Age: 53
 
Number of years at current credit union: Three as of September 2025
 
Educational background: Bachelor’s Degree in Political Science, University of Southern Maine
 
CU Times: What are your key responsibilities in your current role?

I oversee a range of functions including talent management, leadership development, organizational development and effectiveness, belonging and inclusion, total rewards, employee relations and culture-building initiatives. I partner closely with our Executive Leadership Team, ensuring our talent strategy scales with the business and stays tightly aligned to our values and mission.

CU Times: What drew you to the credit union industry?

Johnson: I’ve been a credit union member since high school – shout out to Saco Valley Credit Union in Maine. In 2013, I became a member of TCU, deepening my connection with the power of credit unions making a difference in people’s lives.

While I’ve spent part of my career in for-profit environments, most of my work has been in the nonprofit sector, where mission and impact drive decision-making.

Credit unions aren’t just about transactions, they’re about transformation. Helping employees thrive so they, in turn, can help members build stronger financial futures. 

CU Times: What unique skills, experience and attributes do you bring to your role?

Johnson: I bring a blend of strategic HR leadership, cultural fluency and operational expertise. I’ve worked across sectors, and ranges of organizational sizes and maturity levels, teaching me to balance agility with structure and translate vision into meaningful, people-centered action.

My earlier roles required me to travel globally, giving me invaluable exposure to different ways of thinking, working and leading. This broadened my perspective and deepened my appreciation for the variety of lived experiences and backgrounds that shape a workforce, something I believe is a strength of our culture at TCU.

CU Times: Which person (or people) do you credit the most for helping and supporting you along your career journey?

Johnson: My mother and my children, in different ways, shaped my career journey.

My mother was a registered nurse. Growing up, I never saw limitations in her career progression. Only later, I came to understand the barriers she overcame. English wasn’t her first language, and she built a successful career in a health care system where, at the time, women were often expected to support doctors, not become them. She exemplified resilience and quiet leadership. She instilled in me a belief that growth is always possible, and you don’t need a spotlight to make a powerful impact.

When my children were young, each day I asked, ‘What did you learn today?’, trying to encourage curiosity and reflection. One day, they turned the question back on me: ‘Well, what did you learn today, Mom?’ It was a simple moment, hitting me deeply and reminding me that learning isn’t just something we encourage in others, it’s something we must model ourselves.
 
CU Times: What are some of the biggest differences between working in your current executive level role and your previous, non-executive roles?

Johnson: One of the biggest differences is the breadth of influence I now have, not just within TCU, but in how I can help champion the credit union movement more broadly.

What’s also rewarding is I have a platform to advocate the value of credit union membership widely, not just in the areas we serve. Whether it's financial wellness, or helping people see what's possible in their careers, this role allows me to be part of something much bigger.

I’m grateful many non-executive roles prepared me well. I had opportunities to partner closely with senior leaders, pilot new ideas and stretch beyond the job description. As an executive, the stakes are higher, the visibility is greater, and the opportunity to shape culture and legacy is much more profound.

CU Times: What’s a challenge you faced when you first joined your executive team, and how did you overcome it?

Johnson: I genuinely feel fortunate; this is the tightest executive team I’ve worked with. The level of trust, collaboration and shared commitment to TCU’s mission is exceptional. Earning trust and building credibility was a challenge I took seriously.

When I joined, the team looked different than today. My challenge was navigating evolving dynamics while establishing myself as a strategic partner. It’s important to be seen not only as a culture champion, but also a business leader who specializes in people strategy. That shift takes time and intention.

I focused on listening, understanding pressures and priorities of my peers, finding quick wins that showed the value a strong people strategy brings. I made connections between people initiatives and TCU strategy, helping the team see that talent is a business driver.

Today, we challenge and support one another in the best ways, and I’m proud to say we’ve built something that truly feels aligned and unified.
 
CU Times: How would you describe your current leadership style?

Johnson: One grounded in clarity and care. I believe people want, and deserve, to know what’s expected of them and to feel that their leader genuinely cares about their success and well-being. Consistency, empathy and purpose aren’t just nice-to-haves, they’re the foundation of trust.

CU Times: What are some lessons you've learned over your career concerning how to communicate well with others? 

Johnson: Communication is less about what you say and more about what people hear. Intent matters, but clarity, tone, timing and delivery can completely change how a message lands.

I’ve learned the importance of listening to understand, not just to reply. People aren’t always looking for immediate answers, they’re looking to be heard and validated. The best outcomes I’ve had started with simply slowing down and being present in the conversation.

A well-placed chat, hallway conversation or quick check-in can build trust faster than a beautifully written email.

Early in my career, I poured my heart into a long email, [which included] multiple bullet points and links. I was proud. Someone replied: ‘So, what are you asking me to do?’ It was humbling, and funny in hindsight. Now, I lead with the key takeaway and assume most people are reading between meetings. It’s made me a better communicator and far more concise.

CU Times: What are some ways in which you achieve work/life balance, set boundaries and/or avoid burnout at work?

Johnson: Work/life balance isn’t just about time management, it’s about expectation management, especially those we place on ourselves. For a long time, I felt pressure to get it right all the time, to always have the answer, always anticipate the next step. That mindset is exhausting, even if well-intentioned.

Avoiding burnout starts with trusting my voice and making space for others to do the same. [To achieve this, I:]

• Check in with myself the same way I check in with my team, asking, ‘What do I need today to feel grounded?’
• Normalize boundaries for others, too. If I’m not sending emails at all hours, it makes space for my team to breathe as well.
• Celebrate progress, not just completion. Sometimes the win is moving the needle forward, not finishing the whole project in one day.

Johnson: I’ll be honest, I don’t have a rigid five-year plan. I want to continue thriving in a role where I can make meaningful impact, elevate others and grow alongside the business. That’s the lens I bring to every opportunity – am I contributing, and am I helping others rise?

I’m focused on deepening my influence as a strategic culture builder and talent leader. I want to continue strengthening the connection between people strategy and business performance, while mentoring the next generation of leaders to do the same.

While I may not have a title in mind for ‘what’s next,’ I do have a compass: Grow, elevate others and make it count.
 
CU Times: What big-picture impact do you hope to make within your credit union, as well as for your members and community? 

[I want to] continue shaping a workplace where people feel deeply connected – to their work, to each other and to our mission. Internally, that means building a culture where employees see a future for themselves, feel valued and know their contributions matter. When employees thrive, our members feel it.

If, years from now, people say, ‘I felt seen here. I grew here. I made a difference in our communities,’ I’ll know I’ve done something meaningful.
 
CU Times: What career advice would you give your younger self?

Johnson: You don’t have to have it all figured out to move forward. Trust that clarity comes with action, not perfection.

The goal isn’t to be the loudest voice, it’s to be the most intentional. Ask questions. When your voice shakes, speak up anyway.

Don’t confuse self-worth with job titles or external validation. Your value isn’t measured by the hours you work or how fast you climb.

You’ll make mistakes, learn from them. Those moments you saw as detours are defining chapters.

The things that make you different – your empathy, your instincts, your willingness to challenge the status quo – those are your superpowers. Don’t shrink them to fit in. Use them to lead.

Would you or someone you know like to share your journey to credit union leadership? Please reach out to Natasha Chilingerian at [email protected]. To qualify, the individual must be a part of a credit union's leadership team or C-suite, and have a compelling story to share about their rise to their current leadership role.