Generally speaking, while women are avid users of technology,they tend to be underrepresented in its creation.

|

According to the National Center for Women & InformationTechnology, women leave tech industry careers at twice the rate ofmen. In addition, women hold only 5% of technology leadership jobsand just 19% of software developers are female.

|

Women and technology both play a critical role in the future ofour industry, as one prominent female executive opines.

|

So with technology as still a male-dominated field, we thoughtwhat a great opportunity to showcase the credit union industry'sWomen to Watch in Technology.

|

It wasn't an easy task but the five women selected champion therole of technology as a strategic partner to help credit unionscontinue to be relevant.

|

It's been an honor to be able to recognize those women whochallenge the status quo and push creative solutions to addresswhat ails their credit union and oftentimes, the industry as awhole.

|

Here are their stories.

|

First: The Explorer, Harmony Paulley, Co-opCU

|

|

The Explorer Who Never Stops Learning

|

Also Read:
Snapshots of Cracking the Glass Ceiling

|

For Harmony Paulley, electronic records manager at the $259 millionCo-op Credit Union in Black River Falls, Wis., every day representsan opportunity to learn and grow.

|

“I made a promise to myself after I had graduated to never stoplearning,” said the Women to Watch in Technologyhonoree. “Your education shouldn't stop when you leave school. It'severy individual's responsibility to create their own curriculumand make a point to keep growing.”

|

It's about accepting new challenges, she said.

|

“Opportunities present themselves every day and while it may beeasier, given how busy we all get throughout the day, to pass, wehave to accept new challenges,” said Paulley. “It's important tofigure out what scares us because it's usually those things that wemost need to do,” she said. “As we overcome those fears, we get theconfidence, strength, courage to push ahead to the next challenge.Facing those scary moments not only helps us grow, but empowers usto keep trying and embracing change.”

|

That quest for challenging the status quo to deliver customsolutions has been part of the allure of the technology field atthe Wisconsin credit union, Paulley said.

|

“I know it sounds cliché but Steve Jobs is one of my techheroes. I may not have liked all his actions, but I admire that hewas such a visionary. He saw things that didn't exist and foundbrilliant people who could help him create it,” she said

Imagine the possibilities in the credit union world if we couldfind and collaborate with others who could help us create anddeliver solutions to help make members' financial lives easier orbetter somehow.”

Paulley's willingness to take a risk to expand her talents hasresulted not only in a career she loves but also feeds her desireto help others.

|

“I always liked writing and have a natural curiosity aboutthe world around me so I had dreams of being a journalist, but Ialso had this drive to help people as well. To be part of acooperative that is devoted to helping others and making a realdifference in peoples' lives, that just resonated with me. Iwouldn't want to be anywhere else.”

|

The Apple motto of “thinkdifferent” is how Paulley not only defines innovation but alsoleadership.

|

“To me innovation is about seeing or thinking about something asno one has ever seen or thought before,” the electronic recordsmanager said.

|

“I think change is the biggest challenge facing leaders today,”she said. “No matter what change is hard for everyone and it can'tbe stopped. So to me, how you handle change not only defines you asa leader but also has a lot to do with your effectiveness as aleader.”

|

For her, effective leadership boils down to the ability totranslate the vision into reality by motivating others toward agoal. It is also about leading by example, recognizing thepotential in others, mentoring, and providing opportunities forthem to grow, make mistakes, and reach their potential.

|

“Over the years my perspective of leadership has evolved,”said Paulley. “It's not just about leadership only being possiblewith the title of CEO or vice president. I see leadership every dayin other people across departments and the industry as a whole. Ithink we have lots of leaders, just not in the conventional senseof titles.”

|

The Cooperative Trust is one such example. Launched in 2010, thegrassroots organization composed of several hundred young creditunion professionals has focused on ensuring the industry continuesto thrive in the future. Its activities include meetings,mentorships online collaboration and development projects.

|

“I can't tell you how much inspiration I get from being a partof The Cooperative Trust,” Paulley said. “Here is this group, aconcentrated pool of passionate, talented people, havingconversations and working on projects to help push the industryforward with solutions that address members' needs.”

|

The key to credit unions remaining relevant lies incollaboration, she added.

|

“In terms of technology we have to collaborate more and leverageour strengths particularly within our core systems” said Paulley.“I had an opportunity to participate in the World Council ofCredit Unions' International Credit Union Leadership programand traveled to the Dominican Republic.

|

“They have more limited resources than we do here, but all thecredit unions in the country pooled their money together to hiresomeone to create the technology they needed to serve theirmembers. It was amazing. I couldn't help thinking, 'Why aren't wedoing something similar here?'”

|

Indeed, with technology as one of the biggest expenditures,finding ways credit unions can collaborate to reduce those costsand invest in each other and the industry as a whole has to be apriority, Paulley said. Other challenges looming, including theloss of small credit unions, taxation and retirement of longtimeboard members and executives provide even more reasons to joinforces.

|

“Collaboration is vital to our future,” Paulley said. “CUNA'sUnite for Good is a step in the right direction and something thatwe all should embrace and be a part of. We need to ask how can westop the trend of small credit unions heading toward extinction andhelp them thrive. There's so much we could be doing.”

|

Next: The Mentor, Jen Shefner, Columbia CU

|

The Mentor Asks: Enough Hours in the Day?

AlsoRead:
Snapshotsof Cracking the Glass Ceiling

|

Jen Shefner, assistant vice president for e-commerce/interimmember service manager at Columbia Credit Union in Vancouver,Wash., never imagined that a major in journalism combined with astrong interest in Web programming and content management wouldpave the way to finding her passion in serving the credit unionindustry.

|

“It provided a good foundation for problem solving,” said theWomen to Watch inTechnology honoree of her certifications in programming andcontent management. “Working at a financial institution, let alonea credit union, never really entered my imagination, but inretrospect it's been a huge blessing in my life and a wonderfulplace to work. My role here has been so rewarding. I've got awonderful team and with technology changing at such a fast pace,it's fun to launch solutions that will help improve the lives ofour members.”

|

For Shefner, it's the people that have made all the differencesince she joined the now over $917 million credit union some 11years ago.

|

“Several years ago I heard a quote that I've tried to live by:You will be the same person in five years as you are today exceptfor the people you meet and the books you've read,” saidShefner.

|

“I believe it to be a rather applicable philosophy. Continuallearning is something I value highly, and I have made an ongoingeffort personally and in my career to expand my knowledge throughinteraction with others and reading,” she said.

|

Whether it's a coworker, a reference call about a technologyvendor, or an acquaintance from a conference, there's so much to belearned from others and their experiences.

|

“I have more of a democratic leadership style. I highly valuethe ideas of my staff and encourage them to contribute,” saidShefner. “I facilitate a team, but it's the team as a whole thatsucceeds. It's important to me that my staff feels valuedindividually. Regular communication, walking the halls to check inwith staff each day, and coaching are part of that.”

|

Citing time as one of her greatest challenges, she said givenall the team at Columbia CU wants to accomplish, from improvingprocesses to exploring new technologies available, there simplyaren't enough hours in the day.

|

“The first step to finding solutions is understanding thecurrent process and challenges,” Shefner said. “Next I thinkcollaboration is key. I ask my team for their ideas and I turn toconnections in the industry to find out how they've solved similarchallenges. I look for what authors Chip and Dan Heath call 'brightspots' – successful efforts worth emulating.

|

“Lastly, I always anticipate a solution is possible. I'll pushmyself, vendors and coworkers to keep looking for that betterway.”

|

As someone driven by learning and solving challenges, forShefner, true innovation must go beyond just the bells and whistlesof something new.

Innovation is a new idea, product or process. But, I think it'smore accurately defined within the scope of its audience and theultimate impact the change creates for that audience.,” saidShefner. “It's something that ultimately impacts people's habits,like digital cameras, touch screens on the smart phones. But as youtighten the scope and the audience, creative innovation can befound everywhere.

“In your credit union that might mean coming up with a newprocess that improves efficiency. A great internal idea can impacta team or the credit union in a big way even if it's not a groundshaking invention.”

|

Shefner added that great ideas can come from anywhere within anorganization and there's value in being open to share and receivethose ideas. A big believer in collaboration, it's one reason shedeveloped a LinkedIn User Group for Intuit Financial Services (nowDigital Insight) customers about a year ago.

|

She said the group has proven to be a valuable resource and toolto exchange information about solutions, challenges and internalprocess around online banking management while helping her stay intouch with people in similar roles she's met though conferences andreference calls.

|

“We need to be intentional about growing in leadership andengage with others beyond the credit union walls,” said Shefner.“There have been a lot of great people I learned from.

|

“Again it comes back to the philosophy that you grow most fromthe books you read and the people you meet. That might look like aformal mentor relationship, but it might also come from having thecourage to ask other leaders how did you get here, what would youhave done differently, etc. when you have that one-timeopportunity.”

|

After all the Columbia CU technology exec said, one never knowswhat curiosity and greater engagement with others can lead to orthe ideas and questions it can spark.

|

“In terms of technology I wish more credit unions were askinghow do we reshape what great credit union service looks in a worldwere members visit online and mobile channels 10-plus times a monthand may only come into a branch six times a year? What deliverychannels and technology features will truly engage new members anddeepen relationships with those we already have?” said Shefner.“What are the risks of waiting and benefits of leading intechnology? How can we collaborate within the credit union industryand better leverage our economies of scale and compete with the bigbanks when it comes to offering technology?

|

“Internally, could we be doing this a more efficient way? Howcan we automate or why we do this in the first place?”

|

The answers will hopefully help lead to better understanding ofhow credit unions can deepen relationships with members.

|

“Understand what truly differentiates you and make surethat it's something that is relevant with your target audience andwill drive members to come and stay,” said Shefner. “Identify howimportant embracing technology is to staying relevant – and thespeed to which it should be embraced.”

|

That is where she said again the power of collaboration can makea difference.

|

“Part of why I created the user group was to help solveproblems, push myself and others to look for a better way,” saidShefner. “ Our vendors know I'm a little high maintenance because Ipush a bit more, and in the end it helps deliver a better solutionfor our membership.”

|

Shefner successfully led the implementation of mobile bankingseveral years ago, which resulted in 20% adoption by Columbia CU'sonline users within the first three months. This past July she ledthe successful conversion of the credit union's mobile suite to anew mobile and tablet platform.

|

“We've received strongly positive feedback from members andafter finishing our first full month moved 35% of our active onlineusers onto the new platform. I feel confident that we made theright move for our members and the credit union,” she said.

|

She added that whether major initiatives like the conversion,implementation of a new purge process for business online banking,which saved the credit union over $50,000 within the first 12months, or even simply completing a risk analysis of online andmobile services, it's ultimately the resulting impact that mattersmost.

|

“One of the greatest challenges for leaders today is the pace ofchange, prioritizing investment with the speed of innovation andresponding accordingly,” said Shefner. “We've got to be aware ofwhat advances are being made. “

|

From advances in mobile and tablet banking, P2P, marketingoptions and business mobile to delivery channel trends, there's alot to monitor.

|

“We've got to shift our perspective and view challenges asopportunities,” said Shefner.

|

Next Page: The Tinkerer, Belinda Caillouet, SpokaneTeachers CU

|

TheTinkerer Who Tames Continual Change

Also Read:
Snapshots of Cracking the Glass Ceiling

|

Twenty-six years ago the culture at Spokane Teachers Credit Union drew Belinda Caillouet into the credit union industry and she foundher niche in technology.

|

“I didn't plan a career in credit unions,” said the vicepresident of information technology at the $1.8 billion STCU inSpokane, Wash.

|

“At the time I was just applying for a job, but from the start,for some reason I'd been drawn to the credit union. I'm sure it wasthe people and culture and I think when I discovered my place intechnology, that is when I knew this is where I belonged,”Caillouet said.

|

“The people, credit union philosophy, willingness to give backto the community, fit more with my core values and it's why I'mstill with that credit union I applied to 26 years ago.”

|

Caillouet said that at one time she had contemplated being anaccountant but a few classes in she realized it wasn't the rightdirection for her.

|

“I'm a curious person who enjoys tinkering and solvingproblems,” said the Women to Watch in Technologyhonoree. “I think that's why I'm so drawn to technology. It'scontinually changing.”

|

As someone who thrives on challenges, the field delivers in moreways than one.

|

“I love innovation, challenges, and am willing to take risks.It's the development of solutions that inspires me every day,” shesaid. “Honestly, the best part of my job is working with ahigh-performing team that challenges the status quo.

|

“To me, innovation is thinking outside the box to solve problemsor create opportunities, keeping in mind that anything ispossible.”

|

She added that adaptability and willingness to explore otheravenues applies to leading others to help accept and welcomechange.

|

“With the constant state of change in the industry, in order forleaders and the industry as a whole to survive and thrive, theyneed to be adaptable,” she said. “Change is hard for everyone, soit's important to know where your team falls on that change meterto help them understand and be part of the solution. Does it exciteor stress them out? And then focus on individual needs.”

|

She said it also helps to share the whys behind the change.

|

“I try to share the challenge we're trying to overcome so othersfeel more emotionally connected and share the why behind it, paintthe vision and communicate that often. You've got to continue tocommunicate what's in it for them whenever possible,” saidCaillouet.

|

“Hear their voice as much as possible in the decision makingprocess and keep everyone updated. Celebrate the wins and keep thedoor open to allow them to vent.”

|

The STCU vice president addedthat effective leadership is also about continual learning.

|

“Work with mentors, take educational courses, read aboutleadership and never stop challenging yourself,” she said. “I thinkit's important that you then take everything you've learned anddevelop your own leadership style based on your values. What Ialways think about is, whenever I feel uncomfortable in asituation, I know that I'm growing as a leader.”

|

Created for everyone there, an internal portal site calledInnovation Station, where employees can post comments, askquestions, and offer solutions to strategic challenges, has proveneffective in helping staffers, particularly the front line staff,feel more empowered and that their ideas and input matter and arevalued.

|

Staffers can vote on ideas submitted with thumbs up or down andmake suggestions or comments accordingly. Caillouet said thecollaborative environment helps strategically fulfill the STCUvision.

|

For example, the credit union recently developed the new memberaccount process app, reducing the time to join STCU from 45 minutesto just 10 minutes.

|

“It's great for members and our member service representatives,”said Caillouet. “We changed our business rules so we are able todeliver better service to members.”

|

She said the input from the members and front-line staff alikehelped streamline a cumbersome process to joining. Taking it toanother level, now imagine the possibilities and opportunities forthe industry as a whole with greater collaboration among creditunions, vendors, leagues, CUSOs, corporates etc. she said.

The fact is the world is changing around us. We can do nothingand be irrelevant, change and keep up or change and become aleader. It's very important that we credit unions work together tohelp push the industry forward,” she said.

“There's a lot of silos and duplication even on the politicalside to have one voice. We should be asking how can we worktogether to improve the industry as a whole. There's so much we cando on the technology side. How can CUSOs work closer together toprovide more efficiencies in back offices of large and small creditunions? For example, if we consolidated to one check processor, itcould help identify fraud better,” Caillouet said.

|

“In addition to industry challenges of regulation and shrinkingmargins, competition has changed to include anyone offeringfinancial services and threatens our relationships with members orpotential members. The time has never been better to continue toexplore new ways to work together.

|

“We have to be more creative in the battle as it includesWalmart, PayPal, Starbucks, Verizon or Target,” said Caillouet.

|

She pointed to the CUNA Technology Council, which has been doingits part through the Credit Union Financial Exchange, as a way tohelp credit unions become more competitive by being able to delivernew products and services to market quicker as a result ofintegration standards. She said, with a set of standards that coresand ancillary systems will code to, CUFX could help credit unionsnot only save money but time and resources spent integrating newtechnologies.

|

Next Page: The Communicator, Heather Moshier, SDCCU

|

The Communicator, Innovating by Example

Also Read:
Snapshots of Cracking the Glass Ceiling

|

Expressing interest in being part of a credit union's firstin-house computer conversion helped Heather Moshier, executive vice president for informationtechnology at the $6.2 billion San Diego County Credit Union,discover her affinity and passion for technology.

|

“I started out thinking I would like to be an accountant, butquickly realized it was not the right fit for me,” said theWomen to Watch inTechnology honoree on changing her path in school to managementinformation systems.

|

“My experience early on in my career on the new core systemconversion was exciting and I loved the challenges that came withit. Throughout my career, I oversaw computer operations, humanresources and marketing functions,” Moshier said. “However, myheart always drove me back into the technology field. I lovelearning, deploying leading- edge technologies and working with agreat group of people.”

|

She added, “Working with the talent at SDCCU is the best part ofmy job. The support we receive in IT from the staff, executives,CEO and board of directors is truly remarkable. I love interactingwith people and finding out what we can do in IT to help accomplishSDCCU's strategic goals.”

|

Moshier also said that exploring the possibilities of drivingthe digital transformation has not been limited to within the wallsof SDCCU but extends to the industry as a whole as well.

|

“Working with the most talented IT executives in the creditunion industry on the CUNA Technology Council has been veryimpactful and helped me learn from the best,” said Moshier. “As anindustry, we need to be able to move faster with integrating newtechnologies and services.”

|

To that end she is excited about the progress of CUFX, theCredit Union Financial Exchange, which the CUNA TechnologyCouncil has been leading.

|

“CUFX will revolutionize the way in which credit unions canbecome more competitive by being able to deliver new products andservices to market quicker as a result of integration standards,”said Moshier.

|

CUFX is a set of standards that cores and ancillary systems willcode to.

|

“This standard will save thousands of dollars and hundreds ofhours of time integrating new technologies,” said Moshier.

|

“I think it's very important for the business to drivetechnology, not technology drive the business. So, credit unionsshould be asking their IT departments for a strategic technologyplan and align it with strategic goals. This is the only way tokeep IT in line with the business and be an enabler,” she said.

|

When it comes to innovation and credit unions remainingrelevant, Moshier said, it starts with people.

|

“It all starts with having theright people in the right positions. It has to begin at the top andgo throughout the entire organization,” she said. “You can onlymove forward with the right team players, as those who are not onboard can hold you back.”

|

She added that it's important to have a good structure in placeto support growing business needs.

|

“You know, when I heard someone's title as chief innovationofficer, I found that intriguing,” said Moshier. “All IT executivesare responsible to keep a keen eye on innovation. You see this moreand more in today's organizations.

|

“Innovation is thinking outside the box and coming up withsomething new. Whether the innovation is an idea, technology orprocess. Being innovative can be a key to a company's overallsuccess.”

|

There's a lot for IT execs to keep their eye on.

|

“It's all about mobile solutions. The landscape is changing fromPC -based Internet services to mobile and tablet apps,” she said.“I am also keeping a close eye on the changing payments landscape.Who is going to win in the end?”

|

The SDCCU executive added that one of the biggest challengesfacing leaders today are the risks of committing too early, too bigor too late or too small.

|

“This is always the question. Do you be a leader and commitearly? This would be a risk taker, or do you sit and wait untilit's too late and competitors have passed you by,” said Moshier.“It's all about the balance and your company's appetite for risk.In order to be successful you need to take risk.”

|

She acknowledged there's more due diligence, discussion and riskanalysis required of leaders today but said it's the risk takerswho reap rewards even in their own professional and personaldevelopment.

|

As someone who prefers to lead by example, Moshier meetsregularly with staff and team members to ensure everyone is movingin the same direction. She said it's important to address anyconcerns or conflicts right away.

I learned early on in my career, never to suffer in silence. Ihave always told my team that if something is bothering you, besure to speak up. Don't hold back,” Moshier said. “I think it takesa lot of hard work, people skills, self-confidence and drive tobecome a leader.”

“Seek advice from strong, successful leaders and have aconversation with them. I do this all the time with individualsearly on in their career wanting to grow and becomesuccessful.”

|

Next: The Cheerleader, Terri Bentley, RedstoneFCU

|

|

The Cheerleader Who Says 'Be Different'

Also Read:
Snapshots of Cracking the Glass Ceiling

|

Where others may see a problem or challenge, Terri Bentley, vicepresident of technology at the $3.5 billion Redstone Federal CreditUnion in Huntsville, Ala., sees opportunities and ways it can beimproved.

|

“This happens easily for me personally and professionally,” saidthe Women to Watch in Tech honoree. “Personally, when I look at anolder home, I can see past the harvest gold appliances, worn outfloors and dilapidated cabinets to my new home with walls removedand my décor.

|

“Professionally, I do the same thing when we brainstorm orcollaborate a problem. Process improvement and finding ways to dothings better is my passion.”

|

Bentley added that it makes all the difference that the team atthe over $3.5 billion credit union share the same passion.

|

“They are encouraged to think different,” she said. “The role ofIT is changing and is no longer a support role but more a businessenabler role. To me, our role is fun, and seeing our employees'enthusiasm inspires me and this great team to want to do more.”

|

For real change to happen, after thinking differently, one mustbe different. For those in environments where change is not easy,that can start with making small steps toward embracing it.

|

“Add more improvements with each acceptance of change,” saidBentley. “As leaders this is a must to remain in business. I like aquote by Jack Welch, who said, 'You must keep the visionup-to-date, fresh and relevant. The vision should be continuallyreviewed.

|

Business leaders that treat change as an enemy will fail.'”

|

While she is driven and inspired by developing strategicsolutions and a job well done, Bentley said it's ultimately helpingothers – members, employees, industry peers, family, community –that she finds so rewarding.

Coaching and mentoring new leaders, surrounding yourself withtalented people and watching them grow is the best part of my job,”the Redstone vice president said. “I do not think any of us have adetailed plan right out of college of what we want to do with ourcareers, but more of a broad idea.”

She added, “As far as my broad career idea of working in thetechnology industry and enabling the business to meet goals, I feelI am doing that today as a member of the executive team at RFCU anda decision maker. “

|

Like life, she said one's career path is a journey. Along theway there have been many people and events that helped shapeBentley into the person she is today, and she said her high schoolcalculus teacher Ms. Campbell, made an early impression on herlife.

|

“She told me I had innate skills related to science and math, agreat personality and that I should set goals to change the worldand make a difference,” said Bentley. “My talents and skills as aleader have matured and I feel I am still making a difference inthe financial and technology industry today.

|

“However, I have more to learn and more to contribute. I feel Iam only part of the way down my path and have many goals still toachieve including mentoring many new leaders along the way.”

|

The idea of being collaborative, remaining united and stayinginvolved in Washington and with local politicians, she said is thefirst step credit unions industry-wide can take to ensure theycontinue to be relevant and thrive in the future.

|

“The competition is no longer another financial institution. Itis anyone in the business of providing financial services. It isunconventional companies like Walmart, General Motors, Microsoft,PayPal, Square, insurance companies, online banks, etc.,” she said.“In terms of technology, credit union management teams must createalignment to the vision and ensure they stay focused and nimble, soas to capitalize on the opportunities as they present themselves,”Bentley said.

|

That means asking questionsranging from what the credit union is doing to prepare for the nextgeneration of consumers, to does your credit union have amobile-only strategy. She added that technology is ever changingand there's a lot to keep tabs on related to payments, NFC, EMV,P2P and all forms of digital wallets.

|

At RFCU, two new departments of software development andbusiness analytics and automation were created with a clear focuson continuous process improvement. According to Bentley, the teamshave developed 28 applications for RFCU using a SDK provided by itscore technology provider, Fiserv and DNA, that are now for sale toothers in the financial industry via DNAappstore.com. In addition,they have developed Web services and interfaces to third-partyapplications that are available for sale to others via its CUSORedstone Consulting Group.

|

“To me, innovation is a new idea or method. A new invention or anew way of doing things,” said Bentley. “We have saved thousands ofman hours along the line of process improvement. Being complacent,doing things the way they have always been done limits growth inthe industry as a whole and as leaders.”

|

She encourages everyone to apply their own Oz Principles of seeit, own it, solve it and do it.

|

“The best advice I've been given and I share with others is,'Close your mouth and open your eyes.' Good leaders listen. Don'tstay behind a desk or in an office. Walk around and observe,” saidBentley. “Find that leader who inspires you along your journeywhether it is at school, church, community events, or work. Pick upsome of the skills they use and adapt it to your style. There's noone perfect management style.”

|

She added that it's important to create a style that inspiresothers and delivers desired results.

|

“Set personal and professional goals for yourself. And be nimbleand willing to change as life around you changes,” she said.