That’s where fractional CFO services come in. Unlike traditional CFO roles, fractional CFOs offer experienced, on-demand expertise customized for smaller credit unions. Fractional CFOs are not just number crunchers, they’re trusted advisors who help craft financial strategy, improve reporting and support key decisions, all without the cost or commitment of a full-time hire.

Why Fractional CFOs Are A Game-Changer

Smaller credit unions usually have staff members who wear multiple hats, with financial-leadership duties shared among several roles or handled by external accountants focused on compliance rather than strategy. This can lead to reporting delays, missed financial opportunities, and stress on teams juggling multiple priorities.

A fractional CFO fills this gap with focused, flexible support. They help clean up general ledgers, manage month-end closes, prepare budgets, and provide clear, actionable forecasts. More importantly, they bring a strategic lens that aligns financial operations with your credit union’s mission and long-term goals.

Having served more than 25 years in financial leadership roles at credit unions, I’ve witnessed firsthand how critical strong financial leadership is, especially for smaller institutions where resources and bandwidth are tight. A fractional CFO can be a true game-changer.

“Having served more than 25 years in financial leadership roles at credit unions, I’ve witnessed firsthand how critical strong financial leadership is, especially for smaller institutions where resources and bandwidth are tight.”

Real Impact For Credit Unions

In my experience, credit unions that leverage fractional CFO services often gain clearer financial insights and improved regulatory compliance. It’s not just about having the numbers right. It’s about understanding what those numbers mean and how to act on them. For example, during budget season, I’ve helped teams move beyond spreadsheets to build forecasts that actually reflect operational realities and strategic priorities. That shift alone can transform decision-making.

When credit unions grow, merge or face changing regulations, those transitions can feel overwhelming without the right guidance. When navigating complex mergers, having a seasoned CFO involved early ensures smooth integration of financials, mitigated risks, and preserved member trust. Having someone who understands the nuances of credit union operations — and who can translate that into financial strategy — is invaluable.

Additionally, I know how much stress can fall on internal teams juggling day-to-day accounting and compliance work alongside strategic planning. A fractional CFO helps relieve that pressure, providing dedicated leadership that anticipates issues before they arise and supports staff growth.

At CU*SOUTH, we integrate fractional CFO services closely with accounting support to offer a comprehensive approach. That means you’re not just compliant, you’re positioned for sustainable success. From onsite visits to remote collaboration, we tailor our involvement to what your credit union needs most, respecting your culture and your goals.

A Smart Investment In Your Credit Union’s Future

For many small and mid-sized credit unions, fractional CFO services strike the perfect balance of expertise, affordability and flexibility. It’s a smart investment that reduces financial stress and opens doors to innovation and growth.

Ready to strengthen your credit union’s financial leadership without overextending resources? CU*SOUTH is here to help. Contact us to learn how our fractional CFO services can empower your institution to thrive.

CU*SOUTH, a 100% credit union-owned CUSO, champions credit union growth and embraces innovation to deliver top-tier, future-ready core processing, digital banking, and essential services that redefine member experiences.

Shari Weber is the director of financial services and CFO consultant at CU*SOUTH. With more than 25 years of credit union finance leadership, Shari brings deep expertise and a strategic approach to helping credit unions strengthen their financial foundations.

The post Bridging The Gap: How Fractional CFO Services Empower Small To Mid-Sized Credit Unions appeared first on CreditUnions.com.

Uncertainty around tariffs, taxation, technology, and more have leaders grappling with a wide range of “what ifs” and investing more time in scenario planning — not just to prepare for disruption but to build organizational agility.

UNCERTAINTY IS ON THE RISE
FOR 142 COUNTRIES | DATA AS OF 06.30.25
SOURCE: World Uncertainty Index

Based on the CreditUnions.com article “Build Resilience, Not Road Maps,” by Jay Johnson, chief collaboration officer at Callahan & Associates, the following quiz helps leaders assess how well their credit union is embracing adaptability and building resiliency for years to come.

1. Are you prioritizing flexibility over fixed planning?
   Do you treat your strategic plan as a living document that evolves in response to change? Are you ready to shift tactics when emerging risks appear?
2. Are employees empowered to act in the face of change?
   Do your teams understand how their work supports the strategy? Do they feel empowered to make decisions during uncertainty? Do they feel responsible for adapting systems and processes when unexpected situations arise?
3. Are you helping members build resilience, too?
   Do you support members in building their own resilience (e.g., financial education, crisis tools), not just selling products? Does your strategic plan include specific efforts to improve member financial wellbeing, especially for vulnerable populations?
4. Is your technology integrated to enhance the member journey?
   Are your digital tools — from core systems to chatbots — working together to create a seamless, human-centered experience? Technology shouldn’t be flashy for its own sake; it has an important role to play in unifying touchpoints, anticipating member needs, and delivering value in real time.
5. Are you building solutions with your community?
   Do you engage local leaders and organizations to understand shared challenges? Is your credit union positioned as a collaborator in creating solutions that improve financial health and long-term community prosperity?
6. Are you telling the story of your credit union?
   Do you consistently communicate your strategic goals and progress toward them through clear, human stories your staff and members can relate to? Strategy without storytelling is invisible. Sharing your “why” builds understanding, alignment, and momentum across the organization.

Having a plan is table stakes for 2026. A truly resilient credit union has the people, mindset, and processes to adapt it.

Is Your Strategic Plan Built To Bend, Not Break? Uncertainty is rising — and long-term road maps alone won’t cut it. Strategic planning is now as much about learning to adapt as planning for the future. That kind of agility requires time and resources all year long, not just in the fall. Let Callahan & Associates help you explore how resilient organizations empower teams, evolve their strategies, and support members through change. Start a conversation today.

The post Is Your Credit Union Resilient Enough For 2026 And Beyond? appeared first on CreditUnions.com.

What Skills And Experiences Do Today’s Boards Need?

The “right” board portfolio of skills and experience continues to evolve. As a reference point, 10 boards recently benchmarked the future representation of skills and 71% of those directors said having a grasp of the business applications of artificial intelligence was either critically underrepresented (30%) or underrepresented (41%). These results were as expected as they were invigorating.

In these examples, board development programs and succession plans were revamped and the boards are well on their way to more effectively engaging in strategic prioritization conversations.

How Will CEO Performance Be Evaluated?

Eventually those conversations should translate into effective and measurable outcomes. Boards are increasingly embracing the criticality of rigorous evaluation processes that both hold their CEO accountable (risk and reward) for historic results and provide constructive feedback for future development and prioritization.

Often, when an organization is performing in the bottom 10% of its peer group, a contributing factor is that the board is unaware of their competitive positioning. Sometimes “goals are set” but loosely connected to the strategy and disconnected from the competitive landscape. The reality is that many boards seek to thrive, not survive. The opportunity is to tie CEO evaluation and compensation to those results.

Is Your Succession Plan Strategic?

Succession planning has always been a hot topic, and the NCUA’s final rule has shifted it to the forefront. From a governance standpoint, strategic CEO succession is the most critical and all-encompassing conversation that occurs because it touches on strategy, organizational performance, culture, governance, and compensation.

Beyond the interim and emergency plan, having a meaningful understanding of executive talent and their upside potential years in advance empowers better decisions today that can drastically improve outcomes tomorrow. Too often successors are brought in because rigorously developing the talent that will lead the organization in the future was not important (in practice) to the board or CEO. Attending conferences or receiving certifications is seen as “development” but is not necessarily the stimulus needed to generate an embodied strategic perspective in future CEO candidates.

Are You Developing High-Potential Talent?

Having a succession viability conversation can be very dignifying for aspiring candidates; they want to know what their candidacy does and does not bring to the table in the board’s eyes. Aspiring candidates  want the time to develop missing skills, perspective, and leadership presence. If they’re not given a fighting chance, then there are other downstream effects.

Beyond that, investments are often only made in identified potential CEO successors whereas other high-performing talent without CEO aspirations might not receive the same kind of stretch assignments. The new CEO then inherits a team that is not as competitive as it could be. A critical governance challenge and opportunity is ensuring the organization is developing the talent it needs in the future.

How Will You Ensure Continuous Board Development?

Combining board development, director self-evaluation, and application of new skills is another strategic opportunity. There are a plethora of board development resources available. The critical governance challenge is how to provide a rubric for hungry learners to evaluate their understanding of the content. Further, providing a platform for experiential learning and application of the learning is essential to deeply understand concepts that are full of nuance.

A timely example is artificial intelligence. Understanding of this technology and its application are greatly enhanced by experiencing its power and potential. General presentations can be less impactful than content tailored to a specific institution that includes real-time examples of how AI is impacting operations and member experience. Boards should prioritize these conversations and intermix experiential learnings over periods of time, as the consequential nature of these decisions is significant. Said differently, conferences are conversation starters — they are not certifications of relevant governance expertise.

It’s a safe bet that the future will bring new and different opportunities and challenges. It’s time to recalibrate and evolve the board’s response pattern to ensure governance practices are effectively enabling the strategy, not hampering it. Simply declaring that the board will have an even more vital role in the future can begin to put energy and resources into action.

Peter Myers is senior vice president at DDJ Myers, an ALM First Company. Contact him at pmyers@ddjmyers.com.

The post AI Skills, CEO Evaluation, And More Strategic Opportunities For Boards appeared first on CreditUnions.com.

The Wyoming-based cooperative is more than halfway through an ambitious 10-year strategic plan known as Blueprint 2030.

“Every credit union says it exists to serve members,” says CEO Stephanie Propps, a 25-year veteran of the credit union dating back to its days as Warren Air Force Base Federal Credit Union. “We wanted to take it one level deeper. What value proposition do we have that could offer something greater beyond what we currently were offering?”

The result is a multi-pronged strategic plan focused on three pillars at the heart of Blue’s “Vitality Index,” a custom system designed to measure success beyond traditional KPIs. Those pillars are:

• My Life (including financial coaching and education).
• My Money (including financial products and services).
• My Community (focused on community engagement, the credit union’s foundation, and impact).

Blue still measures traditional KPIs, budgets, NPS scores, and more, but the Vitality Index measures how well the credit union is delivering on its mission.

That process starts with extensive community surveys covering each of those three pillars. The surveys, for members and non-members alike and administered and held by Corona Insights, includes questions that address what percentage of income respondents spend on housing and how confident they are that they can get or keep housing they want. The survey also covers total savings, how spending and income have changed over time, and a range of questions on community engagement. Blue then slices and dices results by region, income, and other factors.

The credit union conducted the survey in 2021 and 2023, and both editions so far have included questions about health and wellness. Although Blue can’t directly help in those areas, it asks the questions out of a belief that a solid financial footing contributes to wellness in other areas as well.

In 2021, Blue members scored higher on the Vitality Index than non-members, but scores for both cohorts fell in 2023. In particular, scores in the “My Money” category fell by 4.5%, which served as a signal that Blue needed to refocus on its core business as its community grappled with inflation, high housing prices, and economic uncertainty.
Looking for more? Blue FCU’s long-term plans balance both the balance sheet and community impact. Read more in “Anatomy Of Blue Federal Credit Union,” available today in the Callahan client portal.

Blue Skies And Promising Growth

At $2.1 billion in assets, Blue is by far the largest credit union in the Cowboy State — more than double the size of the state’s second-largest credit union — but it has taken more than 70 years to get there.

When Propps joined Warren FCU as vice president of administration in 2000, assets stood near $100 million. She became CEO five years later, when assets were approximately $200 million. When she took the helm, Warren FCU had been through several years of turnover, including the retirement of a long-time CEO, a short-term successor, and other executive turnover. Propps’ first charge from the board was for the credit union to regain its footing from the community and leadership perspectives. Once that was settled, she set her sights on growth and expansion, and in the 20 years since she took over, the credit union’s assets have grown tenfold.

Originally chartered in 1951 as Warren FCU, the credit union historically served F.E Warren Air Force Base, the oldest continually active installation within the U.S. Air Force. After 65 years, Warren FCU merged with Colorado-based Community Financial Credit Union, creating Blue — a moniker intended to reflect its Air Force roots and the open skies of the Rocky Mountains — and marking the start of the cooperative’s southward reach.

Blueprint 2030 outlines specific targets around asset growth, expansion, and more. Part of that includes moving beyond the credit union’s home base and into new markets. It has expanded into Colorado, starting in the northern part of the state with Fort Collins before moving south along I-25 to the Denver metro area and on to Colorado Springs and Pueblo.

“I’m blessed to work with great people and a great board that has supported my vision to expand and grow the credit union,” Propps says, adding that she’s raised a family in Cheyenne and fallen in love with the community. “It’s the best of all worlds for me here; I’ve never had any reason to leave.”

Back To The Basics

Growth is still a priority today, but Blue’s board and leadership place a premium on culture and focus more on existential discussions, including about purpose and why the credit union exists. They recognize the need to be more strategic and understand desired growth patterns and trajectories. That’s where Blueprint 2030 comes into play.

“Taking on the 10-year Blueprint 2030 initiative has elevated the organization from a culture perspective,” Propps says.

When it comes to digging into purpose, the CEO says the process is a “pretty big challenge” and an ongoing journey.

“It’s a lift,” she says. “We are continuing that work.”

Propps led the charge on Blueprint 2030, but she emphasizes that its launch — and ongoing success — wouldn’t have been possible without buy-in from the board, leadership, and the entire organization. The initiative started with board-level focus groups and then moved through the ranks of employees all the way to members.

“Engaging your staff and your board in the process is pivotal to getting buy-in to anything you do,” Propps says. “If they’re a part of it, it creates ownership that goes beyond giving feedback.”

Ultimately, Blueprint 2030, the research behind the Vitality Index, traditional KPIs, and more all are key to determining if the credit union is meeting its mission and understanding when it might need to pivot.

“We might think growth is the perfect strategy, but our members are telling us that the No. 1 thing they want is somebody who can explain our products and services to them better,” says Kim Alexander, chief strategy officer at Blue. “So we need to make sure we’re training staff to understand where members are coming from.”

Propps, Alexander, and other Blue leaders use the same phrase repeatedly: Back to basics. For Blue, that means listening to member sentiment and ensuring staffers have the tools and knowledge they need.

“You’ve always got to be good at the basics,” Alexander says. “Sometimes big strategies can take you away from that focus.”

The post How Blue FCU Measures What Really Matters appeared first on CreditUnions.com.

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

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

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

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

The Debate Behind the Decision

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

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

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

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

“What if we lose a great director?”

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

“How do we preserve institutional memory?”

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

“Shouldn’t we just coach underperformers instead?”

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

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

Get Comfortable With Being Uncomfortable

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Don’t Be Scared To Evolve

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

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

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

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

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

That’s how Heather Luciani, chief strategy officer at Honor Credit Union, describes her mindset — and it’s one many of her peers across the movement share.

In a financial services world that’s shifting faster than ever, credit union strategy leaders are learning to thrive in uncertainty. They’re rethinking everything from how members interact with their cooperative to how employees adapt, lead, and innovate. The goal? Stay relevant. Stay human. And stay ahead.

But technology alone isn’t the answer to ensuring a competitive credit union in 2030. What matters most is how credit unions combine automation with empathy, digital innovation with grassroots connection, and long-term strategy with a flexible mindset. That’s the work underway now — and the work that will define what success looks like in banking in 2030.

Automatic Value With A Personal Touch

Gone are the days when members pop by the branch to deposit a check. Members today, especially younger ones, value a unified experience in their banking relationships. According to the chief strategy officers interviewed for this article, technological forces will only continue to complicate the value-add credit unions currently provide for members.

However, just because members will rely more on digital channels for their day-to-day transactions like cashing checks and opening accounts doesn’t mean automation will reduce the need for personal service, says Heather Luciani, chief strategy officer at Honor Credit Union ($1.8B, Berrien Springs, MI). Instead, members will look to their credit unions to provide personalized financial guidance as a value-add for the in-person experience.

The credit union movement is rooted in community; it’s time to adapt that ethos for the digital age. Indeed, grassroots networking through local digital channels provides an avenue to drive organic growth.

SkyOne Federal Credit Union ($960.1M, Hawthorne, CA) employes a digital sales representative to not only reach out to applicants who quit midway through an application but also work through local channels such as city-specific Subreddit communities to drive conversation about credit unions on social media. Initiatives like this are among the credit union’s most successful drivers of membership.

“It’s understanding and playing in the digital world that everybody’s part of right now,” says Shannon Doiron, chief strategy officer at SkyOne.

When it comes to artificial intelligence, the role AI plays in the industry could include everything from predictive analytics, as in forecasting trends, to serving as a personal assistant for everyone in the organization, freeing up time for staff to focus on value-add endeavors like collections or loan originations.

AI is prompting Doiron to think through “what are we going to be when we grow up?” Meaning, when AI is here, what does the credit union look like? Georgia United Credit Union ($2.3B, Duluth, GA) is taking a wait-and-see approach to AI, knowing it is a path it must take but unsure of which steps to take first.

“It is a slow process because there’s a lot of questions around security and maintaining confidentiality of member information,” says Adam Marlowe, chief strategy officer at Georgia United. “On the other hand, don’t be afraid of it.”

3 Skills For 2030: Adaptability, Open-Mindedness, And Critical Thinking

For credit unions to thrive in a financial ecosystem that demands cohesion between digital and legacy experiences — where AI is embedded into every workflow and business models revisit the community-focused mindset — credit union employees need to embrace change.

Chief strategy officers cite adaptability and open mindedness toward change as core competencies necessary for banking in 2030. When it comes to implementing new technologies, employees who are curious about how to incorporate it into their own work usually make life easier for the implementation teams.

It’s important to keep in mind, however, that even employees less adept at adaptability are still valuable. An approach that moves person by person, branch by branch is better able to push through organizational change without rocking the boat.

Innovation is such a core component of culture at SkyOne that it is a key metric in the performance review process. The credit union has found that aligning innovation goals with performance reviews nudges associates into trying new tools.

“These new tools won’t just help employees do their work,” Doiron says. “They’ll also help them get a good score on their performance review.”

Of course, adaptability and open-mindedness beget the need for critical thinking. When digital technology automates transactional tasks, the remaining work is much more complex and requires strong critical-thinking skills.

It is critical thinking that ensures in-person and digital experiences are unified, not siloed, and employees are contributing to the organization’s strategy in complimentary ways. That’s how credit unions will meet the needs of members in 2030, according to Luciani.

How To Get To 2030

Successful banking in 2030 requires credit unions to blend their human capital and digital channels, then take both to the next level. Clearview Credit Union ($2.0B, Moon Township, PA) offers Clearview Live video banking to give members the opportunity to interact with the credit union for any service but withdrawing cash.

“Physically, we might not be open,” says Bill Snider, chief strategy officer at Clearview. “We might have cut back an hour or two, but we have all these other channels members can use to talk to us.”

For better buy-in, it’s important to incorporate the views of stakeholders when implementing new tools. Another key consideration is the balance between culture and talent. Online learning makes it easier than ever to hire for culture and upskill employees. An intentional hiring and promotion process that takes into consideration whether a credit union needs an outside hire for a specific skill versus upskilling an internal candidate is a reliable way to build an engaged staff that is able to adapt to change.

“Just because an outside hire can do the job doesn’t mean they’re the right person,” Luciani at Honor says.

Perhaps most important of all, the rate of constant, rapid technological evolution means credit union leaders simply cannot adopt a set-it-and-forget-it strategy.

Leadership needs quicker strategy re-thinks, says Marlowe at Georgia United.

“You can create a strategy based off what you know now, but I promise you, in 90 days or six months, something’s going to change,” he says. “You need to be able to go back and ask how it impacted strategy and do you need to alter it?”

To combat strategy stagnation, Georgia United conducts rolling three-year strategy sessions to evaluate what’s working and what needs to be reworked. This allows the cooperative to stay up-to-date in a constantly evolving technological and product landscape.

“You have to be nimble so you can be responsive to members not only today but also in another 20 to 30 years,” Marlowe says.

The path to successful banking in 2030 won’t come with a detailed playbook. Change is happening too fast — in technology, member expectations, and the tools employees use to serve. For the credit union leaders interviewed here, success means building resilient organizations that can evolve in real time, without losing sight of the cooperative difference. “Comfortably uncomfortable” indeed.

The post Strategy Today For Success In 2030 appeared first on CreditUnions.com.

One of them was by Helen Steiner Rice:

The more you give, the more you get.

The more you smile, the less you fret.

The more you live unselfishly, the more you live abundantly.

“It’s got a Hallmark vibe, but that’s the essence,” Carpenter says. “To take my finance degree and find a career where I could actually help people every single day has been pretty amazing.”

Carpenter sat down with CreditUnions.com for this installment of “CEO Onboarding” to discuss his entrance into the industry, leading large institutions, and making time for members.

How did you join the credit union industry?

Jeff Carpenter: I was blessed that I was a student at Miami University in Oxford, OH, and got involved in a group called Researching Issues, which is a committee of student government. Long story short, a group of us figured out that there was soon to be a moratorium on the creation of student credit unions. We applied to the National Credit Administration in December of ’87 and were chartered March of ’88. I became chair of the first Miami University Student Federal Credit Union, which started my love and passion for credit unions.

In my senior year at Miami, I interned for the Ohio Credit Union League. I fell in love with the trade association world and aspired to become a league president. I did that for a while, but I started to see again that the shift of power was moving. So, I stepped back into the credit union space.

That’s when I had the privilege of working with Doug Fecher [former CEO] at Wright-Patt Credit Union ($9.4B, Beavercreek, OH), who taught me everything there is to know about credit unions. He helped me build that leadership muscle. I got a master’s degree in credit union leadership. Then, I had the opportunity to lead CME Federal Credit Union ($479.8M, Columbus, OK). That was an incredible experience. First responders are an amazing group of people.

What were you looking forward to when you took the role of CEO at WEOKIE?

JC: I’d worked at the Oklahoma Credit Union League from ’94 to ’99. The environment here in Oklahoma City is extremely collaborative and cooperative. I was excited to return to a larger credit union and the opportunity to expand impact. My predecessor at WEOKIE was a longtime friend and still is — in fact, he’s running one of our CUSOs — so I knew things were in good shape.

What notable changes have you overseen so far?

JC: A lot of significant changes revolve around lending. Previously, we were very risk averse. The Federal Credit Union Act of 1934 says we’re here to provide credit for provident purposes. That’s our mission. I follow Brett Christensen’s philosophy: The only reason to deny a loan is if you truly don’t believe the person will pay you back. It’s not just about credit scores or DTI. It’s about making a connection and asking: Do you believe they’ll repay?

Operationally, we had a decentralized loan system. We changed that with five loan officers and four processors, all in-house, which reduced the number of people making loans by 66% yet doubled loan volume. We didn’t cut staff, just consolidated responsibilities. It’s about putting technically strong people in focused roles.

The second shift was learning to manage in the gray. Some would rather prioritize a 1% ROA and a CAMEL 1 rating. Noble goals, but to me, credit unions exist to help people. We’ve put a lot of energy into seeing things from the members’ perspective again.

What trends are you watching closely? How have the strategic priorities at WEOKIE shifted?

JC: Right now as we kick off 2026 planning, AI is top of mind. I recently chaired the National Credit Union Roundtable before America’s Credit Unions, and AI feels like the game-changer. It seems like real scale is possible. One person with the right tools can do the work of three. More importantly, as someone at the roundtable said, AI can eliminate “no-joy work” so we can focus on the fun, strategic stuff.

The second big focus for me is consumer disintermediation. I don’t know exactly how it’ll unfold, but I’m obsessed with winning our members’ checking accounts. Historically, that hasn’t been a top priority. We were fine being a one-trick pony. If you wanted a certificate, share account, or loan, great, but now we know we’re too dependent on certificates. Thirty percent of our balance sheet is tied up in them, and that’s expensive money. So, we’re shifting strategy. We know loyalty lives where a member’s transaction account lives. That’s the place we’re determined to win.

There’s never been a better time for new executives to shake things up, change how business is done, and reinvigorate the industry. New leaders at credit unions large and small talk about experiences and insights as they navigate their first months on the job in Callahan’s CEO Onboarding Guide. Read it today!

What early lessons in your career still stick with you today?

JC: That at the CEO level, at a $1.2 billion institution, what you physically do is ineffective. Doug taught me 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. That was magnified here. I had to step up at a different level than even when I left Wright-Patt. This organization required painting a vision and then creating guardrails for folks to make empowered decisions to achieve that vision.

What’s an experience from your time at WEOKIE that really stands out to you?

JC: I was visiting a branch doing a transaction as a member when I noticed a guy wearing a Wisconsin shirt. I said, “Hey! I lived there. Are you a Badger?” He replied, “No, I just got the shirt.” We chatted briefly, and I introduced myself.

A couple weeks later, he emailed, “You might not remember me. I was the guy in the Wisconsin shirt. I was wondering if we could chat.”

He came to my office and shared his story: He and his wife were foster parents trying to adopt two young girls. He’d done everything he could to make it happen. It was financially reckless, but for the right reasons. Fortunately, they now have strong incomes, but every day they were getting credit offers for $25,000, $30,000, or $15,000.

So, I asked, “How much are we talking?” He said $320,000. It was all signature debt from credit cards, JPMorgan, Upstart, Upgrade, with rates from 8% to 30%. I told him I didn’t know if we could make this work, but I’d try. I pulled in our mortgage and consumer lending folks. We had to make a policy exception, but luckily he owned a home and the market had appreciated. We were able to roll the debt into a home equity loan ultimately saving him $8,000 a month.

This interview has been edited and condensed.

The post CEO Onboarding: Jeff Carpenter, WEOKIE FCU appeared first on CreditUnions.com.

Strategic planning in 2025 is about building resilience, not just road maps.

At Callahan, we are fortunate to have a front-row seat to the strategic conversations happening across the industry. And while every credit union’s path is unique, there are some common threads.

From the potential impact of tariffs on consumer behavior to renewed discussions around credit union taxation, leaders are grappling with a wide range of “what ifs.” Add to that the evolving composition of the NCUA board and staff, and it’s clear that uncertainty is the new normal. Compounding all this is the potential for business disruption from emerging competitors and alternative payment options such as stablecoins.

In response, credit unions are investing more time in scenario planning — not just to prepare for disruption, but to build organizational agility. Many are revisiting lessons from the pandemic: How quickly did we adapt? What systems or mindsets helped us pivot?

The lesson: Strategic planning in 2025 is about building resilience, not just road maps.

Based on recent conversations with executive teams during planning sessions across the country, here are five strategic planning topics that are top of mind for credit unions heading into 2026.

1. Reinvigorate Employee Engagement

Employees are the linchpin of every strategic initiative. Whether they’re on the front lines or behind the scenes, their understanding of the credit union’s mission, values, and priorities directly impacts the member experience.

In 2026, credit unions are doubling down on internal alignment. Strategic plans now include intentional efforts to engage staff through transparent communication, leadership development, and opportunities for input. The goal: to ensure every employee sees how their work contributes to the bigger picture.

2. Leverage Technology

Technology remains a cornerstone of strategic transformation, whether it’s core conversions, digital banking upgrades, or card platform enhancements. But the conversation is shifting from implementation to integration. How do we ensure a consistent experience across channels without losing the personal touch that defines the credit union difference? Addressing specific challenges is important, but technology for its own sake isn’t the answer. It’s not just about delivering shiny new things – it’s about how technology helps credit unions deliver on our mission for members.

Artificial intelligence also plays a growing role. Member-facing chatbots and back-office automation are already in play, but the next frontier is orchestration. How will we use technology to unify the member journey, anticipate needs, and deliver value in real time?

3. Drive Organic Member Growth

Growth remains a top priority, but the path is evolving. Credit unions are asking: Is our value proposition clear? Is it compelling enough to attract new members in a crowded financial services market?

Strategic planning sessions are increasingly focused on brand clarity and community relevance. It’s not just about marketing, it’s about aligning products, services, and messaging with the needs and aspirations of the people we serve. Growth follows when purpose is well-articulated and consistently delivered. Growth for growth’s sake won’t get us far in the long run.

4. Partner In The Community

Community impact has long been a cornerstone of the credit union difference, and in today’s environment, that commitment is more important than ever. Credit unions are stepping up in creative and meaningful ways to support their members and the communities they serve.

Strategic planning conversations are increasingly focused on how to deepen community partnerships and deliver tangible value beyond financial services. From initiatives like launching a family resource center to collaborating with local organizations to provide essential services, credit unions of all sizes are finding ways to lead with purpose.

In 2026, credit unions are embedding community engagement into their strategic plans not as a side initiative, but as a core driver of long-term success.

5. Tell Our Story

In an era where the credit union model is under scrutiny, storytelling is more than a marketing tactic — it’s a strategic imperative. How are we demonstrating our difference? How are we earning our tax exemption? How are we delivering on our mission?

Boards and executives are prioritizing narrative development as part of their strategic planning. This includes not only external messaging but also internal storytelling that reinforces culture and purpose. The most successful credit unions in the future will be those that can clearly articulate who they are, what they stand for, and why it matters.

These are just a few of the themes we’re hearing in our conversations with credit union leaders. As always, the specifics vary by institution, but the common thread is clear: strategic planning in 2025 succeeds when your credit union has a clear purpose that drives internal alignment and fosters engagement with your members and the communities you serve.

What’s rising to the top of your list? I’d love to hear what’s on your mind as you look ahead.

Need help navigating these strategic questions — or others unique to your credit union’s journey? Let’s talk about how we can support your planning process. Learn more.

The post Build Resilience, Not Road Maps: 5 Strategic Planning Priorities For 2026 And Beyond appeared first on CreditUnions.com.

Many of today’s CEOs are blending technical expertise with cooperative values to build smarter, stronger partnerships with fintechs, from the big card and core processors to highly specialized startups pushing the envelope in innovation.

Here, in the first of a two-part series, four CEOs with technology backgrounds share how that experience shapes their leadership and their approach to fintech collaboration. They also offer practical insights for peers without a tech pedigree.

Mark Robnett, Justice FCU

Mark Robnett joined Justice FCU ($1.06B, Chantilly, VA) as vice president of IT in May 2013 and became its president and CEO in September 2018. Based in the Virginia suburbs, the cooperative serves more than 68,000 members of the justice, law enforcement, and public safety communities across the country, including in Washington, DC, Los Angeles, Atlanta, Chicago, and more.

How does your background in tech shape the way you lead and approach partnerships with fintechs?

Mark Robnett: It drives how we strategically manage fintech partnerships, of which we now have 27. I understand how AI, blockchain, and scalable cloud solutions can enhance both efficiency and member experience.

This knowledge helps us establish partnerships that deliver real value while safeguarding data and operations. It allows me to evaluate emerging technologies not just on their technical merits, but on how they integrate with our mission to serve members securely and effectively.

What should credit union leaders without a tech background consider when evaluating fintech collaboration, and is there a strategic imperative to develop tech fluency at the top?

MR: Focus on aligning fintech partnerships with your institution’s mission and member needs. It’s important to address specific challenges or capabilities that a fintech partnership can provide, rather than focusing on technology for its own sake.

Ensuring that the fintech’s ethos and solutions are consistent with the credit union’s values and commitment to member experience also is essential. Leaders should assess whether the fintech partnership will be disruptive or transformative and ensure it aligns with the credit union’s strategic objectives.

Developing tech fluency at the leadership level is crucial for long-term success in the digital-first era. This supports informed decision-making, strategic alignment, and fostering a culture of innovation within the credit union.

Chris Kearney, Truwest Credit Union

Chris Kearney joined TruWest Credit Union ( $1.7B, Tempe, AZ) as CIO in December 2012 and became its president and CEO last October. The 11-branch cooperative serves more than 90,000 members in four Arizona counties and two in Texas.

How does your background in tech shape the way you lead and approach partnerships with fintechs?

Chris Kearney: Growing up on the technology side of the business, I’ve learned to embrace change and help others navigate it. Technology creates both strategic opportunities and risks, and my role as a leader is to leverage both for the benefit of our members.

I also recognize that credit unions don’t have the R&D budgets of large banks like JPMorgan Chase. That’s why fintech partnerships are essential. We currently maintain a portfolio of over 10 fintech partnerships, representing about 20% of our tech stack. They give us access to advanced capabilities we couldn’t build on our own.

What should credit union leaders without a tech background consider when evaluating fintech collaboration, and is there a strategic imperative to develop tech fluency at the top?

CK: Inside the credit union, listen closely for pain points or opportunities that fintechs could address.  At the same time, be mindful of where not to experiment. Core systems, digital banking platforms, and card networks are the “load-bearing walls” of your credit union and must be online 24×7. Fintech pilots should focus on areas where you can test and learn without disrupting critical infrastructure.

Not every leader needs to be a technologist, but we all need a shared vocabulary. Looking ahead, tech fluency is becoming just as essential as financial expertise in guiding our organizations forward.

Jim Morrell, Peninsula Community FCU

Jim Morrell has been president and CEO of Peninsula Community FCU ($300M, Shelton, WA) since May 2012 and has more than 30 years of credit union technology leadership experience, including senior roles with America’s Credit Unions’ Technology Council. His cooperative operates five branches on the Olympic Peninsula and serves more than 21,000 members.

How does your background in tech shape the way you lead and approach partnerships with fintechs?

Jim Morrell: Technology is always transforming the way we do business as a credit union; it always has. In order to remain competitive, we must continue to adapt. Things that are table stakes today, such as online banking, at one time were cutting-edge revolutions. My credit union at the time was issuing modems and floppy disks with software.

The pace of the technological transformation along with the real-time speed at which payments can take place is now coupling with generative AI potential to rock our worlds. This bring us to the challenge of today’s reality of us and our teams learning a lot quickly about how technological changes — call that fintech — affect what consumers expect and what we implement.

What should credit union leaders without a tech background consider when evaluating fintech collaboration, and is there a strategic imperative to develop tech fluency at the top?

JM: Any leader needs to understand their strengths and weaknesses based on their background and experiences. Once you have a handle on that, then you need to ensure that you have a team around you that can provide those insights and perspectives.

So, if a credit union leader does not have a tech background, you need to find someone that does. That person, however, does not necessarily need to be a technologist. It could be a lender or member experience expert with a technology understanding. Or it could be a technology leader that has member experience and lending familiarity. The latter is the path that I followed.

Chad Ritchie, Matanuska Valley FCU

Chad Ritchie took over as president and CEO at Matanuska Valley FCU ($951.3M, Palmer, AK) after 10 years as CIO at credit unions in California and Washington state. The 62,614-member, 11-branch institution recently expanded its charter to serve most communities in Alaska, and also has a presence in Hawaii.

How does your background in tech shape the way you lead and approach partnerships with fintechs?
Chad Ritchie:

I’ve worked with select fintech partners across credit unions, focusing on alignment over volume. Coming up through tech, I’ve always looked at such partnerships through the lens of scalability, speed, and stability, and I focus on alignment over volume.

I prioritize partnerships that improve member and employee experiences holistically, and that empower data ownership and thinking beyond legacy limitations. Successful partnerships are about more than technology, they’re about shared goals and a commitment to delivering meaningful outcomes for members.

What should credit union leaders without a tech background consider when evaluating fintech collaboration, and is there a strategic imperative to develop tech fluency at the top?

CR: The partnerships that stand out are those that improve member and employee experiences,  think beyond legacy limitations, and show up as true collaborators committed to shared outcomes rather than just their own revenue goals.

Credit union leaders without a tech background should also focus on whether a fintech drives measurable, organization-wide impact beyond its own product, and be willing to ask the right questions with support from people who can translate, because tech fluency at your level is no longer optional.

Interviews have been edited and condensed

But wait, there’s more! For the other half of this series, including insights and tips from more credit unions, click here to read part 2.

The post Tech-Grown CEOs Share Fintech Partnership Strategies (Part 1) appeared first on CreditUnions.com.

As we enter the second half of the year, CreditUnions.com is revisiting some of our favorite stories from the first half of 2025 by highlighting stories centered on some of the industry’s top priorities.

A host of factors impact the bottom line beyond just loans and deposits. Financial strength that drives member impact and long-term success is especially important during periods of economic uncertainty. But credit unions have stepped up to the plate, fostering financial strength through a member-focused approach that emphasizes long-term stability, prudent risk management, and strategic growth. As cooperatives, their goal isn’t to maximize profits but to ensure sustainability and value for members. This allows credit unions to prioritize sound financial practices, including maintaining strong capital reserves, diversifying income streams, and adapting quickly to economic changes.

Whether it’s managing – and hopefully stopping – member attrition, understanding branching dynamics or positioning yourself for organic growth, credit unions across the country are developing innovative ways to grow and remain financially strong.

Here’s a look back at a few of our recent favorites.

How Data Drives Branching In Rhode Island

Navigant Credit Union ($4.0B, Smithfield, RI) uses analytics for branch mapping, location scouting, and more – moves that are paying off far faster than expected.

CEFCU Outsmarts Attrition With Analytics

Illinois-based CEFCU ($8.3B, Peoria, IL) has successfully combined data and thoughtful check-ins to improve member retention.

SF Fire Leans Into Its Legacy

While many credit unions are moving their branding and fields of membership away from their original sponsor groups, SF Fire ($1.6B, San Francisco, CA) is doubling down on its connection to the city’s firefighters.

Now it’s your turn. What has your credit union done so far this year to benefit the community? What special initiatives are in store for the second half of 2025? Drop us a line and let us know.

The post Best Of 2025 (So Far): Fostering Financially Strong Credit Unions appeared first on CreditUnions.com.