We view member experience as a system that must be designed, measured, and continuously improved. That requires clear ownership at the executive level. My role is crucial not to control all touch points but to align the organization around an MX strategy.

Andre Vygnanski joined OUR Credit Union ($360.4M, Royal Oak, MI) as the chief experience office in February 2024. Prior to that he was CEO at Ukrainian Selfreliance Michigan Federal Credit Union ($138.0M, Warren, MI) for more than five years and had been a relationship manager for a major bank for nearly nine years.

What has changed in member experience, what hasn’t, and how has its leadership matured at credit unions?

Andre Vygnanski: Several years ago, member experience was about service, how friendly we were, how quickly we responded, and how consistent we were across branches. The core of member experience is still about trust and human member connection, which remains our differentiator, but member experience is no longer a front-line initiative. It’s now part of the entire credit union mission.

Member experience is now shaped just as much by digital platforms, data, and automation as it is by people in branches and contact centers. Members expect one seamless relationship with us. My role has matured from overseeing service delivery to creating the entire member lifecycle. This includes onboarding, digital engagement, product adoption, and long-term relationship management.

The other part is involved in technology decisions, data strategy, and revenue generation. Experience is no longer soft function, it is directly tied to growth, retention, and member lifetime value. Our credit union treats member experience not as a department but as a system that drives the whole organization.

Two more important aspects. First, employee experience is just as important to me as MX because I must empower our employees to serve our members. Second, member expectations are shifting from experience to guidance. Members expect us to use the data they allow us to access to guide them, not just serve them.

How does your organization approach member experience, and where does dedicated MX leadership have the most impact today?

Andre Vygnanski: We view member experience as a system that must be designed, measured, and continuously improved. That requires clear ownership at the executive level. My role is crucial not to control all touch points but to align the organization around an MX strategy.

Digital branch environment becomes more critical because there are fewer touchpoints to recover from poor experiences. Our staff has an increasing amount of data specifically from digital channels about preferences, behaviors, and trends, and we need leadership to turn that into action steps so we can continue to meet growing demands of members through guidance and service.

This interview has been edited and condensed.

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Organizations that treat experience as a core capability, supported by clear ownership and strong leadership, are best positioned to compete, grow, and attract and retain talent.

Inna Sprague has been chief experience officer at Teachers Federal Credit Union ($9.9B, Hauppauge, NY) since March 2020. She joined the Long Island-based cooperative after six years at a large California credit union and more than seven years with a big bank.

What has changed in member experience, what hasn’t, and how has its leadership matured at credit unions?

Inna Sprague: The foundation of member experience remains grounded in understanding and anticipating member needs, building trust, and delivering value at every interaction. What has changed is the scope of what experience represents and the pace at which expectations continue to evolve. Members are no longer evaluating their financial institution based on a single transaction or touchpoint. They are evaluating how an organization shows up across every interaction, including digital engagement, communications, and community presence.

As a result, the CXO role has matured into a truly enterprisewide function, bringing together data, technology, operations, brand, communications, and employee readiness to ensure a cohesive and consistent experience.

At Teachers Federal Credit Union, this evolution has been central to our growth. By aligning experience with data, marketing, communications, and community engagement, we are able to take a more connected and intentional approach to how we engage with members and how we share the value of membership. This strengthens trust, deepens relationships, and supports our growth goals while maintaining a consistent, high-quality experience.

How does your organization approach member experience, and where does dedicated MX leadership have the most impact today?

Inna Sprague: The CXO role is critical to the strength of an organization because experience is a primary driver of growth, loyalty, and differentiation. In the financial services industry, where products can often feel commoditized and trust is paramount, the experience an organization delivers becomes one of the most meaningful ways to stand apart.

As consumer expectations continue to rise, success is measured by more than satisfaction. In financial services, it is defined by trust, engagement, ease of interaction, and long-term member value. The greatest impact for CX leadership today is in connecting these outcomes to business strategy. This includes using data and insights to anticipate member needs, simplify complexity, and ensure that every interaction reinforces confidence in the institution — while also equipping and empowering our employees with the tools and training they need to deliver an exceptional experience.

Organizations that treat experience as a core capability, supported by clear ownership and strong leadership, are best positioned to compete, grow, and attract and retain talent in an increasingly dynamic and competitive financial landscape.

This interview has been edited and condensed.

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We understand member experience as an enterprise responsibility. The CXO role acts as a steward of experience, helping translate strategy into day-to-day behaviors and decisions.

Kim Riley has been the chief experience officer at Wright-Patt Credit Union ($9.6B, Beavercreek, OH) since January 2025. She previously held the roles of senior vice president of member experience and vice president of service delivery at the Ohio cooperative.

What has changed in member experience, what hasn’t, and how has its leadership matured at credit unions?

Kim Riley: At its core, the chief experience role has always been about serving members. What has evolved is how we look at the many moving parts that influence a member’s experience. Consequently, the role has evolved into a strategic, enterprise-level leadership function that sits at the intersection of member needs, operational reality, and organizational strategy.

Member experience is not a linear journey or a set of touchpoints. It’s a dynamic ecosystem that spans everything we do — including digital platforms, front-line interactions, internal processes, and employee behaviors. Intentionally looking at that dynamic ecosystem as a whole helps better serve our members.

One example of how the role has shifted because of this mindset is how we focus our improvement efforts. Rather than optimizing individual experiences, we focus on designing systems that consistently deliver trust, ease, and value at scale. As digital offerings and self-service capabilities continue to expand, the experience leadership function now focuses on ensuring those tools are intuitive, inclusive, and supported by real people when members need them most.

The CXO role has also matured to balance member expectations, like personalization, transparency, and speed without losing the caring service and relational strengths that make us stand out as credit unions.  This helps organizations deliver modern, competitive experiences while staying true to our missions.

Also, and importantly, the role has expanded beyond member-facing moments to include employee experience, operational alignment, and organizational readiness. Experience outcomes today are deeply influenced by how well teams are equipped, how clearly expectations are set, and how effectively departments work together.

As a result, the CXO role is now a catalyst for cross-functional alignment, change management, and cultural consistency.

How does your organization approach member experience, and where does dedicated MX leadership have the most impact today?

Kim Riley: At WPCU, part of our vision is to be the best organization our member-owners have ever experienced. Dedicated MX leadership is critical in working toward that vision. It ensures experience is intentional, measurable, and sustainable. Centralization helps with consistency, managing competing priorities, and establishing clear accountability for outcomes.

We understand member experience as an enterprise responsibility. The CXO role acts as a steward of experience, helping translate strategy into day-to-day behaviors and decisions.

Today, dedicated MX leadership has the most impact in three areas:

• Aligning Across Functions — Experience leaders help ensure the credit union evaluates operational, digital, risk, and people decisions through a consistent member and employee lens, especially as services become more complex and technology-driven.
• Evolving Success Measurement — Member experience is no longer defined by a single score. Member experience leaders help interpret a broad set of signals such as behavioral trends, operational friction, employee insight, and long-term outcomes to guide smarter decisions and investments.
• Strengthening Culture And Accountability — As expectations rise, clarity matters. Member experience leadership helps establish shared expectations around serving members, supporting employees, and balancing efficiency with care. This creates consistency while acknowledging the varied ways teams contribute to the member experience.

In today’s environment, experience is a strategic differentiator rather than a program or a department. The CXO role ensures experience remains aligned with the credit union’s purpose while adapting to changing member needs, workforce dynamics, and competitive pressures.

This interview has been edited and condensed.

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I’ve never met another CXO who had the same make up of teams or areas of specialization, but we’re all driving toward the same output. What makes the practice of experience so beautiful is that it can be owned by so many leaders, across different areas of practice, including digital, service, technology, marketing … the list goes on and on.

Ami Iceman Haueter joined Michigan State University Federal Credit Union ($8.4B, East Lansing, MI) as its assistant vice president of research and digital experience in 2019. She stepped into the role of chief experience office in January 2025.

What has changed in member experience, what hasn’t, and how has its leadership matured at credit unions?

Ami Iceman Haueter: The criticality of the role remains the same; what “experience” includes is ever evolving. Roles like a chief experience officer serve a multitude of needs for institutions and can often be seen as the Swiss army knife of the credit union.

I’ve never met another CXO who had the same make up of teams or areas of specialization, but we’re all driving toward the same output, to create better experiences for our members, employees, and communities. What makes the practice of experience so beautiful is that it can be owned by so many leaders, across different areas of practice including, digital, service, technology, marketing … the list goes on and on.

The trick is to remain focused on the intention of the experiences you’re working to create to ensure productive outcomes.

How does your organization approach member experience, and where does dedicated MX leadership have the most impact today?

Ami Iceman Haueter: If no one is paying attention to how experiences are connected, curated, or created, you ultimately end up with a hodge podge of “almost there” work. I fundamentally believe experience design is everyone’s responsibility, but you need a leader or leaders to help create a clear vision and plan on how to execute.

In our organization, we focus on service experience, brand experience, and digital experience. Especially in the digital service space, having a focused leader or team ensures the ever-growing to-do list is maintained and prioritized for experience impact.

In today’s market, members have experience expectations before they ever walk in or log in. Our opportunity is to show them we won’t only meet those expectations but exceed them because we know them best.

This interview has been edited and condensed.

Don’t stop here. Before she was a CXO, Ami Iceman Haueter tackled a new C-level role and a merged division to drive digital innovation at MSUFCU. Read more in “What’s In A Name: Chief Research And Digital Experience Officer.”

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The maturing of the CXO role demands we shift our thinking on service delivery models and face the reality that members are beginning to place a higher value on our processes over our people. A clean, friction-free process beats the warmest smile and the firmest handshake.

Jimmy Lovelace joined Community First Credit Union of Florida ($3.0B, Jacksonville, FL) as its vice president of branches in 2014 after several years with a major bank. He became the Florida cooperative’s chief experience officer in March 2023.

What has changed in member experience, what hasn’t, and how has its leadership matured at credit unions?

Jimmy Lovelace: Let’s start with what hasn’t changed. The member still expects and deserves a great experience. What has changed is how we deliver it and what key components define it.

There was a time when we focused on things like “service with a smile” or “speed of answer” in call centers. With the digital age, service is more about first-point-of-contact resolution, transparency, and instant digital delivery, fulfillment, and empowerment.

AI is here and upending all pre-conceived notions on process design and digital delivery. Service used to be personal, requiring multiple in-person touchpoints to deliver. But the landscape has shifted. The member might prefer to go it alone but wants to feel that whoever designed the process did so with them in mind.

Fintechs do an excellent job of removing barriers in digital processes that we insist on having a human do. Members love a human in the loop when they want it, but we continue to insist our digital processes include that human touch because we have conditioned ourselves to believe that people equal service.

The maturing of the CXO role demands we shift our thinking on service delivery models and face the reality that members are beginning to place a higher value on our processes over our people. A clean, friction-free process beats the warmest smile and the firmest handshake.

How does your organization approach member experience, and where does dedicated MX leadership have the most impact today?

Jimmy Lovelace: There has long been a saying that “service is everyone’s responsibility.” We all play a role in delighting our members, but the CXO is responsible for the strategy and interconnectivity of our delivery channels into one seamless experience.

It’s this role that collaborates with key stakeholders to create a vision for what role branches play in membership growth and market development. The CXO is responsible for activating the contact center as a sales and service provider to support service and growth.

This role also integrates into all digital delivery channels so we can serve our members in the ways they want. Once the strategy is locked in, the CXO becomes a central figure in developing and deploying the tactical plans, roadmaps, and metrics that keep the member experience aligned with organizational expectations.

Finally, the CXO serves as the key listening post for members and teammates so their feedback remains central to strategy shifts and modifications. Although there are organizations that fold these duties into multiple roles, there is greater value in having one collaborator curating the experience to exceed organizational expectations.

This interview has been edited and condensed.

Don’t stop here. Jimmy Lovelace helps Community First realize the benefits of humanizing the sales and service processes. Read more in “Jimmy Lovelace On Leadership.”

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The credit union industry gathered this week at Disney’s Yacht Club Resort for NACUSO Reimagine 2026, and the conversations that took place will shape the future of how credit unions operate, collaborate, and compete.

I haven’t been to a NACUSO event in two years, so coming back to Disney pushed me to reflect on why CUSOs and this conference exist in the first place. Why does this conference matter? What makes CUSOs, dare I say given the location, magical?

Credit Union Service Organizations (CUSOs) are a major strategic asset for the credit union movement. They exist at the intersection of collaboration and innovation, allowing credit unions to pool resources, share risk, and bring services to members that many single institutions could not provide on their own. Whether it’s lending, technology, payments, or financial wellness, CUSOs help credit unions better serve members. And NACUSO, the National Association of Credit Union Service Organizations, exists to fuel that ecosystem through three core pillars: advocacy, collaboration, and education.

Attending this conference reminded me of just how much behind-the-scenes work is happening on behalf of the industry.

The Compelling CUSO Case

Mark Zook, president and CEO of MAPS Credit Union ($1.5B, Salem, OR),  kicked things off on Day 1 with a session that was equal parts origin story and strategic reminder. He didn’t sugarcoat it: building a CUSO is hard. But why it’s hard — because collaboration is a strategy, not just a nice idea — was a powerful message that stuck with me.

The income statement benefits of a well-run CUSO are real, but so is the balance sheet thinking that has to underpin the decision. More than anything, Zook reminded the room that CUSOs fuel the vibrancy of the credit union model. When credit unions go it alone, everyone loses a little. When they build together, the whole industry wins.

Throughout the show, we saw real-life examples of CUSOs and how they are helping credit unions.

Advocacy Isn’t Always Glamorous, But It’s Critical

The regulatory and legislative update was a good reminder that the work NACUSO does on Capitol Hill is unglamorous but essential. Topics ranged from the ongoing push to reform the 1% CUSO investment rule — a restriction that limits credit union investment in service organizations — to updates on the GENIUS Act among others.

The regulatory landscape is shifting, and credit unions need a seat at the table. NACUSO is working to make sure they have one.

AI Is the Leadership Story Of The Moment

If there was a thread running through every session, it was artificial intelligence. Keynote speaker Trent Gillespie, CEO of Stellis AI, set the framing from the start, saying AI is not an IT project, it’s a leadership one. That single sentence reoriented the conversation in a way that was both urgent and clarifying.

The numbers he cited were hard to ignore. A significant majority of knowledge workers are already using AI on the job, and not using it is rapidly becoming the minority position. A full 82% of Gen Z is reportedly already using AI for financial decisions. Gillespie provided live examples of how cheap and accessible this technology is and challenged everyone to ask the harder question: What will our future members want?

What I found most compelling was his framework around “AI sprints” — a monthly, one-step-at-a-time approach to adoption that prioritizes direction over speed. There’s a real danger in moving fast without a clear destination, and Gillespie was right to call it out. His concept of standardized playbooks, using AI to execute consistent processes at scale the way you’d want any great employee to, is something credit unions and CUSOs should be thinking about right now.

He also addressed the shadow AI problem head-on. Employees are already using these tools, whether you’ve sanctioned it or not. The better move is to bring it into the light. Make AI use safe, supported, and expected. Build it into job performance. Reward the learning.

The Next Big Idea Goes To Charm Security

One of the most energizing moments of the conference was the Next Big Idea Competition, NACUSO’s version of Shark Tank with a credit union twist. Finalists pitched live to the room, and attendees helped pick the winners. First place went to Charm Security, a cybersecurity play built for the credit union space. Second place went to Duome and third to Crebit. If you want to read about where innovation is headed in this industry, these organizations are worth knowing.

The Economy: We’re OK. Not Great, But OK.

Economist Elliot Eisenberg gave an economic update that was honest, grounded, and mercifully free of doomsday predictions. The headline takeaway? We’re OK. There’s no recession knocking at the door right now.

One interesting concept I have never thought about was the idea that the only two things that have truly revolutionized markets in modern history are railroads and, now, AI. He’s bullish on what AI means for productivity and deeply aware of how much depends on its continued development.

The Bigger Picture

These are just a few insights from Reimagine 2026. I could have written about a dozen others.

But one idea I kept coming back to as I walked the partner pavilion and sat in sessions is that the credit union model is still one of the most powerful financial structures ever built. It’s built on trust, community, and shared ownership. CUSOs extend that power. NACUSO fights to protect it.

The urgency in the hallways this week was real. AI isn’t coming — it’s here. Competition isn’t waiting — it’s knocking at the door. Your members’ expectations are growing in sophistication. We need more boldness AND more collaboration. With a side of urgency.

The people in this room get that. That’s why they’re here.

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Every year, the Callahan team travels the country convening credit union leaders. Inevitably, one question comes up again and again: What are you hearing? Where are other executives focused right now?

It is a fair question. Change is constant, and leaders want to understand how peers are navigating it. Drawing on hundreds of strategic planning sessions, roundtables, and conversations with credit union executives, Callahan has identified six clear priorities guiding credit unions’ work in 2026.

These are not predictions. They are reflections of where executive teams are already investing their time, energy, and attention.

1. Growth Mindset

More than any single strategy, executives are emphasizing a growth mindset. This shows up in how leaders think about expansion, innovation, and relevance.

Organic growth through deepening member relationships as well as attracting new members through branches and digital channels remains a major focus, particularly as competition intensifies. Inorganic strategies such as mergers and indirect lending continue to play a role, too. Physical expansion and new-market entry is also back in the conversation, with many credit unions planning new branches in 2026. Increasingly, digital transformation ties these efforts together, reinforcing growth as both a mindset and a long-term discipline. ,

2. Tech Focus

Technology is no longer a differentiator on its own. Executives recognize that without continued advancement, credit unions risk falling behind.

We are hearing consistent focus on fintech partnerships, AI enablement, digital experience optimization, data analytics, and cybersecurity. The challenge is not in deciding whether to invest but in determining where technology creates real value for members and the organization.

3. People First

As the workforce evolves, leadership teams are placing renewed emphasis on succession planning and leadership development. Many credit unions are asking hard questions about who will lead next and how they are preparing those leaders today. Strong strategy requires strong leadership, and executives are investing accordingly, knowing that talent and culture remain critical long-term advantages.

4. Money Movement

Payments and money movement are rising quickly on executive agendas. At recent roundtables, topics like real-time payments and stablecoin generated significant interest. The underlying question is simple but important: how can credit unions help members move money quickly, securely, and with minimal friction in an expanding payments landscape? At stake is whether credit unions remain the primary hub for how and where members move their money.

5. Community Development

Leaders are viewing community development less as a set of programs and more as a strategic imperative. Executives are focused on understanding evolving community needs, forming meaningful partnerships, and aligning resources where they can make the greatest impact. The goal is not just to participate in the community, it’s to become indispensable to the communities credit unions serve.

6. Mission/Emotion

The final priority is perhaps the hardest to define; it’s also one of the most powerful.

Mission emotion is about leading with purpose and telling a clear story about impact. Executives are asking how they communicate their “why” in a way that resonates with members, employees, and communities. Just as important, they are questioning how to measure success and looking beyond traditional metrics to better capture the real value credit unions create.

Taken together, these six priorities point to an industry that is asking smarter questions and thinking more intentionally about the future. Credit unions are connecting strategy, performance, and purpose in new ways — and that is encouraging to see.

As always, these insights are shaped by the conversations we are fortunate to take part in every day. Watch for future articles on CreditUnions.com that delve deeper into these topics as well as continued examination in our webinars, roundtables, speaking engagements, and more. We look forward to continuing the dialogue and learning from the leaders who are shaping what comes next for our industry.

No matter where you are on your journey, Callahan’s facilitators can help. Whether your credit union is navigating one or many of these priorities, Callahan can facilitate the conversation and empower your stakeholders with the data and insights to drive you forward. With more than 180 years of collective experience, we provide the guidance and support you need to ensure your team is aligned, your strategy is clear, and your goals are within reach. Learn more today.

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People think this is a technical role. What I’ve learned is that for this to be successful, whoever is leading it needs to have the right balance between strategy and execution, business and technology, and risk and innovation.

Preetha Sekharan, chief AI officer at Hudson Valley Credit Union ($8.1B, Poughkeepsie, NY) is poised to have a very big influence very fast.

Not bad for someone who’s only been in the industry for a couple of months.

Sekharan’s background is in software engineering, with previous experiences in healthcare management consulting and leading innovation & AI in the insurance industry. Hudson Valley is her first credit union post.

Only a few credit unions nationwide have a C-level role dedicated to AI strategy and adoption. At Hudson Valley, Sekharan is helping the New York‑based cooperative rethink how it approaches the technology and what it chooses to prioritize.

What is your elevator pitch when someone asks what you do?

Preetha Sekharan: I lead how AI is applied in transforming our member experience and driving growth, efficiency, and better risk management. Innovating at the right pace — meeting our regulatory and responsible standards.

Why is this title important?

PS: It signifies we’re serious about AI and it’s a strategic capability. It’s less about the title and more about the message that it sends internally and externally. It means there’s more accountability around AI. It’s no longer something we experiment with; it’s something we expect real business value out of.

As we start scaling AI efforts across the organization, there’s a need to have executive ownership — someone who ensures we are deliberate about where we use AI, how fast we move, and how we protect member trust while doing it.

What makes your role interesting?

PS: If I track my own journey, there are a few things that matter to me: Am I learning? Am I driving business impact? This role has both to a high degree.

It’s also a role that sits at the intersection between strategy and execution, business and technology.

What part of your role energizes you? Conversely, what part challenges you the most?

PS: A lot of things are challenging. People are discovering new capabilities every day as technology is evolving fast. I’ve been in the tech space for a while now and it has never been this overwhelming. Driving real impact isn’t easy – a lot of it is about people and changing behaviors, not just technology.

What challenges me also energizes me. We are charting new paths, given the pace of innovation in the AI space. I had to learn and unlearn a lot of things when I pivoted to AI from software engineering.

You have to apply first principles thinking to assess “How do I solve this problem?” because you might not have a lot of references of how it has worked before in 500 other organizations. That, to me, is very energizing.

What’s the biggest misconception about your role?

PS: The biggest misconception is that this is a purely technical role or one that can be filled by simply elevating a technologist or data scientist. In reality, successful AI leadership is far more multi‑dimensional.

What I have learned is that an AI leader needs to balance strategy and execution, business and technology and risk and innovation. It’s not purely a technical role. It is as much about people, change management, and culture as it is about models and platforms.

There’s also misconceptions around governance in general. At the credit union, we’re trying to stand up AI risk management and governance, before we go mainstream with many use cases. The moment people hear “AI governance,” the first thought that comes into their mind is, “Oh, this is going to slow me down.” Done right, governance does not slow innovation; it should help accelerate innovation.

What is the No. 1 skill you need to do your job?

PS:  Instincts and judgment — being very intentional about what you say no to and what you say yes to.

There’s a lot of hype and there are zillions of startups and companies that did not exist two or three years back that are now available in the market, so the ability to quickly discern what is hype versus what is ripe for use cases is crucial. It’s a judgement skill.

AI also is about trust, influencing stakeholders and bringing an organization along. Your ability to do that is critical for this role.

Is that a skill where you’re pretty strong?

PS:  I’m a work in progress.

What skill do you wish you had or had more of for your job? 

PS:   Influence at scale and trust. Trust is not built in a day. When you’re new to an organization, that takes effort — being intentional and understanding that when you bring people along it may be slow at first, but eventually it’ll get faster.

How does your role contribute to the success of the credit union in ways people might not expect?

PS: AI tends to put the spotlight on weak areas in your organization. Maybe your data is not in good shape, you don’t have standard processes, or there’s a lack of clarity around how decisions are made. You have to get it right and make it right before you can scale AI.

How do you define success in your role?

PS: The first definition of success is achieving the business value. That’s the No. 1 priority.

We’re still defining what the strategy is and the North Star vision for AI in the credit union. As we define that and clearly lay out the metrics and goals we have around various business aspects, whether it’s member experience or employee experience, achieving that goal in the short term and keeping sight of the longer-term impact is the priority.

We’re also building the capability of AI within the organization. That’s priority No. 2. I’m spending a good bit of time standing up AI governance and building that muscle around risk, AI risk, and risk management. It’s about making sure we balance governance, not overengineer it, with innovation. That’s goal No. 3.

At the end of the day, this is a lot more about people than it is about technology, and we have to make sure our employees also feel that way.

If your role didn’t exist, what would your credit union be missing?

PS: The credit union was doing AI projects before I came, so there have been pockets of places where we’ve executed on AI. The biggest value I bring is in direction and coherence. That’s something I expect my role to bring forward. I almost see my role as a force multiplier. If 1+1 would have been two without me, 1 + 1 should be 11 with me.

What makes a credit union need this role?

PS: It depends on what you want to do with AI in your organization. If you think this is going to be a strategic capability, you’re better off having a role that is focused on driving that.

You either have the scale for this capability and drive a lot of value for your business, or you are on the cusp of a growth spurt where bringing in these capabilities could unlock that capacity for growth. Without this role, there might be small use cases fragmented across the enterprise, but the organization is not really thinking about AI in a strategic and consistent way driving real business impact.

What else do you want people to know about your role?

PS: AI is evolving and trust is an important part of the equation for a successful AI transformation. I expect this role to build both; the more you build adoption of AI, you also build that trust, which compounds over the years.

What (other) roles do you see driving credit unions forward in a modern financial services environment?

PS: A product mindset is important because we think of AI assets as living beings — they have a lifespan, they drift and you need to make sure you’re managing these assets over the course of their lifecycle. So AI product managers will be an important role. Also, change management roles – people focused on operations, processes, and people. Thinking about ways to reimagine value streams with AI embedded. Making sure people are equipped and trained to support that.

I also see that any organization that is serious about AI will need to build the AI risk and compliance muscle.

This interview has been edited and condensed.

Job titles say as much about the organization as they do the person. “What’s In A Name” on CreditUnions.com dives into notable, important, interesting, or just plain fun roles to find out what’s happening at the ground level and across the industry. Read the series today.

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It feels like the mid-’90s all over again: the baggy jeans, the midriff-baring tops — the explosion of a new technology that’s set to reshape entire industries.

AI is already changing how credit unions do business, from chatbots that improve member service to back-office tools that drive efficiencies, and more. And credit unions have only scratched the surface of the ways this technology will change banking.

With all that in mind, CreditUnions.com has a full lineup of AI-readiness coverage for its annual theme week. In the days to come, keep your eyes peeled for:

• The responsibilities and benefits of a chief AI officer.
• How guardrails and governance are central to Members Cooperative Credit Union’s AI strategy.
• The ins and outs of good AI policy.
• BCU’s keys to turning AI into action.
• A <<curation of credit union AI practices>> pulled together for Callahan clients that shows how credit unions are embracing artificial intelligence today to enhance member service, streamline operations, and ensure relevance for the future.

What about you? How is your credit union using AI? What use cases have you found to drive efficiencies and improve processes? Are your results mostly in the back-office or member-focused? We want to hear all of it. Drop us a line, and we could feature your credit union in a future story on CreditUnions.com.

The post All Eyes On AI appeared first on CreditUnions.com.

Top-Level Takeaways

• Marine Credit Union thoughtfully embedded its foundation into its own strategic plan, aligning both around a shared community focus.
• Integrating programs, resources, and employees has made the foundation an extension of the credit union.
• Governance, shared leadership, and deliberate communication also ensures alignment across day-to-day operations.

Marine Credit Union ($1.1B, La Crosse, WI) doesn’t lack commitment to community impact. It stood up its Marine Credit Union Foundation in 2013 to address issues like financial education, food security, and affordable housing — systemic challenges that have no quick solutions. Despite its good work, there were opportunities to further align its work with the credit union’s overall strategy.

“We had been doing a lot of great work in the community, but it wasn’t always connected back to the broader strategic priorities of the credit union,” says Joumana Mcdad, chief service delivery and experience officer at Marine Credit Union. “It felt like separate efforts that were sometimes competing with each other, whether for staffing resources or marketing support.”

So, the Wisconsin cooperative and its charitable arm embarked on a year-long journey to redefine how each interacts with the another. With alignment and integration, the foundation shifted from being a stand-alone effort to a built-in contributor to credit union strategy.

“At Marine, we operate under a three-stakeholder model: When we prioritize the well-being of our employees, we create a culture where people feel valued and supported. That care naturally extends to how our employees serve our members with compassion, empathy, and excellence, and when our members are well-served, the communities that we serve grow stronger and more resilient,” Mcdad says.

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The Power Of An Outside Perspective

When making this strategic shift, the duo did not act alone.

Mcdad, her team, the Board, and Executive team tapped an outside consultant to conduct a full foundation assessment. This included everything from bylaws, policies, and procedures to the organization’s management agreement, especially when it came to how the credit union supported the foundation through in-kind resources. The evaluation also included advice related to programs, budget, and grant opportunities.

“Once we had that assessment, we took those recommendations and distributed them across our executive and leadership teams,” Mcdad says. “That helped everyone feel ownership. They weren’t just observing the change. They were actively helping build it.”

Looking back, Mcdad notes this was especially important because it allowed leaders to make decisions with greater objectivity. The team reworked the board structure and made sure the foundation was clearly aligned with the broader credit union.

“We embedded the foundation into the credit union strategic plan and defined where it fits within the overall strategy,” Mcdad says.

Structure, Governance, And Shared Ownership

The foundation’s early model was anchored by a dedicated board of community volunteers, with limited direct involvement from credit union leadership beyond a liaison role served by Mcdad. Credit union staff supported volunteer and community efforts, while board governance remained primarily community led. As board terms expired, leadership used the transition as an opportunity to realign governance more closely with the credit union.

Mcdad now serves as board chair, leveraging her role overseeing community engagement, members, and branches for the credit union. Marine Credit Union’s CEO, Tom Knothe, serves as vice chair. But these aren’t the only two credit union representatives.

“Where we really started to get smart was in bringing on a Marine Credit Union board member to also serve on the foundation board,” Mcdad says. “She acts as a liaison at the board level, and that’s where we started to see stronger alignment take shape.”

The credit union’s vice president of community leads day-to-day operations for the foundation and functions as its executive director. Two credit union middle managers round out the foundation board as treasurer and secretary.

These key personnel changes didn’t just align the foundation with the credit union on paper, they ensured the foundation had an org chart to support the credit union’s strategy.

In addition to the newly established alignment, leaders also had to ensure they built buy-in at all levels of both organizations.

“The biggest lesson was the importance of over-communicating and making sure everyone feels part of the process, which means involving the right stakeholders early,” Mcdad says. “Alignment in isolation doesn’t work. You need input across the organization, and you need people to feel ownership in bringing the strategy to life.”

In practice, this means a lot of meetings. The executive and middle management connects frequently, and organization-wide updates are shared during monthly town halls.

“We want employees to feel embedded in the foundation and connected to its mission,” Mcdad says. “The best way to do that is to make them part of the vision and part of the decision-making.”

Open communication is one way the credit union brings in employees. Another way is through employee giving. It introduces employees to the Marine Credit Union Foundation during onboarding and allows employees to contribute any amount through payroll deductions, which the credit union matches at a 2:1 rate. It then pools the funds and redistributes them across the organization for departments to use as charitable budgets.

“Our branches and teams are closest to their communities,” Mcdad says. “They know the needs and the organizations. Why not let them be part of that impact?”

From Alignment To Action

After aligning strategy, organizational structure, and employee support, leaders then ensured the foundation’s programs connected directly to credit union products and services.

For example, Marine Credit Union identified fragmentation within its financial education efforts. To address this, the organization hired a financial education director who oversees efforts like the foundation’s Finding HOME program, a free, 12- to 18-month program designed for individuals facing barriers to homeownership.

“By the end of the program, we typically see significant improvements in credit scores and savings and ultimately, we’re able to make a mortgage through Marine Credit Union,” Mcdad explains. “That’s where the alignment comes to life.”

So far, 39 program graduates have achieved homeownership. On average, participants reduce debt by approximately $12,000 annually and increase their credit scores by roughly 90 points.

By focusing on alignment, Marine can now look ahead to helping more people than before.

“In the past, because of resource constraints and the disconnect between the foundation and credit union, we couldn’t expand the program across all our markets,” Mcdad says. “Now that resources are aligned, we’re able to scale it much more effectively.”

From Siloed To A Strategic Lever

Today, the Marine Credit Union Foundation plays an essential role in the credit union’s community support efforts.

“If you put the community at the center of everything you’re doing, the foundation becomes a key lever,” Mcdad says. “Our credit union’s community team is out in the market building relationships and partnerships. Then, the foundation comes in as part of that conversation, supporting those partners through homeownership programs, financial education, and charitable contributions.”

Mcdad describes the next phase as deepening the foundation’s presence in the community and broadening its financial education efforts. Marine Credit Union is also focusing on how to continue to position the foundation as an extension of the credit union’s identity rather than an aside.

“It can be a real differentiator for credit unions,” Mcdad says. “If you build strong programs within your foundation, especially ones that are unique or highly impactful, you can use that as part of your broader brand. Not everyone has something like this. If you get good at one or two things, that becomes part of how your credit union stands out.”

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