Feb. 19, 2025
Capturing Prime Members in 2025 and Beyond

As economic conditions shift, financial institutions must adapt their lending strategies to balance growth, risk, and liquidity. A “Slow and Grow” approach is emerging as a sustainable way to navigate today’s market while expanding financial services.
This week, host Barry Roach welcomes Michelle Goeppner, Vice President of Consumer Lending & Product Strategy at Vantage West Credit Union, to explore how lending programs are evolving post-COVID. They discuss the role of AI-powered underwriting, flexible loan programs, and the importance of internal alignment in driving loan growth. Plus, they dive into how financial institutions are expanding their reach beyond state borders while enhancing community impact.
Join us as we discuss:
- How AI-driven lending programs help manage risk, return, and volume
- Strategies for deposit growth, cross-selling, and member onboarding
- The financial wellness programs turning borrowers into savers
- Innovative mortgage solutions tackling housing affordability
WEBVTT
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Hi, I'm Barry Roach, host of Leaders in Lending, brought
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to you by Upstart. The following is a conversation originally
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aired on an America's Credit Union webinar late in twenty
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twenty four, titled Capturing Prime Members in twenty twenty five
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and Beyond. I chatted with Michelle Gapner, the vice president
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of Consumer Lending and proc Strategy at Vantage West, a
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three billion asset credit union base in Tucson, Arizona. Michelle
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and I discussed balancing loan growth with limited liquidity, growing
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prime members, and working to expand those relationships. Thanks for listening,
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and I hope you enjoy it.
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All right, everybody, let's get started. Hello and welcome to
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America's Credit Union's webinar Capturing Prime Members in twenty twenty
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four and beyond. My name is Adam Right, and I'm
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a manager of online learning Products at America's Credit Unions.
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If you haven't already, feel free to download today's presentation handouts.
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You'll find them available under the resource tab and you're
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zoom tuomar. As a quick reminder, please keep yourself muted
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during today's presentation. If you have questions during the presentation,
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please enter it up in the chat. We'll be taking
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questions at the end. We are happy to have Michelle
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Wepner and Barry Roach sharing their expertise with us today.
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Michelle is the VP of Consumer Lending and Product Strategy
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Advantage West Credit Union. With over twenty years in financial
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services experience, Michelle has accumulated an extensive track record of
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taking on the challenge and responsibility for high profile product marketing,
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strategy and lending issues. Barry is a senior account manager
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at Upstart with over thirty years of experience in the
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financial services industry. Arry has proven leadership of large, multifaceted
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teams of financial professionals which delivered above market financial results. Previously,
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as President and CEO of Water and Power Community Credit
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Union in Los Angeles, Berry led the organization to achieve
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significant asset growth and improvement and financial strength while improving
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all aspects of the digital experience. Without further ado, I
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will turn things over to you. Thank you Michelle and
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Berry for.
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Joining us today. Thank you, Adam, slide please and next
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slide please. Hi Michelle, nice to see you. Please take
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it away and then we'll get into the discussion for today.
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Thank you all right, Thank you Berry. Thank you, Adam,
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thanks for having me.
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Hello everyone. As Adam said, I'm.
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Michelle Gafner, the vice president of Consumer Lending and Product
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Strategy from Vantage West Credit Union. So Vantage West Credit
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Union is based in Tucson, Arizona. We have military roots
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as we serve the Tucson airmen and their families back
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in the fifties, and now we have evolved to a
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state chartered credit union known as Vantage West with just
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under two hundred thousand members. We're three billion in assets,
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and we've got eighteen branch locations across Tucson and the
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Phoenix area.
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Great. Thank you, Michelle, and thanks for joining us today.
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Just for the audience. Vanjewest has been a valued partner
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of Upstart for the past couple of years. Michelle and
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I work very closer together. We speak if not, if
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not monthly, I mean usually once a week or so.
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There's a reason for Michelle and I to get together.
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What we're talking about today is really about capturing prime
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members in twenty twenty five and beyond, and I think
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the experience with Vanage West, they've already captured a whole
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bunch of prime members since they came on as Upstart
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partners back in later twenty twenty two. So since that happened, Michelle,
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let's just talk a little bit about when you started
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partnering with US, economic conditions evolved quite a bit. I mean,
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we were at that point just coming out of sort
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of COVID restrictions and stimulus and this ramp of deposits
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and lots of liquidity to sort all of a sudden,
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liquidity somewhat seized roughly six months after that, and so
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you know, where you maybe had some higher loan growth
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projections in later twenty two, that kind of quickly shifted.
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So maybe suare a little bit about about how you
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were adjusting not just the yepstart program, but you know,
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all your loan growth goals from when liquidy kind of
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got a little tighter and then as it started to
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come back, because we have certainly seen in the past year,
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how how deposits have come back a little bit as well.
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Yeah.
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Absolutely, Well, to say it's been an interesting lending environment
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the last few years would be an understatement, and it
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certainly has been since we started partnering, Barry. I think
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in the fall of twenty twenty two. I think we've
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had what ten or so rate hikes since then, and
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least as you mentioned, yeah, we had some liquidity constraints,
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as I'm sure many watching and listening did as well.
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We had to intentionally slow down our lending, which is
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always a hard message as you know, a lender and
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an originator to tell our teams we've got to slow
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it down. But thankfully we've been able to turn it
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back on. And you know, with the Upstart partnership, we
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went with the slow and grow strategy. So we started
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in our market, Arizona, with you know, originating a few
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million a month and then testing it out, you know,
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to see how it worked, how did it work for us,
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how did it work for our members, what was the feedback,
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And then we steadily, you know, started ramping up volume,
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you know, both because one getting our feet wet with
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the program, but two, as you mentioned, the changing environment.
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And then from there we started to expand markets. And
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I think one of the things I love so much
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about this program are the levers that we can control,
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and you know, being a control freak, I want to
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be able to do that.
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So whether it's adjusting our net return or.
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Our expected loss rate, our volume, our max loan size,
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that's The great thing about this program is the customizable
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of flexibility.
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Great and so the partnership that you have internally, because
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I know you and the lending group you always have
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those aggressive goals, right, I mean, you're you're always trying
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to put more money on the street. You're trying to
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find ways of not just this isn't just a financial
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thing with show You're not just trying to sort of
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grow the balance sheet. You're actually trying to help those
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members that you have with their next purchase need or
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wherever the case may be. But talk a little bit
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about that partnership, like, like how that's sort of the
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catalyst for you to be able to realize and recognize
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these great loan growth goals you have. You also need
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to have the support of the risk side of the
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business and the finance side of the business. So maybe
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talk a little bit about about how and you and
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the rest of the lending folks have been able to
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sort of make sure everyone's served riding on the same
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tracks as the train.
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Yeah.
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I think one of the things we learned through this
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partnership specifically was the importance of bringing on your key
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partners across the credit union early and often.
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To get comfortable with it. You know, I think everyone involved.
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In community lending would love it if there were endless
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volume potential within their geographic footprint, but unfortunately that's not
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the reality.
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And so we took the approach.
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Of expanding beyond Arizona so that we have the funds
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to do more within our community. And I think that
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was a big challenge for some folks internally to adjust to.
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You know, we're a local credit union, why would we
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be partnering with this fintech? Why would we be going
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to other markets? But it was really helping to tell
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the story that we could better serve our community if
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we have those dollars to do so. And so sometimes
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you have to go outside to get those dollars.
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So growth beyond the traditional branch footprint or feel amageably
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you have as a catalyst to be able to make
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those investment at the revenue, to make the investments to
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get a better value proposition for those that are sort
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of inside. So there's many ways of doing it right,
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but I think you guys have kind of figured out
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a really good formula for it. So I know you've
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got other fintech partnerships, not just Upstart you know, for
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several as well. And I do know that there's a
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bit of an evolution with you and your world. I mean,
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you were traditionally you're a lender, right and have been
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a lender for a lot of your career, and now
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it's like, okay, Michelle, you're doing such a great job
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with lending. We usually look after deposits now, which is
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you know, really almost flipping the hat a little bit.
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But I would think a similar sort of an approach
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or or a similar sort of guide guidance in terms
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of how you would try and find those new positive
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opportunities to help you with those those lending opportunities. So
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maybe tell the audience a little bit about that evolution
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within Vantaged West and kind of how you've seen sort
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of similarities I guess in your approach as you're looking
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at getting deposits as well.
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Yeah, well, you know, we're broadly speaking, fintech is a
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critical part of our growth strategy Advantage West. So while
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you all were one of our first partners, we've since
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added other partners for auto refinancing, loan decisioning, improving our
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digital experience, and so you know, now with deposits, we're
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we're really focusing on how we grow that we have
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advantage West. What's called our rally cry, and it's where
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everyone focuses on one strategic priority across the Credit Union. Yes,
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everyone has a day job and other things they're responsible for,
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but the rally cry is the one thing that we
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get everyone to rally around and really focus on.
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And that right now for the next six to nine
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months is deposits.
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So we're looking at a whole bunch of things between
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a refresh of our deposit products to a new digital
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account opening solution, digital engagement tools.
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So that is a.
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Huge focus for us, and of course, as you know,
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that allows us on the other side of the house
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to keep originating.
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Absolutely. Yeah, So I love the idea of a rally cry.
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I can't say that the creditings that that that I ran,
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we kind of had. We didn't call it a rally cry,
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but we tried to do a similar sort of thing,
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like what is what is the one topic or the
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one focus on our business that we can all rally around.
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And and maybe that's a in an indirect way, start
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answering the last question about how do you get everyone
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on the same page. The finance folks, the risk folks,
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and so on and so forth. Right, So just the
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it's maybe it's a little too early, sort I share
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some successes with that, Michelle, But you know you've talked
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about sort of some product development and redevelopment and so on.
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You know, what, what are the projections for this? And
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and I know this is not just a six to
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nine month thing, because I'm assuming that you're building something
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that you think we'll have some sustainability going forward into
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twenty six and beyond from there.
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Yeah, well, we're pretty early in this rally cry. This
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is our second one since we've gone to this strategy.
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So our first one was around reducing operational expense, and
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at first it was a little confusing to people, but
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then it just became this idea of when I have
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to make a trade off of where to invest my
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time or my resources, you'll.
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Lean into the rally cry.
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And so that rally cry was so successful we were
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able to get our op X down substantially that we said, okay,
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let's try it again.
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What's the next big focus? And so now it's deposit.
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So don't have any early I guess metrics or anything
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to share just yet. But you know, come back in
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a few months, and I'm sure we will, but I
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will say that it's done a great job of unifying
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everyone across the Credit Union and focusing on one specific
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thing perfect.
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Yeah.
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So, and it's unfair maybe to ask for sort of
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those metrics now with this new rale cry. But I'm
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glad you brought up with the operating expanse because it's
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something that we all say we keep an eye on.
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But you'd be surprised when you start to look under
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the couch cushions and see all those revenue leakage opportunity
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or or or other expanses that just you know, sort
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of have always been persisting within the Credit Union. Yeah,
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but quick opportunities, right, so that's kind of a fueling
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I guess some of the other investment and growth opportunities
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that you're trying to do. Absolutely all right, let's talk
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a little bit then. You know about one of the
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key aspects of the partnership that you've had with Upstart.
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It's not just finding new borers, but you've also got
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a bunch of brand new members, right, so starting in
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Arizona within your traditional field and membership now sort of
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expanding beyond, So thousands of new members have also sort
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of come in to the crediting. Can you describe a
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