A failed payment transaction is easy to dismiss as a service issue. Michigan State University Federal Credit Union ($8.5B, East Lansing, MI) treats it differently. It uses the moment to shape the member experience and turn payments into a point of leverage for loyalty.

In late 2024, the credit union introduced a service that automatically updates card details with major platforms like Amazon, Netflix, Venmo, and more. Members can take advantage when they open a new card or need to update an expiring or compromised card.

“People don’t need a loan every day,” says Benjamin Maxim, chief technology officer at MSUFCU. “They don’t need new deposit accounts every day, but what they’re paying with is daily brand engagement.”

The credit union’s innovation CUSO, The Reseda Group, joined forces with a fintech to offer the service, dubbed “Card Updater.” That fintech, Strivve, works with banks and credit unions to manage the relationships and connectivity with digital service providers, often using AI or low-tech robotic process automation.

According to Maxim, few things erode cardholder loyalty faster than a payment that doesn’t work. This service is essential in heading that off.

“Making sure our card stays in the stored payment areas was our main focus,” he says. “Interchange revenue is a focus of ours. We’re going to cut debit card interchange in half when we hit $10 billion in assets. The more transactions we can have on the credit card side, the stronger.”

MSUFCU has linked Card Updater with both its credit and debit portfolios and has built the service into its mobile banking and online platforms. As of year-end 2025, 891 unique cardholders used the service nearly 1,300 times, according to Maxim.

Beyond Interchange

Although Card Updater will help drive interchange revenue for the cooperative, Maxim says the service is more broadly about improving the member experience.

“We’re trying to add things to the digital experience and facilitate that embedded payment experience everyone’s moving toward,” the CTO says. “Think about all the places you store your card — your Starbucks wallet, Venmo, Uber, Airbnb. When the card breaks, all those payment methods break. Is it MSUFCU’s fault you can no longer book your car or do X, Y, and Z? We want to make sure we’re not to blame, but we’re also resolving whatever you can’t do in the moment. This helps make sure all those embedded payments are working.”

Card Updater is a relatively new feature for MSUFCU, but Maxim says it has already provided a strong ROI and leadership is confident the service has prevented attrition to other plastic providers like Capital One. And, says Maxim, plenty of members have been vocal about their positive experiences with it.

“The loyalty we’ve built is probably worth its weight in gold,” he says. “It helps retain members, and if you’re new to the credit union, it helps you adopt the credit union as one that you trust and use versus needing to do a lot of work to update stored payments. If we can make it easier, you’re more likely to use this card that you chose for a reason.”

Lessons Learned

Card Updater is situational, Maxim says, and credit unions need to build it into their workflows so members have it when they need it rather than seeking it out as an extra service.

“They need it in a certain moment and you need to deliver it in that certain moment,” he says. “If you were to run ROI calculations, you need to look at how many people you issue new cards to and how many members or new cards you issue every month because of fraud or new memberships or whatever reason. That’s going to be your value. Then compare that for an ROI but also consider the lift and the loyalty.”

Loyalty isn’t accidental. MSUFCU’s Card Updater shows how removing friction at the right moment builds the kind of trust that keeps members from drifting to other providers. Gallup research shows emotionally engaged members are 5.4x more likely to stay and 5.6x more likely to trust their credit union as a financial advisor. The Member Engagement & Financial Wellbeing Consortium helps credit unions build that trust intentionally, across every touchpoint. Learn more.

The post MSUFCU Turns A Break In Payments Into A Member Experience Moment appeared first on CreditUnions.com.

Despite strong growth across the SMB segment, operational pressures remain high. Business owners manage fluctuating receivables, payroll timing, vendor payments, and rising costs — often simultaneously. Payment acceptance and expense tools are central to navigating those challenges. Merchant processing and business credit cards help smooth cash flow, extend payment windows, and give owners flexibility when inflows and outflows are misaligned.

Yet nearly 40% of SMBs still don’t use a business credit card, even though nearly half say they would pay for one offering digital tools and control over payment timing. That gap represents both unmet needs and untapped opportunity for credit unions.

Merchant services also play a larger strategic role. Payment processing is one of the most consistent touchpoints between an institution and its business members, generating recurring fee income while providing visibility into sales trends, revenue timing, and seasonal patterns. When those transactions move to third-party processors, credit unions lose not only revenue, but insight that could support more informed lending, treasury, and advisory conversations.

Community financial institutions already hold an advantage with SMBs. Seventy-six percent of small business borrowers report satisfaction with credit unions over large banks or online lenders thanks to relationship-based service and local expertise. However, that advantage can erode when merchant capabilities fail to match modern expectations. Ease of use, reliability, and integration with accounting and point-of-sale systems are now baseline requirements, not differentiators.

Technology expectations are accelerating. The vast majority of SMBs accepting in-person payments plan to upgrade their payment technology in the next year, and digital wallets and software-based platforms have become standard. Business owners want payment systems that reduce manual work, integrate with their existing tools, and support multiple payment methods without added complexity.

For credit unions, offering merchant services and business credit cards is no longer just about expanding product menus. It is about staying embedded in how members run their businesses. When payments, credit, and core banking work together, credit unions can protect long-term relationships, generate sustainable revenue, and remain the trusted financial partner SMBs rely on as they grow.

The post The Merchant Services Advantage For Credit Unions appeared first on CreditUnions.com.

As digital payments continue to expand and expectations move toward immediate, mobile-first interactions, the infrastructure supporting card programs is becoming more closely tied to how institutions compete and differentiate, shaping not only how transactions are processed but how products are introduced, refined, and experienced over time.

For many years, issuing was largely viewed as a processing function: reliable and essential, but mostly operational. That role is expanding. Increasingly, it is influencing how products are designed, how members engage, and how institutions respond to risk in real time.

The systems behind transactions are no longer simply supporting activity in the background. They are becoming part of how members experience their credit union on a daily basis.

Evolving Beyond The Traditional Trade-Off

Financial institutions have historically had to navigate a familiar constraint.

On one side were established platforms that offered stability but limited adaptability. On the other were newer systems that introduced flexibility, but often at the cost of added complexity or operational uncertainty.

That trade-off shaped much of the issuing environment over time, even as expectations continued to evolve.

There has been a growing recognition that this compromise does not need to persist.

An alternative approach is to design issuing as a unified platform where processing, risk controls, servicing, and operational capabilities are built together to function as a coordinated system, rather than assembled incrementally across multiple layers and integrations that introduce friction over time, as reflected in unified banking and payments infrastructure.

When those elements operate in alignment, institutions gain a clearer line of sight into how programs perform and a greater degree of confidence in how they execute.

For credit unions, that confidence tends to show up in subtle but important ways: transactions that complete without delay, cards that can be issued and used within moments, or unusual activity that is identified early without interrupting legitimate behavior.

These are increasingly enabled by systems that can evaluate transactions, behaviors, and risk signals continuously, rather than after the fact.

Expectations Continue To Reset

Member expectations are evolving in parallel with broader digital experiences.

Capabilities such as immediate approvals, digital-first issuance, and real-time visibility into spending are becoming more common and, in many cases, expected.

Digital wallet payments are projected to exceed $16 trillion globally by 2028, reflecting how quickly payment behaviors are moving toward mobile and digital channels.

At the same time, credit union card portfolios continue to expand, as members rely more heavily on their institutions for both everyday transactions and access to credit.

There is clear opportunity for growth, but also an increasing expectation that experiences will remain consistent, responsive, and secure as that growth occurs.

Translating Strategy Into Execution

In many cases, credit unions have a well-defined view of how they want to serve their members.

That may include digital-first debit programs, more flexible credit offerings, or solutions designed around specific community needs.

Legacy environments can make it difficult to move at the pace required, as product-centric systems introduce dependencies across vendors and processes, and even incremental changes can take considerable time to implement.

More modern issuing platforms are intended to reduce that distance between intent and delivery.

By allowing institutions to configure and manage programs more directly, they create the ability to test, refine, and launch capabilities with greater speed and control, while also reducing reliance on extended development cycles that can slow progress — an approach reflected in configurable program management.

For organizations operating with lean teams, this can reduce operational overhead while making it easier to sustain innovation over time.

At the same time, risk management becomes more continuous. Systems that evaluate activity as it occurs can identify anomalies while allowing normal member behavior to proceed without unnecessary friction.

The Role Of Infrastructure In Growth

The way growth is defined in financial services has shifted.

Historically, it was closely tied to physical scale — branch networks, geographic reach, and asset size.

Today, infrastructure plays a more central role.

Global payments revenue is expected to surpass $3 trillion by 2028, driven by continued expansion in digital transactions and increasingly complex payment ecosystems global payments revenue outlook.

In this environment, institutions need to be able to introduce new programs, adapt them over time, and manage risk dynamically as volumes increase.

Infrastructure is not separate from growth in this context. It is increasingly part of what enables it.

For credit unions, this does not change the underlying mission, but it does influence how that mission is delivered as member expectations continue to evolve.

Managing Complexity Over Time

As institutions grow, complexity tends to accumulate.

Multiple systems across products, regions, or partnerships can introduce fragmentation, making it more difficult to maintain consistency while increasing operational overhead.

A more unified platform approach can help address this over time.

Supporting multiple programs within a single environment simplifies integration, improves visibility, and allows for a more consistent approach to risk management.

It also reduces the degree of technical complexity that can build across disconnected systems, creating a more stable foundation for ongoing change.

Institutions investing in adaptable, next-gen infrastructure are better positioned to respond to new technologies, regulatory developments and shifting member expectations.

Emerging Shifts In Issuing

As issuing infrastructure continues to evolve, several shifts are becoming more apparent:

• Speed to market is becoming more closely tied to member engagement.
• Real-time decisioning is becoming embedded in transaction and risk management.
• Reducing operational friction is critical to executing on product strategy.
• Risk capabilities are becoming more integrated within the platform itself.
• Flexibility is allowing institutions to maintain control while adapting to change.

Issuing As Long-Term Infrastructure

Looking ahead, the role of issuing will continue to expand.

The platforms supporting card programs will play an increasingly important role in how effectively credit unions introduce new offerings, manage risk, and deliver responsive digital experiences.

This reflects a broader shift across financial services, where technology platforms are becoming part of the strategic foundation rather than remaining purely operational.

For credit unions, this evolution is aligned with a long-standing focus on member relationships.

The objective is not to pursue every emerging payment model, but to build infrastructure that can adapt over time — supporting innovation, enabling partnerships, and maintaining consistency as the environment changes.

Credit unions that approach issuing with this perspective in mind are more likely to remain aligned with both member expectations and the broader direction of the payments ecosystem.

Amir Wain is a recognized payment thought leader, serial entrepreneur, and CEO of i2c Inc. His entrepreneurial journey began when he founded Innovative Pvt. Limited in 1987. In 2000, he founded i2c to modernize financial technology. As CEO, Amir sets the strategic direction to realize his vision of a global, unified banking and payment platform that delivers unparalleled flexibility and agility while providing security and reliability. Outside of his work at i2c, Amir serves as chair of the board at numerous startups including xIQ, an AI-powered sales and marketing platform. He is also a limited partner to venture capital funds focused on B2B companies leveraging artificial intelligence and machine learning. Amir also serves as chair for the Wain Foundation, which is focused on improving health and wellbeing, the quality of education, and clean water and sanitation in the world

The post Rethinking Member Experience: The Hidden Power Of Card Issuing appeared first on CreditUnions.com.

Consumer credit card debt rose by 116% year-over-year in 2025, according to a 2026 study from WalletHub. A full 78% of that increase came during the fourth quarter. With gas prices up more than 30% since the start of the Iran war and other prices expected to remain high, consumers could be reaching more for their credit cards in the months to come.

TOTAL OUSTANDING CREDIT CARD DEBT (ADJUSTED FOR INFLATION)
FOR U.S. CONSUMERS | DATA AS OF 12.31.25
SOURCE: WALLETHUB

STRATEGIC INSIGHTS

• At $1.33 trillion, total credit card debt is only slightly lower than its $147 billion peak in 2008.
• From a credit union industry perspective, credit card loan growth closed out 2025 at 3.41%, according to data from Callahan & Associates. That’s well below the fourth quarter 2022 peak of 15.88% but in line with historical norms since the Great Recession.
• Adjusted for inflation, average U.S. household credit card debt topped $11,561 at the end of 2025, a 2.3% increase from the prior year.
• The average member balance at credit unions was $3,403 at year-end. Some of that difference could be tied to lower interest rates at credit unions, which compound into comparatively lower balances over time.
• The rise in credit card debt is augmented by increases in the BNPL space. According to a PYMNTS series, 38% of credit union members say they would use BNPL if their credit union offered it. That figure nearly doubles for millennial and Gen Z members, nearly half (48%) of whom say they’ve already used outside providers like Affirm, Klarna, and others.
• It’s unclear how many credit unions currently offer in-house BNPL solutions. A March 2024 study from PYMNTS and Velera found just 1.5% of credit unions offered the service.

The post Consumers Are Financing The Future Any Way They Can appeared first on CreditUnions.com.

Completed in 2021, the Texas cooperative’s headquarters is a monument to modern sustainability, with water capture and reuse, solar panels, and geothermal energy. The three-acre property offers 52% more square feet of space than the old HQ at a 90% reduced utility cost, using roughly the same amount of water as two families of four. The building has drawn enough interest to warrant its own website, offering a behind-the-scenes look at its design and performance, and the credit union regularly hosts tours for stakeholders, students, and community groups interested in sustainable development.

Credit Human’s 200,000-square-foot headquarters building spans 12 floors. It includes four levels of parking and supports 500 employees.

Two “living walls” of plants greet staff and visitors on the first and fifth floors of Credit Human's HQ. The credit union reclaimed most of the wood used in the building from buildings in San Antonio.

The building uses 97% less potable water than a typical commercial building. Tanks above and below ground can hold 140,000 gallons of rainwater, which the credit union filters and uses to flush toilets and irrigate.

Going Green From Construction To Culture

Sustainability is a key focus at Credit Human — the credit union has worked since 2019 to reduce its greenhouse gas emissions by 81% — yet the catalyst for the new HQ came down to operations.

Before moving into its current building, Credit Human operated two corporate offices in San Antonio. Leadership needed a unified footprint and additional space as the organization grew, turning their sights toward downtown. After a lengthy search, it selected a new address: 1703 Broadway.

That location, however, wasn’t just about square footage. Credit Human developed the building in partnership with Silver Ventures as part of a broader Class A office complex known as the Broadway Office Development. The site sits adjacent to Pearl, a 23-acre mixed-use redevelopment built on the former Pearl Brewery site just north of downtown San Antonio, one of the city’s most visible examples of urban revitalization.

Public-sector collaboration played a key role in bringing the project to life. The City of San Antonio and Bexar County provided financial support for infrastructure improvements, including upgraded intersections, expanded sidewalks and bike lanes, new green spaces, and a public parking garage. Credit Human also partnered with the San Antonio River Authority to incorporate low-impact development strategies that filter and manage stormwater runoff before it reaches the San Antonio River.

Although the building boasts cutting-edge features, leaders emphasize that its innovation lies in the way its systems work together.

“The majority of the technologies that we have in this building are 10 years old or more,” says Francisco Manon, senior manager of support services at Credit Human. “But making multiple building systems work together under one coordinated design hadn’t been done to this degree in the region.”

That level of integration introduced real-world friction during construction. Manon and his team navigated challenges with city inspectors who were unfamiliar with some of the interconnected systems, and the project — like nearly everything else at the time — faced pandemic-related supply chain delays.

Yet the greatest obstacle wasn’t technical. According to Beth Keel, sustainability programs manager, the real work was in getting stakeholders to think differently.

“The biggest challenge was a cultural change rather than technical,” she says. “We needed to help stakeholders move from thinking ‘we’ve always done it this way’ to asking what’s possible.”

One person already on board with the new approach was CEO Steve Hennigan.

“This is something our CEO started talking about six years before we started designing or selecting a property,” Manon says. “He wanted to do whatever was theoretically possible in this building.”

When it came time to move employees into the building, the organization adopted a deliberate onboarding process to teach employees how to operate in their new workspace, from sorting trash, composting, and recycling to eliminating single-use plastics and even removing vending machines and soda.

Keel continues pushing that cultural shift with ongoing education.

“I do lunch and learns every quarter,” she says. “We bring in partners like CPS Energy or SARA, the San Antonio River Authority, to educate our staff not only on greenhouse gas emissions but also what’s possible for their own homes and communities.”

Manon echoed that employee engagement is essential. Sustainability investments won’t perform as designed if the people using the building don’t participate.

Sustainability Is Good Financial Sense

Operating green isn’t just good for the environment, it can benefit the balance sheet, too. The same systems that reduce emissions also reduce operating costs, which creates a path for more investment.

“We have proved that not only is it good for the environment, but it makes financial sense,” Manon says. “We created a revolving fund and reinvest all the savings we produce with these kinds of investments into more projects.”

Manon ties the approach to measurable targets and long-term planning. For example, Credit Human has an organizational goal to reduce its emissions based on previous buildings up to 75% by 2030.

The financial framing also shows up in projects beyond its own headquarters.

“We’re installing solar arrays even in the new financial health centers, which normally are leased space,” he says. “We know we’re going to recoup that investment in six to seven years.” Looking ahead, Credit Human is in the design phase of a 100-year-old building in New Orleans, where the credit union believes it can target net zero despite the complexity of renovating a historic structure.

A Continued Ripple Effect

In addition to encouraging lifestyle changes among its staff, Credit Human has rolled out eco-friendly products for members.

The cooperative has a sustainable home lending program focused on geothermal, solar, water, and other home upgrades and has helped match homeowners with trusted companies, which leaders describe as a “high point” borrowers point to. As Credit Human invests in sustainability, leaders argue that members are poised to benefit.

Closer to home, the impact of the headquarters extends beyond its walls. Since opening, the Financial Health Center at 1703 Broadway has recorded increased foot traffic, new member accounts, and deposit growth as well as helped expand community partnerships. The building also includes a community room available free of charge to local nonprofits, reinforcing its role as a shared resource within a rapidly developing corridor.

Ultimately, Credit Human’s headquarters is an example of sustainability as an operational strategy rather than a marketing move. The building’s specs are impressive, but the team’s most significant insights for other credit unions are more about execution:

1. Don’t cap ambition by designing to the minimum standard and build for integration.
2. Plan for a culture change and invest in employee engagement.
3. Frame the ROI like a long-term owner, not a short-term builder.

The post Credit Human Redefines ‘Green’ In The Heart Of Texas appeared first on CreditUnions.com.

Credit unions committed to serving members with limited or impaired credit operate at the intersection of access, trust, and protection. Fraud management plays a critical role in that mission, but many accept fraud losses that are neither inevitable nor sustainable.

Internal portfolio analysis reveals a striking disparity across the industry. While the average fraud loss rate hovers around 25%, some institutions operate with loss rates as low as 6% without restricting access, increasing false positives, or eroding member trust. The difference between these outcomes: strategy.

The Financial Impact Of The Gap

To understand what this gap means in practical terms, consider a mid-sized credit union with $7 million in annual dispute dollars.

• At a 25% fraud loss rate, approximately $1.75 million of that total reflects loss tied to process inefficiencies, delayed resolution, and misclassified disputes.
• At a 6% loss rate, that loss drops to roughly $420,000.

That’s a difference of $1.33 million every year. For institutions operating on thin margins, this gap can materially impact financial performance.

Why Credit Unions Feel This More Acutely

Research by Cornerstone Advisors provides context for why many credit unions struggle to close this gap. Credit unions earned an average fraud experience score of 75, placing them squarely in “C-grade” territory and trailing several large issuers.

Only 5% of credit union cardholders rated their fraud experience an A, while nearly a quarter graded it a D or F.

Notably, the biggest gaps appeared in:

• Provisional credit issuance.
• Investigation and documentation collection.

These steps are where friction accumulates through manual handoffs, inconsistent timelines, limited self-service, and poor visibility into case status. While more than half of cardholders believe their disputes are resolved within a week, Cornerstone’s research shows 1 in 5 experiences resolution times longer than two weeks, often due to operational bottlenecks rather than investigative complexity.

For credit unions serving subprime or financially stressed members, these delays carry outsized consequences. Access to funds matters more, patience is thinner, and trust is more fragile.

Fraud Experience Is A Relationship Decision

Cornerstone’s data underscores a critical reality: fraud resolution quality directly shapes member behavior. Among cardholders who rated their experience an A:

• 87% reported increased confidence in their institution.
• 39% increased card usage.
• 81% were more likely to add products.
• 83% said the relationship was strengthened.

By contrast, poor experiences drive disengagement, reduced card usage, and attrition.

Proof The Gap Is Real And Fixable

Rogue Credit Union’s experience illustrates what’s possible with the right operational strategy.

“We were seeing about $2.5 million in fraud losses a year,” says James Richie, vice president of payment services at Rogue Credit Union ($4.2B, Medford, OR). “Now, with Quavo, we’ve been able to cut that by close to 60–70%.”

Institutions closing the gap between 25% and 6% loss rates consistently focus on:

• Parallelized investigations instead of linear workflows.
• Clear, auditable provisional credit handling aligned with Reg E and Reg Z.
• Real-time visibility into case status for staff and members.
• Fewer handoffs and less rework across dispute teams.

Protecting The Mission By Eliminating Waste

Serving the underserved does not require absorbing losses as a cost of compassion. Every avoidable fraud dollar represents longer wait times for real victims, fewer resources for prevention, and less capacity to support members when it matters most.

Credit unions that modernize fraud operations are discovering that lower losses, stronger relationships, and better experiences are not competing priorities. They are the same outcome delivered through better strategy.

Explore the full Fraud Experience Differentiator from Cornerstone Advisors x Quavo.

Steve Durney is VP of Partnerships & Alliances at Quavo. Contact him at steve.durney@quavo.com.

Quavo is a technology partner and strategic advisor helping financial institutions resolve fraud and disputes faster and more transparently. Its award-winning platform automates the dispute lifecycle end to end, enabling institutions to reduce losses, ensure compliance, and strengthen customer trust at scale.

The post Serving The Underserved Without Accepting Preventable Fraud Losses appeared first on CreditUnions.com.

U.S. households love rewards programs. According to a 2025 survey by Deloitte, such programs not only drive loyalty and boost brand engagement but also increase perceived value, a sentiment shared by 80% of those polled.

Nuvision Federal Credit Union ($3.9B, Huntington Beach, CA) put a simple, cooperative spin on incentives with Added Advantage, a loyalty program the credit union rolled out in 2017.

“Many financial institutions reward individual products, like a checking account or loan, but we wanted a program that recognizes the overall relationship,” says Tom Sweet, senior vice president of marketing for the credit union. “The more business a member does with Nuvision, the higher their score. The higher their score, the higher their benefits.”

What Do Members Really Want?

Sweet says Added Advantage emerged from Nuvision’s broader effort to evolve from a product-focused model to a relationship-based member experience.

Once the idea took shape, the credit union spent roughly a year to plan, model, and test the program before bringing it to market. During that time, teams worked on design as well as operational processes to support the program across digital and branch channels.

“One of the biggest challenges was designing a system that balanced simplicity for members with meaningful incentives for deeper engagement,” Sweet says. “Another challenge was operational readiness, ensuring our systems and staff training were aligned before launching the program broadly.”

Although Sweet and his team created the program, he describes its development as a continuous, multi-department effort.

“Executive leadership supported the strategic vision of the concept, whereas front-line teams provided important feedback on what members value and how the program would work in day-to-day member interactions,” he says. “We wanted the program to be easy to understand while still accurately reflecting the strength of a member’s relationship with the credit union. That required thoughtful modeling around scoring, benefits, and long-term sustainability.”

Since its introduction, adoption has been strong and steady.

“Members appreciate that the program is free to join and that benefits are tied to everyday banking activities they are already doing,” Sweet says.

Simplicity With Meaningful Incentives

When members opt-in they receive an Added Advantage score, which increases as they use more Nuvision products or services.

“It is similar to a FICO score that provides better rates with higher scores,” Sweet explains. “The more a member banks with Nuvision, such as maintaining deposits or financing loans, the higher their score becomes.”

As the score increases, members unlock additional benefits, including lower loan rates, higher certificate interest rates, and cash-back incentives on loans.

The credit union combined digital communications and traditional marketing campaigns for the program’s rollout, although Sweet says support from branch and contact center teams is an essential part of the ongoing awareness strategy.

“Front-line employees were and continue to be key ambassadors for the program,” the SVP says. “They help members understand how the program works and identify opportunities to increase their score by expanding their relationship.”

Today, Nuvision measures success through a variety of key performance indicators, including enrollment and participation, growth in multi-product relationships, and deposit and loan balances.

“Ultimately, the most important measure is whether the program helps members deepen their relationship with Nuvision over time,” Sweet says.

As deposit and loan growth becomes more competitive, those deeper relationships can have a direct impact on balance sheets, not just member experience. For example, Nuvision’s asset growth accelerated notably in recent quarters to reach 18.48% in the fourth quarter of 2025. Meanwhile, loans grew 15.4%, more than double the 6.0% peer group average for credit unions of a similar size. Nuvision’s ability to sustain higher growth supports the idea that member engagement is strong.

Ditch The Gimmicks

Looking ahead, Sweet says Nuvision sees Added Advantage as a long-term platform rather than a static offer. It’s designed so the credit union can continuously enhance the program with new benefits and partnerships over time.

Nuvision Credit Union’s Added Advantage rewards program emphasizes relationship depth, encouraging members to build a broader connection with the credit union rather than rewarding individual transactions.

Added Advantage benefits at Nuvision FCU tie member engagement to higher certificate yields, loan discounts, and cash incentives.

“As member behavior and financial needs evolve, the program can adapt to ensure rewards remain relevant and valuable,” Sweet says.

For credit unions seeking a similar program for membership, the marketing leader says to start with the member relationship, not the reward.

“The most successful loyalty programs aren’t about points or gimmicks,” he says. “They’re about encouraging behaviors that strengthen the relationship between members and the credit union.”

It’s also important to invest in member education early, especially when communicating the financial value the program offers.

“If members can easily understand the program and see the impact on their financial lives, adoption and engagement will follow naturally,” Sweet says.

The post A Rewards Program That Relies On Relationships, Not Usage appeared first on CreditUnions.com.

In an era defined by digital acceleration, it would be easy to assume that physical branches are becoming less relevant. Mobile apps are improving. Peer-to-peer payments are mainstream. We can even pay for Girl Scout cookies with a swipe or a tap, so who needs the drive-thru ATM?

Yet the latest nationwide consumer research from La Macchia Group reveals an important and often overlooked reality: physical presence still shapes trust. For credit unions in particular, branch networks reinforce credibility, stability, and long-term confidence. It turns out that even in the age of smartphones and smartwatches, people still appreciate knowing there is a real building somewhere with a real sign out front.

In January 2026, the market insights experts at La Macchia Group conducted a nationwide survey of more than 1,000 consumers to better understand perceptions of the branch’s role in an increasingly digital world. The findings challenge the vocal naysayers who proclaim the branch is dead and reinforce a clear conclusion: a strong physical branch network continues to build trust and credibility with today’s consumers. Apparently, rumors of the branch’s demise have been somewhat exaggerated.

The full research is available in the whitepaper, “Trust Still Has an Address: What Consumers Say About Branches In 2026.” What follows is a snapshot of the insights shaping branch strategy today.

Across generations, consumers consistently associate physical scale with institutional strength. When asked whether a financial institution appears more established and trustworthy if it has more branch locations, a clear majority agreed. What surprised our experts is that agreement was especially strong among younger and midlife consumers, groups often assumed to be fully digital-first. Even as these cohorts lead in digital adoption, they still connect brick-and-mortar presence with legitimacy. It turns out that a physical building still sends a powerful signal.

This matters because trust remains the foundation of the primary financial relationship. While consumers may experiment with fintech tools, digital wallets, and secondary accounts, most still concentrate their core banking relationship with a small number of institutions. Earning that “primary financial institution” status requires more than competitive rates or app functionality. It requires confidence that the organization will be there tomorrow, next year, and decades from now. After all, few people want their primary financial relationship to feel temporary.

When consumers do visit a branch, our data shows the primary driver is simple: it’s close to home. Service quality ranks second, followed by convenient hours and proximity to work or other errands. The branch is not an afterthought. It is intentionally chosen based on accessibility and experience. In other words, convenience still wins, and a good location can beat a great app.

Younger consumers demonstrate an interesting duality. They are the most active users of peer-to-peer platforms and digital-only services, yet they are also among the most decisive in their opinions about financial institutions. For them, a visible local presence reinforces that an institution is real, established, and invested in the community. Digital convenience may get their attention, but a physical presence helps earn their confidence.

Importantly, the data does not suggest consumers are rejecting digital banking. Many express openness to online-only institutions, and digital functionality is often cited as the reason some people visit branches less frequently. However, even among those who embrace digital services, a significant share still prefers to maintain a relationship with a traditional credit union that has physical locations. Digital may deliver efficiency, but branches deliver reassurance. And sometimes reassurance matters just as much as convenience.

For credit unions, these findings are particularly powerful. Credit unions compete on community connection, relationship depth, and trust. A well-placed branch network reinforces those strengths by increasing visibility, signaling permanence, and supporting the primary financial relationship that drives long-term growth. It is also a bonus if the branch is near coffee shops, grocery stores, and other everyday conveniences. (Even if we don’t have the data to prove it, our experts agree that financial planning and caffeine make a surprisingly effective combination.)

The data does not suggest a choice between digital and physical. Instead, it highlights an opportunity. Institutions that pair strong digital functionality with strategic physical presence are best positioned to earn trust across generations. In a marketplace crowded with apps and emerging fintech brands, branches remain more than transactional spaces. They are visible proof of commitment.

For credit unions looking to deepen member relationships and strengthen brand credibility, the takeaway is clear: physical presence still matters. In many cases, it matters more than institutions may think.

To explore this data and more, we invite you to download the full report, “Trust Still Has an Address: What Consumers Say About Branches in 2026.”

The post Trust Still Has An Address appeared first on CreditUnions.com.

New data from Vanguard shows retirement readiness actually declines by generation, with baby boomers being the least prepared. That’s a troubling trend for credit unions serving older members. Meanwhile, younger workers are pulling ahead thanks to smarter plan design, escalating savings rates, and earlier access to quality investments.

RETIREMENT READINESS BY GENERATION
FOR U.S. HOUSEHOLDS|DATA AS OF 11.04.2025
SOURCE: VANGUARD U.S. RETIREMENT OUTLOOK

Strategic Insights

• Just 40% of baby boomers are on track to maintain their standard of living in retirement. For those who fall short, the gap averages $9,000 a year, which represents nearly a quarter of retirement spending needs.
• By comparison, 47% of Gen Z is on track to maintain their standard of living in retirement. That gap is $3,000 a year.
• It’s a worrying sign that no cohort has a majority of members ready for retirement, pointing to a systemic readiness gap rather than a planning issue prevalent among individual generations or people.

Credit Unions And Retirement Support

• Helping baby boomers, and the generations that follow, with financial planning and education can go a long way toward moving the needle of retirement preparedness. Specially designed products and services don’t hurt, either.
• In 2022, InTouch Credit Union($808.5M Plano, TX) expanded services for those nearing or in retirement. “A common misunderstanding is that financial planning for retirement ends the day you stop working,” says CEO Kent Lugrand. “In reality, it continues long after.”  The credit union uses a variety of channels — such as seminars, one-on-one counseling, and digital resources — to deliver information in a way that works for all members. Read more.
• In 2025, Golden 1 Credit Union ($21.1B, Sacramento, CA) was named No. 1 on Money.com’s “Best Banks and Credit Unions for Seniors.” Its Golden Prestige package for members 62 and older includes free checks, no monthly maintenance fees, up to 10 free cashier’s checks a month, access to a notary, and 30,000 surcharge-free ATMs. Read more.
• Michigan Legacy Credit Union ($214.4M, Wyandotte, MI) works to make sure members keep their hard-earned savings with a program that helps spot potential for financial exploitation before fraudsters can wipe out accounts. Read more.
• Hanscom Federal Credit Union ($1.8B, Hanscom AFB, MA) offers fun, free interactive challenges via an escape room concept that bring financial concepts, like how to plan for retirement, to life. Read more.

Don’t stop here. Retirement readiness isn’t just about saving more, it’s about helping members feel supported and confident in the decisions they make over time. The Member Engagement & Financial Wellbeing Consortium, powered by Callahan & Associates and Gallup, equips credit unions to take mission-aligned, data-informed actions that change member perceptions and behaviors — driving stronger member financial wellbeing and sustainable, profitable growth for the credit union. Schedule a conversation with Callahan’s program facilitators to learn more. Request a conversation.

The post How Prepared Are U.S. Workers For Retirement? The Answer Is, ‘Not Well.’ appeared first on CreditUnions.com.

That’s all good news for Ardent Credit Union ($871.7M, Philadelphia, PA). The Philly-area cooperative has had a partnership with Villanova University Athletics for the past four years and launched its Slam Dunk CD as a way to better leverage the partnership. The certificate, which savers can open with as little as $100, has a seven-month term and a base rate of 3.90% APY. When the Wildcats win a home game, the rate jumps to 4.25%. If they win the next home game, the rate stays steady; if they lose, the rate drops back to the base.

Thanks to Ardent’s association with the university’s athletics department, it has intellectual property rights to Villanova’s logo, which it uses to co-brand its marketing, but name, image, and licensing (NIL) agreements with Villanova players also have been crucial to the program’s success, says Alletta Emeno, chief marketing officer.

“Since the beginning of our contract, we’ve always tried to partner with a player from the team,” she says. “For the first three years of the agreement we were tied with Eric Dixon, who was the leading scorer in all of NCAA basketball at the of last season. [Editor’s note: Dixon now plays for the Memphis Hustle in the NBA G League]. He was a great partner and had a lot of name recognition.”

For this season, Ardent has partnered with Malachi Palmer, who helps promote the program on his social media channels and appears in ads the credit union filmed on the school’s basketball court.

“Folding in NIL has been huge,” Emeno says. “Student-athlete ambassadors bring us a different, younger crowed, which has been a big deal. It also allows us to break through the concept of what a credit union is.”

Don’t stop here. Callahan’s Playbook For NIL Success offers guidance on entering into NIL deals, how to recognize and manage risks, discussion questions and interactive activities, and more. Callahan clients can read it today in the Callahan Client Portal.

FanDuel’s Got Nothin’ On This

Along with social media promotions, the credit union also runs ads on TV during Villanova men’s basketball games and has a table at several home games to conduct in-person outreach.

The majority of those who take advantage of the offer are not students, Emeno says, although once students understand how the CD works, they like the concept.

“People appreciate the gamification of it, and we have a low barrier to entry,” the CMO says. “If a student wanted to put $100 in, it’s probably better than betting it on FanDuel.”

If not students, who? Approximately 90% of those who open a Slam Dunk CD are existing members; however, the credit union requires at least half of the CD must be new money. For those who join because of the CD offer, the credit union does a variety of outreach to ensure new members understand all that comes from being a member. That includes not just banking services, says Emeno, but even options like a free auto-buying concierge service.

The credit union’s chartering SEG was the pharmaceutical company GlaxoSmithKline, so it tends to have a more wealthy, sophisticated membership, Emeno says. Those savers often shop around for the best deposit rates, and the Slam Dunk CD is one way to encourage them to keep their deposits with Ardent.

Although Emeno cannot provide a number for how much money the certificate has brought in, she says it’s been a helpful liquidity driver. After a period of decline, share growth at Ardent has largely been on the rise since the second half of 2023, increasing from negative numbers to 6.26% at the end of 2025.

Villanova’s success on the court also helps drive adoption. With a new coach and a lot of turnover on the team, Emeno says it was unclear at the start of the season how the Wildcats would do —  and, by extension, the CD.

“This season has been a bit of a bell curve for Slam Dunk CD openings,” Emeno says. “Almost the entire team is new. There’s a new coach. People weren’t sure what to expect.”

From a performance standpoint, demand for the CD started slowly this season, but improved along with the team.

“Into December, it became clear they were going to be OK,” Emeno says. “And we did pretty well through January.”

Lessons Learned

One of the most significant lessons learned from the Slam Dunk CD is the importance of simplicity. During the program’s first year, the rate was additive, increasing each time the team won. The base rate was the same for everyone, but those who opened their accounts later in the season had fewer opportunities for their rate to increase. That not only created issues internally but also made the CD a tougher sell. Simplicity around the rate is crucial to piquing fans’ attention, Emeno says.

“The base rate needs to be competitive because that’s what people are looking at,” the CMO says. “They’re thinking with the worst-case scenario they’re going to get a competitive rate. It’s not necessarily the highest rate they could get, but it is very competitive. With the bonus rate, we’re sitting at the top of what’s available now.”

Plus, she adds, having a “3” in the base rate and a “4” in the bonus clearly signals at even a glance that there’s a real differential on the return if the team does well.

“We’re not the largest credit union in our area, so that partnership with Villanova gives us a little bit of gravitas because we’re associated with an athletic program that is the premier program in this area,” Emeno says. “Using that in our marketing campaigns has been huge for brand awareness.”

The takeaway for other credit unions, she adds, is to lean into partnerships that resonate with members, regardless of the institution’s size.

“We’re in a unique situation because we have affluent members,” she says. “We have to make sure we are competitive for our members. Then when we do something a little different like this, it enables us to attract even more members because we’re offering something that’s unique and tied to something they know, even if they haven’t heard of us.”

The post At Ardent Credit Union, Deposits Are A ‘Slam Dunk’ appeared first on CreditUnions.com.