Credit unions pride themselves on member service, yet they systematically withhold information about products that could save members thousands annually. The industry that exists to put money back in members’ pockets refuses to tell them where the money is hiding.
In this episode of Grow Your Credit Union, host Joshua Barclay and co-host Becky Reed welcome Anand Solanki, CFO and head of product management at Citadel Credit Union, to explore why the shift from service to sales culture starts with purpose, how Silicon Valley product thinking can transform credit union innovation, and what really drives the decision to pursue a merger when there’s no financial windfall waiting.
Sales isn’t a dirty word when members are leaving money on the table
The resistance to sales culture in credit unions isn’t philosophical. It’s practical fear disguised as principle. Anand Solanki cut straight to the heart of it: “We are doing our own members a disservice if we did not show them all of the value that our product offerings, our service offerings can have.”
Think about what’s actually happening in your branches right now. Members walk in asking for exactly what they think they need, and your staff delivers exactly that. Nothing more. Meanwhile, that same member is paying 18% on a credit card when you offer 2.75% cashback rewards. They’re earning 0.01% at a big bank when your savings rates are 50 times higher. They’re getting nickeled and dimed with fees when your account structure could save them hundreds annually.
Becky Reed solved the semantic problem entirely: “I think that selling is service and service is selling.” The real transformation happens when you stop being order takers and start being solution providers. Your members don’t know what they don’t know. But you do. And when you withhold that knowledge because you’re uncomfortable with the word “sales,” you’re failing your core mission.
The implementation comes down to three shifts: board-level commitment to culture change, KPI structures that reward member value creation over transaction processing, and continuous training that reinforces why showing all available options is member service, not member exploitation.
Credit unions move at the speed of snails while fintechs eat their lunch
Here’s the uncomfortable reality: while you’ve been perfecting the same checking account product for decades, your members’ expectations have been shaped by Amazon, Apple, and Netflix. Becky delivered the wake-up call: “Our members’ minimum expectation now from a digital experience perspective is now their best digital experience.”
Anand’s approach at Citadel represents something almost unheard of in credit union land: true product management. Consumer research. Journey mapping. MVP launches. Agile methodology. Continuous iteration based on data, not assumptions. They launched Ultimate Growth Checking and immediately started designing UGC 2.0. “Maybe like Apple phones, we’ll have a UGC 16 someday.”
This isn’t just about technology. It’s about fundamentally changing how you approach innovation. Instead of spending 18 months building the “perfect” product that launches once and never changes, you build something good enough to test, learn from member behavior, and iterate rapidly. The cost of a six-month failed experiment is nothing compared to the cost of being irrelevant in two years.
But here’s what Anand learned the hard way: internal resistance to this approach is massive. “There was tremendous resistance from internal functions when we were launching this.” Sales channels, marketing, operations, everyone was comfortable with the old way. The solution? Consumer research data that proved member demand for things the organization had never considered offering.
The merger question isn’t about survival, it’s about member impact
Stop thinking about mergers as distress sales or empire building. Start thinking about them as strategic tools for member value creation. Anand’s perspective shift is crucial: “At the end of the day, no matter what mindset I go in with, the outcome is only going to be accretive to the members.”
This changes everything about how you evaluate merger opportunities. In banking, the math is simple: cost savings, revenue synergies, shareholder value creation. In credit unions, there’s no financial windfall for leadership, no stock price pop, no exit strategy. The only beneficiary is the member base, which means the only valid reason to merge is enhanced member value.
But Becky’s reality check is essential: understand which side of the equation you’re on. “There is an acquired and there is an acquirer in a merger situation.” If you’re pursuing mergers for strategic growth, adding capabilities and scale while maintaining your identity, that’s one conversation. If you’re looking at merger as a succession plan or survival mechanism, that’s entirely different.
The hidden costs are massive regardless. Integration disruption, member attrition from name changes and system conversions, contract termination fees, management distraction. Anand emphasized the need for “minimum viable size” to justify these inevitable costs. A $10 million credit union merger might cost more in disruption than it delivers in value.
The real trigger for merger consideration isn’t financial distress. It’s strategic opportunity combined with member benefit that can’t be achieved independently.
Takeaways
You must reframe sales as member education and value delivery, not transaction completion.
Product management methodology with continuous iteration beats perfectionist launch strategies every time.
Member expectations are now set by their best digital experiences, not their best banking experiences.
Merger decisions should be driven by member value creation, not leadership convenience or survival fears.
Speed of adaptation matters more than scale of resources in the current competitive environment.
Full Transcript
Joshua: Today on Grow Your Credit Union, we’re exploring what separates stagnant credit unions from those growing fast. Here are the questions we’ll cover. What does it really take to shift from a service to sales culture? And can Silicon Valley-style product thinking actually work inside of a credit union? And finally, how do you know when it’s the right time to pursue a merger?
Welcome to Grow Your Credit Union. I am your host, Joshua Barclay. This is the podcast where credit union leaders gather, learn, and grow. If there are any topics that you want us to cover on the show, you can reach out to me personally on LinkedIn or at my email Joshua@growyourcreditunion. Becky, I got to introduce you, my co-host. I feel like I don’t need to introduce you anymore. I think it’s just known that you’re here, but I’ll give you the proper introduction. Ladies and gentlemen, Becky Reed.
Becky: Howdy you all.
Joshua: Over the weekends, I saw something that changed me, Becky. It shook me and changed the way I perceive the world. Do you want to know what it is?
Becky: I do.
Joshua: The Hoover Dam. I went to the Hoover Dam, Becky.
Becky: Oh, you did the dam tour.
Joshua: I did the dam tour. I did the power plant tour specifically.
Becky: Oh, yeah.
Joshua: And it was so inspiring, Becky, because it was created in the 1930s in the midst of the Great Depression. And it’s in the middle of a rocky, cavernous, inhospitable desert and yet we pulled it off.
Becky: Pretty amazing.
Joshua: Pretty amazing. I thought if mankind can influence the flow pattern of a massive body of water and generate enough hydroelectricity to partially power Los Angeles, Las Vegas, and Phoenix, credit unions can adapt and become more innovative. I’m just saying we can do this. We can pull this off. Becky, I have a question for you though. What have you seen in your life that inspires you the most? Like obviously, the Hoover Dam is my new inspiration. But what is it for you?
Becky: I think it’s people that have athletic prowess, right? Because that’s absolutely not me. It’s the complete opposite of me. So, when I see people do amazing things with just the power of their own body, they run marathons that… I just saw somebody the other day that was doing like an Ironman thing. I mean, it’s like, “Oh my goodness.” It’s incredible to me what we’re capable of as human beings, and that’s very inspirational to me.
Joshua: Yeah, me too. Me too. But I think the Hoover Dam for now has taken a leap over Michael Jordan, no pun intended.
Becky: It’s impressive.
Joshua: It’s impressive. Okay, Becky. On today’s show, we have a guest with many responsibilities. And in fact, Becky, I’m concerned that today’s guest might not be getting enough sleep. He’s the CFO, head of product management, head of analytics and head of strategy at Citadel Federal Credit Union, Anand Solanki. Welcome to Grow Your Credit Union.
Anand: Hello, everyone. Very happy to be part of this conversation. I’ve heard many of these thought-provoking ideas that you show and I’m very happy to share some of my own here. And I’ll hope continue to learn from you guys.
Joshua: Traditional credit union culture tends to wait for members to ask for what they need. But the problem is members don’t always know what to ask for. A lot of credit unions are talking about shifting from a service to sales-driven strategy. But here’s the kicker, you need to adapt your KPIs, the incentives to support that culture. So, Anand, what I’m curious about is when a credit union tries to make this kind of transformation from a service to sales culture, what needs to change behind the scenes to make that happen?
Anand: That’s a very fundamental question. And it goes to the very roots of the credit union movement. And by that, I mean from a grassroots standpoint, we need to ask ourselves why do we need a sales culture? And if I’ve inserted myself in the experience of service at the retail branches on the digital channel, what I realized is that we are doing our own members a disservice if we did not show them all of the value that our product offerings, our service offerings can have. And that really is a sales culture.
And so, if we talk about our core purpose and our core purpose is to build strength together at Citadel. And so, if we are trying to deliver on that and we leave all of these rewards on the table or all the services on the table, shame on us. And so, that’s the starting point that we need to be thinking about why sales is, at the end of the day, helpful to the members. Because as we know, we need to keep reminding ourselves that even as a credit union focused on everything related to members, sales is also related to members. And it is not a bad word.
It is not something that only the banks use. So, that’s, to me, a starting point. And then if you go back to how we implement that. So, this was the underlying purpose change and people to start focusing on why they need to think about it. And then when you give them the tools to say, “How do you now start implementing that transformation, that change?” I’d say it all starts with the most upstream, which is at the board level, the strategic planning level that we’re trying to make this change, and then the tools that we make available.
You said some of these things, incentive structure, KPIs. To be able to set these things up from a framework standpoint and then to set up the organization to then also set up continuous training, continuous incentives, rewards, such that the setup, the framework, the culture change reinforces itself. So, we focused on all of those. And I would say that we are in the early innings of this transformation, but we are seeing some early benefits of it in addition to the new product launch that we’ve also done. So, all of these things, they don’t just exist in isolation. We have to be thinking about how multiple different inputs and support functions can come together to bring about the overall outcomes we’re looking for.
Joshua: Becky, we’ve talked about this one a few times, the service to sales culture but I think it’s really important. So, I just want to kind of address that for the listener who may have heard me bring this topic up before. Because just talking to credit unions, I know that it is top of mind for a lot of us. But I also know that for a lot of us, this idea seems to go against the roots, although I know it really doesn’t when we break it down. But a lot of people feel like sales is against what the credit union stand for. So, the implementation of this methodology is a little bit confusing for some. What is your advice on making this strategic shift from this servicing to like, “Let’s sell and get people the products they need.”
Becky: First of all, I think you just have to not say sell because as soon as you say that, people freak out, right? I think that selling is service and service is selling. It just is what it is. I agree with Anand when he says that if we are not providing our members with information about what we offer that might benefit them, we are actually doing them a disservice. And I think that if we ingrain that culturally in our organization to be solution providers as opposed to order takers, then that mind shift can start to kind of happen.
We get into this, “May I take your order, please?” Mentality and we try to accommodate what the member is asking for. You said it right at the beginning, Joshua. Members a lot of times will come in and they’ll tell you what they think they need because they’ve thought about it, right? They’re out in the world in their daily lives and they go, “Oh, and I have a problem I need to solve. This is what I need to do to solve it.” But what the member doesn’t know, the information that they don’t have is they don’t understand what we have at the credit union that might be able to help them.
So, they might not have even thought about that being a solution because they don’t understand it or they don’t know about it or they don’t even know that it’s an option or something that is even possible. But we do because we work in this environment every day. And so, it’s just changing the verbiage around it, changing the expectation around it, making sure our employees understand how these things benefit people. Having the employees use the products themselves is another key. But I think the minute we say sell it, we get that knee-jerk reaction. And I think it’s just making sure that people understand that sell isn’t like a four letter word.
Anand: Maybe we converted from sales to impact.
Becky: That’s a good one.
Joshua: It could be the word sales. I know that’s a dirty word in the industry. We’ve talked about that before, Becky. Anand, before we break from this topic, I’m curious because you are an analytics guy, what are some of the KPIs that you think are something you’re really looking at when it comes to this type of new sales culture? Would it be like products per member? Give me your idea of sort of the KPIs that you would look at and say, “These should suggest that we are in fact hitting the mark with this new culture.”
Anand: So, we are in the early stages of this, but the kinds of KPIs that we’ve thought about so far, products per member is certainly a standard one or one that is not very easy to move the needle on either. But then if you’re trying to focus more on the purpose, so we may… We call it value created versus peers. And the measurement there can be things such as when we have a member who previously was a bank customer and they were not getting the kinds of deposit rates that we have to offer versus similarly if you have a better reward on a credit card because we just launched a product that gives up to 2.75% in credit card rewards.
If they were not getting that, the measure of value created for them versus what they were doing previously or versus peers. That’s also a measure of how we successfully put value back in their pockets. We’re trying to create KPIs for that. And we’re also trying to create an engagement score, an amalgamated score that takes into account not just these one-offs like products per member or balances they’re carrying. But we’re trying to have an amalgamation of some of these things to have a composite score that then measures our success in delivering value to them. So, that then helps get over that stigma that we’re no longer just calling it sales. We’re calling it, “What are we delivering to the members?”
Joshua: While banks and fintechs have embraced Silicon Valley style product management, most credit unions, well, they still operate in traditional department silos. Now, I’ve read a lot about adopting a product mindset. So, I’ve read that it means treating each service like it’s its own product. It has a roadmap, clear metrics, and a strategy. Anand, do you actually do apply a product management mindset to Citadel? So, what I’m wondering is, can you walk us through how you’re applying that product management framework in your day-to-day. And then what kind of impacts is it having?
Anand: So, product management mindset and you used the word Silicon Valley-like view on it, I like that. And that’s not something that I had thought about or used when we started on the journey. But the journey I would say has started all the way from the strategic imperative. We’ve said to ourselves that we want to…on a strategic initiative basis, we want to shift the mix of loans and shift the mix on deposit mix, so to have more mix of checking deposits.
To do that, we had to start going back to the product we offer. And so, that’s how the whole journey started. And of course, it started with convincing the board, putting it down into three-year strategy. But the thing that we started, the process that you mentioned, what we did was to have, now that I’m thinking about it more, a Silicon Valley-type of a process where it all started with what do we believe we can offer our membership.
So, it all started with a bunch of four layers of consumer research surveys going on qualitative, quantitative, conjoint, messaging, all kinds of surveys. Because what I don’t want to do is, as a product owner, I want to put my biases into the design. And so, step one was all of the understanding. The step two then was to set out a set of design tenants. What are the guardrails, the assumptions that we want to make in designing?
And the primary, of course, all the time is how can we put more value back in the pockets of our members? And obviously, that’s one. But the second thing is also the members don’t want us to go out of business next year because there’s that push and pull. You put too much value into the pockets and you are out of business next year. So, the safety soundness, sustainability combined with continuously putting value back. So, those are some of the conflicting objectives. And there’s a few other objectives we had that we started off.
And then we got into the journey mapping. So, once we have a product like this, what would the journey look like? What are some of the key capabilities we need to bring in and whether we have them internally or whether we need partnerships for that? What are the ways that we can do it? So, this is also not very common for us. We’ve been evolving into an agile methodology. So, from a product launch standpoint for the first time, we said, “It’s okay for us to do just an MVP and have a continuous product evolution.”
So, as an example, we launched this product called Ultimate Growth Checking. And now, currently we are in the process of designing UGC, ultimate growth checking short as UGC, UGC 2.0. And I joke about it to the implementation team that maybe like Apple phones, we’ll have a UGC 16 someday. And that’s just the way of thinking. It’s a change in the way of thinking that we’re continuously adding to a given product. And the evolution is also based on the outcomes. We can go on and on about how we trying to measure on a month on book view, how the product adoption is trending and what can be changed, what can we do more to give back. But there’s also that process currently.
Joshua: You mentioned agile. You mentioned an iterative methodology. I heard you say MVP. These are things that I have never heard anybody inside of a credit union mentioned before, which is now that I’m thinking of it maybe a little shocking perhaps. So, I think that that’s very interesting, most particularly the iterative approach. Becky, you are on the front lines right now with cutting edge technology talking to credit unions. Are you finding that a lot of other people are adapting what Anand is saying and looking at a more product management methodology and iterative approach?
Becky: No, absolutely not. I mean, credit unions, do they really even do MVPs? No, they don’t. Now, certainly there are some and a noncredit union is an example of some but they’re the exception, not the rule. Credit unions move at the speed of a snail. Okay? And I’m speaking in generalities. I’m speaking of the entire industry. But agile methodology, credit unions don’t use agile methodology. You know why? Because we’ve had the same products for decades upon decades upon decades upon decades. And nobody stops to think that, “Wow. Is there a different way to do a checking account? In fact, does checking account even resonate with people anymore? Should we even call it that?”
Credit unions now have kind of become the center of all things payments, right? You are the mechanism by which the member is able to live their life. And through that, they live their life through that checking account product, that payments product, that digital wallet, whatever it is that you wnat to call it. But our member… And I’ve said this before, Joshua, you know I’ve said this, our members’ minimum expectation now from a digital experience perspective is now their best digital experience. So, their Amazon experience, they expect now that from the credit union.
And if we’re not adopting these kinds of methodologies internally, a product development type methodology that requires testing and reframing and surveying and getting real time feedback and changing things on the fly and trying things out to see how that works. And I mean, we have to adopt these things because that’s what these tech companies that our members are using are already doing. And if we’re not doing them internally, then we are going to be left behind.
And so, I think credit unions could actually take a lesson from the FinTech world, that Silicon Valley-type of world that you referred to earlier and do some of these things so that they move quicker. Another thing that I’ve started is another soapbox. I have a lot of soap boxes, right, that I speak on. But one of the soap boxes that I’ve started to speak on now, and this is going to get into kind of the next question so this is a good segue, is speed is possibly more important than scale right now.
And I just talked about credit unions move at the pace of snail, right? And I think it’s more important now with how quickly things are changing to move fast. If something doesn’t work, pivot, change it. Learn something from it and move forward but just move forward. It used to be everybody’s chasing size. We have to be bigger. We have to be 5 billion. We have to be 10 billion. We have to be 20 billion in order to achieve economies of scale. And I don’t think that’s the most important thing anymore.
Anand: I 100% agree. Just a couple of things there that the cost of wasting even a six-month effort is too much when the competition is FinTech and the speed that they move. As credit unions, not only time but the resources wasted, will never come back. And so, that’s never a good idea. So, the speed, I fully agree is huge. The other thing I just thought about, it’s easy for me to say, “Do the process that we just talked about.”
But I want to share here that it may be… Because we faced it, maybe other credit unions will also on the journey, that there was tremendous resistance from internal functions when we were launching this, not just the product but the process because it was different from what we were used to or what the sales channels were used to, the marketing. Everybody was used to different things, that there was a lot of resistance.
But then the way that we overcame the resistance is through showing data through consumer research because we all carry what we’ve always sold, what we’ve always serviced, and what we know that the members want. But then when you survey and can do the consumer research and the feedback comes back to saying, “No, there’s a lot more that we can be offering and that the members are going to be okay.” So, that’s an uphill battle. But for anybody who’s going to be on the journey, I just wanted to say that don’t despair. Keep pushing forward.
Joshua: We talk about mergers a lot on this show, I know. But here is something that I want to talk about that I’m fascinated by because we’ve never really discussed this. Anand, I’ve been told through the grapevine that you may or may not be looking for a merger partner. If I’m in a credit union and I’m a leader, how do I know that it’s the right time to look for a merger opportunity? I’m very curious about that.
Anand: I don’t know if I have an algorithm that I can share with anybody here that says, “You input all of these independent variables and it spits out this outcome.” It’s a feeling, but it is grounded in information. So, for me particularly, I’ve in the past been responsible for corporate strategy and corporate development, so M&A function where it was my responsibility to be continuously looking and continuously exploring and do the analysis for what works and move on.
So, if I bring that mindset in into my current role, I would say the starting point is why not? But then when I look at overlaying that on a credit union mindset, I’ll have to say that this was an aha moment for me. In the banking world where many of us are from, the impetus, the motivation is very clear. And for the senior team members or the people pushing or even the investors and owners of banks, the outcome motivation is huge that there is a windfall. There is an exit. There is money coming into the pockets. If not immediately, if it’s a stock trade, you get accretion. So, there is clear line of sight in terms of money. For credit unions, all of that just vanishes.
So, then the reason I bring that up is because to your question about when do you know, it really is about why do we do this? So, to me, it was an aha moment that at the end of the day no matter what mindset I go in with, the outcome is only going to be accretive to the members. So, if I’m looking at our current offerings, so say the service offerings, the product offerings, all our capabilities technology-wise and then I see another credit union maybe in our vicinity, in our adjacency that has somewhat complimentary things.
And then I say, “God, that would be so nice for our members,” because like I just said, there’s nothing in it for me. There’s nothing in it for any of the leadership teams. It really is going to be the synergistic outcomes for our members and the expanded membership. So, that’s how I look at it. And then there’s going to be a lot of other considerations too. Because if you put that lens on about who’s the beneficiary, then you start getting a lot more judicious or cautious about who to merge with also.
And so, I have a summary slide that shows so many different considerations for what we need to be thinking about before we move forward. But those are part of some of the standard things you have to consider, that you don’t just jump into the first opportunity you get. It has to serve that end purpose, which is the member should be the beneficiary currently and in the long term.
Joshua: It’s all about the member, Becky. But I’ll pose this question back to you, Becky. Is there a bat signal for whether or not I should merger. Is there some iceberg ahead trigger? How do I know, Becky? How do I know as a leader that it is time to start looking?
Becky: Well, there’s two different sides to the merger equation. In the credit union space, we don’t like to say acquisition, sale, those kinds of words. But there is an acquired and there is an acquirer in a merger situation with a credit union. There is a survivor and a non-survivor in that situation. And so, if you’re a leader at a credit union and you are pursuing mergers for achieving scale, for example, you’ve decided from a strategic perspective that growing your asset size or your product set to Anand’s point is beneficial to the credit union from a strategic perspective.
And so, you start looking at merger partners but you’re keeping your identity. You’re keeping your core. You’re keeping all of your infrastructure and you’re just adding this other credit union to that. That’s an acquirer type of mindset. So, that’s a different mindset than a credit union that might be looking to be acquired. So, a credit union that might be looking to be acquired generally may be looking at that as a survival mechanism, right? Maybe they don’t have a succession plan or the board has no interest in pursuing a succession plan because they would like an exit.
Now, an exit for a small credit union to Anand’s Point is not a financial exit for the leadership of the organization. It could be a benefit to the shareholders of the organization, which are the members. But rarely in those situations is capital redistributed back to the acquired financial institution. And I think that that’s where some of the rub comes whenever you start seeing people like Chip Filson and Frank Demand [Phonetic 00:27:19] and other people in the industry kind of railing on these mergers because they’re wondering what really is the ultimate value to the members of both organizations at the end of the day.
Because if you’re an acquirer and you are absorbing another financial institution into your credit union, there are resources that you have to dedicate to doing that. It is not a net zero or even a plus effect. There is a process that you have to go through. There’s contracts that have to be canceled that might have termination clauses in them that you have to pay. It is a Herculean task to merge. And it doesn’t matter if you’re merging a $10 million credit union or an equal size sister credit union. And so, is there a flag that says, “Yes, we wnat to do this”? Well, it depends on if you’re the acquirer or the one being acquired. And it isn’t a one size fits all because every situation is different. So, not a merger flag you can raise.
Anand: I agree with that. The sense of trigger or the bad signal isn’t always obvious particularly in the credit union space. In the banking space, because it is the investors or the activists within the investors will immediately be active. They’ll take actions to say that this is the signal that you go find a strategic partner or whatever. In credit union world, I have seen typically poor performance continues for a little bit longer, so there isn’t that obvious of a trigger.
The other thing, Becky, you mentioned about being cognizant of size, that is huge. So, we already hear in thinking about that, have thought about the costs of doing a merger aren’t just the actual cost that you set, which is the effort that takes to integrate, to evaluate the people, the right sizing of the organization. But there is also, it’s a disruption event for the acquired and the acquirer. So, if, for example, we are acquiring a credit union in assets that I would suspect to attrite because of this, because the management distraction in doing this or because of the name change, we know that whenever an acquisition happens, that’s a trigger for members to look for an alternative provider.
And so, there is attrition inevitably. So, there is a loss. So, that’s why we look at a minimum viable size that then helps us get over all of those costs. So, I agree that you don’t want to be jumping to acquire the smallest credit union at all because it’s counterproductive for member assets.
Joshua: That brings us to the final takes. Anand, let listeners know your final takes based on the conversation we had today.
Anand: There is a lot of encouraging activity that’s happening in the credit union world. I look around, there’s so much sharing of information. So, this type of a podcast where we are openly sharing best practices, new ideas that can help somebody else build upon it, I have not seen in my past. I’ve spent more time in banking, I have not found that kind of open sharing. So, I’m super excited about the kind of things that are coming out of this conversation. I think there is a lot more opportunity for us ahead in all of these things because if you…what we just talked about, product management, mergers, we’re just at the beginning of all of these enhancements in our own functions that I feel quite encouraged for what’s to come.
Joshua: Anand, if someone’s listening and they really like the conversation that you’re bringing to the table and they want to get ahold of you, what is the best way to contact you?
Anand: Either way you can find me on LinkedIn, Anand Solanki or by my email, Anandsolanki@citadelbanking.com. I’m open to a conversation, idea sharing, anything.
Joshua: All right. Becky, final thoughts?
Becky: I just had an idea while he was talking and he was saying how what we do here on the show is unique in the space. And I think that it is, the format I think is unique and I hear a lot of feedback about how folks really like the top three. I’m wondering if we should maybe do like a road show. I don’t know.
Joshua: Becky, you’re perking my ears up here.
Becky: Like a round table, we pick three topics. We bring in people. Anyway, more to come on that but it just sparked an idea that I had. So, there you go.
Joshua: Yeah. Couldn’t love that idea more, Becky. You know that I have to ask you one question that I already know the answer to. If somebody wants to get in touch with you, Becky, how do they do so?
Becky: LinkedIn.
Joshua: LinkedIn. I would like to thank our guest today, Anand Solanki. I want to thank my awesome 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 dig the show, please follow us on your podcast player of choice. If you want to be a guest or if you want 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. [Music]
