It’s a People, Process, and Product Problem

When credit unions talk about growth, the conversation almost always turns to marketing.

More loans.
More members.
More deposits.

And inevitably: more ads.

But here’s the hard truth—marketing is never where growth actually starts.

After years of working alongside credit unions across the country, one pattern shows up again and again. Credit unions love to talk about products: rates, features, technology, and promotions. And while those things matter, none of them work if three foundational elements aren’t already in place.

This framework isn’t new. It comes from Marcus Lemonis, best known for The Profit. His philosophy is simple but ruthless in its clarity:

People. Process. Product.

The order matters.
It always has.
And it always will.

Let’s break down what this looks like in a credit union context—and why skipping steps quietly kills growth.

1. People Come First (Non-Negotiable)

In a credit union, people means everyone:

• The CEO

• The board

• Leadership

• Back office

• Especially the frontline

Your frontline staff is the real brand. They are the lived experience of your credit union.

If they don’t know about current promotions, don’t believe in the mission, or don’t care whether a member succeeds, no amount of marketing will fix that.

Members can feel it instantly.

Is this just another 9-to-5 job?
Or is this a place where people genuinely want to help?

If the people aren’t right, everything else breaks.

That may require:

• Honest conversations

• Better training

• Clear expectations

• Or, in some cases, hard decisions

Growth cannot happen if the people responsible for delivering it aren’t aligned, empowered, and bought in.

Leadership Alignment Matters

Are leadership and the board truly aligned—or just being polite?

Do people actually understand:

• The credit union’s goals?

• Why certain initiatives exist?

• What success looks like this year?

Or are employees simply clocking in, waiting for the drive-thru bell, and clocking out?

Ownership must trickle down. When employees feel ownership, growth follows.

And culture isn’t about being “fun.”
It’s about trust, clarity, and shared purpose.

As Brené Brown famously says:
“Clear is kind.”

If roles, expectations, and priorities aren’t clear, confusion replaces momentum.

2. Process Is Where Strategy Lives (or Dies)

Once the people are aligned, then you can look at process.

Processes are how strategy actually shows up in real life.

And this is where many credit unions unintentionally create friction.

Examples we still see far too often:

• “Print this application and bring it to the branch.”

• 30-page loan applications.

• Clunky onboarding experiences.

• Disconnected digital tools.

It’s 2026. Members expect ease.

Ask yourself:

• Would you complete this process?

• Would you bring paperwork into a branch?

• Would you abandon it halfway through?

Processes should remove friction—not create it.

Process Is Also About Training

Good processes don’t rely on heroes.

One of the most important questions you can ask:

If our best employee left tomorrow, would everything still work?

If the answer is no, the process isn’t strong enough.

That applies to frontline staff and leadership.

From a marketing perspective, process also means data:

• Do you actually understand your members?

• Are you letting data tell their story?

• Do you know what happens after a loan is paid off?

Without good data, you can’t prove marketing works—or know what to fix when it doesn’t.

3. Products Come Last (For a Reason)

This is where most credit unions spend 90% of their time.

Products matter—but products succeed because of people and process, not instead of them.

If your website looks like everyone else’s:

• Auto loans

• Credit cards

• Rates front and center

You’re not leading. You’re blending in.

You can’t sustainably compete on rates alone. And even if you could, what does that actually mean to the member?

Better questions to ask:

• Who is this product for?

• What problem does it solve?

• Does our staff believe in it?

• Can they explain it without jargon?

Members don’t care about APRs.
They care about relief, clarity, and progress.

Saving a single parent a few hundred dollars a month matters more than “low rates.”
Simplifying payments for a family drowning in bills matters more than features.

Your products should reflect:

• Your community

• Your SEG

• Real member needs

And if they don’t, that’s not a marketing issue—it’s a people and process issue.

Why Credit Unions Stall (or Merge)

Most credit unions don’t fail because they lack products.

They struggle because they:

• Skip people and jump to products

• Ignore broken processes

• Confuse activity with strategy

When you skip the order:

• People disengage

• Processes break

• Products become average

• Strategy disappears

A Practical Call to Action for 2026

Step 1: Audit Your People

• Are leadership and staff aligned?

• Are roles clear?

• Is culture intentional—or accidental?

If clarity is missing, fix it first.

Step 2: Map One Core Process
Choose one:

• Loans

• Onboarding

• Membership experience

Map it end-to-end.
Remove friction.
Eliminate blame.
Fix what breaks.

Then repeat.

Step 3: Simplify and Clarify Products

• Fewer products

• Clear language

• Real outcomes

• Member-centric messaging

Stop selling features.
Start solving problems.

Final Thought

Growth doesn’t start with a new product.
It doesn’t start with a new campaign.
It doesn’t start with marketing.

It starts with the right people, supported by the right processes, delivering the right things—consistently.

Get the order right, and 2026 won’t just be another year.
It’ll be a turning point.

Cheers to clarity, momentum, and meaningful growth.