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Jeff Rendel’s programs and systems for credit unions deliver entrepreneurial results in sales, service, and strategy. Designed as keynote addresses, breakout sessions, and half-day workshops; these programs easily expand, combine, and fit into full-day events, executive retreats, and planning sessions.


Mapping the Member Journey and Designing the Member Experience.A high correlation exists between member effort and loyalty: The easier your credit union is to do business with, the more loyal your members will be. Understanding every point of a member’s connection with your credit union helps you benchmark, measure, and improve the experience. Designing a member experience strategy and mapping a comprehensive plan addresses each stage of a member’s experience and delivers an effortless result. By focusing on the member’s journey, your credit union can stand out and consistently deliver exceptional experiential and financial value.

An MSR at Every Desk – The Member-Centric, Growth-Focused Culture.Members are your most valuable assets; they provide for your ability to grow. Every role at your credit union leads to the same results – members’ success, experience, and contribution to profit. If you want a culture that supports top-line growth and stellar performance; align your sales, service, and support systems with your strategic choices. A “Member First” approach and a results-based culture helps your credit union increase sales, service levels, and profits. All hold the title of “MSR” and individually help your credit union earn the right to grow for and with its members.

Service is the New Sales – Strategies that Deepen Relationships and Increase Lifetime Value. Strategically investing in and managing the member experience is a business tool that integrates the entire credit union in its desire to connect with your members and carry out your strategic vision. In dissecting, designing, measuring, and improving the stages and strategies of each member’s experience, your credit union can be more relevant to your members. With clearly-defined front line leadership behaviors, the “how of wow” is delineated; when you serve first, you will sell second, cultivating a partnership with your members.

The Lending CU 50: New and Next Ideas to Grow Loans, Yield, and Share of Wallet. 50 credit unions; 50 states; 50 ideas. How do 50 unique credit unions increase their loan portfolios, expand margins, and book more business? These new and next ideas can help your credit union expand lending, manage pipelines, and increase your members’ financial and relationship value. Loans drive revenue, but only when the product, price, and production are unrivaled. These next practices from credit unions nationwide provide functioning ideas that you can implement right away, allowing your credit union to continue moving forward for its members.

The Marketing CU 50: New and Next Ideas to Grow Membership, Market Share, and ROI. 50 credit unions; 50 states; 50 ideas. How do 50 unique credit unions increase membership, develop new business, and find focus in marketing? These new and next ideas can help your credit union expand its reach, extend its footprint, and maximize its strategy. Members are the foundation for opportunities, but only when awareness, relevance, and action is exceptional. These next practices from credit unions nationwide provide functioning ideas that you can implement right away, allowing your credit union to continue moving forward for its members.

The Sales and Service CU 50: New and Next Ideas to Grow Relationships, Loyalty, and Profits. 50 credit unions; 50 states; 50 ideas. How do 50 unique credit unions deliver consultative service, continuously onboard, and grow member lifetime value? These new and next ideas can help your credit union secure “Top of Wallet” status, simplify delivery, and maximize revenue. Growing a business requires sales, but cultivating a business necessitates unparalleled service. These next practices from credit unions nationwide provide functioning ideas that you can implement right away, allowing your credit union to continue moving forward for its members.

The Daily Dozen – Everyday Sales and Marketing Metrics That Drive Sustainable Success. So many measures and so little time. What’s a credit union to do to understand and easily assess sales and marketing metrics that are meaningful – and simple to extract from existing systems and data sets? Using traditional tools and new platforms, 12 key performance indicators create a new marketing and delivery scorecard that: optimizes data, sales, and marketing initiatives; drives revenue and maximizes lifetime member profitability; and, engages all levels of your credit union in support for member growth, relationships, and experiences.

Outbound Marketing – Professional Sales for Every Credit Union. Does your credit union offer the best prices, service, and experience? Is it a challenge to create PFI members who use multiple products and services? Outbound marketing, an entrepreneurial approach to growth, may be appropriate. Outbound marketing is designed to build trust, relationships, and business. Regardless of how your credit union goes about outbound marketing, this kind of professional sales is a straightforward, successful way to strengthen the entrepreneurial essence of your credit union. It’s an instrument that builds value for members and yield for your credit union.


Trendspotting – What to Deliver Today for Success Tomorrow. Significant trends in financial services, technology, and consumer behaviors influence the products, services, and experiences you provide to your members. They uncover clear-cut approaches where your credit union can create pipelines of profitable growth. Within these trends, strategies surface that deliver advantages to your revenue base, help scale your operations, and provide value to your members. Combine these insights into your existing business model to provide your members the relevance they require, while increasing the enterprise value of your credit union.

The CU 50: New and Next Ideas to Grow Your Top Line, Bottom Line, and Member Value Line. 50 credit unions; 50 states; 50 ideas. How do 50 unique credit unions expand revenue, scale productivity, and boost profits? These new and next ideas can help your credit union increase income, streamline delivery, and maximize your members’ experience and loyalty. The top line is the new bottom line, but only when operations are efficient and service is at its finest. These next practices from credit unions nationwide provide functioning ideas that you can implement right away, allowing your credit union to continue moving forward for its members.

Digital Transformation – It’s More than Having an App. Credit unions are designing and enriching digital experiences as strategic priorities. More than merely mobile access for members, digital transformation functions from top to bottom – strategy, culture, marketing, technology, lending, operations, experience, and more. By considering and acting on opportunities for digital transformation, your credit union can create strategic plans and tactical approaches that align your long-term vision with an agile organization. A forward-thinking, digital mindset – and set of initiatives – continually designs a model for tomorrow as you serve members today.

Small Businesses Deserve the Credit Union Model – The credit union model has served consumers well. It also has advantages for small businesses that want local financing, as well as the same kind of experiences that have been developed for retail consumers. Credit unions can use their locally-owned, low-cost, and high-service strengths to build real competitive achievements in business lending. Learn how credit unions are succeeding in developing local enterprises through business lending programs. Done right, business lending is a financial win for both parties and a philosophical win for the original and time-honored purpose that credit unions exist.

It’s 1934 All Over Again – A Revitalized Movement and Promising Future for All. From one room operations to mobile branches, credit unions have developed into respected competitors in financial services. The marketplace was ready, then, for a financial institution that would provide value and service for all in ways matched by none. The time is ripe again for a reinvented credit union movement that concentrates on growth, innovation, and prosperity for all – and remains matched by none. It’s time for a renewed statement and invigorated movement from, by, and for all credit unions – ensuring the timeless principles of value and service.

Think Big, Act Small – The Entrepreneurial Credit Union. How do you take a multi-billion dollar idea and make it work at a non-multi-billion dollar credit union? How do select entrepreneurial companies turn value into profit, focus on growth, and lead in their markets? How do they distinguish their factors for success and thrive? How do they succeed, surviving the “Bigger is Always Better” argument? Your credit union can strategically and cooperatively find solutions and pursue opportunities to better your members’ financial well-being – and your credit union’s growth, innovation, and prosperity.

The Road to Reinvention – Driving Disruption, Accelerating Innovation, and Outthinking the Competition. Innovation is more than a corporate value. Your members are counting on you to deliver resourceful products and services to better their lives and businesses. Innovation is a standard action practiced by credit unions creative and ambitious enough to shape the future of their business, one idea at a time. It tinkers with your business every day; welcomes new insights and ideas; and, recognizes that rigor, discipline, and execution make up the differences between businesses that flourish, flounder, or fold.

Protect Your Capital at the Capitol – Building Political Influence. With the future of your business in the hands of elected and appointed leaders – directors, executives, and managers have a duty to develop and uphold political influence. The credit unions that play a part in governmental processes the most hold the largest role in influencing policy. While lobbyists serve a vital purpose, legislators listen attentively to local business leaders. Your influence greatly supports and strengthens the work of your industry’s lobbyists. Your involvement in lawmakers’ understanding of your business is no longer an option – It’s a responsibility.


A CEO at Every Desk – Enterprise-Wide Leadership. Leadership does not only reside at the top of an organization. Leadership comes from the middle and front line – right where members and colleagues expect it most. Leadership is no longer top-down: leadership is up, down, and across organization charts and job descriptions. With a requirement for exceptional leadership in the all-important positions responsible for delivering your vision and mission, leaders must apply their influence upward upon superiors, across to their fellow managers, down to the team members they supervise, and directly to the members they serve.

Individuals Win Trophies, High Performance Teams Win Championships – New Knowledge, New Strategies, and a New Mindset. When leading experienced, established, and emerging professionals, executives can meet various tests. One challenge is nurturing and sustaining a well-coordinated, high performance group able to achieve clear business objectives and produce at elite levels. This comprehensive and practical model improves your capability to: get people to achieve strategic results; efficiently manage competing priorities; provide focus and purpose for your credit union; and, construct a purposeful, unified, and action-oriented team.

This Isn’t the Credit Union I Came to Work For – Leading Breakthrough Change. Change is here – new ventures, restructuring, mergers, culture shifts, and more. Whether it’s creative destruction or disruptive innovation, leadership practices requires an unprecedented degree of inventiveness and agility. Most relevant is realizing that leading change happens when one is comfortable, not waiting for the uncomfortable. Discover how to build an army of idea agents and re-inventors who toss same-old-same-old out the door, and use pragmatic ingenuity to produce tangible results – ready for any change that can, may, and will come your way.

Strategy is Everyone’s Business – Especially the Rising Executive’s. Strategic planning – and its execution – is not set aside exclusively for the CEO’s office and the Board Room. For your credit union to prosper, its strategy must be defined and put into action at every level – your branch, your department, and your desk. As a promising C-level leader, your ingenuity in establishing objectives, clarifying the most likely paths of success, and rolling up your sleeves for hands-on implementation sets you apart, revealing your commitment to the mission and vision of your credit union.


Great Boards Ask Great Questions. As a board represents members’ interests, ensures safety and soundness, and supports its CEO; its commitment to asking great questions enhances its value. By appreciating its credit union’s central strategic ideas, a board can design intentional questions that balance short-term member experiences with long-term credit union value. These beneficial, attentive explorations help a board remain strategic in its focus, allowing the CEO to design, discuss, and execute viable strategies. The result is a complete balance between governance and execution, a strength that ensures great value and success from a board and CEO.

Keep Your Eye on the White Board: Strategic Focus at the Board Level. As your credit union grows, governance and long-term strategic focus become more important. While Board meetings need updates of financial status and noteworthy operational matters; of greater significance, your Board can help the CEO work “on” the business, rather than be “in” the business. By investing more time on “white board” items of direction, legacy, and value, your Board helps your CEO lead a credit union that delivers the kind of results that keep your credit union relevant for decades to come.

The Art of Execution – Strategic Success Delivered. Boards task CEOs with delivering results toward sets of long-term objectives. While building detailed and comprehensive plans that articulate strategies, activities, and timelines is important; creating credit union-wide commitment to strategic success is essential. A principal role of the CEO is to maintain focus on the members, markets, and domains where the Board anticipates success. Delineating elements of strategic success through the credit union is key to execution. As colleagues understand and engage with their roles in strategic success, execution ensues at every level, where members benefit most.

Governance 2.0 – A New Model for a New Era. Governance models have grown through the years. Which is best for your credit union, given your Board’s intent of representing members, supporting your CEO, and committing to long-term safety and soundness? A fused model that integrates: back-to-the-basics governance; ongoing relevance for the changing nature of financial services; and, a focus on service to members. From these principles, your Board can: design metrics for successful governance; establish the precise combination for Board attention and activity; and, produce a suitable balance of guidance, oversight, and representation.

How the Best Boards Get Better: Next Practices to Enrich Your Board. As credit unions continuously evolve to remain relevant for their members, the best boards realize that they must change, too. These boards: focus on strategic thinking first and foremost; regularly recruit, renew, and refresh their board membership; and, constantly look to innovative governance practices from the for- and not-for-profit sectors. Learn some of the most effective board dynamics, from contemporary credit union models, as you seek to ensure your members have the best and most pertinent representation and leadership for their credit union.

After the Handshake: Getting CEO Transition Right. Succession planning doesn’t end when a new CEO is hired or appointed. The CEO transition process is equally, if not more, important to maximize your new CEO’s chances for success. Designing a plan for CEO transition involves: your Board; incoming CEO; and, at times, outgoing CEO. A comprehensive checklist for a successful CEO transition is significant to address culture, expectations, feedback, relationships, and roles. Transitioning to a new CEO is an exceptional opportunity for a Board to continue ensuring the finest leadership for the credit union’s members and professionals.

Successful Onboarding for New Volunteers. You’ve added new volunteers to your governance team. Odds are they represent a new demographic and they reflect your credit union’s expanded field of membership. How do you develop this new set of leaders in ways that help them contribute right away? Even more, what must a credit union do to balance history and tradition with the need for change and a future focus from all volunteers?

Covered in this breakout session or half-day workshop:

• The Modern Volunteer – Expectations, Duties, and Leadership.
• Development for New Volunteers – Mentoring, Education, and Executive Access.
• Governance vs. Execution – Where to Be Hands-On and Hands Off.
• Involving New Volunteers in Leadership from Day One.
• Strategic Volunteers – Evaluation, Refinement, and Growth as a Governance Leader.