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FinTECHTalents 2021
March 24, 2021, Online, USA
FinTECHTalents 2021
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Fintech Talents North America - Credit Unions and Community Banks rising to the challenge
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About the talk

Topic: FinTech

About speakers

Travis Kasten
President / CEO at Service First Federal Credit Union
Laurie Stewart
President and CEO at Sound Community Bank
Dale Oberkfell
Principal at Oberkfell Financial Advisors, LLC
Patricia Husic
CEO, President & Co-Founder at Centric Bank
Charles E. Potts
SVP and Chief Innovation Officer at ICBA

Laurie is the President and CEO of Sound Community Bank – formerly Credit Union of the Pacific - headquartered in Seattle. Sound Community Bank (SCB) is a savings bank that converted from a credit union in 2003. With total assets in excess of $306 million, Sound Community Bank serves the Puget Sound region through five branch offices. In addition to traditional community bank services, SCB is a real estate specialist with a loan servicing portfolio in excess of $140

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A 33+year experienced banking professional and visionary leader, entrepreneurial DNA, turnaround strategist and a trailblazer in the community banking sector and financial institution industry. Passionate about community banking and our small business customers! In 2007, Centric Financial Corporation evolved from idea to institution with a mission to serve the entrepreneurs, job creators, businesses and individuals on Main Street. As President and CEO, I charted the course, designed the vision & strategic plan to grow the organization organically to more than $1 billion in assets, 142 employees, seven (7) financial centers, three loan production offices, and national recognition for breakthrough banking success.

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Potts is a recognized leader in financial technology with 25+ years of hands-on experience in building, growing, leading and nurturing organizations. In addition to starting his own companies, Potts’ ability to achieve profitable revenue growth and exceed business objectives in a combination of start-up, early-stage and public-companies has landed him Executive roles at Jack Henry, Goldleaf, Fiserv and most recently First Performance, where he led the start-up's Business Development activities. His expertise in mergers and acquisitions, corporate strategy, business development and product management as well as his international leadership success brings important insights to investors and management teams on crucial matters dealing with the evaluation, integration and deployment of financial services and emerging payments-related technologies with a key focus on digital and mobile channels and their related operational efficiencies.

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I'm Charles Potts, senior vice president, and chief Innovation officer of the ICB Bank of America, and I have the pleasure of hosting today. This great panel of credit union in banking executive talked about, many of the challenges. We have faced recently and continue to face in the banking industry here in North America. But first, let me remind everybody that if you have any questions about the session, please enter them in the chat bar and we will get to you as quickly as possible. First, I'd like to introduce trap, Travis casting president-ceo

Service, First Federal Credit Union, Travis. If you give us a little introduction background on your credit union in your market for the audience, I'd appreciate it. Hello, and thank you. Yes,. My name is Travis casting, the president CEO of Service. First Federal Credit Union, Sioux Falls, South Dakota. We are a Community Credit Union started in founded from the John Morrell meat packing plant, very diverse Community, diverse community of membership, very, very honored and privileged to be here today. Thank you for having me.

Excellent and Lori over to you, please. Thank you so much worse, George. But we do business in both the urban Puget Sound region. And in the very rural North Olympic Peninsula for a 9 million dollar bank with a 450 million-dollar mortgage loan servicing portfolio, and we used to be a Credit Union, Savings Bank and Commercial Bank. Thank you, Lori and Dale Overfelt from Midwest Bank Center. Thank you. I'm Jayla Burke falb with Midwest Bank Centre in St. Louis. We also

operate a digital-only brand called Rising bank, across the country, a hundred million dollar. I mean, a hundred-year-old bank and 2 billion + in assets and we are happy to participate. Thank you. Thank you, and last but not least. I'd love to hear from Patty. If you was Centric Bank. Good morning. I'm Patty. Cusack of president and CEO Centric Bank. Central Bank is headquartered in Harrisburg, Pennsylvania, which is south central part of the state where

approximately a 1.3 billion dollar financial institution that started in 2007. Since that time we've expanded into the Suburban Philadelphia markets, as well as our branch light and Airy digitally and Technology. Be glad to be here with everybody today. Thank you, Patty. And fetty of will let sister with you for 4 minutes when we think about rising to the challenge and all the things over the last year, and you talk about being branch light. Tell me about

what the bank's plans were. What was the objective around? White strategy, when did that begin? And then what were some of the immediate things you saw? When he hit the crisis early last year. Is sherbet happy to share that information when I take a look at our branch light, that was really part of our strategy. As we started in 2007 and knowing The Importance of Being a Independent Community Bank is on in your Independence everyday. And as far as striving for those efficiencies, so when you look at the average size of what other branches are, there are much higher than the average

Branch, but again, that that goes and just Tales to our strategic plan. So we're very pretty much a predominantly commercial, commercial banking business do a lot of businesses are utilizing the technology, the scanners, the online banking,. That was part of our strategic plan from day one to the day, you know, we have seven Financial Financial Centers. How much more smaller condensed as we did in the Suburban Philadelphia market, and where we don't have a lot of

Lobby traffic coming from there has been a model that is, well for us again, a focus on efficiency above seventy to eighty million each of our branches, as we take a look at that can damage. And, you know, finding out the news in Mich end of March of last year, knowing that most of the years, the Community Banks primarily we're working in the office is so the thought of all of a sudden, you know, in the next two weeks, the planning to having the majority's about 90% of our Workforce in or outside of the financial centres, were going to be working remotely. The planning to ensure

our technology and it was sufficient to provide for the remote work. As far as our VPN security, all those things needed to be accomplished very quickly. There was some of us who had worked on a very infrequent basis, work remotely during that time. In. No way shape or form. There was a hundred fifteen of our employees that were beginning to work remotely. I think about one word during and where our entire team did Kevin remotely. Ensuring everybody's happy

again that there was sufficient capacity to get ready to start working on the paycheck Protection Program. It really was the year that it shows that the solidarity of that bringing together our team. But again, I look at it. The pivot, the resilience. Step up to the plate, to be in a financial Lifeline to the small businesses in our community. Excellent. In Travis. I know you have a very unique story, given your location in the history with your with your credit union. What were, what were some of the things you guys were saying?

Obviously, you were, you are very close to the Ground Zero on a number of issues. So good. If you could give us, give us some sense of what was happening in your organization, working on you guys at close last year. Thank you. Yeah, it was it was absolutely a very interesting and enlightening year. When we began the year. We were in the up position and modeling ourselves to actually do a branch expansion, that one of our locations being in Sioux Falls, South Dakota. And one of our locations primary is located right in front of a Smithfield

food manufacturing plant, right before the explosion of covet. We quickly. I'm having Vivid as well as my primary base where I went over 20,000 members are primary Services consumer lending, real estate Lending. Providing services to a very diverse membership base. Once we identified, we were indicated her. We were contacted by Smithfield. There was an odd sense of Layton sense that there could be a potential for a covid outbreak because of the proximity of the employees.

In the, in the planet self in over a hundred forty years old in our proximity to that plans and having the members literally fighting across car across the parking lot to get their services, we quickly as well. Shut down, redeployed. Our employees, all seventy-eight of them. We retained a minimum of five for branch working, drive-through and phones, but you literally did do and moved everything and continue to provide real estate and consumer instant relief. I'm small. Relief

loans on to our members. Most one of our most prominent. She mention the 88 years of our existence was to have the ability to continue to serve our members through this Panda, making a remote fashion not to mention the barriers. We have language,, We're so fortunate and so blessed and honored to have our employees mirror of the diversity, in and near the members in the University of our membership. So we continue to serve them was fantastic. We actually had a record year of real estate loans. In fact, one month's and last year

we did 307 on which may not be a lot to a lot of folks that were smaller, two hundred million dollars to 307 Consumer, loans, in 2 weeks, and we were averaging right around 60 on mortgage this month. Again, all electronic delivery channels, everything to that without actually having members of providing those clothes. Providing on all the documentation remotely or through edelivery channels. Very interesting and challenging, but we're very proud of my services to underserved Community, especially

in a pandemic been. Most certainly may Understood and and Lori being in the Pacific, Northwest being in Washington. I will see you guys a chance to see some of the challenges early on before it started moving East. What was what was your bank working on? What was the, what was kind of the Strategic view of 2020 that you were operating under? And then what were some of the initial reactions to the crisis that unfolded? Well, you know, I really am so proud to sit on this panel and hear the stories of resilient communities in

their communities. As we enter 2020. We were beginning what, you know, it's only called the beginning of a digital transformation and just as others have described in the first move was that pivot to send our back office home and then create an opportunity. We never totally closed. Our retail branches unrestricted hours in lobby management made people queue up outside. I'm in extended drive up and itm hours. What would it what it actually allowed was for us to accelerate plans that we already had about additional Automation in

our branches and Of course, we brought the paycheck protection, Loan. Program up. Totally, totally self-serve, would never done any other long product only in that manner doesn't mean we didn't help and hold hands for a business client and Coach him through the process, but it really was all online and all self. Serve with the assistance of their Bankers in getting those loan applications then and we did 910 paycheck protection loan, 75 million and the

first round, the smallest one was $900. So I relate to the credit union Store, free on those, very modest loan. And we did a 85 million dollar band. The entire range of what that program was designed to do. As we began to think about the next step in our path. And in our strategic plan, one of the things we were able to do is when we brought a branch is back to normal or pre-pandemic hours. We actually didn't open any of our lobbies on Saturday anymore. We had enough of a transition in consumer and small business behavior that while we have a couple branches that their

drivers are open on Saturday. We don't have any lobbies open on Saturday, but that was one of the, one of the little benefits I would never have imagined. We could move that fast on Saturday, Lobby hours, short, and lobby. With extended either, drive up, i t, i t m, a t m. Access, which allows us to be more efficient and it's just a huge rapid adoption of technology in every Market Grill and urban. Well, and that's a, that's a good segue to to Dale cuz I know you

you guys were were launching your schedule on Lee Branch. Starting in 2019, I believe was was. Was your bank prepared to, to absorb a lot of a lot of traffic or were you able to Pivot yourselves pretty quickly. By, by the fact that you would started down this path. What was the? It was a sense of what was going on at that, your back? Yeah, you know, early early in 2020. We had quite an agenda of items that we were going to work on. We were migrating the brick-and-mortar side of the bank to a new online platform. We were

lined up to implement sell. We were in the process of reducing headcount in our retail of branches, 17, brick-and-mortar branches. We have and then to covid hit. And so, you know, a number of those things were pushed back that were on the original list. Moving to 80% remote was really, really important to protect our employees and our customers. And and and it deliver the services that they expect and, and then the PPT hatch. And so we did the front end of the

first round of PPP manually, which was an all-hands-on-deck 1400, loans, 200 billion in volume and up. And that was about, we did that in about 45 days. And that's about two times, our normal annual lung volume. And I know others have performed. Similarly, as well. Our loan volume was originally supposed to be a hundred million in total for the year. And so, so I'm really happy about the fact that all of the initiatives that we had in place going into the year,

were pushed back a little bit, maybe but, but, but after we got past the first, Find a p. P p. All of those programs came into play. And we did, we did move everyone to a new platform for online banking. Even though we were working in a remote World, a digital world are rising Bank initiative, which we employed in 2019, to start was really a proven concept through the pandemic because it had almost no impact to that brand. We delivered Services of before the pandemic completely electronically. We do do we delivered

Services after the pandemic and during the pandemic a totally electronic and so that part of our business is actually didn't change hardly at all. And so that was really a positive, a positive feeling that, you know, what, we had developed actually fit within that. A framework. And and the other thing that was mentioned previously is, I would just say what we've all learned both. Our employee base in our customer base is change is okay. It's not going to hurt you. And, and I believe, during this pandemic, we have been able to accelerate our change,

not only for employees, but for our customers, and they fully accept it. And so, I think, you know, the banks that want to become more digital digitally focused. They have an unusual opportunity because everybody is waiting for change in the current environment. And so, I think we, we performed, well, our employees performed. Well, our customers performed well. And in our bank, Was very successful and now we're we've automated the PPP program for forgiveness and round 2. And again, it's it's going extremely well.

So we're in that digital transformation. For probably the last 4 years. So, one of the things and thank you, what? One of the things that I sense that job is a common thing. I know many of this year, as we look at some of the challenges that the Community financial institutions have met is his pivot is may have had some initiatives, some good strategies underway, but obviously, in the face of a crisis, you had to had to Pivot in, in some ways. Travis, what? What was probably the most prominent pivot, your

organization experienced and and how have your members respond? Really though, it was a major transformation. I'm being hit, Credit Union, historically, our members are so used to coming in and seeing field touch everything. We do as we go in then to actually have the situation or cold at times and that intimate relationship if you will is, is is taken away. That, that was really that digital transformation in that education process with us in different languages. And that communication, I think it absolutely made us were

listening to the panel. I completely agree. Thank goodness. That we had some of the it architecture and infrastructure in place on to make that transition, to make a stork Lady of the biggest face-to-face. Having our members come in, even of the loans are only $500 or a vehicle loan of $50 real. Instead of us physically where were traditionally always coming in and having that physical presence and I'll start dating doing that online and have a, those loans sign in to nissani process. And actually caitians being throughout web-based Communications. It was

really, really a complete change from internal cultural change of how we communicate. But just from that education of their members, we fast forward till today and I absolutely agree with the panel. Now, the members are ready for change. They are ready. That this is our new Norm, not to use that term, but it also allowed us to really engaged on that next level or that next generation of members. Who've already only wanted to be mobile, only wanted to be online, only wanted electronic, but we're still balancing that act with our traditional membership that

still likes to see us physically have that present. As we transition, we Open reopen back up. Nicely about South Dakota is going to Wild West out here. But we opened our branches back up in July. So we have that, but we are continuing down that electronic a delivery Channel process. That is the next wave. That is what our next generation of members want. But it has been, and I can appreciate that. And I appreciate the work and I'm all of you have done and in Patty. I know we, we talked about this as well. What? What, when you think about the pivot

not not only at your bank, but also with your customers, What were what was some of the more obvious impacts are things that you guys found yourself needing to pay attention to throughout this process? As far as if we look at the customer's, I think first of all, of the panelists and talked about in a way. It's a paycheck Protection Program which in a way portal put together within a two-week period of time, which are normal course of accepting applications working with business customers. A lot, has been in a face-to-face that

very high touch personal service, which we knew to accommodate. Vast amount of request, which organization did more than 1,700, 220 million and again, much more than doubles and what we do in a normal year. That was number one. Number two, as our lobbies were closed, until about the 3rd week of June in place to protect our employees and customers. We did see a certain percentage of that customer. Miss a comeback or the volume picking back up. However, but he was also to those customers. We see the ones who have gotten used to the

technology. They like the convenience, perhaps, they may still come into a financial center. But maybe it's in a 1/5 of its, you know, his frequent on but I'm not at all. They realize they got a portion of their day back. I'm back and they can Bank when they wanted to so that you can stay there. And also we were in processing in a new online banking Suite of products, what's are working with? Those are some of the transitions but an item to also to be focused on commercial lenders

and as they would meet with business customers and a lot of times going out to their businesses in a, how do you accomplish your sales? And you have for the organization. Year and another avenues that are cheap in a started doing is having those meetings when those didn't feel safe, to have them face-to-face, you know, that having the social distancing mask excetera in a, we're able to talk with a lot of those be a zoo and it seemed too awkward to that person face-to-face spot in. Oh, I think that's the next best thing right

now is that, we've always become our new Norm during these times to be able to continue, to still have lunch together. So I think they make things feel as quote-unquote normal as they could, you know, in the situation and, you know, make the best of things, you know, as That was a big component of it to to conduct safely for both employees and customers. Another big cheese on focused on the culture of our team members and we're so used to seeing each other and

frequent occasion. So it was stationed at Centric bank and everything. We do all of our actions and you know, how do you keep that culture intact? Where we took? You know, when you have worked so diligently on to build a culture of the reason we can attract our employees retain them as well as the growth trajectory of our organization. Speaking about doing more frequent townhome employees and managers to be able to do similar types. And something I kicked off. This year was an anniversary lunch. Celebrating to our team members

in our anniversary month and their 10-year eccentric bank with a CEO where we send them a doordash in a coupon in there that you order the lunch online and then an opportunity to strengthen our bond maturing in of those that our culture doesn't get lost during the day and working remotely. Great perspective. There, in a lorry culture, has has been something that you've mentioned is important for your organization as well. How did, how did you guys leverage that?

How to deal with customers who needed to be brought through this process. And I'll be taken care of what were some of the things that your your bank was doing to to address some of those needs. One of the things I think that distinguishes Community financial institution is the fact that we sustain our community. And so what was initially a pic of it. And now, I am trying to get away from that word because to me, when I think about pivot, I think you can't think of a basketball player, was one foot in the same place, right? I'm trying to move it to a transformational attitude.

So we've left that put isn't still stuck in that same place and we moved on I looking at business and interaction in a different way but much as Patty described. I think we were very quick to adopt Zoom, go to meeting all of the opportunities that that we could find to interact with our clients and our employees. Call Patti talking about the anniversary lunch. We had a tradition in the Bank of a CEO birthday lunch. And for about 6 months. We said, oh we'll just catch up because we would hold those lunches in person how people travel either from the retail branches or admin. And we go to

a restaurant together about a dozen of us every month. And we did all, we'll just catch up and then HR said, you know, and I ever get caught up. So what if we had to have a brown bag birthday? And so we do that electronically. And and we hold our quarterly staff meetings. Electronically. We didn't give up any of those things. And I'm actually amazed that we hold an annual appreciation party for our employees. At the end of January, every year designed to recognize all the things they

accomplished in the bank, and it was an incredible year in terms of volumes and profitability growth for our organization, and there was much concern throughout the organization that we could do that virtually and it was amazingly successful. We had we always have high participation we had higher than ever participation because people didn't have to travel from the outline branches an app to find daycare. We had far more of our retirees. Join some poop move to

warmer climates and many of who reached out to me after the event said that was just fabulous to be able to see one another's faces, hear about the awards and then just hang out. We just we just created it just going to Hang out and we had everybody off of you. So I I can't tell you how important building that culture and then making that connection with clients whether it is by a zoom more frequent phone calls. One of the things we're trying to get our folks to adopt now is more use of the telephone,

because we've been so dependent on zoom and some of these things that if it's quit, it still works with your customer or with your coworker. So I am just in awe of the, again the resilience and the enthusiasm of both our clients and our coworkers. Well, thank you. I knew from the icba's perspective. We know that Trinity financial institutions Rose to the challenge last year. We know, specifically around the PPP program. The overwhelming majority of the loans made the effort that went into the savings

and supporting those businesses in the market. You serve with something nothing short of heroic. We all, we also know that that what we like to talk about. Sometimes it's a High-Tech high touch nature of Community, financial institutions. I think also was shown in many ways and in each and every one of you will be given some good Insight, their what I'd like to do now is go around and and really two questions. When you think about 2019, your plans going into 2020,

your aspirations for 2020, obviously, then having to to face the challenges of the covid crisis in. And here we are almost a year later. What worked? What didn't work and what did you discover that you were able to do last year that you're now. Embracing is part of your go forward, culture strategy, way of doing business, and I'll start with you. If you wouldn't mind, I'm really interested given in a given the strategies you guys have. If you, if you discovered some things that you were working on that just didn't work and you threw them away and you were

able to do them. Better Embrace and other tools Technologies resources, some ideas. That might might help the audience out there. Think about their plans for this year and going forward. Yeah, we we had already started a program where we were looking at our Branch network of 19 branches at the start of the pandemic end up in. Really, the old Siri used to be. You know, you have a 325 Mi radius around a branch and you should be able to generate enough deposits within that geography, if you

planted it properly and and and the new, the new environment and and pandemic, simply accelerated, this that puts a halo around that. Now, in other words, you're technology, take sure you're a sphere of touch around a particular Branch, from three to five miles to seven to ten miles. And so, we had concluded before the pandemic. Hit that we could do business with fewer brick-and-mortar branches, and maybe even a slim down some of the size of our branches. And so we, we really are Accelerated that effort and

into the pandemic and and we're continuing to accelerate that going forward. We did realign our retail Staffing during the pandemic. It was easy because our branches have been closed since the beginning. We've got the we got drive-up and an appointment only. And so when we come out of the, out of the pandemic, with our branches open, we're going to have Slimmer staff. We're going to be more efficient with that activities. That was it. That's a big move that we're going to continue to to make. And I think even during the pandemic, there were many

announcements across the country, especially with the bigger Banks where they're reducing numbers of branches. I don't think that's going to slow down. I think that's going to accelerate. And and so I believe also that You know, one of the things you said that, if I need Moana moment for Community financial institutions, during the pandemic is, I think our relationships with our customers got better because we touched our customers help them when they needed a, we help them in a way that some of the larger financial institutions

couldn't take care of them. There was a lot of noise and in the community about not being able to get their PPP loan application in not being able to get ahold of their loan officer, whatever that was. And I think that absolutely was a defining moment for at the Community financial institution. So, I think that relationship that we've developed during this period, is simply going to strengthen our ability to, to leverage that into the future. And so, I think up all of our initiatives that we started during the pandemic have really worked

at, you know, I hate to say it that way, you know, it's like everything. Work. Right? But but everything did seem to work. It was unusually. Good. I trust you would say, you know what, you're expecting a credit issue. You're expecting, You're Expecting customers to have severe problems, You're Expecting The Regulators may be not to be as friendly with you, and, and, and the reverse was absolutely true. And and so I think that allows us to come into 2020-2021 and and really take significant advantage of that from all those

perspectives. And so I I look forward to the next 2-3 years of being extremely effective and continuing our digital move and yet still be important with the customer contact. That is. That's what defines him to go to be financial institution. Absolutely. In Travis in any important Lessons Learned there as well. Tools Technologies things that you guys did that carrying forward. Absolutely, especially when we were looking to expand into a another Community another state putting that on hold, but it really hit home when some of the things. The

panel is even sad, but it's really hit home for us. Specially opportunity, Community financials had to make that true difference that really was people helping and serving people in a time of need and all the Community Banks and Credit Unions for doing those things. And that's really hard core philosophy,. It really did help us free established, that we didn't even know we had. So, we now have that opportunity to maintain that I touch. I feel relationship that our credit union is always done for 8 years, but at the same time session in this for a digital transformation.

Moving forward, with our next generation of members and obviously, makes it easier for us to expand still holding in keeping our philosophy of the time. Look what the Community financial institutions of Don, not only our community but across the United States in a pandemic. We were truly there 2021 for us was very simple. Our Mantra was optimistic and being relevant. I think I'll Community financial institutions. Awesome. And Patty. Is there is there one take away from what you guys did last year listening to this that that your

bank. Your organization has embraced as its maybe your, your touch tone for 2021 and Beyond. If we talked about it and have a couple things, but one item in particular, is in a prior to the remote world. Pandemics. I don't think I would have been as open, or thought that we could accomplish all the things that we need to do is that with it as an organization to do with our remote work staff. What do I expect? That will be continued under percent remote know, I don't but I think we can get some opportunities and, you know,

throughout our organization and that there will be some opportunities for, you know, some more frequent remote work and where I think that can work with your voice. But also as you do, look to recruit the best of the best, they don't necessarily need to be in your geography or your foot, the tribal bear that made, you know, any, will you two to go a little further distance out right now? I know we're using a lot of interns from various colleges and they're working remotely. Can use the round to see her coming. So I think of, you know, thinking outside

the box and in a word I can take us into especially for our human capital. Text Lori, I know culture and values have been very important to to your organization. Would it be fair to say? That is such an important foundation to your efforts going forward? And and how do you, how do you leverage that to really continue? This digital transformation is going through. So clearly we talk all the time about being a values-based organization. One of the things I like to tell investors is that we can we can continue to be a

top performing financial institution and give away buckets of money because we're doing the right things by our communities. So we will continue to be true to our values but recognize that values are The intent and the spirit of sustaining, our communities, and our employees, and that we can get there in different way. You know, I hired a new Chief credit officer during the pandemic that I never met in person. And if you do ask me in 2019, if I thought I could hire as an important

role in the bank as the chief credit officer remote environment and never never sit in the same room with that person. I would have said not. No, but heck no, and we did it. And he's been with us for 9 months. Now. I've literally laid my eyes on the man in person. Three times in 9 months, my chief banking officer. I've seen once in the last year in person in the same room. So what you're telling us now, especially our lenders in our processors because we had a huge residential real estate year to

almost four times before. Is there most concerned in our Urban footprint, about returning to work and getting back to that grind of commute time? I have an executive who know whose commute is 3 hours a day. I have processors to live way out because housing is super expensive in the inner city of Seattle and the required more of those folks in the world markets now because we understand, we don't have to see them so they can work remotely. I think this will be the

challenge that faces us. How do we keep the culture? How do we still gather together as is safe and appropriate, but how do we really put still at 8 and improve quality for our employees that have found? That, that working remote really changes things? Well, well, thank you. This this this has been nothing short of empowering. There is no doubt that Community financial institutions. Led the charge in meeting the challenges last year and taking care of a few communities and your

employees in your family's. The neighbors that you serve these stories have been great. There's a lot of great Insight here. I know we could spend all day. I appreciate each and everyone of you giving this panel because I absolutely loved hearing about all the great things. You guys are doing to help out their Travis Lori Dale, Patty. Thank you so much for your time. Thank you so much to the audience for giving of your time. I look forward to seeing you guys in the near future. If not virtually.

We'll find, we'll find someplace. We have to be face-to-face again, please stay with us.

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Chief Data Officer, Data & Analytics Solutions at BNY Mello
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Managing Director at RBC Capital Markets
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Founder and CEO at Fafnir
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Corporate Finance & Investments at Digital Transformation Enthusiast
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President at TAB Bank
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Pam Piligian
SVP, Marketing and Communication at Navy Federal Credit Union
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