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

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

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

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

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

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

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

Beyond Interchange

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

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

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

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

Lessons Learned

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

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

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

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St. Cloud Financial Credit Union ($430.0M, Sartell, MN) has quickly evolved from early adopter to advocate when it comes to digital assts.

The Minnesota-based cooperative has built a core-integrated digital asset vault, connected to multiple blockchain networks, and even launched its own stablecoin. But CEO Jed Meyer is quick to clarify this isn’t about chasing crypto because it’s new and buzzy.

“We never set out to be a trailblazer,” he says. “We always start with our member and work outward.”

This time, it started with a market penetration problem.

In 2019, the credit union had roughly 23,000 members in a market of 200,000 people and nearly 40 competing financial institutions. Through strategic planning sessions, two priorities emerged: to better serve underserved populations through customized products, and to understand where member money might be going next.

That second priority led the credit union to digital assets.

“We were seeing some deposit outflows,” Meyer says. “Not a ton, but enough to ask, ‘what are we going to do?’”

In 2023, approximately $1 million in deposits flowed from St. Cloud Financial to exchanges. In 2024, that number jumped to $15 million.

“That’s a 15x trend of liquidity outflows,” Meyer says.

Across the industry, the CEO estimates roughly 3% of deposits might already be leaving for digital asset platforms with no guarantee of return.

“With every innovation in the past 100 years, we were still needed at some point in the lifecycle of the dollar,” Meyer says. “This is the first time that might not be true. When a dollar leaves me for the DeFi space, there’s never a need for a centralized ledger ever again.”

According to Gallup, one in seven Americans reported owning cryptocurrency in 2025. For St. Cloud Financial specifically, Meyer says 16% to 25% of its members either already have or are showing interest in digital assets.

“Relevancy always equals ROI,” he says. “I’m more interested in plugging the hole in the bottom of the income boat than I am worrying about future dollars.”

Education Before Execution

Before building anything, St. Cloud focused on understanding the space.

The CEO says it’s difficult to find education materials, so the credit union helped foster the Minnesota Crypto Council, a nonprofit focused on education for members, staff, and the broader community. For four years, the organization has hosted quarterly sessions, developed training materials, and brought in subject matter experts.

That education-first approach proved critical not just for adoption but also for addressing skepticism.

“When you launch something like this, you have to speak to the 50% of your membership that doesn’t want it,” Meyer says. “This is optional. We’re not forcing anything.”

Industry peers might be even harder to convince. A fall 2025 report from American Banker found the majority of the banks, credit unions, and payments companies it surveyed remain in the discussions and learning phase. The uncertainty around regulations has slowed adoption, and one of the most common arguments against digital assets is its association with volatility and fraud.

Meyer flips that framing.

“What risk have I actually taken?” he asks. “Other than human capacity and time spent, what risk have I taken?”

In his view, the greater risk lies in waiting.

“I actually think people who say, ‘I’ll get to this in five years,’ are taking the risky position,” he says.

What Came First — The Vault Or The Coin?

Although much of the industry conversation has centered on stablecoins, St. Cloud Financial took a different path with the launch of its CU-Digital Asset Vault in March. Initially envisioned as a digital version of a safe deposit box, it quickly evolved into foundational, core-integrated infrastructure. Rather than building a single product, the cooperative deployed a core-integrated digital asset framework developed by DaLand CUSO – Coin-2-Core – capable of operating across multiple financial rails, from traditional payment networks to blockchain-based systems.

“The vault acts as a vault, but really it’s a switch,” Meyer says. “It turns my core into the wallet. It turns my core into the node. It allows me to plug into any DLT [distributed ledger technology] money network.”

At a structural level, the credit union designed the vault around member ownership, employing a self-custody model where members retain control of their digital assets while the credit union facilitates storage and movement. This is in line with the current regulatory environment, where full custody authority remains an area of ongoing clarification. Rather than push ahead in a gray area, Meyer says St. Cloud Financial has spent years engaging regulators at both the federal and state levels, including ongoing dialogue with the NCUA and the Minnesota Department of Commerce. In the meantime, the vault serves as both a practical member tool and a strategic bridge, connecting digital assets back to the cooperative’s core system without overstepping regulatory boundaries.

With the infrastructure in place, launching a proprietary stablecoin became possible. Although that was not originally a main objective of the strategy, a use case convinced the credit union to proceed. Two national food co-ops approached St. Cloud Financial looking for a settlement solution aligned with cooperative principles.

“We offered them USDC,” Meyer says. “They said, ‘We’re a cooperative, you’re a cooperative. We want a cooperative stablecoin.’”

Thus, St. Cloud Financial introduced the Cloud Dollar ($CLDUSD) in late 2025, making it the nation’s first credit union-issued stablecoin.

Still, Meyer cautions against overemphasizing this aspect of the technology.

“In five years, we’ll look back and say that was a small sliver of what we were actually talking about,” he says.

Don’t Stop Here. Stablecoins and digital assets have moved beyond “wait and see” into active development. For a look at both the risks and the opportunities in this next phase of financial services, read “What Should Credit Unions Know About Stablecoins?” only on CreditUnions.com.

Slow Rollout, Strong Signals

St. Cloud Financial has taken a measured approach to rollout.

Following an NCUA audit in late 2025, the credit union launched a friends-and-family pilot in December and expanded to full membership in March. Today, the credit union holds approximately 15 Bitcoin in its system and between 50 and 75 vaults in progress.

So far the most notable insight isn’t volume, Mayer says, but member behavior, especially among younger demographics.

“When they open a vault, they bring everything with them,” he says, indicating it’s been a way to deepen relationships and increase products per member. “We’ve been told, ‘Finally someone is listening to our generation and what we believe our wealth will be.’”

Consumers are already in the cryptocurrency space, and Meyer urges industry peers not to outsource those members.

“You worked hard for those relationships,” he says. “You cannot continue to give your relationships away to third parties.”

An Uncertain Timeline

Crypto is only the beginning for St. Cloud Financial. The same infrastructure that supports digital assets today could eventually handle tokenized financial instruments, identities, and other forms of value.

“This is going to be bigger than a product,” Meyer says. “It’s going to be bigger than one innovation.”

The CEO expects the traditional finance and digital asset ecosystems will coexist and, ultimately, St. Cloud’s strategy is less about predicting the future and more about preparing for it.

“If this takes another seven to 10 years, I’m okay with that,” Meyer says. “If this happens tomorrow, I’m okay with that.”

For credit unions, the question isn’t whether to launch a stablecoin or offer crypto trading. According to Meyer, it’s whether they will have a role in a financial system where money can move, store, and grow entirely outside of them.

“Our only play is to establish ourselves as the access point, the aggregator point, and the trusted advisor point,” he says.

The post A Credit Union Journey Into Cryptocurrency And Stablecoins appeared first on CreditUnions.com.

The Challenge

4Front Credit Union’s ($1.0B, Traverse City, MI) contact center lacked the data and tools to guide staffing and scheduling decisions. Its reliance on manual reporting and an aging on-premises phone system led to inefficient shift coverage, high overflow call costs from a third-party partner, and inconsistent member experiences. At the same time, its agents faced burnout risks due to unclear break structures and unnecessary Saturday staffing, all without reliable data to justify scheduling choices.

The goal: Maximize efficiency, minimize costs, and provide members with the best service possible.

The Solution

4Front partnered with TTEC Digital to replace its on-premises contact center with Genesys Cloud and implement Workforce Management (WFM) software — a solution that predicts call volumes to ensure the right number of agents are scheduled at the right times.

The transition included structured training, extensive testing, and data-driven scheduling guidance. TTEC Digital also integrated SmartApps to streamline member authentication and prevent fraud within the new platform. Finally, the team built custom forecasting models and trained leaders to use data for scheduling and ongoing optimization.

The Results

By migrating its on-premises contact center to Genesys Cloud and implementing WFM capabilities, 4Front transformed its operational efficiency. Most notably, it achieved a 58% reduction in overflow calls sent to its third-party partner, keeping more interactions in-house.

This approach allowed 4Front to lower operating expenses, speed up service delivery, and reduce handle times, all while providing a more consistent and professional member experience.

Learn More About TTEC Digital’s:

The post Smarter Scheduling Delivers Faster Service And Lower Costs For 4Front Credit Union appeared first on CreditUnions.com.

Those developments come as the industry’s average member age remains in the mid-40s, and credit unions of all sizes search for ways to attract young members and hold them over the long haul.

From First Account To Adulthood

In 2025, SchoolsFirst Federal Credit Union ($36.7B, Tustin, CA) had more than 139,000 members who were age 17 or younger. That’s a triple-digit increase of 142% since 2010. Even better, the credit union has tracked that cohort’s engagement upon reaching adulthood and has noted a steady uptick in participation and engagement that rivals its average adult member.

SCHOOLSFIRST FCU MEMBERS WITH 4 TO 7 PRODUCTS
FOR SCHOOLSFIRST FCU | DATA AS OF 2025
SOURCE: SCHOOLSFIRST FCU

Young members of SchoolsFirst FCU have two youth account options, depending on their age. Those up to 12 years old may join the credit union’s Junior Varsity Club, whereas 13- to 17-year-olds may join the Varsity Club.

Parents generally open youth accounts when children are approximately 6 years old, although enrollment is balanced across all age groups. Regardless of age, the credit union offers age-appropriate products and services for each cohort, such as the College Saver Share Certificates and a Youth Debit Mastercard with spending and withdrawal limits. A whopping 69% of Varsity memberships carry the youth debit card, with 53% of those members actively using it.

A full 87% of youth memberships are opened in the branch, but the credit union notes a growing number of youth membership application coming in across digital channels, including online and mobile. To bolster that growth and highlight its youth offerings, the cooperative is producing web content, print materials, educational workshops, and more.

Once the credit union signs up a young member, it offers financial workshops as well as online and mobile services to serve them as they grow into adulthood. It also leans on modern communication platforms, including social media video, to connect with young members on channels they prefer.

SchoolsFirst FCU builds its youth-to-adult engagement model around four key areas:

• Early Financial Education And Workshops — This includes money management, in-school events, digital and print resources, and more.
• Youth Products — From youth debit cards to savings accounts and beyond, SchoolsFirst FCU supports all its youth products with education, resources, and guardrails like ATM usage limits to encourage responsible use.
• Parental Engagement — Those overseeing the accounts have guidance on different product tools and features, best practices to support youth financial development, and more.
• Automatic Transition To Adult Membership — This step at age 18 ensures continuity and minimizes friction to preserve member relationships. It also provides immediate access to checking and debit products, savings tools, credit-building opportunities, and more, with no new onboarding required.

No Substitute For School

Jeanne D’Arc Credit Union ($2.2B, Lowell, MA) has operated in-school branches since 1997 and currently runs three, the newest of which has been in place for a decade. The credit union tracks member engagement for those who start their accounts as students and reports 80% are still active 15 years later.

What does that engagement look like? The cohort holds more than a single savings account, and credit union leaders are digging into whether those members have taken out loans and how their participation has changed over time.

“We build their trust and get them at the start of their banking relationship,” says Robin Lorenzen, chief marketing officer. “They trust us because we were there when they were growing up.”

Jeanne D’Arc recruits high school branch managers to engage with the students, teaching the basics of banking and writing scholarship recommendation letters. It also offers student interns class credit for working the in-school branch. Those interns also help spread the word about the credit union.

Even with modern digital banking and financial education tools, Lorenzen says there’s no replacement for the in-school branch experience and classroom-based financial education.

“They’re engaged on multiple levels because we’ve come to them instead of trying to get them to come to us,” she says. “We’re meeting them where they are, and those high school branches create a unique relationship with the students.”

“This generation wants to do it themselves, but they want somebody there when they need help,” she says.

But branches alone aren’t enough, Lorenzen adds. The credit union also has a six-person financial education team that supplements the in-school branches and teaches in the classroom. Those multiple touch points reinforce themselves over time, building a relationship with the students that leads to trust and long-term engagement.

The credit union provides in-person support and builds relationships through high school branches. As those members age out, they know they can still turn to a branch when they need help, but they also know how to navigate online banking and self-service resources.

The growth of self-service channels in the past 15 years has been instrumental in forging long-term engagement, Lorenzen says, because graduating students know they don’t need to find another bank or credit union after high school.

“They know they can still bank with us,” the CMO says. “That trust is there, so they take us with them.”

Lessons Learned

To replicate the success of SchoolsFirst FCU and Jeann D’Arc, both credit unions say it’s important to understand this a long-term commitment to member development, not short-term product growth.

SchoolsFirst FCU also says its crucial to empower front-line staff to act as advocates for members. Thoughtful questions paired with the right solutions, not a focus on pushing products, builds trust early and establishes the foundation for a durable relationship.

For Jeanne D’Arc, maintaining touchpoints with students is key. This includes the in-school branch as well as the classroom, student activities, Reality Fairs, and more.

Equally important? Try to keep it light.

“In high school it’s not all about selling and teaching,” Lorenzen says. “There are ways to bring in the kids to interact, whether it’s trivia or giveaways or something like that. It’s not always about banking; it’s about connection.”

The post 2 Tactics To Increase Young Member Engagement appeared first on CreditUnions.com.

Top-Level Takeaways

• Differentiation comes from thinking beyond traditional banking norms.
• Credit unions can systematically create “wow” moments, but it must be part of the cultural.
• AI and engagement data is changing how credit unions measure emotional experience.

It’s a typical day at the office for Mike Dobbins when he picks up the phone to make a call.

“My name’s Mike Dobbins,” he says. “I’m the CEO of Alliant Credit Union, and I just wanted to call and wish you a happy birthday today.”

A voice on the other end pauses for a moment then replies, “Are you serious?”

“I am serious,” Dobbins assures.

“Are you really the CEO?”

“I am really the CEO.”

What follows is a brief conversation between the cooperative’s leader and one of its nearly 1 million members. At its conclusion, Dobbins is sure to tell the member that their relationship with Alliant Credit Union ($20.3B, Chicago, IL) matters to him and wishes them well.

Dobbins says he makes these calls as often as possible, not just for birthdays, but for other life events, too.

“As someone who started my career as a branch manager, I always remember the power of that personal touch,” Dobbins says. “Standing there when people come to the door, shaking their hand, learning about them — those things are powerful. We are digital-only in the sense that we don’t have branches, but we want to have great humanity.”

Indeed, as an early adopter of a digital-only model, Alliant has learned that removing branches doesn’t remove the expectation for connection. It’s a challenge that has pushed the cooperative to rethink everything from product design to staff training to how it uses data. Ultimately, it aims to not only serve members but turn them into advocates.

“You’re probably not going to tell a friend, ‘Here’s my debit card.’ But you might tell your friend, ‘I bank somewhere where people call me on my birthday,’” Dobbins says.

Operationalizing “Wow”

According to Dobbins, to succeed as a digital-only institution, two things must be true.

“Your digital can’t just be good, it has to be pretty much everything,” he says. “But the most important piece is delivering ‘wows’ every time you get a chance. I use the term ‘beautiful’ in our strategy document because that’s what it has to feel like. You want that Tiffany bag experience.”

It starts with creating compelling products. The goal is to provide a seamless, visually appealing experience that consistently delivers quality.

“Customer expectations are shaped by experiences like opening an iPhone,” Dobbins says. “Everything is intuitive right out of the box. That’s the baseline. It has to be reliable.”

After onboarding, Alliant focuses on guiding members toward the ways they can use those products.

“Give members the tools and everything they need,” Dobbins says. “Then, use those high-value interactions, such as when you’re giving advice, to over-index on the wow factor.”

In fact, one of Alliant’s five strategic pillars is “Wow Servicing.”

“We have things like a Wow Lab with about 20 people in it every day experimenting with different ways to deliver high-touch experiences,” Dobbins says, “We experiment a lot, figure out what works, and when we come up with good ideas, we push them back out across the organization and encourage people to adopt them.”

For example, one employee who manages desktop computing suggested sending branded tennis balls with handwritten notes to members after hearing barking regularly in the background of calls. It’s exactly the kind of unexpected moment Alliant seeks to create. Employees also routinely make note of things like birthdays, anniversaries, illness, and other life events and then send physical greeting cards out to those members.

“If you walked into our contact center today, you’d find a mini Hallmark store,” Dobbins says.

For Dobbins, that kind of attention to detail must permeate the culture.

“You want people thinking about how to do things better and how to delight members,” the CEO says. “I’m just trying to lead by example.”

Data-Driven And Delightful

Of course, it’s not all just good vibes. A strong data architecture and a data insights team supports Alliant’s strategy.

“We measure everything,” Dobbins says. “If something doesn’t look right, we dig into it, figure out what’s wrong, and fix or improve it.”

Today’s advanced tools have only helped Alliant double down on insights. For example, it uses AI to examine contact center call transcripts.

“If we have 10,000 calls tomorrow, AI can analyze all of them, identify sentiment, determine how many were great or delightful interactions, and detect patterns or recurring issues,” Dobbins says. “We don’t have to wait to understand where we need to step in and improve.”

That discipline has helped Alliant turn insight into action. Today, net promoter scores are high, membership grew 2.48% from year-end 2024 to year-end 2025, and loans increased 4.11% during the same period.

“My objective for Alliant is to become one of the most recommended financial institutions,” Dobbins says. “Recommendations come from emotive experiences. I like to experiment. I’ll call people on their birthday to see if it creates a powerful reaction. I’ll call when someone opens a new account. If someone reaches out on LinkedIn or sends me an email, I respond to it myself because I want to learn.”

The CEO says the key is to look beyond financial services for inspiration and embrace unconventional thinking.

“Little things — things that bring joy and humanity — make a difference,” he says.

The post No Branches? No Problem! Alliant Delivers The Cooperative Difference Digitally. appeared first on CreditUnions.com.

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.

The post Reflections From NACUSO Reimagine 2026 appeared first on CreditUnions.com.

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

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

STRATEGIC INSIGHTS

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

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

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

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

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

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

Going Green From Construction To Culture

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

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

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

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

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

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

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

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

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

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

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

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

Keel continues pushing that cultural shift with ongoing education.

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

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

Sustainability Is Good Financial Sense

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

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

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

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

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

A Continued Ripple Effect

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

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

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

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

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

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

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.

The post 6 Credit Union Executive Priorities For 2026 appeared first on CreditUnions.com.

Top-Level Takeaways

• Digital tools and affordable platforms lower the accessibility barriers that often prevent members from starting an estate plan.
• Financial literacy programming and one-on-one coaching help members overcome the discomfort of talking about death, inheritance, and financial planning.
• Multi-generational banking under one institution benefits families, too, especially during transitions for caregivers.

It’s not called the Great Wealth Transfer for nothing.

According to research and consulting firm Cerulli Associates, $124 trillion in assets is set to shift hands by 2048. The lion’s share of that — as much as 81% — will flow from the Silent Generation and baby boomers to, mostly, Gen X and millennial heirs.

Tom Montilli, chief operating officer at Harvard Federal Credit Union ($1.2B, Cambridge, MA), says it’s a major life change set to impact members regardless of which side of it they’re on.

“We see a lot of responsibility in making sure our members are financially healthy and prepared for these major life events,” Montilli says. “That’s where we know the greatest need will be over the next decade, and we want to make sure we’re well-positioned to help them through it.”

There’s a common misconception that wealth transfer matters primarily when dealing with significant assets. According to data from the Federal Reserve, the average inheritance in the United States is $46,000 to $58,000 per household; however, large, wealthy estates heavily skew this figure. In reality, 70% to 80% of U.S. households never receive an inheritance. For households that do, the amount is often quite modest, with the bottom 50% averaging less than $10,000.

Still, according to Montilli, that money matters.

“Any inheritance deserves care and planning,” he says. “Something is always better than nothing.”

ESTIMATED WEALTH INHERITANCE THROUGH 2035
FOR U.S. HOUSEHOLDS | DATA AS OF 2023
SOURCE: CERULLI ASSOCIATES, U.S. CENSUS BUREAU, IRS, SOCIAL SECURITY ADMINISTRATION

What Keeps People From Making A Plan?

When it comes to estate planning, some communication is better than nothing, too. But that’s not happening.

A Fidelity Investment study released in 2025 concluded that a full 35% of parents 55 or older don’t want their children to know how much they’ll get. A 2024 Catalyst Advisory’s study estimates only 14% of American adults have had detailed, meaningful conversations about inheritance; 36% have never discussed it at all.

“Families don’t like talking about death or money, and combining the two is especially uncomfortable,” Montilli says. “There’s also the sense that it feels overwhelming or complex just to get started, and sometimes there’s a false sense of security like maybe someone else has taken care of it.”

Perceived complexity and stigma often prevent members from taking the first step, but a lack of dialogue can raise the risk of damaged relationships, financial confusion, and legal disputes over assets.

“They see this monumental task ahead of them, but even starting with basics like a power of attorney helps tremendously down the road,” Montilli says.

Ditching The Traditional For Digital

A few years ago, Harvard FCU addressed some of these barriers through a partnership with Gentreo, an online estate-planning platform founded in part by a Harvard alumni. The service helps users create, manage, and securely store the legal documents needed to organize their affairs. Instead of working directly with an attorney, users complete guided online questionnaires that generate legally valid estate-planning documents tailored to their them.

“The cost model allowed us to subsidize it for many members,” Montilli says. “Even at full price with the credit union discount, it’s about $100 a year, but depending on the relationship, that could be $50 or completely free. It was about making this affordable and lowering that barrier to entry by keeping things simple.”

Harvard FCU continuously promotes this service to its members. There was strong adoption in the beginning, but Montilli says there’s still a long ways to go.

“We want to do more through education and communications to help normalize the conversation and give people guidance on how to start the process,” he says.

Today, Harvard FCU’s partnership with Gentreo extends beyond its digital vault to in-person education resources. The credit union’s community engagement team offers several webinars and workshops about estate planning in general as well as what tools are available and how to use them.

Montilli says the credit union typically times these events around major holidays, when multiple generations are more likely to come together.

Expanding Investment And Advisory Services

Another key piece of Harvard FCU’s wealth transfer strategy is personalized investment services, which it offers through a broker-dealer partnership. Members can sign up for appointments both in-branch or through Zoom.

“With many large investment firms, if you don’t have a million dollars in invested assets, it’s hard to get true one-on-one attention or guidance,” Montilli says. “Again, our goal is to make these services accessible to all members. We believe someone with a $50,000 inheritance deserves the same care and attention.”

The chief operating officer says it’s important members know they don’t have to act too quickly. Priority No. 1 is simply securing the money. From there, advisors encourage them to take a breath and wait until they’re in a less emotionally charged place.

“That’s when you make better decisions,” Montilli says. “There’s no rush, but it is important to start.”

Connections For The Long-Term

With a growing number of families set to experience this shift in the coming years, Montilli says credit unions are in the exceptional position to “right-size” traditional estate planning so any member can benefit.

“This is where credit unions have always been strong: providing personal service and one-on-one guidance regardless of affluence,” he says.

An increasingly top-of-mind focus at Harvard FCU is encouraging multiple generations to bank together within the same institution. There are clear balance-sheet benefits to this, but it also means easier financial oversight, shared account access, and smoother transitions for caregivers. Montilli says the goal is to establish long-term trust.

“One advantage of being not-for-profit is that we don’t have to look at these conversations through a sales lens or quarterly quotas,” he says. “We’re thinking about relationships that span decades.”

The post The Great Wealth Transfer Is Also A Relationship Transfer appeared first on CreditUnions.com.