When conditions get unpredictable, staying boring can be the boldest move if it’s part of a broader strategy.
In this episode of Grow Your Credit Union, host Joshua Barclay and co-host Becky Reed are joined by Kevin Dougherty, COO at Addition Financial Credit Union, to break down how his team is adapting, from strengthening cyber resilience to scaling visibility with the next generation, while challenging the industry’s reliance on the status quo and pushing for smarter, faster responses to today’s biggest threats.
Two cyberattacks went undetected for months. Are we blind to threats already in our systems?
Too many breaches go undetected for weeks or even months. If your cybersecurity strategy still lives in the IT department, you may be ignoring your biggest institutional risk. Dougherty stressed that responsibility needs to start at the top. His team trains employees across all departments and brings cyber risk directly to the board. “Cybersecurity is the board’s responsibility. It has to be a leadership priority.”
You also need to stop picturing hackers breaking down your firewall. Becky Reed warned that breaches are far more likely to come through phishing, compromised devices, or social engineering. “Most of the time, someone clicked a link. And once they’re in, the malware’s buried in logs.”
What matters most to your members is not the breach itself. It is whether they can access their accounts. A system outage feels like a financial loss. Becky emphasized that when digital banking goes down, members panic. Dougherty shared how Addition Financial managed the rollout of its new platform by prioritizing simplicity, which helped call volume return to normal within two days. If you have not explored voice authentication yet, now may be the time. It is next on their roadmap for member protection.
BECU says boring is better. What does that mean?
It may feel safe to slow lending in a high-rate market, but if you do not define a plan to re-engage, you risk being stuck. Dougherty said Addition Financial continues lending, but actively manages exposure. “We sold $160 million in indirect loans, retained servicing, reduced exposure.” You should ask what you are prepared to offload, and when.
Becky urged leaders not to confuse constraint with strategy. “Credit unions were built to operate inside a boring box. That’s nothing new. But you don’t grow by standing still.” If you are only pulling back, you may be missing the opportunity to reset your lending model for long-term viability.
You should also be watching post-COVID credit conditions closely. Kevin warned that inflated FICO scores are now correcting, and delinquency is on the rise. Combined with CECL reserve demands, the window for safe margin is narrow. Every loan decision you make now needs to fit your multi-year roadmap, not just patch this year’s balance sheet.
How can credit unions become more discoverable?
Community presence is important, but it is not enough. You may need to rethink how visible your institution actually is to the people who do not already know you. Dougherty said Addition Financial trains leaders to be visible and active in their regions. Their executives sit on boards, attend events, and coach branch leaders on how to represent the brand. Their marketing team recently reintroduced the brand’s 88-year history to members. Their name also appears on the arena at the University of Central Florida. “Every time ESPN shows that building, people see it.”
Becky agreed that presence matters, but challenged the industry to think bigger. “Word of mouth is powerful, but it doesn’t grow fast enough to replace aging members.” You should be investing in scalable outreach that includes digital content, targeted education, and tools that meet younger generations where they already are.
Addition Financial’s student-run high school branches offer one powerful example. Students run teller operations, teach peers financial literacy, and move into internships or full-time roles. “They don’t want a financial lesson from me,” Kevin said. “They want to hear it from their friend.” Becky called it what it is: a talent pipeline that also builds lifelong member relationships.
Takeaways
- You should elevate cybersecurity to a leadership-level priority and embed it across the organization.
- If you are pulling back on lending, define when and how you will move forward again.
- Member trust depends more on uptime than breach reports. Prioritize system continuity.
- Community presence is essential, but scalable visibility is what drives growth.
- Engaging Gen Z early creates future staff, members, and advocates.
Full Transcript
Joshua Barclay: This week, on Grow Your Credit Union, two cyber-attacks go undetected for months. Are we blind to threats already in our systems? Then BECU says, “Boring is better.” What does that mean? Boring is better. Finally, a SaaS company hit $100 million in annual recurring revenue without sales or VC funding. Could credit unions grow the same way?
[Music]
Joshua Barclay: Welcome to Grow Your Credit Union. This is the podcast where credit union leaders gather, learn, and grow. I am your host, Joshua Barclay, and with me is my co-host, Becky Reed. Becky, what’s up?
Becky Reed: Howdy, y’all.
Joshua Barclay: Howdy, Becky. Listen, folks, I know that we cover a lot of topics, but anything that you want us to cover that we are currently not, please reach out to me on LinkedIn or joshua@growyourcreditunion.com. So all the questions that you think we should be asking our guests, reach out to me and let me know.
All right, Becky. I had a long weekend, I went to a concert, I went to the Hoover Dam, I was in Nevada, hot and sweaty. What did you do last weekend, Becky?
Becky Reed: I was on a cruise last weekend.
Joshua Barclay: Really?
Becky Reed: So I was out in Fort Lauderdale where Kevin is, and well, the cruise left out of Fort Lauderdale. Obviously, I went to the Bahamas, but…yeah. So I was sun and sand, and beach and all of that kind of stuff.
Joshua Barclay: Okay. What did you see of note? A beach, sand, the water. Was there anything in particular you can think of? The statue of Walt Disney? What did you see?
Becky Reed: No, there weren’t any Walt Disney statues in the Bahamas, but one thing that was interesting. We visited an island that I hadn’t visited before. It’s Bimini, and it’s only 60 miles off the coast of Florida. It’s not very far away.
Because the ship was sailing for a whole day, and so because it didn’t have to travel very far, literally the ship was just sitting in the middle of the ocean, not going anywhere. It was interesting. I was like, “Oh, I guess we’re just parked here for now.”
But when we finally got to Bimini, that is a really, really small island. Literally, there’s one road, and you could walk across it. It’s long as a football field. I mean, I think the ship was bigger than the island.
Joshua Barclay: Becky, you mentioned the ship not moving. I go to Salt Lake Film Society and they play old movies in their theater, and I saw Titanic, the James Cameron classic. I got to tell you, cruise ships freak me out. I’ve seen the Titanic, that movie, like six, seven times. Towards the end, when it gets dark and that ship starts to sink, it still freaks me out.
Becky Reed: Oh, yeah.
Joshua Barclay: Even when I was a little kid watching that movie, it holds up. So no, I will not be on a cruise, but what I will be doing today is cruising on this show with our awesome guest. Let’s introduce him. Today, we welcome the COO at Addition Financial Credit Union, Kevin Dougherty. Kevin, welcome to the podcast.
Kevin Dougherty: Joshua, Becky, thanks so much for having me on your show today. I’m really looking forward to it.
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Joshua Barclay: Two credit unions recently suffered major cyber-attacks that exposed over 26,000 members’ personal data. Good Neighbors FCU in New York, had hackers in their system for four months before detecting the breach. So here’s my question, Kevin. If it can take four months to spot a cybersecurity breach, are credit unions flying blind against cyber threats that could already be in their systems right now?
Kevin Dougherty: I mean, cybersecurity is a constant battle. While there’s no system that’s infallible, all credit unions are investing heavily in advanced threat detection, layered defenses. Incidents like these are reminders that diligence, employee training is critical, proactive monitoring are critical.
While a four-month undetected breach is concerning, it’s also a wake-up call to continue to strengthen our defenses and response protocols. We’re not flying blind. We’re staying alert, we’re improving every day, and we’re prioritizing member trust.
Joshua Barclay: Becky, Good Neighbors FCU, four months. Four months before detecting the breach. What do you think about that? Do you think that’s an outlier, or do you think that there are a lot of credit unions in the industry right now that have been breached and don’t know it?
Becky Reed: Well, we only know about the ones that get reported, so therefore, we only know about the ones people know about, which means there’s probably more out there that are unknown than are known. We can sit here all day long and talk about shoulda, coulda, woulda, but at the end of the day, I mean, gosh, this happens all the time.
Humans, people, sometimes the… These bad guys are so good. They are so good. They usually do this by social engineering, and social engineering is very, very difficult to detect. It’s not like these bad guys. So you talk…you say, hackers, right?
Well, in our head, when we think about hackers, we think about some dude in a basement trying to hack through the firewall at the credit union. They’re trying to breach the firewall, they’re trying to breach the perimeter of the credit union, and that is not usually how they get inside.
They get inside because somebody clicked on a link in an email, or some device that was connected to their internal networks, those things are really super hard to find. Even if you have malware detection and any kind of internal software that’s looking for weird things that are happening, a lot of that stuff is buried in logs.
So I don’t want to say that credit unions are doing a bad job or flying blind. I think that every company, including credit unions, are vulnerable to this kind of thing, and it’s super hard to detect. But they did detect it. I understand they were in there for four months, but they did detect it.
So at least they had a protocol in place, to Kevin’s point, that they knew what to do when they found it, and put additional efforts in place to rid their systems of that. But I wonder, what really was the members’ ultimate reaction? I mean how many of you had your data breached like a thousand times?
Kevin Dougherty: Well I want to jump in on this. The NCUA requires us, if we’re hacked and member data is exposed, we have to report it. But I think, Becky, to your point is, if member data isn’t hacked, and say maybe they’re in, and they’re on your network and creating files, and it’s not member-sensitive data, they aren’t going to report that.
Becky Reed: It’s true.
Kevin Dougherty: So I think, to your point, there’s a lot more out there. What we need to understand is that cybersecurity is not just an IT issue, it’s a leadership priority, and we have to continue reviewing our systems, we’ve got to be tightening controls, ensuring our teams are equipped and trained to respond rapidly.
That’s just not IT, to your point, is it’s malware. Someone sends you an email, you click on it, and you don’t even know. So we spend a lot of proactive time with our teammates training them, and understanding it. We sit with our board and we do training with the board on cybersecurity because, ultimately, cybersecurity is the responsibility of the board.
Becky Reed: Ultimately. Yup.
Joshua Barclay: Becky, you said something that I want to touch on, and I’ll start with you, Kevin. Becky, you were mentioning that these data breaches happen so often. I’ll get an email from somebody, “Joshua, we’re sorry to inform you that your data was breached back in 2017,” and I’m like, “I’m so used to it now,” it’s like, “Dude, I don’t even care.”
What I’m wondering is the perception to the member. I know we don’t want a data breach, but, Kevin, from your perspective, if a data breach happens, are you going to wake up and see that you lost 10% of your membership? Do they care, at the end of the day?
Kevin Dougherty: I’m going to break this into two things. If it’s Target or if it’s one of the big box stores that’ve been hit so many times, Josh, I agree with you. I think that they’ve gotten benign to this. But I think when it comes from your financial institution, that’s a big difference because that’s where the pot of gold is. That’s where my money is, and our role is to protect that, and be good stewards of that money. So when it comes to financial institutions, I think it’s a bigger deal.
Joshua Barclay: Becky, your take?
Becky Reed: Well, yes, it’s a bigger deal and a data breach is not like… A data breach is not like a data breach. It depends on what information was breached. Digital banking passwords, that would be concerning. If that information got out there, I think I would be concerned.
But even so, and yes, I think members would be concerned, no, I don’t think 10% of the membership would leave. I think that where you see members having the biggest negative response to any kind of cyber or digital occurrence that might affect them, is if your digital banking fails.
So if you’re doing a conversion and you don’t come back up, or if something happens and your digital banking, they can’t log into it, you want to see members freaking out? That is whenever you see it. You send them a letter saying their email address and their social security number, I’m really sorry, got breached, that my information is out there, which it probably already is anyway, but it’s out there.
But if your digital banking, if they can’t log into your digital banking, they may have well lost their money. So you want to talk about people panicking and losing members, and walking into your branch upset? It’s losing access to their account online.
Kevin Dougherty: One thing COVID did was double the number of people that use our home banking, and it really enforced how important that channel is to everyone. A year ago, we went to Lumin Digital, and we went through this process, and it was busy.
I mean, our banment rate went up, but the product was so good that, we went live on a Monday, by Wednesday, our banment rate was back to where it was. 40% of our members were able to enroll online. You got to make it simple, but we’re looking at other products today, and dual authentication is… We’re looking at voice.
We’re looking at voice, because voice authentication is probably one of the better ones out there because you can’t spoof it, there’s stuff that you can’t do, but we’re looking at ways to make sure that we protect our members when they call in here and fraud happens.
They get their cell phones, they send texes [Phonetic 00:11:53]. So sending texes to the cell phone doesn’t always work because they might already have it, so you’re just texting the fraudster.
[Music]
Joshua Barclay: Boeing Employees Credit Union, the nation’s fifth largest credit union with 29.5 billion in assets is embracing what their CFO calls “boring quarters” as a winning strategy. While their loan originations dropped 6.7% and auto loan lending fell 10.4%, BECU improved their return on assets by focusing on higher-margin residential loans in Seattle’s expensive housing market.
Now, this is where things get really interesting. Their CFO, Drew Wolff, says they’re not chasing volume with illogical pricing, particularly in auto lending where market rates don’t meet their standards. Kevin, I found this very interesting that BECU is embracing what they’re calling these boring quarters.
So my question for you, Kevin, is when a $29.5 billion credit union openly admits that they won’t do what he calls illogical pricing to chase volume, does that signal then that many other credit unions are making desperate pricing moves to stay competitive right now?
Kevin Dougherty: Pricing is an interesting thing because I think it’s geographically, where are you? Price really depends on the communities we serve. Every market has its own dynamics, and what works in one region may not make sense in another. At Addition Financial, we focus on sustainable member-focused decisions, not chasing the short-term volume just to hit numbers.
That said, there’s a lot of uncertainty in the economy right now. There will be some credit unions getting creative so they can meet their strategic goals. At the end of the day, we all need to run our business that best fits our strategic strategies and our financial needs.
So I really think it’s, you’ve got to stick at what’s your business strategy and what you’ve got to go at. In our market, we’re a big auto shop, so we do a lot of auto lending. We do a lot of mortgages, but mortgages have slowed down because of A, price. Prices has jumped 30% in this market, but also rates are the highest they’ve been in 10 years.
But you know what? It’s the new norm. I mean, we went from rates that were at 3% during COVID, if you look back, a 6.8 mortgage really is not bad. It’s just not what we’re used to. I think the consumer is just going to have to get there.
Now the cost of construction and the cost of some of this home, on the residential side is causing a lot of… In our market, the Orlando market, is housing is a big issue. The cost of housing, people were priced out of it, and it’s getting better, but guess what? Prices really haven’t dropped either.
Joshua Barclay: Becky, when I listen to Drew Wolff, the CFO at BECU, when he’s talking about boring quarters, what I really hear him saying is, “There isn’t that many growth opportunities. Let’s be moderate and conservative about what we do.”
Do you think that this mentality of boring quarters, or being boring, or being more tempered in your growth strategy is going to be the new norm moving forward because of what Kevin said about pricing being strange with housing and the rates being high? Are we running out of places to find growth?
Becky Reed: Well, that’s a loaded question, but I can tell you that, since credit unions began, practically, we have very limited ways to grow. So from a regulatory framework, we have three levers we can pull. That’s it.
Now, the interesting thing is, over time, those three levers, things can be added to those because new markets emerge or different things happen, but we buy and sell money. That’s what we do. That’s all we do, and there are very limited ways that we are able to do that.
We can buy money in certain ways, there’s certain deposit products that we can utilize. We can sell money, and there’s certain lending products that we can utilize, and that’s pretty much it. So we have to work within a boring box already.
Now, when I hear somebody saying boring, to me that just means status quo, and you don’t grow by being status quo. That means you’re just sitting still, you’re just waiting to see what happens, and that certainly can be a business strategy for a period of time.
Now, can you have a 25-year business strategy to be status quo? Probably not a good idea. But every credit Union is just different, and there is a time and a season for everything. Yes, certainly, if my rates are higher or lower than what’s in the market, then there’s probably a strategic reason why that is, because that’s what my credit union can do.
I might be willing to get loan volume and jeopardize capital, I might be willing to make that a not profitable endeavor for whatever reason. So every credit union is a little bit different. I don’t fault them for being boring. I think it’s okay.
Kevin Dougherty: Well, and in our market, the other thing, and a lot of credit unions do is business. Business is the new opportunity for us. We got to be careful. I mean, it’s a whole new market. I’ve been in the industry 35-plus years. I remember when we were first able to have checking accounts, and we were first able to have mortgages.
I go back to your point, Becky, I remember the boring days where it was really boring, but we have a lot of opportunities, but I think it’s the strategy of the organization, is, what do they want to grow? Where do they want to grow? Where’s the risk? What’s their concentration risk, because we all have concentration risk that we’ve got to live by.
The other thing with COVID is, I think COVID had some effects on FICO scores. I think that we went from a society that had very little deposit savings to a lot of deposit savings, where they paid a lot of stuff off, which changed the FICO score rapidly, and when things reverted back to norm, we had some FICO scores that were over-inflated. So you’re seeing some issues, delinquency in auto, and some other stuff due to this.
Of course, at that time, what industry took on more auto loans? Credit unions did. We surpassed the banks in taking on autos. So it’s your strategy. What do you keep? What do you sell? I mean, we do indirect stuff, but we also sell. We’ve sold $160 million worth of our indirect. Retained servicing, but sold it off because you got to sell some risk off too.
Lastly, CECL’s played an interesting role in this thing. Moving to CECL, I think there are organizations out there that didn’t fund it fully, and you have this FICO score issue where delinquency rose and some of this other stuff, and it’s putting a squeeze on them because now you’ve got to fund that CECL…the CECL accounts saying, “You got to fund it.” So I think there’s a lot of dynamics that are playing.
[Music]
Joshua Barclay: In a recent LinkedIn post, the CMO of Ahrefs, a SaaS company that grew from under 10 million to over $100 million in annual recurring revenue with no VC funding or sales team, says that their success came from content marketing that made them discoverable. So people can find you, resonate with something you say, and develop affinity for you and your beliefs.
So this got me thinking. I wanted to get a perspective outside of the credit union news. I love Ahrefs. They’re a great SaaS company. It got me thinking about what credit unions can do to become more discoverable out there in the world.
How can we be more discoverable and get in front of more people to get them to understand what a credit union is? So Kevin, when it comes to credit unions, what do you think are the smartest ways to become more discoverable today?
Kevin Dougherty: I think it starts… You got to be in the community. You got to be seen and you got to be bold. Visibility begins with us with us at the top and being on boards. I sit on like five boards in the community where I’m interacting with that, and majority of our C-level suite all sits on boards.
Social media is important. LinkedIn, public relations, I mean, we have a fantastic public relations department that’s constantly getting us in front of people like you all, and you’ve got to be out there. Our marketing team launched a new brand re-introduction campaign right now as we finalize our merger with Envision, and it says we are 88 years old.
While we were re-branded about six years ago from Central Florida Educators to Addition Financial, we don’t want people to forget our roots and how long we served the community. I think it’s just being visible, but I also think it’s our brand staff. Our brand staff, and I talk to them all the time about, “You need to be involved in the communities you serve.”
That’s the roots of credit unions is, be involved, be present, go to Chamber events. When you’re in an event, don’t stand next to me. You know what I’m going to say. Go work the room. I’ll take new branch leaders and say, “Okay, I need you to come with me. I’m going to teach you how to work a room and go talk to, if it’s the mayor of Orlando, or it’s the CEO at UCF, or it’s… Let’s introduce you, and let’s start talking to these people, and let them know who we are.”
It’s amazing. I was in an event a couple weeks ago, and I sat down at the table, and I started talking to this gentleman. He introduced himself. I said, “Hi, I’m Kevin Docherty. I’m with Addition Financial,” and all that, and he said, “Wow, I’m hearing a lot of things about you guys in this community.” I said, “That’s what we’re doing. We want to get out, we want to be seen. We’re here for our members. We want to be part of the communities we serve.” I think we just got to continue to do that.
Joshua Barclay: Getting out in the community, I couldn’t agree more. I love it when I see it. It makes me feel like credit unions are real and differentiated being in the community. Becky, discoverability. If I’m a leader at a credit union, should I put my banner on the Green Monster at a Boston Red Sox game? Should I sponsor a football team? Talk to me about how we, as a movement, can get more discoverable, get more in front of people. What do we do?
Becky Reed: Well, at the end of the day, we do business with people, not just credit unions, or banks, or businesses. We do business with people. In order to create relationships with people, you have to get out into the community. Word of mouth is the most difficult thing to gain, but it is also the most influential, and the most beneficial to any organization.
If somebody, a friend of yours, refers you somewhere, that’s a word-of-mouth referral. That goes really, really far. The likelihood of you taking them up on that referral is very, very high. So any time you have an opportunity to meet with people in person and create relationships, that is going to be beneficial.
However, that doesn’t scale. That’s not the same as putting your name on a stadium like you talked about, Joshua. I’m not recommending that we put our names on stadiums, but that is the kind of visibility that you’re talking about, that the SaaS company did.
There are many, many things from a broader visibility reach. You talked about making sure people understand what credit unions are, making sure that they understand where we are, what it is that we do, because there still is a misunderstanding of the word credit union.
“Well, is that a place where I have to be part of a union in order to get credit? Or do I have to have good credit? I don’t understand what that means.” So we have a little bit of a challenge as an industry, especially the younger generations, trying to help them understand, but there are new channels.
To your point, can an old dog learn new tricks? We’re an old dog. So can we learn better, more effective ways to have that broader reach besides just the person-to-person reach, which we are very, very good at? I’m not saying we stopped doing that. But I think there are, and I think there are some credit unions that are doing a really good job of it.
Kevin Dougherty: So I’m just going to tag into that one. We changed our name from Central Florida Educators Federal Credit Union, which was a mouthful, to Addition Financial Credit Union, and that’s our true name. But we brand ourselves as Addition Financial. To your point, we went round and round about credit unions, and it gets lost in the message, it gets lost with the younger generation. That’s why we went with Addition Financial.
The other thing we’ve done is, we have the naming rights at the basketball arena at University of Central Florida, UCF, is the Addition Financial Arena. We’re trying these things because… I know we talked to the board, the board’s like, “Well, what’s the ROI on that?” We said, “Well, now that they’re in the Big 12, guess what? Every game that’s on ESPN, Addition Financial Arena comes up. They do 300 graduations in that arena. I can’t give you an ROI, but you know what? The name presence alone, we couldn’t afford. I mean, it’s just it does amazing things for us.”
I want to add just one…one other thing that we’ve done is we have 12 high school branches completely run by high school students in high schools in Orange County, Seminole, Lake County. They’re Addition Financial Credit Unions. We bring these people in, we train them, cash handling skills, they have to put resumes together, they have to interview.
We teach them financial literacy so they go out to their peers and teach them financial literacy. They don’t want financial literacy from an old man like me, they want to hear from their friend. The process is working, and the new market we’re going into in Tallahassee, the superintendent came to the credit union up there and said, “We want a branch. We want immediately.”
It pays, and the superintendents love it because financial literacy in this country is a problem. People don’t understand credit, they don’t understand some of the fundamentals, and we’re there, A, getting some branding. I mean it’s in these high school branches.
The other piece of this that we didn’t even see, we’re hiring probably 10% of the people that come out, we’re hiring here at Addition Financial or other credit unions in town. The CEOs love our CEO, they’re like, “Oh yeah, we’ve hired about three or four of your people.” So it’s the community we… It’s about being in the community.
Then we do internships. We have interns coming in starting next week. I think last year we had 26 interns and they can intern anywhere within the credit union. You can be accounting, you can be in marketing, you can be in the branches, but one of the things is they meet with us for half a day.
We bring the C-level in and they rotate and they meet with us. I learned so much when I sit with them and I ask questions. It’s like, as much as they’re asking me and how I got where I am, I’m learning from them is how can we continue to grow this business?
[Music]
Joshua Barclay: That brings us to the end of the show. Kevin, this is where we like to get final thoughts. Based on our conversation today, what are the final thoughts that you’d to leave with listeners?
Kevin Dougherty: We have to be relevant as an industry. We have to try new things, and if we’re not, we’re going to become irrelevant. Irrelevancy means you don’t exist. We’re constantly looking at ways to grow, we’re constantly looking at ways to put us out in the community, we’re constantly trying things, but we’re also saying, “By the way, we got to grow too. We have to grow, we’ve got to scale this thing so we can continue to do what we’re doing.”
I’ve been in this industry my whole career, and I’ve been very blessed, and I don’t want this industry to go away because I think we’re doing things that others are not, and that is so important today. It’s so important to kids to have an option.
We’re serving people that the large banks don’t want. We don’t get business from the other credit unions. We get them from all the big banks because they’re not serving their members. So I want to make sure that we’re relevant and that, as an industry, we continue to grow.
Joshua Barclay: Well said, Kevin. If listeners want to get in touch with you, what is the best way to do that?
Kevin Dougherty: On my LinkedIn account, you can message me in LinkedIn, and I’ll respond that way.
Joshua Barclay: All right, Becky, final thoughts.
Becky Reed: Everything Kevin said is true. I think that one of the things I hear more and more, and I too have spent my entire career in this industry, 28 years, and the last probably decade, the alarm bells started sounding from an industry perspective about, “Hey, we’re dying,” and in the last five years it started to reach levels where people are really concerned about it.
Pretty much everybody I talked to in this industry that has been around as long as Kevin and I have, have this concern. What do we do to make sure that we stay relevant? Well, one way is to make sure that we are resonating with the younger generation.
What Kevin said earlier, and what I want to reiterate is that, young people are our future. Young people are everybody’s future. But one thing that I have noticed when I interact with young people, Gen Z, in particular… Those are the youngest ones now that are articulate and sort of adult. Gen Alpha is still little kids right now. But I have hope. I have hope because when you interact with those guys, they are incredible and they are the future.
Joshua Barclay: Becky, how do people get in touch with you?
Becky Reed: LinkedIn, baby.
Joshua Barclay: LinkedIn, baby. I want to thank our guest, Kevin Dougherty. I want to thank my co-host, Becky Reed, and I want to thank you, our listeners, for continuing to support and listen to another episode of Grow Your Credit Union.
If you like the show, please follow us on your podcast player of choice. If you want to be a guest or would to talk about sponsorship opportunities, head to growyourcreditunion.com to learn more. Thank you all for listening, and we will see you next time. Take care. Bye-bye.
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