When Jed A. Meyer first dreamed ofbecoming a credit union CEO, it wasn't for the paycheck or glory.Rather, it was so he could capitalize on opportunities to helppeople – members and employees alike.

For the latest Trailblazer 40 Below, success is about pushingthe envelope of the cooperative structure so credit unions can bestdeliver on the promise of value.

“My advice to anyone is to figure out where your passion andtalents lie and to do what you love,” Meyer, president/CEO of St.Cloud Federal Credit Union in St. Cloud, Minn., said. “I justwanted to make a difference and I found that in credit unions.There's such great possibility and opportunity in what we canaccomplish as a collaborative group.”

Meyer began his career in the financial industry more than 15years ago, and his experience has ranged from frontline service toloan operations to senior leadership. He worked in several types offinancial services organizations, including banks, before findinghis home in the credit union industry.

Under Meyer's leadership over the past two years, the $145million credit union has focused more deeply on aligning itsstrategy with its core values, which spell PURPOSE (passionmatters; united we make a difference; reach for more every day;people are trustworthy and unique; operational excellence; serviceabove self with balance; and embrace change and creativity.)

These phrases are not just lip service or something on a wall –they've been steeped in the credit union's culture, Meyer said. Forexample, its plans to merge with the $20 million St. Cloud City andCounty Employees Credit Union aligned with the value of embracingchange and led to positive results. The September 2015 NCUAFinancial Performance Report Ratio Analysis revealed the creditunion experienced market share growth of 8.41, loan growth of 13.56and member growth of 4.98 compared to the peer averages of 4.71,8.30 and 2.26, respectively.

“At St. Cloud it's never been about growth for growth's sake,but rather growth to expand opportunities to make a difference,”Meyer said.

The credit union's strategy in its most basic form revolvesaround taking care of members, employee development and financials.He said when staff prioritized “the human element,” and the needsof members and employees, financial success followed.

In addition, at St. Cloud, giving back through communityengagement and financial education is a responsibility, not justsomething to be checked off a to-do list. He added that relevantengagement with members and employees is how credit unions canenrich their communities and help people become successful.

Meyer pointed to a partnership with Sartell-St. Stephen SchoolDistrict 748 and a $2,500 grant from the Minnesota Credit UnionFoundation, which St. Cloud matched, as an example of what can bepossible. This partnership and funding resulted in the creation ofa lending curriculum for the school's human geography classes, forwhich ninth grade students create development plans for differentparts of the world and present micro-lending opportunity researchto a panel of experts from St. Cloud. Students then partner withKiva, a global non-profit organization that helps people around theworld alleviate poverty through small loans, to turn their ideasinto reality.

Most of the loans granted through the program range from $50 to$100, and the payback of the loans has created a self-perpetuatingprogram that can be used by future students. In addition, theprogram was originally created for an advanced placement class butis now available to every ninth grade student at the highschool.

“It is such a cool program, and to see the dynamic presentationsfrom these teens, we are left just inspired and in awe of whattheir future holds,” he said.

This sense of collaboration has extended beyond St. Cloud'swalls to other credit union leaders in the area. Once a quarter, agroup of local credit union professionals get together to shareideas and challenges, and when necessary, lean on one another forinsight and assistance.

“It's great to have a network of leaders you can call,” Meyersaid. “As a young CEO, no matter how dynamic you may be, you can'treplace the wisdom that comes with experience. You've got to behumble and be a sponge. Before you decide to blaze new trails, slowdown and pay attention.”

Meyer has always tried to take advantage of every opportunitypresented to him, so it was important for him to land in anenvironment where employees have freedom within a framework thatbalances empowerment with accountability.

“It's not enough to just say you see their potential,” he said.“People have to be given the opportunity to be great. I can't wantit more than they do. They have to want to be at their best anddrive the car.”

He added that nothing is more fulfilling than being in anenvironment where one's beliefs are aligned with what he or shedoes on a daily basis. Putting people above profit within acooperative structure allows for many opportunities, not just inattracting top talent, but in attracting members, he said.

The challenges of a changing landscape, the cost of technologyand economies of scale have been around for years, andunfortunately, too many credit unions have been in survival mode asa result, he said. According to Meyer, the solutions to thesechallenges may lie in focusing on what makes credit unions unique –their cooperative structure.

“The industry will change more in the next 10 to 15 years thanit has in the past 30,” he said. “We can't just be reactionary. Wehave to start with a strong strategy. Where are the opportunities,what are our weaknesses and where can we take more risks? I don'tthink there are enough conversations at conferences about, 'Here'swhat I'm doing in my marketplace because of xyz and the results.'The moment we stop learning, we stop moving forward. There's alwaysroom to improve and adapt so we can keep pulse with our members onhow they want to do business with us.”