NEFMA 2026 Fall Conference

For decades, the credit union industry has earned the trust of its members and built its reputation by delivering on a clear and consistent promise of transparency, integrity, personalized service and an unwavering commitment to the communities it serves. These values have long distinguished credit unions from other financial institutions, strengthening their brands, attracting new members, and establishing lasting loyalty among existing ones. They remain the foundation of the credit union movement because they continue to resonate with consumers and because credit unions consistently deliver on that promise.

Today, we must also fully understand and adapt to members’ expectations and needs by embracing innovation, technology, creativity, and a willingness to take calculated risks, all while preserving the people-first philosophy that defines the credit union experience. The challenge for today's credit union leaders is determining how to advance digital transformation to meet members’ expectations without sacrificing the personal relationships and trust that members deserve. These are not competing priorities; they must exist together.

Credit unions across the country are investing in thoughtful, member-centered digital transformation initiatives designed to improve both service delivery and the overall member experience. For me and my organization, this work has become a strategic priority, not simply to remain competitive but to better serve our members while staying true to our mission and values.

At its core, the Clutch initiative was designed to create a faster, more seamless experience for BrightBridge members. Members can now complete an online deposit account or loan application in three minutes or less, reducing friction and helping lower application abandonment. The improved digital experience has already increased completed deposit and loan applications and significantly increased engagement across checking accounts, certificates of deposit, high yield savings accounts and consumer lending products.

The platform has also been a major driver of our organic growth strategy, which I can share to illustrate the benefits of building a digital platform. Results include:

• Online application conversion rates increased from 18% to 45%, which is a 150% improvement that has directly contributed to new member growth.

• Digital deposit applications reached 39% of total applications, exceeding the organization's 30% target.

• Average deposit funding amounts increased from $352 to $2,022, demonstrating stronger member engagement and higher-value relationships.

• Applications requiring manual fraud review declined from 100% to 23%, significantly improving efficiency for the BrightBridge team while maintaining strong risk controls.

• Auto loan decision workflows were reduced from 272 steps to 83, a 69% reduction in process complexity.

Teams can now devote greater attention to complex lending decisions and more personal member service.