Research-Driven Strategy VP Steers Together CU Toward a Bright Future

Roberts: In my role, I help establish the organization's strategic direction and ensure we deliver on it. This involves partnering with our board and executive team to define priorities, align major initiatives across the enterprise, and ensure that we strike a balance between growth and risk thoughtfully. I also focus heavily on execution by helping to construct the systems, culture and accountability that turn strategy into outcomes. In many ways, I'm responsible for ensuring that our long-term vision doesn't just sit on paper, but becomes real in the lives of our members and teams.
 
CU Times: What drew you to the credit union industry?

Roberts: Credit unions offer something different than other financial service organizations: A mission-first approach that inextricably links financial performance with people's actual lives. What drew me in, and keeps me energized, is that every decision we make has a direct impact on our members, our team members and the communities we serve.
 
CU Times: What unique skills, experience and attributes do you bring to your role?

Roberts: I bring a unique blend of strategic discipline, banking experience and a futurist perspective. My early career in corporate banking taught me the importance of decision-making, alignment and strategic rigor. Later, as a Future of Work analyst at Forrester Research, I had the chance to examine how technology, culture and talent trends were reshaping organizations worldwide, a lens I still use to anticipate what's next for our industry and how we will meet those challenges. Today, I combine those experiences with doctoral research in organizational leadership, which pushes me to ground strategy in both evidence and human behavior. That mix (banking, research and scholarship) helps me ensure that our credit union is not just executing well today, but is also well-positioned for tomorrow.

Roberts: My profile hasn't always been a ‘perfect fit,’ and I've been extremely fortunate to have leaders who gave me space to experiment and grow, even when the outcomes weren't perfect. I've also had colleagues who challenged me to sharpen my thinking and deliver at a higher level. And I wouldn't be here without my family, who keep me grounded and remind me why this work matters.
 
CU Times: What are some of the biggest differences between working in your current executive level role and your previous, non-executive roles?

Roberts: Earlier in my career, I focused on delivering a specific project. In an executive role, your decisions must consider the entire enterprise, including how operations, finance, risk and culture intersect. The most significant difference is that every decision has profound ripple effects, and the role requires balancing short-term execution with long-term vision.
 
CU Times: What's a challenge you faced when you first joined your executive team, and how did you overcome it?

Roberts: An early challenge was establishing credibility and impact quickly. I came in with ideas, but quickly realized building relationships, deep listening and learning the organization's history mattered just as much (if not more) than presenting solutions. By spending time building trust and investing in the whole institution, not just my own function, I was able to step into leadership on the right foot.
 
CU Times: How would you describe your current leadership style?

Roberts: I'd describe it as collaborative and strategic. I set a clear direction, but I also create space for others to help shape how we get there. I believe leadership is about alignment, language and enablement, not control. It's about helping people see how their work connects to the bigger picture and then giving them the permission, space and support to deliver their work effectively.
 
CU Times: What are some lessons you've learned over your career concerning how to communicate well with others? 

Roberts: I grew up as a bit of a theater kid, which taught me early on that communication is about more than just information; it's about telling a story. People don't just want facts; they want a narrative they can identify with. This storytelling is carried into my leadership. I work to frame strategy as a compelling story, but I also create space for other people's narratives. When members and team members see their own experiences reflected in the bigger picture, the message resonates, behaviors follow and the work takes root.

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

Roberts: I've learned to treat balance as an active practice, not a passive hope. For me, music is a reset button. I spend time outside of work studying, writing and performing with incredible musicians, and that keeps me grounded and inspired. I also make a point to celebrate progress along the way. In strategy, the work is never truly ‘finished,’ so marking milestones and giving yourself permission to pause and reflect is essential.
 
CU Times: What's next for you on your executive career journey? Do you have any specific career goals you're working toward?

Roberts: I am focused on deepening my impact as a strategist and leader. Long-term, I aspire to step into a Chief Strategy Officer role, where I can help shape not just organizational outcomes, but also how the credit union industry approaches strategy. My goal is to make our strategy practical, attainable and human.
 
CU Times: What big-picture impact do you hope to make within your credit union, as well as for your members and community? 

Roberts: I want our strategy to yield more than financial results. The big picture for me is contributing to our credit union, where members feel deeply supported, team members feel proud and successful in their work, and our communities see us as a partner in their growth. I hope that when people talk about Together Credit Union five years from now, they won't need to discuss rates or our asset size, but rather how we've made their lives better.
 
CU Times: What career advice would you give your younger self?

Roberts: Stop spending so much time and energy trying to conform. Lean into the ways you're different, even the things that make you a little weird. One day, those differences will be your superpower.

Would you or someone you know like to share your journey to credit union leadership? Please reach out to Natasha Chilingerian at natasha.chilingerian@arc-network.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.