communicated.

When the right roles opened up, I knew they’d be a good fit, but I didn’t rush them. They both came in after taking their time to understand the mission and culture. We weren’t just rebuilding an old team — we were reshaping how we work in a new context.

How has your experience as recovering bankers — as you put it — shaped your perspective on the credit union world?

Siomara Galaviz Herrera: I like to say I’m fully recovered. I came in skeptical, for sure, but the more I talked to people in this space, the more I saw alignment between personal values and organizational values.

I was floored by the openness — not just within Together, but across the industry. Credit unions actually call each other to share solutions. That spirit of collaboration wasn’t something I’d seen much of in the for-profit world.

Jonathan Roberts: We each had different reasons for leaving the corporate grind, but we also brought some muscle memory — strategy, speed, urgency. That stuff has value here when applied the right way. The key is adapting it to a culture that genuinely prioritizes members over margin. You’ve got to recalibrate without losing what made you effective.

CreditUnions.com’s “Insights From The Outside” series shares the experience and perspectives of newcomers to the credit union industry. Read more today
How do you make the on-site/remote/hybrid dynamic work, especially in an industry that’s traditionally more in-person?

Dylan Wyatt: When I got here, remote work was basically non-existent. Now, my team of about 40 people is about 40% remote. We’ve created intentional moments for connection — off-site, team-building events, a group art project that still hangs in our HQ. We’ve proven that if you design for connection, geography isn’t a barrier. And without that approach, we wouldn’t have Sio or Jonathan on the team.

Jonathan Roberts: I split my time between St. Louis and Nashville and Sio is in New York. But even those of us based in St. Louis operate on a hybrid model, so remote collaboration isn’t just for out-of-towners. It’s become part of our muscle memory.

Dylan’s also been great about making space for bonding that’s not just performative. That includes quarterly gatherings and plenty of moments to just be human together. It’s not remote versus in-person — it’s intentional versus accidental culture-building.

How is Together Credit Union’s internal culture different from the member-facing culture? How do those two interact?

Jonathan Roberts: They’re connected by purpose. Internally, there’s a shared language around why we’re here and who we’re serving. That clarity creates cohesion across departments and roles. It’s not just a branding exercise — it’s real alignment. Our internal work around DEIB, for instance, reflects the same empathy and intentionality we want to bring to members.

Siomara Galaviz Herrera: What stands out is how deeply people care, even behind the scenes. The values that show up in member service — empathy, transparency, accessibility — also drive internal decisions. There’s a feedback loop between how we lead internally and how we show up externally. And that makes it easier to make decisions that benefit both teams and members.

We each had different reasons for leaving the corporate grind, but we also brought some muscle memory — strategy, speed, urgency. That stuff has value here when applied the right way. The key is adapting it to a culture that genuinely prioritizes members over margin. You’ve got to recalibrate without losing what made you effective.

What did you bring from your corporate careers that’s helped elevate your work at Together?

Jonathan Roberts: I think our corporate backgrounds help us cut through the noise. We skip the theater of work — the over-polished presentations and unnecessary meetings. There’s a shorthand between us that lets us go straight to execution. That makes room for real conversations, honest feedback, and better outcomes. Familiarity isn’t just convenient — it’s a strategic advantage.

What surprised you most after joining the credit union space?

Jonathan Roberts: How real the mission is. I’ve worked with Fortune 1000 companies that talked a big game about customer centricity, but the profit motive always won. Here, when we’re in a room making decisions, member impact actually drives the outcome. It’s not just talk — it’s practice. That’s rare, and it’s refreshing.

Dylan Wyatt: Same. I hadn’t considered coming to a credit union. But when I interviewed, I felt something I hadn’t felt in a long time — sincerity. People here care deeply about their coworkers and their members. And that mindset shows up in small things, like how we treat one person’s problem with the same urgency we’d give to a systemwide issue. That kind of care scales in a different way.

What advice do you have for someone coming to a credit union from a corporate background?

Jonathan Roberts: Check your ego at the door. In corporate settings, it’s often about being the smartest person in the room. Here, it’s about being the most aligned, the most collaborative, the most mission-focused. Don’t assume your old playbook will work. Be humble, be curious, and learn how to succeed in a culture that values purpose over polish.

Siomara Galaviz Herrera: Start talking to people in the industry. The openness here is real. Go to a credit union event, strike up conversations, and listen. If you lead with curiosity instead of credentials, you’ll learn a lot. And if you care about meaningful work, there’s a place for you here.

These interviews have been edited and condensed.

Make Your Leadership Development A Priority. The first step toward fulfilling your promise to members is building a strong team of leaders, and Callahan can help with that. Callahan’s Executive Roundtables give C-suite executives the chance to talk with and learn from like-minded leaders about industry hot topics, roadblocks, strategies, lessons learned, and more. Give your leaders the gift of inspiration through collaboration. Learn more today.

The post Insights From The Outside: Reuniting Together appeared first on CreditUnions.com.

Top-Level Takeaways

• Social media has increased the amount of financial misinformation available and its accessibility to consumers.
• Misunderstanding the difference between debt management and debt settlement is a common misconception.
• Credit unions can help combat misinformation with empathetic, well-trained staff in their collections and lending departments.

In the battle against financial misinformation, credit unions everywhere are on the front lines.

Unfortunately, it’s not as simple as debunking a social media post here and there. Real change starts with addressing why people are seeking information in the first place: economic hardship and the embarrassment they feel when they fall into hard times.

To protect communities from bad advice and bad actors, credit unions have several tools within easy reach. Proactive outreach, flexible products, and well-trained, empathetic staff members are the trifecta of the “credit union difference.”

Where Does Financial Misinformation Come From?

“Social media has changed where people get their financial information,” says Matt Stegall, assistant vice president of credit resolution and recovery at Vantage Credit Union ($1.1B, Saint Charles, MO). “You have a lot of influencers out there trying to take advantage of people, giving financial advice they aren’t certified to give. They sometimes make promises that can’t be kept.”

In 2023, a Nationwide Insurance survey found more than one-third — a full 34% — of non-retired investors aged 18 to 54 had encountered, then acted upon, misleading or incorrect financial information they saw online or on social media.

Susan Butler, vice president of lending at Merck Sharp & Dohme Federal Credit Union ($842.4M, Chalfont, PA), says she once came across a TikTok video claiming a person can take out an auto loan, make payments for a few months, and then stop. When the creditor eventually gives up trying to collect, the borrower will own the car outright.

Unfortunately for borrowers who might have attempted this scheme, that’s not the way it works.

“That doesn’t mean they are forgiving the debt,” Butler says. “We still have a repossession agency out there looking for the car.”

Although social media makes it easy to discover and share financial misinformation, it is far from the only source of bad advice. Some debt relief companies, for example, encourage consumers to stop making payments on loans, promising a negotiated settlement but failing to disclose the risks, such as plummeting credit scores and potential legal action. Others charge excessive fees while delivering little to no actual benefit.

“It can impact a member’s whole relationship with the credit union,” Butler says. “ They see Visa or Mastercard on their card and don’t realize the credit union is who issued that and is who is actually taking the loss. That’s one of the biggest things we struggle with.”

It Starts With Vulnerability

Credit unions that want to take on financial misinformation must first and foremost be on the lookout for members primed to take it. Members who find themselves in a difficult economic situation and who misunderstand their financial options, for example, might be more likely to accept bad advice and make a poor monetary decision.

“When people fall behind or get into financial binds, they’re embarrassed to ask for help from the right people,” Butler says. “Instead of calling their credit union or creditor, they ask someone who can’t really help them. That’s how they end up with bad advice.”

At Vantage, Stegall says the depth of a member’s relationship with their credit union can make a big difference.

“If they haven’t developed that full financial relationship with their credit union, they’re probably more likely to go through debt settlement,” he says. “If they are more involved with checking, savings, mortgage, car, and so on, they’re probably going to go through debt management.”

Stegall adds that he sees people hurting now more than ever and acting out of desperation.

“Nobody takes out a loan or gets into a financial situation with the intent of defaulting or not being able to meet their obligation,” he says.

Proactivity + Empathy = Financial K.O.

Identifying vulnerable members and finding financially healthy solutions is where the credit union difference shines.

“Have financial health tools available to your members virtually and have well-trained staff in person that can guide them through that information,” Stegall says. “It has to be a partnership between your front line and your back-office staff. There can’t just be one or the other.”

Stegall says this one-two approach helps break down uncomfortable barriers and encourages members to seek the help they need.

Similarly, Butler says Merck Sharp & Dohme is intentional about how it communicates with members in poor standing. She emphasizes the importance of intentional check ins and building rapport with members.

“Having somebody who has an empathetic approach to the situation rather than a demanding approach is key for us,” she says. “We are always of the mindset that you’re still a member, you’re still important to us, and we’re still here to help you achieve your financial goals.”

If verbal communication doesn’t result in a breakthrough, Butler’s staff also sends letters and emails to members encouraging them to come in for help.

In the past year, efforts to increase boots-on-the-ground outreach for underserved communities have ramped up, especially as they relate to financial literacy for young people.

“One of our internal teams this year will be rolling out a student card to help young members start to build their credit,” Butler says. “Another team is focusing on financial literacy geared toward younger borrowers where they’ll be able to take classes to earn points toward rewards.”

Merck Sharp & Dohme also takes extra care to educate its elderly members.

“Senior citizens are such a targeted group, especially from a technology standpoint,” Butler says. “We’re intentional about communicating about scams to all our membership but particularly them.”

Front-line staff at Merck Sharpe & Dohme FCU keep physical cards on hand to give out to members. The cards contain easy tips and questions to ask if they think they’re being given misinformation or falling for a scam.

“We try to make it easier for the staff and for the member,” Butler says. “There’s so much fraud out there, there’s so much misinformation. We want to protect them the best we can.”

The post Misinformation Is Everywhere. How Can Credit Unions Fight It? appeared first on CreditUnions.com.

Using data from Peer Suite, Callahan & Associates can predict what will take place on the gridiron. By analyzing credit union data for each team’s home state, we can prognosticate on what to expect.

Growing Your Share Of The Scoreboard

One of the keys to football is growing your “share” of points on the board. And when it comes to growing shares, both Missouri and Pennsylvania outshine the competition, bringing in shares at a higher rate than the national average. That’s what got them this far in the first place. However, recent inflation Jalen Hurts Pennsylvanians’ ability to save just a tad more. The first phase of the Super Bowl is a tight one, but Missouri squeaks just a hair ahead of Pennsylvania, winning by two basis points, 6.44% to 6.42%.

SHARE GROWTH
FOR U.S. CREDIT UNIONS
© Callahan & Associates | CreditUnions.com

Defending Operating Expenses Wins Championships

Vince Lombardi famously called football “a game of inches.” Another way to think of it is as a game of margins, and nothing eats into margins like operating expenses. Like the Kansas City defensive line against the Eagles’ vaunted quarterback sneak, a credit union must protect these margins. Keeping them in check can make or break a defense’s ability to stop the onrush of costs. Unfortunately, the Eagles are a lot better at these short-yardage situations. In this respect, Pennsylvania crushes Missouri, 2.79% to 3.64%.

OPERATING EXPENSE RATIO
FOR U.S. CREDIT UNIONS
© Callahan & Associates | CreditUnions.com

Return On Assets

Ultimately what matters is how all the components fit together. Often a team wins a championship by being greater than the sum of its parts. That’s often true for credit unions as well. However, given our data limitations we can only look at the sum of parts to assess performance, and that’s why return on assets is the key metric in this simulation. Fortunately for Philadelphia, they won’t need to Josh-Sweat this one out, as they Fly Eagles Fly all the way to the Lombardi Trophy. Pennsylvania credit unions win the last leg, 0.89% to 0.51%.

ROA
FOR U.S. CREDIT UNIONS
© Callahan & Associates | CreditUnions.com

There you have it! The Eagles win Super Bowl LIX and prevent the Kansas City Chiefs from claiming a historic three-peat.

Want A Look Back At Last Year’s Match Up? Click here to see how credit union performance data measured up against in Super Bowl LVIII, when the Chiefs faced off against the 49ers.

Championship-Worthy Performance Starts With The Right Data

Just like winning teams rely on game plans and stats to power their victories, credit union leaders need data-driven insights to make smart plays, too. Callahan’s Peer Suite provides key performance metrics — including share growth, operating expense ratios, ROA, and more —so you can see how your credit union stacks up on the field. Request a free 1:1 performance review comparing your institution against peers with a Callahan expert and receive a custom benchmarking report.
Request Your Free Review

The post A Chiefs Three-Peat? Callahan Bowl XIX Breaks Down The Big Game. appeared first on CreditUnions.com.

With 2024 just around the corner, MX leaders from across the industry talk about what’s making MX better today and what’s on the horizon for tomorrow.

Digital, But Make It Ultra-Fast

After a stint in for-profit banking, Eric Sanchez, vice president of sales and service performance at Soarion Federal Credit Union ($645.4M, San Antonio, TX), has been in the credit union fold for more than a dozen years. He currently oversees sales, member service, and business development at the Central Texas cooperative.

What new feature or service has your credit union introduced in the past 12 months to enhance member experience or improve operational efficiency for your member-facing staff?

Eric Sanchez: We are in the process of adding an online chat feature to our website to allow members to interact with our live team members in our member advocacy area. The chat function will attract a new segment of members who appreciate the fast, on-the-go digital experience. Our chat goes live in the next few weeks.

What feature or service will your credit union implement in the next 12 months to further enhance member experience or streamline member-facing staff operations?

ES: We are exploring options to implement a digital-first online account opening platform that will allow our new members to open accounts online in under five minutes. We are also working to leverage the same platform in person at all our financial centers.

Notifications Beyond E-Statements

Lindsay Oparowski joined Pennsylvania State Employees Credit Union ($8.5B, Harrisburg, PA) in 2020 as a marketing technology strategist. Today she’s the assistant vice president of digital member experience, where she oversees strategic experience planning and more for the cooperative’s MX department.

What new feature or service has your credit union introduced in the past 12 months to enhance member experience or improve operational efficiency for your member-facing staff?

Lindsay Oparowski: We’ve implemented digital document delivery on letters and notices inside our digital banking platform to have the same functionality with letters that we do with statements. We went through a long list and narrowed down to the top 18 letters we send most often, including those we have to send from a regulatory perspective. That includes everything from certificate-maturity notifications to Google Pay activations, and beyond. We’re sending 50,000 to 60,000 of these digitally each month, and we’re saving a significant amount on postage each month. This isn’t anything the member needs to sign, it’s just for their own documentation.

What feature or service will your credit union implement in the next 12 months to further enhance member experience or streamline member-facing staff operations?

LO: We’re working on the ability for members with multiple accounts, including joint owners, to access to digital banking. Credit unions sometimes struggle with being account-centric versus person-centric. We are account-centric today, which essentially means our members have to log in multiple times if they have different accounts.

We often hear from members that they’d rather not have to have multiple, separate logins; they want a consolidated user experience like other financial institutions have, which is essentially to have a drop-down menu so you can switch between accounts. This conversion to person-centric is live in our core system, but this project is the conversion of digital banking.

We plan to launch this in the second half of next year, and it will mean improved money movement between those accounts. Members won’t have to go through the process of linking their accounts because they’ll already be connected. It will also open the ability for non-primary owners, like joint and co-owners, to have access to digital banking, which they don’t have today.

Meeting Evolving Member Expectations

Brian Melter is chief experience officer at Landmark Credit Union ($6.6B, Brookfield, WI). An ex-banker who also logged time with Fiserv, Melter brings a background in marketing, e-business, and client engagement to his role at the Badger State cooperative.

What new feature or service has your credit union introduced in the past 12 months to enhance member experience or improve operational efficiency for your member-facing staff?

Brian Melter: One of the systems at our newest branch is a first for the United States. It’s a Swiss-made, automated safe deposit box system that uses advanced technology and robotics to streamline and automate the process. Members with a safe deposit box can access their belongings safely and securely without the need to wait for an associate. Plus, there are multiple layers of security to ensure only authorized parties have access to their safe deposit boxes.

What feature or service will your credit union implement in the next 12 months to further enhance member experience or streamline member-facing staff operations?

BM: About two and a half months ago, Landmark opened a new style of branch in Oconomowoc, WI. This innovative branch features updated systems and technology that members and associates supporting members can use. There are options for self-service or guided assistance for simple transactions and traditional support for more involved needs or for members who prefer to work with an associate. This flexibility will inspire the development of future branches. Although there aren’t new branches in progress, our approach is to apply the feedback and learnings from our new branch in Oconomowoc when it is time for the next new build.

Design Your Own Checking

Deb Vollmer has spent more than two decades at Langley Federal Credit Union ($5.3B, Newport News, VA). She has been chief experience officer since 2017.

What new feature or service has your credit union introduced in the past 12 months to enhance member experience or improve operational efficiency for your member-facing staff?

Deb Vollmer: We implemented the MyDesign checking account product in September. MyDesign allows the member to choose from three options or the all-in bundle to design their checking account to fit their individual needs.

What feature or service will your credit union implement in the next 12 months to further enhance member experience or streamline member-facing staff operations?

DV: For our contact center, we will go-live with a cloud-based telephony system completely integrated with Salesforce. This system will keep the staff from having to swivel chair between systems while talking to the member. Additionally, the use of AI within Salesforce will help the team be more efficient in their documentation of members’ interactions and needs.

Meaningful Member Interactions, Fewer Questions

A longtime financial services marketer, today David Eldred is chief experience officer at Solarity Credit Union ($823.1M, Yakima, WA).

What new feature or service has your credit union introduced in the past 12 months to enhance member experience or improve operational efficiency for your member-facing staff?

David Eldred: We have evolved to completely tellerless operations, freeing up staff for more consultative experiences and more quality time with members.

We made the decision three and a half years ago during COVID to transition to tellerless. We just completed the process this year by converting our drive-thrus to fully tellerless with smart ATMs like we have in our lobbies. We’ve calculated the smart ATMs are about 50% faster than a human teller working through a transaction, so there are no lines in the lobbies and the drive-thrus work much quicker.

Nobody lost their jobs. This isn’t an efficiency or cost-reduction play, it’s about providing members with consultative staff. I’ve been in financial services for about 38 years, and it’s the rare, rare event where members and prospects think of tellers as being consultative.

What feature or service will your credit union implement in the next 12 months to further enhance member experience or streamline member-facing staff operations?

DE: We are implementing biometric authentication so call center staff can have high confidence during high-value telephone interactions. We’re putting in place a biometric authentication that enables us to feel more comfortable with the kinds of digital transactions [our ideal member] wants. Fraud needs to be mitigated, and biometric authentication helps our staff and our digital systems mitigate some of that risk.

An Easier Life With AI

Craig Meyer is vice president of marketing and business development at Arsenal Credit Union ($414.0M, Arnold, MO). Prior to joining the credit union, Meyer served in marketing leadership roles, member experience, and senior research leader roles in Fortune 500 and privately held companies.

What new feature or service has your credit union introduced in the past 12 months to enhance member experience or improve operational efficiency for your member-facing staff?

Craig Meyer: We have updated our online banking experience to meet members where they are. This includes AI-driven chatbot support, online account-opening capabilities, video banking, and a host of other functionality at their fingertips.

What feature or service will your credit union implement in the next 12 months to further enhance member experience or streamline member-facing staff operations?

CM: Continued optimization of our online platform and frictionless ITM features that provide a personalized touch, regardless of how the member chooses to have us address their financial needs.

Interviews have been edited and condensed.

The post Member Experience Gets An Upgrade appeared first on CreditUnions.com.

Top-Level Takeaways

• Successful fintech partnerships require clear communication, stringent contracts, and a focus on member experience, efficiency, and revenue generation.
• Due diligence on potential fintech partners is imperative, particularly regarding data security and integration capabilities.
• Fintech partnerships can accelerate innovation, but credit unions should enter with realistic expectations and an exit plan.

Credit unions are increasingly relying on fintech partnerships to expand member-facing technologies without building in-house digital expertise. These partnerships allow credit unions to deploy products, services, and processes to make it easier to remain relevant and grow.

That’s not to say the process is easy. In fact, navigating those partnerships is almost as tricky as building and deploying the software. But as the industry deepens its connections with fintech providers, best practices are emerging.

Texas Trust Credit Union ($2.0B, Arlington, TX) partnered with Access Softek a decade ago for mobile deposits but soon found there were other areas where the fintech could help provide a better member experience. For example, it helped the credit union use algorithms to individualize, to a degree, deposit limits for members while tamping down fraudulent deposits.

“It was beneficial for both of us because we were getting our problem solved and we were the first client to go to market with that solution,” says Robert Underwood, senior vice president of IT operations at Texas Trust. “It became a competitive advantage for us, at least for the short term.”

In return, credit unions provide valuable feedback and insights fintechs can use to develop their own roadmaps for tool improvement and relevancy, Underwood says.

How To Choose The Right Partnership

Selecting the right fintech partners is crucial for credit unions to achieve their strategic goals and improve member services. This process begins with a clear understanding of the credit union’s needs and objectives.

At Texas Trust, that process starts long before talking to any potential fintech partners.

“We document really well, touch base with multiple stakeholders within the organization, and make sure we’re considering the organization’s needs and not just the needs of the individuals who are driving the project,” Underwood says.

That approach also helps ensure partnerships are based on strategy and member needs rather than an impressive presentation.

At Greater Texas Federal Credit Union ($949.8M, Austin, TX), three key factors come into play when evaluating potential fintech partners.

“The security and protection of any information that we might share with the fintech is No. 1,” says Kayvee Kondapalli, chief information officer at Greater Texas. “Integration with our current systems, depending on where this fintech is going to be playing, is also an integral piece. Finally, is the product ready to go to market or is it at the concept stage?”

Communication: The Power In Clarity

Effective communication is crucial for successful partnerships, but it also can be one of the biggest challenges. Credit unions and fintechs often have different cultures and ways of working, which can lead to misunderstandings if not addressed proactively.

“What I discovered very quickly with our fintech relationships is they speak a different language than we do and their business model is different,” says Josh Rodriguez, assistant vice president of fintech and mission integration at West Community Credit Union ($469.4M, O’Fallon, MO). Rodriguez joined the suburban St. Louis cooperative in January 2023 after it merged with a smaller credit union for which he served as CEO for 11 years.

Fintechs operate with a start-up mindset, he explains. They focus on rapid building and then selling. Credit unions, on the other hand, are long-term institutions — that word says it all — with a different style.

“A mutually beneficial relationship depends on us figuring out a way to communicate effectively with each other,” Rodriguez says.

Contracts: Don’t Bedeviled By The Details

Not surprisingly, contracts can make or break the relationship. By carefully negotiating contract terms and including provisions for performance evaluation and relationship termination, credit unions can better manage their fintech partnerships and meet institutional needs over time.

At Greater Texas, Kondapalli, a 21-year veteran of the industry who joined the Austin-based credit union in 2020, recommends keeping a close eye on how contract terms are written, including if the contract is at the product or relationship level, which can make a big difference if a company is sold.

And then there is the question of contract duration.

“I would not go more than three years on a contract,” Kondapalli says. “If it’s annual, that’s even better. I know one might say annual contracts are too much to manage, but it’s a dynamic state we’re in now. That’s the reality.”

Benchmarks are a serious matter, too, and West Community ensures its contracts include exit clauses.

“If we don’t hit benchmarks within a year, maybe 18 months, maybe two years, then we’re going to sever the relationship,” he says. “As fast as a fintech moves, we still need to be pushing them for results.”

What Can You Learn From Like-Minded Leaders? Credit unions are responding to the evolving landscape of financial services through new partnerships and innovative products. Callahan Roundtables put leaders in the same room to share solutions, solicit feedback, pose questions, and more. Inspiration is a Roundtable away — learn more today.

Security: Keep Data Corralled

Data security is another paramount concern in fintech partnerships, and credit unions must ensure their fintech partners have robust security measures in place to protect member data.

A proactive approach includes specifying incident response plans and notification procedures in the event of a data breach.

“We started mandating certain language within the contract itself around issues such as a data breach — at the partner’s site or one of their downstream partners — so we get notified within ‘X’ hours and are kept in the loop on an ongoing basis until the issue is resolved,” Kondapalli says.

Texas Trust’s Underwood highlights the importance of thorough due diligence and sharing only what’s necessary.

“We try to follow a least privilege philosophy so we’re only providing those vendors with the exact amount of data they need to be functionally capable for us,” Underwood says. “We’re not providing them any more than that.”

By implementing these security measures and maintaining vigilance throughout the partnership, credit unions can better protect their members’ data and maintain trust in their fintech-enabled services.

Finally, a final piece of advice might be more important than all the others: Don’t expect miracles.

“There’s this misconception that fintechs can implement all these solutions and all your problems will be solved,” says Rodriguez at West Community. “They’re not going to solve all your problems. There are going to be challenges. But if you find the right partners, it’s definitely going to be worth it.”

The post How Are Credit Unions Navigating The Fintech Frontier? appeared first on CreditUnions.com.