For Stacie Wyss-Schoenborn, vice president of membersolutions at BECU, “status quo” simply isn't in her vocabulary.

“I've always been someone to challenge the status quo,constantly asking how can we improve and what can be donedifferently,” said the latest Women to Watch honoree, who hasbeen with the over $11 billion Tukwila, Wash.-based credit unionfor some six years. “Every met project or goal, product or servicepresents an opportunity to retool and create a better experience.I've always enjoyed a challenge and it's what drives me to want toexcel and find what can be improved upon to make more of a positiveimpact for BECU Members and staff.”

Like many, Wyss-Schoenborn, stumbled into credit unions­after realizing that her job at a high-risk lending firmwasn't the right fit.

“While I felt there was a ­value in providing theseindividuals with access to credit, at the end of the day I didn'tfeel good that I personally was likely compounding analready fragile financial situation,” said Wyss-Schoenborn. “I wasin my 20s and didn't know a thing about credit unions. I startedworking at the Oregon Credit Union League, became educated on thevalue proposition credit unions offer and discovered it mirrored myown.”

With the majority of individuals learning about credit unionsthrough SEGs or as employees, she said there's an opportunity forthe industry to be more proactive in recruiting that top talentright out of college or graduate school by building awareness ofthe unique value proposition credit unions offer.

“True leadership is about inspiring people and guiding themthrough change,” said Wyss-Schoenborn. “To ensure the ­resultsdelivered are the best we can offer, there's got to becollaboration. I don't believe I have the best ideas; thoseultimately come from collective input. I want to hear from others,that's how you build and refine ideas to ­deliver the bestsolutions. It starts with hiring people with different strengthsand leveraging their talents. You fail in leadership if you don'tcapitalize on what you have, which is human capital.”

With a group of CEOs retiring, she said there has never been abetter time for leaders to step up for consideration.

“I think everyone can be a leader. Every morning when you getout of bed you choose your path for that day whether to lead orfollow,” said Wyss-Schoenborn. “There are so many resources outthere such as organizations like Filene, Leagues, WOCCU, CUNA, CUNAMutual Group, National Credit Union Foundation and The CooperativeTrust. These associations provide opportunities to get connected,involved and gain experience. I have a network of people I go to astrusted advisors. I think everyone should create a panel of theirown board of directors as a trusted source to ask advice, bounceideas off or to collaborate with to develop solutions to everydaychallenges.”

Ideas cannot just languish due to analysis paralysis, saidWyss-Schoenborn, as there's something to be said for failing fast,moving on and learning from any mistakes along the way. It's allpart of the improvement process.

“I believe in keeping it simple, so for me innovation is moreabout business process reinvention,” she said. “If you improve uponsomething, there's no need for a big bang or wow factor. Werecently made a change that allows front line staff to launchdirectly into a core system when talking to members that savesthree seconds. Individually, three seconds may not seem like a bigdeal, but multiply that time across our branch footprint and thetime savings gained is substantial. It's about base hits to­improve and provide the ultimate experience to members and­employees alike.”

Given the sweeping shifts of the competitive landscape, theissue of relevancy will determine how the industry as a wholesurvives and thrives in future.

“There is an urgency in retaining and growing membership,” saidWyss-Schoenborn. “The competition is everywhere; retail stores,Google Wallet, Facebook, in addition to big banks. To remainrelevant, we must bring value to members' lives every single dayand earn their loyalty. I wish more credit unions were asking howto come together as an industry and be more relevant. I love andbleed credit unions, but I think as a whole we need to effectivelycollaborate more, leveraging our strength as a community versussingle entities.”

She added that individual credit union efforts would becomplemented by an industry push for relevance.

“Each credit union should determine what makes them morerelevant in their members' lives and how to bring additional valueto the relationship,” she said. “That means asking why ­someoneshould join your credit union. What is your value proposition?Everyone should have their own elevator speech that answers thesequestions. Sometimes ­credit unions don't effectively tell thestory. With credit union's ­overall market share hovering around10%, we can't afford to waste time thinking of other credit unionsas competition.”

The reminders of what's ­really at stake were recently drivenhome for her during checkout at a local Target.

“As an example, I'm more ­concerned about Target offering adebit card that links ­directly to an existing checking account andgives back 5% to charities and local schools. In the clerk's salespresentation to me, one of the selling points she mentioned was howgreat it was not to have to deal with a bank. I stoodthere and realized, right here, this is disintermediation,” saidWyss-Schoenborn. “I was being taught a lesson on how vigilantcredit unions need to be about remaining relevant to theirmembership. If we're not providing timely service, members will goelsewhere. We have to woo members with ­service, looking foradditional opportunities to deepen relationships and we must askfor the business. If we aren't providing ­education on our productsand services then it is financial malpractice and members may havea Target Red Card in their wallet. We need to sell our current andfuture members on the benefits of the cooperative improving theirfinancial lives.