It isn't often you get to wake up doing exactly what you dreamedsince you were 12, so for Melanie Vest, chief financial officer atDenton, Texas-based DATCU Credit Union, her journey so far hassimply been blessed.

“My parents were accountants and worked at university financialinstitutions and take your daughter to work day was my favoriteday,” said Vest. “To be able to see the process and be in what wasjust a family-oriented place where they knew my name stayed withme.”

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She got her start at the $607 million credit union as apart-time teller while going to college and quickly worked up theranks.

“I worked the drive thru part-time, but that was it. I fell inlove with what we do and how we are able to really help people,”said Vest. “In a few months, there was an opening in the accountingdepartment. I wasn't the most qualified but I think they saw mycompetitive side and took a chance on me. From there, I was willingto do every job and as they say load my boat until it was full, andI'm still sailing.”

She credits her parents for instilling a desire to dream big,work hard and stay dedicated to accomplishing those dreams. Sheadded that sense of self and drive has always been a big part ofwho she is.

“I think being an athlete, running track in college and the hardwork that comes with it definitely fed my competitive spirit andhelped shape my leadership style,” said Vest. “Mediocrity was notan option, we always had to run harder, faster, be better while atthe same time work as a team encouraging and supporting oneanother. So while there was opportunity for individual achievement,it was still very much about the team working together for overallsuccess as well.”

Simply put, there are no limits beyond those that areself-imposed and whether it's her role as a wife, mother or chieffinancial officer, Vest gives 100% to each.

“The advice shared with me all these years is true. It's allabout consistency and there is no substitute for hard work,” saidVest. “Nothing is ever handed to you, and no one is ever successfulon their own. I've had great mentors throughout my life, and that Iget to give that back and be able to guide and mentor others alongthe way is one of the best parts of my job.”

Failure has never been an option for her.

“No just means there's another solution waiting to be found,”said Vest. “There is always an answer and solution to every problemor challenge. It's just a matter of how hard you're willing to workto find it and at the end of the day, we will get the jobdone.”

That tenacity helped Vest and her team to nimbly respond to thechanging corporate credit union landscape. She worked hands on withthe Federal Reserve and vendors to develop DATCU's method forhandling the huge project and found a way to save DATCU money by eliminating a middle processor. All thenecessary changes were implemented without increasing staff. Overthe past 10 years, the credit union more than doubled its assets.In addition, departments under Vest's leadership remainedconsistent in size with the growth absorbed by implementingefficient workflows, automation of processes and cross trainingstaff to help ensure every aspect of the business was covered.

“I always say that it doesn't matter whether you're a student, astay-at-home mom, an educator or a lawyer, you can avoid beingordinary if you're willing to exceed expectations and deliverexceptional service to those you serve–both internal and external,”said Vest. “I'd love for more CFOs to ask why. Can we look at thelatest challenge in a different way? Take the whole opt-in issue afew years ago. So many in the industry were taking an all ornothing approach. We ended up doing it all in-house, had an 80%opt-in rate and most of the success boiled down to just educatingmembers. So we as an industry need to explore how to spread theword of the value of saving money and value of credit unions. Wecan be profitable, run just as well and efficiently as the bigboys.”

She added that staying true and delivering on core values canhelp credit unions stay competitive.

“I think it's important to really keep the members first andhave quality product offerings that are beneficial to them. Itdoesn't have to be bleeding edge if it really helps and meets themembers' need to save and grow their money,” said Vest. “We have todeliver unique solutions as a way to differentiate ourselves. Thecompetitive landscape has changed in the sense that local communitybanks and credit unions are both very involved in the community andmay look similar on paper. It's for us to identify and show thatcredit union difference.”

She added that the greatest challenge for credit unionscontinues to be regulation.

“I think there we some 200 new regulations passed last year, andwhat it takes to comply with that is like the Titanic in that it'snot easy to shift and maneuver,” said Vest. “Relevance is hugelooking ahead so that means developing ways to listen to members'needs, actively engaging not just our members but our employees aswell. Making sure they feel empowered to share and act on theirideas and recognizing that drive and motivation to be the best anddeliver quality experiences.”

She added that she believes the best is yet to come for creditunions.

“Our cooperative nature is our biggest asset. Having a networkof peers you can call when stuff like opt-in happens is part of whyI think the future is so bright for credit unions,” said Vest.“It's also a huge benefit to have a network of other successfulwomen who can share their experiences and knowledge. We also eachhave to continue to learn and make sure we know what's beingdiscussed in Washington because it will affect what comes acrossyour desk.”