The Move to a Credit Union Can Change More Than a Job Title

"Many are looking for a more purpose-driven culture, stronger work-life balance, and an opportunity to focus on helping people rather than primarily meeting sales targets," Legon said.

Legon spent almost two decades in banking before joining his first credit union. While he understood that credit unions were member-owned and not-for-profit, he said he did not fully appreciate how those differences influenced their decision-making.

"What I've learned since is that credit unions aren't simply an alternative to banks," Legon said. "They operate with a fundamentally different mission. Because they exist to serve members rather than shareholders, that purpose shapes everything they do, from the products they offer to the way they invest in their employees, communities and member relationships."

Mike McCoy, chief commercial officer at the $8.3 billion Summit Credit Union in Cottage Grove, Wis., began his financial services career at a credit union before spending 26 years in commercial banking roles at two large banks. After working in a variety of commercial banking roles, he said he realized he could be a more effective leader and build stronger relationships with Wisconsin businesses at Summit.

"In my experience, credit unions are uniquely mission-focused, which allows us to put our members at the center of every decision we make," McCoy said. "We can build our strategies, solutions and support based upon the needs of both consumers and companies without putting profitability ahead of helping people."

The Benefits Bonus

McCoy said employee benefits have also been a positive part of his experience at Summit.

"In the interest of controlling the ever-increasing cost of health care, banks, like many companies, have moved to high cost, high-deductible plans that while offering tax-efficient HSAs, do raise the out-of-pocket costs for the employee," he said. "By comparison, I've been hugely impressed by the much lower cost of the medical plans offered at Summit."

He said the lower premiums and deductibles can make a meaningful difference for employees.

"The savings to employees of credit unions reduce the cost of premiums and deductibles at a time where so many other costs, from gas to groceries, continue to increase," McCoy said.

Legon pointed to employee benefits, wellness initiatives and professional development opportunities as examples of how credit unions invest in employees.

"I'm especially proud of how our Total Rewards package [GTE Financial's suite of benefits] reflects the people-first philosophy that sets credit unions apart from large banks," Legon said.

Among the benefits he highlighted were GTE Financial's 8% 401(k) company match and the credit union's wellness program, which supports employees' physical, mental and financial well-being. Legon said he has also experienced a greater emphasis on employee support and flexibility since joining the credit union industry.

"Some of the positives I've experienced include better work-life balance, a well-balanced mix of sales and service culture, and strong benefits packages," he said. "I've also seen more emphasis on employee well-being, including volunteer opportunities, professional development support and flexible work options. Overall, it feels like the organization genuinely invests in its people, not just their output."

More Leaders Hopping to Credit Unions for the Culture

Recruiters said candidates moving from banks often cite many of the same themes.

"The biggest reason I hear is culture," Stowe said. "Many candidates tell us they're looking for an organization that feels more relationship-focused and less transactional. They want to help people, build relationships and feel like they're making a difference in members' lives. People are also attracted to the community focus, the emphasis on employee experience and the opportunity to work somewhere that balances performance with purpose."

Stowe said many banking professionals initially assume banks and credit unions are largely the same but become more interested once they learn more about the credit union model.

Tara Klun, vice president of human resources at Summit, said candidates are often drawn to credit unions' cooperative structure and focus on serving members.

"When people ask why someone would choose to move from a bank to a credit union, I believe the answer comes back to purpose and values," Klun said. "While both banks and credit unions provide important financial services, credit unions were founded on a cooperative model focused on serving members rather than maximizing profits for shareholders. That member-first philosophy creates a unique opportunity for employees who are passionate about making a direct impact in people's financial lives."

Dee Martitz, vice president of operations and member experience at the $150 million The District Credit Union in Aurora, Colo., said she has seen interest from banking professionals increase in recent years, including among candidates pursuing leadership and support roles.

"Throughout my time in the credit union industry, I have consistently seen professionals move from traditional, for-profit banks to credit unions," Martitz said. "In the past few years, I have noticed this trend accelerating at my credit union. It is no longer limited to frontline positions; I am seeing interest from professionals in human resources, back-office and operational support, and leadership roles as well."

Martitz said many candidates are attracted to credit unions' community focus, member-first philosophy and workplace culture.
"Many have shared that they are attracted to cultures that genuinely support employee growth, professional development and work-life balance," she said.

The Skills That Set CU Industry Entrants Up for Success

While culture and mission may attract banking professionals to credit unions, recruiters said the technical transition is often straightforward.
"Most of the skills transfer directly," Stowe said. "Lending, branch operations, customer service, compliance, risk management, leadership and financial expertise are all highly valuable in a credit union."

Klun agreed, noting that banking professionals often bring industry knowledge and technical expertise that can help credit unions grow.
"Many of the skills developed in banking transfer exceptionally well to a credit union environment," Klun said. "Financial analysis, lending expertise, regulatory compliance, risk management, operational knowledge, relationship building and customer service are all highly valuable and relevant."

Martitz said strong sales and service skills, problem-solving abilities, financial literacy and regulatory knowledge all translate well between the two sectors.

"Many of the core skills needed for success in the banking and credit union environments are highly transferable," Martitz said.

Recruiters said the bigger adjustment often involves adopting a different perspective on serving members.

"The biggest thing people need to learn is the credit union philosophy," Stowe said. "Credit unions exist to serve their members, so there is often a different perspective when making decisions."

Klun said the transition from banking to a credit union often involves adopting a different approach to member service.

"Employees must be willing to look beyond transactions and focus on relationships, understanding members' unique circumstances and helping them find solutions," she said.

Martitz said employees who transition successfully are often those who embrace flexibility and collaboration.

"Success in a credit union often requires a broader understanding of how different departments work together to support members, as well as an appreciation for the organization's community-focused mission," she said.

While technical skills may transfer easily, recruiters said certain traits often distinguish candidates who are likely to succeed in a credit union environment.

"What I pay more attention to is mindset," Stowe said. "The candidates who tend to thrive in a credit union environment are people who genuinely enjoy helping others, building relationships, solving problems and working collaboratively. They're curious, adaptable and focused on finding the right solution for the member rather than simply completing a transaction."

Klun also said candidates who thrive in credit unions often share certain characteristics.

"When I look at someone coming from a bank, I think the biggest indicator is whether they're relationship-driven rather than transaction-driven," she said.

Among the traits Klun said she values are "a genuine desire to help people, not just sell to them," along with empathy, authenticity, emotional intelligence and a focus on long-term outcomes.

Martitz said strong listening skills and a willingness to work across departments are also important indicators of success.

"Strong empathetic listening skills are particularly valuable, as credit unions place a significant emphasis on understanding member needs and building relationships," she said. "I have also found that candidates who are comfortable working in collaborative, cross-functional environments and are willing to support initiatives across multiple areas of the organization tend to adapt well to the credit union model," she said.

She also pointed to "a positive attitude and a curious, growth-oriented mindset" as characteristics commonly shared by successful credit union employees.

Raising Awareness and Dispelling Myths

Despite growing interest from banking professionals, recruiters said misconceptions about credit unions remain a challenge.

"I think credit unions have a great story to tell, but we don't always tell it loudly enough," Stowe said.

She said many candidates still view credit unions as smaller or less complex organizations, even though many compete for the same talent as banks and offer significant career opportunities.

"They may think of credit unions as smaller or less complex, when in reality, many are competing for the same talent, offering strong career opportunities and doing incredibly meaningful work," Stowe said.

Legon said a lack of awareness about credit union careers remains common among banking professionals.

"When I was in banking, credit unions weren't really positioned as a viable or attractive career path," he said. "Most people assume opportunities are limited or that compensation and growth won't match what you'd find at a bank."

He said those assumptions often do not reflect reality.

"In reality, there are strong career paths and meaningful roles that sometimes just aren't well marketed to external talent," Legon said.

Martitz said credit unions have an opportunity to do a better job communicating the advantages of the industry to prospective employees.
"One area where I believe credit unions can be more intentional is highlighting our investments in employee growth, professional development and long-term career opportunities," she said.

Klun agreed, saying many banking professionals simply do not consider credit unions when evaluating career opportunities.

"People who make the switch are usually very happy," she said. "But a lot of bankers don't consider credit unions as an option."
She said credit unions can strengthen their recruiting efforts by increasing awareness of career growth opportunities and addressing misconceptions about compensation.

"There's a perception that [credit unions] pay less, which isn't true," Klun said. "I think [credit unions] could do a better job telling their story, especially around purpose, culture and career potential."

A Deeply Meaningful Career Move

For Legon, the differences between banking and credit unions have extended beyond organizational structure and recruiting.

Having spent almost 30 years in financial services, including leadership roles at Bank of America, Chase, Popular Bank, Oportun and GTE Financial, he said the distinction often comes down to purpose.

"One of the biggest differences is that credit unions are truly focused on people over profits," Legon said. "In banking, decisions are often driven by shareholder value, cost and profitability. While those factors are important in any business, they can sometimes create experiences that feel transactional for customers."

Because credit union members are also owners, he said, the focus tends to be on long-term financial well-being rather than short-term gains.

"Rather than focusing on short-term gains, we're focused on our members' long-term financial well-being," Legon said. "We recognize that every member's relationship is unique, and our goal is to help them succeed financially rather than determine whether they fit a certain profitability model."

That approach also influences relationships among credit unions, he said.

"The credit union industry feels much more collaborative, with strong participation in leagues, associations and cooperatives and a genuine 'rising tide lifts all boats' mindset," Legon said. "There's a willingness to share ideas, best practices and even solutions across organizations, which is something I didn't see as much in banking."

He said he continues to stay in touch with former colleagues who work in banking and often encourages them to explore opportunities in the credit union industry.

"For those who feel burned out or frustrated with sales pressure, I often recommend looking into credit unions," Legon said. "I think once people understand the culture and purpose, they're much more open to the idea."

Legon said the move from banking to credit unions can also change how professionals define success.

"One thing that really stands out for me is how much the move to a credit union changes my definition of success," Legon said. "In banking, I was very focused on metrics and performance targets. At a credit union, success feels broader. It's about helping members improve their financial lives, supporting my team and contributing to the community. That shift has been incredibly meaningful for me and is a big reason I've spent the last decade at GTE Financial."

Joyce Moed can be reached at joyce.moed@arc-network.com.