As consumers navigate these record-breaking holiday costs, credit unions across the country are stepping in to make a meaningful impact through creative financial solutions, philanthropic efforts, and community programs. Check out the standout efforts below.

Collaboration Makes For Meaningful Impact

Every year, a cohort of Oklahoma credit unions joins forces with a different local nonprofit to make a positive impact on the Oklahoma communities they serve. This November, 10 credit unions teamed up with Rebuilding Together OKC to make home repairs for a low-income senior and veteran.

Sarah Flanagan, manager of The WEOKIE Foundation, says the collaboration has been the highlight of her year.

“My favorite part of this experience was walking up to the home and seeing volunteers proudly wearing their credit union shirts working side by side to make a difference in this individual’s life,” she says.

Forty-two volunteers contributed a combined 121 hours across the day, making repairs to the home’s siding, floors, countertops, and more.

In a local news segment, homeowner Kent Murphy shared his home had been in his family since his grandparents.

In Minnesota, a day of service launched in 2013 by Affinity Plus Federal Credit Union ($4.4B, St. Paul, MN) has since blossomed into a multi-state initiative. Today, the Minnesota Credit Union Network (MNCUN) sponsors the initiative under the CU Forward Day banner.

Andrea Molnau serves as the director of public engagement and strategic initiatives for the MNCUN. She says the sizable impact that comes from dozens of credit unions working in tandem demonstrates how the industry can amplify its power to make a difference.

“It feels good to put some good in the world,” Molnau says. “That’s part of the attraction of the day.”

MNCUN has packaged the program and made it available to other states, with Illinois, Michigan, Wisconsin, Pennsylvania, Maine, and others now also carrying the mantle. The toolkit includes information on the day itself, how to promote it to credit unions, how to organize around it, what data to collect, sample media materials, and more.

Read more about this multi-state day-of-caring initiative in “There’s Nothing Random About These Acts Of Kindness.”

Seasonal Solutions Ease The Strain

Credit unions are also stepping up ahead of the holidays with limited-time promotions and relief programs.

First Choice Credit Union ($77.1M, New Castle, PA) is offering eligible members the opportunity to skip a personal or auto loan payment through Jan. 30, 2026. Sierra Pacific Federal Credit Union ($176M, Reno, NV) is running a similar promotion through the end of the year on any one qualifying loan payment.

Holiday loans are another popular tool to ease the financial burden of this time of year. AmeriCU Credit Union ($2.8B, Rome, NY) recently announced a holiday loan program that provides up to $5,000 on an unsecured personal loan with rates as low as 5.75% APR.

Other credit unions mix and match multiple seasonal offerings. CPM Federal Credit Union’s ($673.2M, North Charleston, SC) “Holiday Happenings” include a holiday loan special, a skip-a-pay option, and a community-giving campaign.

Credit unions aren’t reserving innovative and impactful products solely for the holidays, though.

Earlier this year, First Alliance Credit Union ($284.4M, Rochester, MN) launched a savings certificate designed for depositors who want their money to not only earn interest but also actively support community-impact lending. The minimum deposit for the Impact CD is $100,000 and term options include five-, seven- and 10-year certificates with APYs ranging from 2.0% to 3.0% (although rates might change). Importantly, the credit union earmarks funds raised through these deposits for things like low-income mortgages and vehicle loans, small-business growth, under-banked or non-traditional credit profiles, and others seeking a “financial fresh start.”

“I’ve always said I see us not as a financial institution but as a community development institution that happens to offer financial services,” says CEO Brent Rempe.

Read more about turning private prosperity into shared possibility in “First Alliance Debuts Mission-Driven Deposits.”

Foundations Fuel Community Giving

Credit union foundations play an invaluable role in the industry, and the season of giving naturally keeps many executive directors and their teams extra busy.

In Utah, the Mountain America Foundation solicited public involvement in this year’s Giving Tuesday campaign. The foundation will award $1,000 grants to 28 nonprofits, with organizations selected through community voting that took place from Oct. 20 to Nov. 14.

“By voting, our members, employees, and the public, can help strengthen organizations that are making meaningful contributions in our communities,” says Suzanne Oliver, executive director of the Mountain America Foundation. “We are eager to see where the $28,000 in funding will go. Together, we can uplift lives and build brighter futures.”

Read more about Mountain America’s foundation work in “From Foster Care To Financial Wellness.”

In Louisville, KY, the Park Community Foundation’s Pathways to Prosperity grants fund projects backing education, financial wellbeing, and community. Since 2019, the foundation has contributed more than $580,000 to local causes that support these three areas of impact. The 10 nonprofits selected as grant winners for 2025 will receive $97,960 in total, with winners announced on Nov. 21.

“These organizations are small, grassroots nonprofits that are making a difference and changing lives in Kentucky and Southern Indiana,” says Shannon Kisselbaugh, executive director of the foundation.

Read more about how Park Community reimagines local philanthropy “How A Credit Union Foundation Builds Equity And Access.”

Real People. Real Impact. Real Credit Unions. Credit Unions are making a meaningful impact in their members’ lives, from gestures big and small. For proof, check out The Member Story Project on CreditUnions.com. Don’t forget to submit your own!

The post 3 Ways Credit Unions Ease Holiday Financial Stress appeared first on CreditUnions.com.

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.

Hurricane Maria slammed the U.S. territory of Puerto Rico in 2017, leaving behind landslides, flooding, power outages, destroyed homes, and more. With nearly 3,000 fatalities, the island’s power grid completely destroyed, and damages estimated at $90 billion, it was the definition of a crisis.

Fortunately, a pair of CDFI grants helped JetStream Federal Credit Union ($265.5M, Miami Lakes, FL) play a major role in recovery efforts.

The Problem

The Center for Puerto Rican Studies estimates more than 3,000 people left the island for the U.S. mainland in the wake of the storm, many of them settling in nearby Florida. But for residents of an island more than 1,000 miles from the continental United States, relocating was anything but easy.

For starters, many lenders on the island didn’t allow residents to transport their cars, forcing those who emigrated to the mainland to leave behind their mode of transportation. Once on the mainland, many people needed help covering security deposits for living arrangements, replacing damaged and ruined belongings, and securing other essentials.

Those who stayed behind also had belongings to replace, homes to repair, and urgent expenses to cover.

The storm inflicted $90 billion in damages, and a report from Moody’s estimates insured losses might have reached as high as $30 billion, making Maria one of the costliest hurricanes in U.S. history.

The Solutions

JetStream FCU’s field of membership includes anyone who lives, works, worships, or attends school in Miami-Dade County as well as Carolina, Trujillo Alto, and San Juan counties in Puerto Rico. Its branch presence in Florida and Puerto Rico enabled the credit union to serve displaced members seamlessly.

To help members manage the aftermath of Maria, JetStream tapped two CDFI grants — one of $776,000 for funds to resettle people who left after the hurricane and a $1.25 million grant to help members who remained on the island.

The resettling grant helped new and established members cover costs such as security deposits for rental homes, vehicle shipping, and more.

“Somebody came in to join and right away asked, ‘Can I refinance my car?’ says Jeanne Kucey, CEO at Jetstream. “They wanted to ship it to Florida, so we became the answer for a lot of people.”

Shipping a vehicle from Puerto Rico required members to first refinance their auto loan with JetStream, which enabled them to pay off the loan at the originating institution, then ship it from the island to the mainland at a cost of approximately $2,000. After that, members also could use grant funding to cover the cost of vehicle registration.

Members who stayed on the island needed help, too. One of their major expenses was replacing personal goods, everything from furniture to patio covers, home repairs, and more.

The credit union offered a loan to existing members only that Kucey says was essentially a standard personal loan in terms of pricing; however, JetStream stretched its normal underwriting criteria as far as credit scores, debt-to-income levels, and more, to serve as many people as possible. That’s important because many low-income borrowers used the funds — with loans averaging $10,000 — to improve energy efficiency, eliminate mold, and make essential repairs and updates. The credit union was even able to help two of its own employees who lost nearly everything inside their homes, Kucey says.

“We had a lot of people use these loans to replace their goods,” the CEO says. “We were surprised at how many people had the savings to take care of what they needed, but for those who didn’t, this was a lifeline.”

The Results

Beyond simply deploying CDFI grant funds, these loans became lifelines for members rebuilding their lives and communities. JetStream came through with critical financing to restore homes and replace essentials, but the credit union also empowered those driving relief efforts.

For example, a Puerto Rico-based member who frequently visited the branch for his personal and business services realized the island needed diesel providers to refuel the generators that were powering residents’ homes after the storm. That member and his wife bought a truck on the mainland and shipped it to the island to start Chester Energía y Transportes, a diesel-refueling business.

“They came to us to open a business account to have accessible funds for refueling the tank,” an island staffer wrote to Kucey in an email. “They gathered all the required information and opened their account. Rapidly, many people started using their business. They covered the whole island. They’re grateful that we were there to help start their business. They always talk about how close they feel to us when conducting transactions and how they would never change their membership to another institution.”

The credit union doesn’t have plans to relaunch these disaster recovery loans for future emergencies, but their success has shaped programs like the furlough loan JetStream introduced during the 2025 government shutdown. For Kucey, the experience reinforced the core principle of “people helping people” isn’t just altruism, it’s good business.

“The losses were non-existent,” she says. “Just do the right thing and don’t worry about the bottom line because it all worked out.”

The post JetStream FCU Turns CDFI Funding Into Lifelines After Hurricane Maria 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.

As 2025 winds down, the editors, writers, analysts look back at what topics resonated and what voices stood out this year. From strengthening operations to enhancing member engagement, preparing for emerging technology to navigating competitive pressures, the following curation remains essential reading.

AI Improves Training At Premier America

Premier America Credit Union ($3.3B, Chatsworth, CA) uses artificial intelligence to help staff build rapport with members. Employees love it, efficiency is up, and service is better than ever.

Why does Alix like this piece?

“I chose this article because it shows AI at its best — not replacing people, but sharpening the human skills that make credit unions strong. In a year when AI dominated headlines, Premier America offered a grounded example of how to turn a buzzy technology into better training, better confidence, and better service.”

Read it today.

What’s In A Name: Chief Product Officer

At Bay Federal Credit Union ($1.8B, Capitola, CA), Brooke Morley improves communication and collaboration across departments to offer members the products they want and need.

Why does Alex like this piece?

“This piece stood out to me because it explores the emergence of a product officer role within credit unions, a position well-established in other industries but still relatively new in this space. I believe it has the potential to significantly influence how credit unions innovate and serve their members.”

Read it today.

What Can Credit Unions Learn From Rocket Mortgage?

The mortgage lender’s Super Bowl 2025 ad isn’t just smart marketing. It’s a challenge to credit unions to step up their storytelling game and connect with members on a deeper, more emotional level.

Why does Rebecca like this piece?

“This story hits all the right notes for me. It’s fresh, fun, and grounded in real-world insight. I love stories that inspire credit unions to think differently about the market and their shops. Alexandra draws on firsthand experience talking with credit union leaders to offer practical insights on untapped opportunities that can make a real difference. This piece captures that creative energy.”

Read it today.

Navigant Levels Up Its Data-Driven Branching Strategy

Navigant Credit Union ($4.0B, Smithfield, RI) is using internal and third-party data to better understand branch traffic patterns and consumer banking behaviors — and the results are paying off far faster than expected.

Why does Aaron like this piece?

“Navigant Credit Union isn’t just picking new branch locations by throwing a dart at a map. Instead, leaders there are backing up their decisions with all kinds of data, including transaction patterns, census stats, and more. It’s a modern strategy to fuel one of the most old-school methods of member service.”
Read it today.

Michigan Legacy Takes A Scientific Approach To Spotting Elder Financial Abuse

A partnership with the Institute of Gerontology at Wayne State University has helped Michigan Legacy Credit Union ($218.7M, Wyandotte, MI) reduce reports of elder fraud by as much as 50%.

Why does Savana like this piece?

“Bad actors are only growing more sophisticated. With the average age of credit union members coming in at 53 right now, it’s essential for institutions to think about how they prevent and identify cases of elder financial abuse. Retirement and estate planning are only part of the puzzle when it comes to this stage of life. Proactivity is key. Michigan Legacy’s work with Dr. Peter Lichtenberg is an amazing example of how this can make a measurable difference.”

Read it today.

What Is Stagflation? And What Does It Mean For Credit Unions?

The growing risk of stagflation puts the Federal Reserve in a difficult position and raises the stakes on potential consequences for member finances, investment portfolios, and margin management.

Why does Will like this piece?

“It paints a picture of complex economic ideas and explains how they affect Main Street, or in other words: the people credit unions are tasked to serve. In a period of so much uncertainty around policy decisions, the “this or that” structure is helpful to understand the potential pros and cons of different paths.”

Read it today.

How Well Do You Know The Gen Z Economy?

It was great to see the Callahan & Associates editorial team, specifically editorial analyst Andrew Lepczyk, employ a new format this year. Andrew is out on well-deserved leave and unable to share his favorite piece from 2025, but his work deserves recognition.

Take the test today.

The post CreditUnions.com Top Picks For 2025 appeared first on CreditUnions.com.

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

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

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

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

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

A Member’s Lasting Impact

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

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

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

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

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

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

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

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

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

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

Celebrating Inspired Ideas

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

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

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

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

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

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

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

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

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

Why The “Team First” Mentality Works

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

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

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

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

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

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

A Stronger Foundation Enables Stronger Service

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

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

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

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

All Eyes On ROI

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

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

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

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

A Winning Digital Experience

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

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

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

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

What’s Next?

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

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

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

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

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

Think Like A Credit Union, Function Like An Ad Agency

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

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

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

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

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

Growing Bigger And Better

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

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

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

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

Even In Marketing, Member Experience Matters

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

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

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

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

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

James Hunter knows firsthand what homeownership can mean for a family’s future.

“Some people’s first love was basketball or football, mine was mortgages,” says Hunter, chief advocacy and culture officer at The New Orleans Firemen’s Federal Credit Union ($275.0M, Metarie, LA). “I’m enamored by homeownership.”

The Problem

Hunter’s enthusiasm for homeownership meets a tough reality in New Orleans, where economic barriers put buying a home out of reach for many.

A 2024 report found approximately 53% of New Orleans residents were homeowners, although that figure does jump slightly to 62% when expanded to cover the entire metro area. Still, the prevalence of low-wage jobs and one of the highest poverty rates in the nation — the Louisiana poverty rate hovers around 19%, compared with 10.6% nationally — suppresses homeownership in The Big Easy.

There are broader problems at play, as well. Louisiana ranks at or near the bottom of the nation when it comes to education, infrastructure, crime, opportunity, and more, according to a 2025 U.S. News & World Report study. Those factors and others have led many people to believe homeownership — and financial wellbeing in general — is simply out of reach for them.

“We have a unique situation where you have people who have been hit with persistent poverty, which is three generations of people who have experienced nothing but the same mindset [and] the same potential outcomes,” Hunter says. “That can stem from how you grew up to the hurricanes we’ve experienced and also going into more racial things like redlining. There are many things we’ve experienced here in Louisiana that can impact a lot of different areas.”

Like much of the country, rising prices and interest rates combined with inventory challenges have exacerbated the situation. And that’s before taking into account sky-high insurance premiums, which put housing even further out of reach for many borrowers.

“I’ve been in situations where someone’s insurance and taxes are higher than their principal and interest payments on their mortgage,” Hunter says. “That’s totally backward and sometimes prices borrowers out of a home.”

The Solution

Thanks to a $900,000 grant from the U.S. Treasury’s CDFI Fund, New Orleans Firemen’s is helping members get over that hump with a 100% loan-to-value mortgage that requires no down payment and no private mortgage insurance.

According to Hunter, the 100% LTV helps cover the down payment and other upfront costs. Additionally, he says, real estate agents may negotiate with sellers and builders to cover closing costs, and the credit union’s policies provide enough wiggle room to bridge that gap where needed.

“Two of the biggest things when buying a home are the down payment and the closing costs,” the advocacy and culture officer says. “That’s a nice chunk of change. A down payment and closing costs can add up to a lot of money people don’t have.”

In those instances where members can’t yet qualify, he adds, the credit union looks for ways to help people improve their finances and set a little money aside in the hope that improved savings and credit can get them to the finish line eventually.

The Results

Since launching the program a little more than five years ago, New Orleans Firemen’s has closed slightly fewer than 60 of these loans. That might not be a large number, but Hunter is quick to defend the program, noting the difficult environment for buyers these past few years.

“We have seen people who did not think they could apply or get approved for a mortgage find themselves in a home,” he says.

For example, a contractor who did some work for Judy Delucca, the credit union’s CEO, revealed during a conversation that he was struggling to qualify for a mortgage.

“We introduced him to our program and helped him not only get the home he wanted but also looked at his business and helped him expand his fleet,” Hunter says.

One element that makes the program so inspiring, Hunter adds, is that its success often flies in the face of conventional wisdom and helps members understand that they can take control of their financial lives.

“People listen to the news media and other resources that say interest rates are high and this is not the time to buy,” he says. “Why not find out if you can get qualified? And if not, what can you do to get ready?”

Although solving Louisiana’s insurance crisis will require legislative action, Hunter says finding ways to help more New Orleans residents achieve homeownership is a major growth and relationship opportunity for the credit union. It plans to continue to advocate for members and help them achieve financial success, whether that be through the CDFI Fund, foundations, or other avenues. That commitment recognizes both the challenges and the promise of homeownership and resonates with Hunter on a personal level.

“I come from an environment where homeownership wasn’t often possible,” he says. “So to be in a place where I see people be able to bridge that gap and build generational wealth is invaluable.”

The post Affordable Housing Isn’t About Business. It’s About People. appeared first on CreditUnions.com.

Zohran Mamdani just won the mayoral election for New York City with the highest record count since the 1960s.Whether you agree with Mamdani’s proposals, his ability to connect with everyday New Yorkers on a central message of affordability — through authenticity, clarity, and hope — offers insights far beyond politics. For credit unions, which exist to serve those same everyday needs, his campaign offers four lessons in purpose-driven communication.

1. Focus on clear, meaningful issues, and don’t get sidetracked.

Mamdani’s campaign ran with a relentless focus on affordability in housing, transportation, and cost-of-living burdens. In his daily campaign, he didn’t chase a dozen topics; instead, he returned again and again to what matters most to people’s daily lives.

Credit unions can similarly do more by doing less. Truly understanding what matters to your constituents — e.g., the people in your field of membership — is crucial to creating a compelling narrative for why you deserve their trust when it comes to their financial wellbeing. Narrowing your focus to a few high-impact areas where you can truly make a difference strengthens your identity and deepens impact.

In Ohio, Wright-Patt Credit Union ($9.4B, Beavercreek, OH) has made affordable housing one of its defining priorities. A cross-departmental Housing Collective there unites lending, financial education, and philanthropy to expand the credit union’s reach and relevance in the housing space. The collective partners with local nonprofits to support first-time homebuyers and turn purpose into property. It also serves as a strong reminder that when you pick a single need and commit to it, people take notice.  You can read about that on CreditUnions.com.

2. Speak in the language of real-life problems, not financial industry jargon.

Rather than talk in policy code, Mamdani told true stories about long commutes, rent burdens, the cost of childcare, and grocery bills. He showed people he understood their frustration with a system that wasn’t working in their best interest.

Credit unions can tap that same understanding of people’s lived experiences. And, most importantly, credit unions have the right ownership structure to ensure they’re working on behalf of member-owners.

Unfortunately, too often credit unions translate that message into rates and ratios rather than real-life narratives. Members under financial stress don’t care about an extra 25 basis points on their credit card rate; they care about saving an extra $50 this month. They don’t need a car loan; they need a safe way to get to work tomorrow. And even when they don’t need a specific product, they need to have faith that their financial institution isn’t trying to milk them for every penny on behalf of external shareholders.

That’s one reason we at Callahan & Associates launched The Member Story Project: to elevate the everyday ways credit unions help members save, borrow, and thrive. This storytelling space is a testament to the impact credit unions make and proof that cooperative finance isn’t abstract, but deeply human.  

3. Cultivate belief, not just awareness.

Movements grow when people see themselves inside them. Mamdani’s campaign didn’t just describe what he’d do, it painted what life could look like if he succeeded. That sense of shared possibility built belonging among voters, motivating record turnout in an off-year election.

Credit unions can build belonging, too. To do so, they must move beyond awareness campaigns and product pushes and instead focus on something much bigger — their belief in a movement that redefines what financial success means for ordinary people. You’re not just providing products and services; you’re helping members regain control of their financial future and creating peace of mind.

What might that look like for credit unions? At Affinity Federal Credit Union ($4.1B, Basking Ridge, NJ), it looks like measuring member financial success through a sense of peace rather than a budget, in terms of confidence and not just solvency. The credit union reminds us that belonging and belief are stronger retention tools than any single rate promotion. Read more about that on CreditUnions.com in “How A Financial Wellbeing Strategy Offers Less Stress And More Success.” 

4. Engage the next generation where they are.

Connection starts by showing up in your members’ worlds. Mamdani’s campaign drew in young voters through social-first storytelling on the issues that matter to them, grassroots community events, and a citywide scavenger hunt that drew thousands of participants. His team connected the candidate to voters and voters to one another. It invited them to imagine a fairer future. 

Credit unions must embrace similar creativity and innovation if they hope to reach younger members who might otherwise default to national banks or fintechs. When Affinity Plus Federal Credit Union ($4.5B, Saint Paul, MN) discovered through data analysis that its members are enthusiastic supporters of live music, the credit union didn’t respond with an ad campaign; it sponsored The Fillmore music venue in downtown Minneapolis, creating a real-world space where community, connection, and culture meet. 

“Banking is what we do. People is who we are.” says Dave Larson, CEO of Affinity Plus. To understand what it looks like to meet people where they are — literally and emotionally — the credit union offers a playbook worth studying.  

A Credit Union Call to Action

Mamdani’s campaign reminds us that clarity of message, grounded in real-life needs and delivered with conviction built from authenticity, still cuts through the noise. Every day, credit unions — institutions born from cooperation and committed to community — help members escape debt traps, buy their first homes, build emergency savings, and access fair credit when others turn them away. Credit unions don’t just tell stories of hope; they build the financial tools that make those stories possible.

If we want more Americans to understand the power of cooperative finance, our industry must find its voice. Like Mamdani’s campaign, we need to focus relentlessly on the consumers and small businesses who need help most, and we must speak clearly, consistently, and hopefully. And, we must deliver.

The post What Credit Unions Can Learn From Mamdani’s Campaign appeared first on CreditUnions.com.