Focus, Purpose & Authenticity Carries Toonayya Allen to Verity CU’s C-Suite

Number of years at current credit union: One

Educational background: Bachelor’s degree from High Point University in High Point, N.C.

CU Times: What are your key responsibilities in your current role?

My role is centered on aligning technology initiatives with organizational goals, supporting growth and enhancing the member experience. I work closely with executive leadership to develop and execute multi-year IT strategies that balance innovation, security and operational efficiency.

In addition to ensuring our environment is secure and compliant, I focus on fostering a strong service culture within IT, streamlining internal support, enhancing cross-functional collaboration and empowering teams to deliver high-impact results. As the CIO of Verity, I am committed to building scalable solutions, developing talent and guiding the organization through change with resilience and vision.

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

Allen: Credit unions are built on the idea of people helping people, and I deeply believe in that. What inspired me most is how credit unions find ways to say yes when traditional banks might say no. We provide access, opportunity and second chances. For many low- to moderate-income families, we serve as a pathway to financial independence and, ultimately, generational wealth.

I’ve always believed that there’s enough to go around for everyone. What makes the credit union movement powerful is that we don’t just offer financial services; we provide financial literacy, education and tools that empower people to succeed long-term. Being part of that mission, and helping to build the infrastructure that supports it, is what makes this work meaningful to me every day.

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

Allen: People often call me a ‘unicorn’ because I’ve intentionally sought out opportunities to work in multiple departments – from frontline service and lending to back-office operations and technology. I did this purposefully to gain a true understanding of how each function operates and how they all contribute to the member experience and the credit union’s success as a whole.

This well-rounded experience allows me to lead with empathy, connect strategy to day-to-day realities and build cross-functional solutions that work in practice, not just on paper. I bring a blend of technical acumen, operational insight and a people-first leadership approach that helps bridge gaps, foster collaboration and drive meaningful outcomes.

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

Allen: First and foremost, I credit my husband, son and parents. Their support has been essential in allowing me, as a Black woman, mother and wife, to pursue leadership with strength and clarity.

Professionally, I’ve been fortunate to learn from incredible mentors and peers. Joseph Whitaker [current CEO at SkyOne Federal Credit Union] helped shape how I think about leadership and pushed me to envision my own path to the C-suite. Linda Drake coached me through my VP journey [at Harborstone Credit Union] and helped solidify my leadership approach. I’ve also benefited from the guidance and support of Melissa Laguna [VP at Rally Credit Union] and Cyndy Ramos [COO at Rally Credit Union], who provided honest feedback and helped me navigate new leadership spaces. Finally, I’m deeply grateful to Dr. Tonita Webb, my current CEO, for giving me the opportunity to step into this space and lead at the executive level.

CU Times: What are some of the biggest differences between working in your current executive level role and your previous, non-executive roles?

Allen: In my previous role as Vice President, I was focused on leading teams, delivering results and managing day-to-day operations. It was about making sure the work got done and supporting staff in doing it well. Now, as CIO, my scope has expanded significantly. I’m thinking about long-term strategy, organizational risk, cross-functional alignment and how technology enables the credit union’s growth and mission.
Another key difference is the visibility and responsibility. In this role, I’m not just representing IT – I’m helping shape the direction of the entire organization. That means being at the table for business-wide decisions, navigating competing priorities and ensuring that every initiative we support ultimately benefits our members.

Finally, leadership at this level requires even more intentional communication, influence and trust-building across the organization. It’s no longer just about managing people or projects – it’s about driving impact and leading through vision.

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

Allen: One of the biggest challenges I faced when I first joined the executive team was shifting the perception of IT from being just a service provider to being seen as a strategic partner. Being new to the team, I knew that trust wouldn’t come automatically; it had to be earned through actions, communication and alignment.

I made it a priority to listen first, understand the pain points across departments, and then demonstrate how IT could help solve problems in a way that aligned with broader business goals. I was intentional about showing up as a collaborator, someone who could offer expertise, but also partner with the team to co-create solutions.

By being transparent, responsive and focusing on quick wins early on, I was able to build credibility and reinforce that IT wasn’t just there to fix things, but to help move the organization forward.

CU Times: How would you describe your current leadership style?

Allen: I would describe my leadership style as collaborative, transparent and purpose-driven. I believe in leading with clarity and intention, while creating space for others to contribute their expertise. I set high expectations, but I also make sure my team feels supported, heard and empowered to make decisions.

I focus on building trust and aligning people around a shared vision, especially during times of change. I also place a strong emphasis on partnership, not just within my team, but across departments because I believe the best outcomes happen when IT is integrated into the organization’s strategic direction, not operating on the sidelines.

Ultimately, my goal is to lead with integrity and to create an environment where people are encouraged to grow, innovate and deliver meaningful results.

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

Allen: I’ve learned the value of creating space for constructive conversations, even when they’re difficult. Clear, respectful dialogue leads to better understanding, stronger relationships and outcomes that benefit everyone involved. I’ve found that listening with the intent to understand, not just to respond, is key to building trust and keeping communication effective, especially in high-pressure environments. I also think it’s important to not take things personally. Everyone is balancing a lot, and it's easy to forget that in the middle of getting our own tasks done. Recognizing that has helped me approach conversations with more empathy and patience.

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

Allen: I’ll be honest, this is an area where I’m very much a work in progress. I have a strong drive to deliver and support others, and I often push myself to the limit to make sure things get done. Over time, I’ve learned that while that level of dedication can be a strength, it’s also important to set boundaries to avoid burnout and maintain sustainability in my work.

I’m learning to prioritize better and to ask what truly needs my attention, and where I can delegate or collaborate. I also try to build in moments of pause, whether it’s protecting personal time in the evenings, taking intentional breaks during the day, or simply giving myself permission to step away when needed.

What helps most is reminding myself that balance isn’t about perfection, it’s about being intentional. When I take care of myself, I show up better for my team, my family and the organization.

CU Times: What’s next for you on your executive career journey? Do you have any specific career goals you’re working toward?

Allen: Eventually, I want to become a CEO of a credit union. I'm focused right now on continuing to grow as an executive: Deepening my strategic leadership skills, building strong cross-functional partnerships and driving meaningful change within the organization.
But beyond the role itself, I’m committed to helping grow the credit union movement and making a lasting impact on the members and communities we serve. I also want to ensure that others, especially those who look like me, can see what’s possible when you stay focused, lead with purpose and show up authentically.

For me, it’s about more than career progression. It’s about building a legacy of representation, empowerment and impact that opens doors for the next generation of leaders.

CU Times: What big-picture impact do you hope to make within your credit union, as well as for your members and community?

Allen: The big-picture impact I hope to make is creating a credit union that’s not only innovative and secure, but deeply rooted in purpose, equity and service. I want to help transform how technology, leadership and community intersect, ensuring that everything we build internally supports a stronger, more inclusive experience for our members externally.

Within the credit union, I aim to lead with transparency, collaboration and strategic foresight. My goal is to shift IT and executive leadership from being viewed as just support functions to being seen as true partners in progress, shaping the future of the organization in meaningful ways.

For our members and community, I want to break down systemic barriers, particularly for those who have historically been underserved or overlooked. I want people who look like me, who come from all walks of life, to feel seen, supported and empowered when they walk into a branch, open an account or engage with us digitally.

Ultimately, I want to leave behind a legacy where leadership looks more diverse, where communities are uplifted through financial access, and where people believe they belong, even in rooms where they were once told they didn’t.

CU Times: What career advice would you give your younger self?

Allen: I would tell my younger self: Do something you’re passionate about, and don’t shrink yourself to fit into spaces where others may not expect you to be. You deserve to be there – your voice, perspective and experience matter.

I’d also say, always show up as your authentic self. Don’t waste energy trying to blend in or meet someone else’s definition of leadership or success. The right opportunities will find you when you lean into who you are and what drives you.

Lastly, trust the process. Every challenge, every setback, every pivot – it’s all shaping you into the leader you’re meant to be.

Would you or someone you know like to share your journey to credit union leadership? Please reach out to Natasha Chilingerian at nchilingerian@cutimes.com. 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.