From the latest podcast episode: From crisis to catalyst—one credit union CEO sparked a movement of member-centric growth
In this month's episode of A CU Seat at the Table, host Anthony Demangone is joined by Teri Robinson, CEO of Ironworkers USA Federal Credit Union. When Robinson took the helm of Ironworkers USA Federal Credit Union in 2010, the outlook was bleak. The credit union was under regulatory scrutiny, coded a CAMELS 4 (a warning sign of serious financial distress), and was facing pressure to shut down branches. With no prior CEO experience and just four months on the job, Robinson made a bold decision: to stay and fight for their members.
What followed is a remarkable story of transformation—one that offers a blueprint for any organization seeking to grow not just in numbers but also in purpose and impact.
Leading with heart, not just spreadsheets
Robinson's leadership defied conventional wisdom. Instead of retreating, she leaned in-working late nights, crafting a net worth restoration plan, and refusing to close branches despite regulatory pressure. Her decision wasn't based on data alone; it was driven by a deep sense of purpose and a belief in the value of community.
"I just knew in my soul this could be a better credit union," she said. That inner conviction became the foundation for a culture of service that would redefine what it means to belong to a financial institution.
Service as strategy
At the core of Ironworkers' turnaround was a radical commitment to service. Robinson and her team didn't just process transactions—they built relationships. They walked members to their new cars, called them about refinancing opportunities, and sent money to support members affected by natural disasters.
This wasn't about checking boxes. It was about creating moments of genuine connection. As Robinson put it, "Who thinks they're going to go into a financial institution and be hit over the head with kindness?"
Staff are given autonomy—and a quarterly kindness budget—to make decisions that improve members' lives. Whether it's sponsoring a local baseball team or sending a dessert to a family in need, these small acts of kindness have become a cornerstone of the credit union's culture.
The result was a team that's not just engaged but inspired. "I love watching them light up when they're telling me a story of how they've helped somebody," Robinson shared. Growth fueled by purpose
The numbers speak for themselves. Under Robinson's leadership, Ironworkers has grown from $7 million to $135 million in assets. Their return on assets consistently hovered around 2 percent—well above the industry average.
But the real success lies in how they've grown: by staying true to their mission, listening to their members, and serving with authenticity.
Rooted in kindness
Robinson's story is more than a feel-good tale—it's a call to action. Growth doesn't come from cutting corners or chasing trends. It comes from knowing your members, serving them with heart, and building a culture where kindness is a strategic advantage.
As Robinson looks to the future, she sees Ironworkers USA Federal Credit Union as a beacon for others. "If we could just be a leader and a beacon for other credit unions to see, I'd be happy with that."