How to Beat Rising Costs with an Efficiency-Driven Culture
With operational costs rising—up nearly 6% over the past year—credit unions face the ongoing challenge of maintaining the efficiency needed to stay competitive. How can your credit union effectively transform increasing operational expenses into opportunities for improvement through team empowerment and technology adoption?
With operational costs rising—up nearly 6% over the past year—credit unions face the ongoing challenge of maintaining the efficiency needed to stay competitive. How can your credit union effectively transform increasing operational expenses into opportunities for improvement through team empowerment and technology adoption?
In this episode of Grow Your Credit Union, Joshua Barclay and Becky Reed welcome on guest David Tuyo, President and CEO of University Credit Union to talk about innovative strategies to tackle rising operational costs in credit unions.
PLUS
How can credit union leaders cultivate a sales-focused culture that aligns with their mission to serve members, without compromising integrity?
How can you foster talent development, even when there's a risk of employees leaving for other opportunities?
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FULL TRANSCRIPT
Joshua Barclay:
Hello credit union community. Here are your three topics for today. First up, we're tackling the challenge of rising operational costs. How can your credit union stay strong and resilient? Next, we're uncovering the strategies to create a sales-centric culture that not only boosts results but also elevates the member experience.
And finally, we'll dive into the big question: Is it worth investing in employee development if they might leave anyway?
Welcome to Grow Your Credit Union. This is the podcast where credit union leaders gather, learn, and grow. I'm your host, Joshua Barclay. With me today is my co-host. She's basically the Dallas Cowboys of the credit union movement. She's the talk of Texas. I'm talking about Becky Reed. Becky, say hello to our lovely audience.
Becky Reed:
Howdy y'all.
Joshua Barclay:
Before we begin today's show, I want to first mention our sponsor, Strum Platform. They help credit unions accelerate deposit, loan, and relationship growth with smarter marketing analytics. We'll talk more about Strum Platform later on in the show.
Becky, I just drove cross-country. I have been gone since July 30th. I returned home with my girlfriend yesterday. I drove from Utah to Connecticut. And on the way back, I got to tell you, Becky, I had a mental break. I hit Nebraska. I started losing my mind. And what's funny is I didn't know that you actually led a credit union in Nebraska.
Becky Reed:
I sure did. I was in the western part of Nebraska where nobody lives, but I think that's one of the most beautiful parts of Nebraska. So the middle of Nebraska is a lot like Kansas, right? It's just flat and just fields and fields. But did you drive straight from east to west all the way through?
Joshua Barclay:
Yeah.
Becky Reed:
You know what? It's like a West Texas drive. Driving from Dallas to Lubbock is a similar experience.
Joshua Barclay:
I don't recommend it, folks. Nebraska, if you're listening, you need to do something about your scenery. You need to change it up a little bit because nothing changed. Let's introduce today's guest. Stepping to the mic is the President and CEO of University Credit Union, David Tuyo. David, welcome to the show.
David Tuyo:
Yeah, thank you for having me. Great to be here.
Segment 1
Joshua Barclay:
According to the Credit Union Trends Report produced by TruStage, credit union operating expenses increased by nearly 6 percent over the past year, outpacing the 4.2 percent growth in assets. David, with operational costs climbing higher, you've taken a bold approach by empowering your teams to seek out inefficiencies and build smarter systems and processes.
You've shifted the focus from not just managing costs but to proactively solving the root issues. Can you share how you're guiding your teams to tackle these challenges head-on and drive meaningful improvements across the board?
David Tuyo:
The high level, right? We launched a program called Automate and Elevate. What that allowed our team to do is really focus in on leveraging AI and robotic process automation to automate the things they do the same way every day, each and every day, and ultimately elevate their role, either with a member in the conversations or within the impact on the credit union and the communities we serve.
And so, it's been a pretty good process. And then through that, they expanded into what we call the Credit Union Olympics. We have an Olympics program. Now, we always have a theme every quarter to make it interesting and more fun, and again, refocus. So it's not always just the same stale initiatives over and over again.
And so, just briefly, with regards to Olympics, we break out the entire organization into different teams. And so we all have a plan for our own country, if you would. And they all have names, and they're very creative, and it's a lot of fun. We have daily chats going on across the organization on Microsoft Teams.
And then from that, one of the things that the teams are rewarded on is based on process improvements. And so, in the first month alone, even though we've been doing this for over four years now, we still had an additional 75 submissions for process improvements across our organization.
Joshua Barclay:
That's incredible. You've given your teams the autonomy to look for this stuff. So how does that work? Does the team lead come to you, or have you literally given everyone across the board, no matter what their role or hierarchy is, that autonomy to come to you and say, "Hey, this process isn't working. This is what I propose we do to fix it"?
David Tuyo:
Yeah, so we leverage culture. I think it's a cultural move that you have to build into your organization. It can't just be an initiative. It can't just be a project because you'll only get short-term results. And so, if you really want to have a long-term, sustainable function around this kind of initiative—whether it's continuous improvement and operational excellence in perpetuity—then, in that case, you want to make sure you build it into your culture.
For us, we talk about things in teams. We talk about things with players and coaches. And so, when you're a player on the team, you want to make sure you're always investing in yourself, trying to find ways to become better. If you're a coach, you want to make your players better, right? And as far as the team goes, if you're a general manager or an owner of that particular team, you want to make sure that you have the best players on the field, and you're continually trying to win championships.
And so, for us, we take that culture, and we apply it to these types of initiatives. We want to make sure that the voice of the member is how we gauge success. So it's a blended metric that we use. It's very unique to University Credit Union. It comes across as our Relational NPS, New Member NPS, New Product NPS, and also our AI accuracy scores and a couple of other different scores that we leverage.
We take a blended score there, and then we use that as our KPI, our focus around how we define success. But again, it goes back into the culture. It goes back into our player-coach mentality. It goes back into our team basis about how we all win and learn as a team.
Joshua Barclay:
Becky, operational efficiency. Talk to me about your approach to the steady improvement of processes and systems as a leader.
Becky Reed:
We also utilize technology, and what David is talking about is some process automation. What's interesting is technology continues to accelerate year over year. Back when I was implementing emerging technology in my credit union, that was almost 10 years ago.
So, some of the things he's using now, including AI, just weren't available back then, at least not for everyday use like they are now. But what we did was a couple of things. David mentioned making sure that the culture of the credit union fits that sort of mentality. It sounds like his credit union has really taken an approach of implementing that throughout the whole organization, from what they call each other—the player-coach scenario—because that gives you an idea of what it means to work there.
What is the culture like? For us, we focused on ROA. Now, that is a really interesting thing to focus on as a goal for the credit union because you have to try to explain ROA to a frontline employee, which can sometimes be challenging, right? But at the end of the day, ROA is everything. It's your measure of profitability, and anything—whether it's making more money or saving money, becoming more efficient—rolls up eventually into ROA.
And so, we brought ROA down to the branch level. Each branch was responsible for their ROA. They were their own company. The branch manager was the CEO of their own branch, and the branch employees were responsible for, ultimately, the profitability of their branch. We gained a lot of efficiencies by utilizing technology.
One of the things we did was move everything into the cloud. We took all of our servers, we took all of our desktops, and we moved them into the cloud. That allowed Lone Star Credit Union to achieve economies of scale without having to double or triple our asset size. There are definitely ways to utilize technology to streamline processes, and focusing your employees on that specific goal—and talking about it every day, which it sounds like David and his team do—is very important.
Joshua Barclay:
David, I want to talk about incentives. Okay, so let's say I'm one of your employees. We just won the Olympics. I don't know what state I'm repping—Nebraska, right? After I bad-mouthed Nebraska, let's say I'm repping Nebraska. My team wins. How are you incentivizing us? What do I get? What is the incentive for me as an employee to drive those increases in efficiency? How are you incentivizing?
David Tuyo:
So, first off, we have three uniques that make up our value proposition. One is we were founded by the university community for the university community. We still exist for them and serve them exclusively. Our second unique is that we guarantee our rates are in the top 5 percent of the country. Number three is that we give conflict-free, unbiased advice from certified financial experts. And that's a big one.
The reason I start with that to answer your question is because, in order to be conflict-free and unbiased, you have to make sure that you design an incentive and variable pay-for-performance programs that don't build inherent conflicts between the employees' activities, what they're incentivized for, and ultimately, the outcomes for the member-owner.
We've seen countless times throughout history—whether it's the banks or even other organizations—where these corrupt incentive programs lead to bad actors and really bad outcomes for our member-owners. That's the last thing we want to happen.
So, we break things up into team-based compensation. We use a point system, and points are awarded based on different activities. Those points are then aggregated by team and shared among the team as far as compensation goes. Then, based on how the overall team does as an organization, the winning team gets two added bonuses based on two different metrics that we're focusing on for that particular quarter or that two-month period.
We really work through these things that we call 13-week sprints. We focus on that. It's who we are. Again, it's a different approach. I'm not saying it's the only approach. My first job was as a financial advisor. I was 100 percent commission. It worked out really well for our family, worked out well for my clients. I had one of the fastest-growing offices in the entire country.
But, at the same time, when you're managing a large organization, I think you have to be careful and very intentional. At some organizations, I would take a different approach. As we serve higher ed in the university community, this makes a lot of sense for who we serve, how we serve, and how they receive that service, as well as our overall approach to it.
For us, this has been extremely successful, and we continue to make changes all the time based on our team's feedback and what we're seeing in production and organizational growth. It is an evolution that we continue to keep up with. The workforce changes, and so what they valued in the past is different from what they value in the future. You have to keep updating these programs on at least an annual basis. For us, it's every quarter. We want to make sure that we stay relevant for our employees.
Segment 2
Joshua Barclay:
I don't want to ruffle any feathers among credit union leaders, but I'm about to drop some words that might make you cringe. They're dirty words. You might want to cover your ears. Sales. Cross-selling. Sales quotas. Yes, it's true we're all about serving our members and upholding our nonprofit status, but let's get real, folks. We still need to generate revenue.
Here's the twist, though. Building a sales-oriented culture doesn't have to feel like you're selling out. In fact, it can be done in a way that stays true to the credit union mission of people helping people. David, you've successfully built a sales-centric culture using a strategy known as the three A's. Can you walk us through what the three A's strategy is and how you've used it to drive sales and growth while keeping your members' best interests at heart?
David Tuyo:
So, first of all, I think we step back from sales, right? That's an important piece. Many people view it as something you do to people rather than for people. I remember meeting with one of my friends many years ago—he's still in the industry today, a consultant who does great work with different organizations—and we were talking about trying to define sales.
He was, at the time, working with his group, trying to define sales. As they were sitting at the airport having a conversation, they literally said, "What is sales? How do we explain this to new team members?" They were just joining the organization, entry-level, maybe their first job, and had different perspectives and viewpoints of what sales could be.
They came up with this really simple definition that I still use today. I stole it from him and repeat it everywhere because I think it's really good. He said, "Sales is nothing more than the transfer of enthusiasm." I think it's a powerful definition. When you think about it, if we're not enthusiastic about what we do, how we do it, or why we do it, then sales is no longer a bad word, right? We need to find out why we're not enthusiastic about our products, services, and solutions to our members' needs, wants, and desires. Let's figure out why that is, and let's change that.
It's the same with our approach to our job, our business, our day, or even our life. When you reset and define what sales is, and you take out the assumptions that could be based on people's life experiences, all of a sudden, you put everybody on the same page. We all come to this great conclusion that, you know what, who doesn't want to work with somebody enthusiastic? Have you ever been anywhere and had somebody be really enthusiastic about what they do and why they do it? It's infectious, right? You're like, "Wow." Sometimes it's a little overwhelming, but most times, it's infectious, and you want to enjoy this.
That leads us to our three A's. Our three A's are a strategic approach to how we look at the business. That really is about building acumen, making sure we have efficient resource allocation, and ultimately taking action. Those are our three A's at our organization that we try to focus on, and it's proven to be very successful for us.
Joshua Barclay:
Becky, if I'm working under your leadership at Lone Star, is sales a dirty word? Am I allowed to say that word? What was your philosophy around that? Because I wouldn't want to upset you, obviously. So what are we calling that word? How are we thinking about it?
Becky Reed:
No, it absolutely was sales. We had a program that we went through, and I'll give them a shout-out. It was called Integrity Solutions, and it was about needs-based selling and behavioral-based selling. What that means is understanding the person who's across from you and understanding what's important to them.
We all have different behavior styles. There are four. They were originally named by Hippocrates, the Greek philosopher who was the foundational founder of Western medicine. Hippocrates came up with the four behavior styles, and then, of course, Myers-Briggs and Jung and others came up with some different iterations of that with extroversion and introversion.
But understanding what people really care about and need from a communication perspective when you're presenting an opportunity for them is important. We had our entire organization go through the program because we felt like, regardless of your position in the credit union, you were supporting the member. It didn't matter.
You could be working in accounting. You could be working in IT. You could be a member service representative. Whatever the case may be, ultimately, you were there to serve the members, even if it meant you were supporting someone who was serving the member on the front line. Understanding how to communicate with each other was super important.
So yes, we absolutely had sales. We had a mantra at the credit union that said we are not order takers; we are solution providers. We asked all of our employees to be the doctor because what ends up happening is, a lot of times, when a member walks in, what they're asking you for is something in their head that they've already determined they need, whatever it is.
Sometimes it isn't what they need. They need something different, or they don't understand how something is working. We do. We work in this institution every single day. We understand what actually happens behind the scenes. So it's really important to use that knowledge to prescribe the best solution to that member.
So we didn't shy away from sales.
David Tuyo:
I think something else to echo, continuing Becky's point, great point across the board: If I was going to build a house, I wouldn't go to a cocktail party and listen to somebody tell me how to build a house. If I was going to build a house, I wouldn't also walk down to Home Depot and grab some bricks and start building it myself.
I wouldn't even watch a YouTube video on how to build a house because it's just so important to make sure you get the foundation right. You want to make sure you're going to be able to live in it and so on and so forth. Yet that's how people approach some issues around their personal finance.
So, we try to make sure that we invest in our employees. We're an employee-first organization that focuses on member centricity. Employees come first, but the members are at the very center of everything we do. What that means is that 95.5 percent of my staff today are certified in financial counseling or financial planning.
We want to make sure that when we give advice, it can be trusted and reliable. We do that through our certification processes. It's not our certification. It's a national certification process, whether it's with America's Credit Unions and the FiCEP program from the Certified Financial Counselor program, whether it's a Certified Financial Planner or other designations like CFAs, so on and so forth. We have all of them across the board in our organization.
We make sure that we're the professionals. This is where we're going to come in. Our members want our advice, and once our team understands and looks at themselves in that manner—to take it personally, play off the University Credit Union right—we're the professors of personal finance for our member-owners. So, they're going to be teaching them about their personal financial lives, helping create awareness around positive things, awareness around negative things, and then prescribing and predicting what the members' needs are going to be in the future, setting goals and a pathway to be successful.
When we talk about financial well-being for all, that means different things for different people. But in our organization, we want to get our members to a point, whether it's at retirement or before retirement, where they can become truly financially independent. Our team members are certified and educated in a way that they can provide sound and expert financial advice for our member-owners across the United States.
Joshua Barclay:
David, I think you mentioned a good thing here—the transfer of enthusiasm—because maybe credit union folks don't have a problem necessarily with sales. It's the connotation behind the word "sales." It's the sleazy car salesman pushing products that somebody doesn't want. So when you frame it like "sales is the transfer of enthusiasm," it changes the whole lens with which I look at that.
Now you're talking about being a professor and helping me—almost like an advisor—rather than someone who's trying to sell me a 2024 Porsche, right? That's the idea here. It's the enthusiasm. It's the advisory role. It's not pushing products that no one asked for.
David Tuyo:
Yeah, and to your point, I think if you go to a Porsche dealership, to further your analogy, they're going to try to sell you a Porsche. Why? Because that's their product. That's what they have. If you go to buy a Dyson vacuum, they're going to sell you a Dyson. Why? Because that's their product. You walk into an Apple store; they're not going to try to sell you a Google phone.
They're going to try to sell you an Apple phone because that's their product. Our product, at a very high level, is money. So we can apply those solutions to anybody's needs, and we don't have to focus on products. We can focus on their actual needs, goals, and desires, and then we can fulfill that, whether it's through a variety of different avenues, to help them be successful in their journey and reach their financial goals.
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Segment 3
Joshua Barclay:
Spending the time and money to develop talent inside your credit union sounds like a great idea. And for the record, it is. However, many credit unions shy away from fully developing their talent because they fear that once they do, their best people are just going to leave anyway. But you've taken a different approach, David, and I commend you for it.
You not only invest heavily in your employees, but you embrace the idea that some of them might move on and leave your credit union. Can you explain your philosophy behind this and how it's impacted your credit union's culture and success?
David Tuyo:
When you look at our organization, we have people that have just started, of course, and are enjoying their careers, and then those who have been with us for over 42 years. But when you look at the average tenure, even during the pandemic, let's say that got down to six to 18 months, depending on what industry you were in.
Thinking that people aren't coming with you to stay with you for their entire careers is somewhat myopic, in my opinion. I changed jobs. I know it's a shocker. I didn't start at University Credit Union, and this is my sixth financial institution that I've had in my career over 25 years. It's been a fantastic journey. I got to learn from different areas and different places. But just like I needed to leave to work on my own career and my upward mobility that I had set for myself, my employees are going to do the same.
So we invest heavily in them to try to increase their market value, their street value, both internally and externally, and their value to our member-owners. But then also, if there's a promotional opportunity for them and we haven't grown into a place where there's an opening for them yet, I'm not going to shun away from trying to help them get a position somewhere else if that's their goal. Then that's the case.
We have plenty of employees who have left to take promotions elsewhere, and then they came back and took promotions with us. We find that they treat our organization better. They treat our members better. They treat each other better. And even for those that have left us, they're still always part of the University Credit Union family. Our team is very close. We're a small organization—$1.2 billion in assets. So we have to be tight-knit.
Our team is very personal. They know each other at a very intimate level, and that doesn't stop just because you stop working there. So we really have created a community, a sense of belonging in our organization because we don't stop at just the thought process. We don't just train the Member Service Specialist to be a Member Service Specialist. We train them to be a Branch Manager. We train them to be a specialist in whatever they are passionate about. So if it's risk or it's fraud or it's compliance, we want to make sure that we feed their passions and make sure that they're always in continuous development, and we structure that from a framework perspective.
Now it's a shocker—University-based credit unions have frameworks and rubrics and other things that we do very academically. But with that being said, it's been very successful. And so, everybody in our organization has a personal development goal. There are three of them on top of their KPIs and everything else that we do. This is just for them. You can call it selfish, but the organization benefits from this. They have to have a strategic goal, and again, at all levels—strategic. They have to have something around leadership, and they have to have something around technical skills that they need to develop as well.
Everybody has that. I have it. Everybody in our organization has it. That's something we celebrate, we track, and we're always trying to make sure that we have the best of the best, right? So, to use the old Top Gun analogy: the top 1 percent of the top 1 percent, the elite of the elite. We want to make sure that our member-owners are getting the best possible advice and service.
You can only do that by having a very robust training process, a very robust education process, and ultimately metrics that measure, monitor, and celebrate your success across the organization.
Joshua Barclay:
Becky, I feel like I know your answer to this, but I'm working at your credit union. I'm the hotshot talented guy. I'm probably going to leave and go to Chase Bank in two years.
David Tuyo:
Or Nebraska.
Joshua Barclay:
Or Nebraska, or whatever credit union is the biggest one in Nebraska—whoever you are, I'm going to leave. Are you still investing in developing guys like myself, who you can't bank on being around for the long term? Am I still going to get your attention with development, etc.?
Becky Reed:
Yes, and the reason why is because if I don't grow, you don't grow. So you hear a lot of people say, "Why should I teach them everything I know? I'll just be out of a job then. They'll just replace me, and I won't have a job anymore." So, there are a lot of people who feel like their job security is in knowing something that other people don't know or being able to do something—a skill. So they hold on to that very tight because "I can't show anybody else that. I can't teach anybody else that because that's my thing. That's my job security."
I can't grow if others don't grow. So, all of us—David talked about it—we all want to learn and grow, and it doesn't matter what place you are in the organization. Yes, the CEO still wants to learn and grow. We don't just get to the CEO spot so that we can just put our feet up on the desk and go to sleep for 10 years. That is absolutely not what we do. So, it is our job to make sure that others grow. And you know what, Josh? If you're going to leave and go to Chase in the next two years, more power to you.
If you grow enough at my organization to go and benefit another organization, great. Again, like David talked about, maybe you'll come back, and you'll benefit us from what you learned there. I think it really comes down to being unselfish about the opportunity to help other people, which, by the way, is the credit union mantra—people helping people.
David Tuyo:
Yeah, I think one of my great friends—she's now the president of Credit Union Solutions at Symitar—she always said, "My goal is to work myself out of my job." And to Becky's point about people hanging on to things, again, culturally, you need to make sure you break free of that.
When we launched our Automate and Elevate campaign a number of years ago, that was one of the biggest concerns: "Why should I automate this? I'll just be out of a job." I think the entire team now recognizes the value in that and how they're enjoying their roles even more. Our engagement levels have never been higher, mainly because people don't want to sit there and just hit a space bar all day long. They want to use their beautiful, amazing minds to do good work. And so, we're seeing that across our organization.
Joshua Barclay:
I also want to say that personally, if I were working under you, David, and you told me, "Hey, I'm going to invest in you heavily despite knowing you might leave," it would probably make me not want to leave, if I'm being honest with you. It's just going to breed loyalty because even if somebody offers me better pay, culturally speaking, I might say to myself, "Chase, with their Nebraska headquarters, is trying to hire me, and they want to pay me X amount of dollars more. But culturally speaking, I might be like, 'You know what? They're going to pay me more, but David is just a solid dude who's believed in me from day one, and I don't want to leave.'"
David Tuyo:
But it can't just be talk, either. It can't be empty, flowery promises. It needs to be something that's genuine, something you're going to execute on. The team's going to recognize that it's hollow if you're not genuine. It's something that our entire organization does. I mentor students who are seniors or in graduate school from our university partners, and we stay in touch over the years, trying to help them in their careers—nothing to do with University Credit Union. It's just who we are, right? It's how we're built. It's the right thing to do.
And to Becky's point, the thing that we're all attracted to in our industry is that it's always about people helping people. And that doesn't just stop nine to five. That's something that becomes part of who you are.
Closing
Joshua Barclay:
That brings us to the end of the show. David, give us some final thoughts for the listeners out there.
David Tuyo:
I think when you look at your organization, no matter where you sit in the organization, there's always a way to make an impact, and it is a growth game. There will be a time in the future when that's not going to be the case. We're forecasting global population flattening in 2050. We continue to see trends across the globe, both in developed and undeveloped countries. Things that were normally thought to be just in developed countries are now being seen across undeveloped countries as well.
So, those business models can change 20 years down the road, and we need to prepare our organizations for that. But right now, growth is the name of the game. When we're looking at margin-based businesses, when we look at trying to make sure that we reduce the fees for our member-owners as a financial cooperative, you have to grow your assets. You have to grow your margins.
The best way to do that is to focus on controlling the things you can. Of course, that always means investing in yourself, finding out what's going on in the organization, anticipating what others in your organization need, and helping fulfill them. You'll find yourself to be a tremendous rockstar in the organization—an all-star like none other.
You'll also find that it's contagious. You'll see others start following your lead, and then all of a sudden, you have this amazing organization that's outperforming and meeting the key metrics you define as being successful. You'll be enjoying growth because, at the end of the day, the markets are an unsympathetic judge of success.
Joshua Barclay:
And David, if somebody wants to get a hold of you, they're listening right now, and they're like, "This David guy is the smartest guy I've ever heard in my life. I want to get a hold of him." How can they reach you?
David Tuyo:
The best way to reach me, of course, is on our website. On that very homepage, I'm very transparent to our member-owners. If you want to reach me, just contact the CEO right there at ucu.org. ucu.org is the best way to reach me. But also, you can always reach me via email as well. Our email is simply just first initial last name dtuo at ucu.org. Love to do that.
But then also, probably the easiest way that most of you are going to do a couple of clicks on your phone—LinkedIn. So I encourage everybody to reach out on LinkedIn. Please connect with me. I'd love to get to know more about you. Drop me a message, and we can find more time offline.
Joshua Barclay:
Thank you, David. Becky, give me your final thoughts, please.
Becky Reed:
You talked about growth. David just talked about growth. And coincidentally, this podcast is called Grow Your Credit Union. But I think growth can mean a lot of different things. It certainly can mean personal growth. It can mean professional growth. Absolutely. Credit unions need to grow, which, again, can be growth in assets, deposits, loans, or revenue—whatever that might be. And we do have to adapt.
I think what I would just leave the listeners with today is don't ever stop learning.
Joshua Barclay:
Becky, I know the answer to this, but I have to ask you: How can people get ahold of you?
Becky Reed:
Oh my gosh, LinkedIn is going to be the best place. And you know what? I have gotten so many opportunities from LinkedIn. I can't even count how many opportunities I've gotten through LinkedIn, the people that I've been able to meet. It's just really broadened my horizons and expanded my opportunities. It's been a great platform.
Joshua Barclay:
Awesome. Okay, I want to thank our guest today, David. Thank you, Becky, of course. Thank you. And I want to thank our sponsor, Strum Platform, and a special thanks to you, our listeners, for continuing to support and listen to another episode of Grow Your Credit Union.
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Thank you for listening, and we will see you next time. Take care and buh-bye.