The NAFCU Journal March - April 2018 - 40

EXECUTIVE SPOTLIGHT

Geoff Lundfelt
President and CEO
Alaska USA Federal Credit Union
Anchorage, Alaska

Q: What led you to the credit union

sector and to Alaska USA Federal
Credit Union?

A: My start at Alaska USA began with a

summer job as a part-time teller while I
was completing my college degree. At the
end of the summer, the branch manager
suggested I consider transferring to a
branch in Fairbanks, where I was finishing my degree in criminal justice. A short
while later I found myself working at an
in-store branch that had expanded hours
that allowed me to stay employed at the
credit union to earn money to help pay
for school.
After graduating, I moved back to
Anchorage, where the credit union is
headquartered, and was promoted to
assistant branch manager. So, instead of
a career in law enforcement, I realized I
had found a different path - one where
I could also be of service to my community through the people-helping-people
philosophy of credit unions.
That was nearly 20 years ago. I was fortunate enough to continue taking on more
responsibilities and earning leadership
opportunities over the years, and that
led to my inclusion in the credit union's
executive succession plan and, ultimately,
to my role as president and CEO.

Q: How do you lead an

engaged team? Describe your
leadership philosophy.

A: My personal leadership philosophy

has always been that the people who
report to me don't work for me - I work

40

for them. This philosophy is guided by a
fundamental principle: that the success
of any organization is largely dependent
on the quality of the staff. My job is to
help them remove the obstacles preventing them from being successful. Further,
since taking over the helm, I've recognized that the credit union's values must
stay constant - while the culture needs
to be adaptable and open to change.

Q: What Alaska USA

accomplishments regarding
trends or technology are you most
excited about?

A: We're continually advancing our tech-

nology to meet member expectations and
to create the best member experiences
possible. Right now, for example, we are
refining our data analytics tools to be
more effective at proactive needs identification and fulfillment. Additionally, we
are engaged in a number of key technology initiatives designed to revitalize our
consumer lending origination, mortgage
lending origination, collection and online
account management systems. It's a big
push to get all that done in the next 12-18
months, but the benefits to the staff and
members will be well worth the effort.

Q: How does your investment in your

employees and community benefit
Alaska USA members?

A: The dividends from our investments

in employees are easy to see. For example, we consistently receive high service
satisfaction scores - results that tell us
our staff is providing the right financial
guidance and support for members. Plus,

well-trained employees work hard to
identify members' financial needs, and
they benefit from the superior pricing
and real calculated value of the credit
union's products and services.
Additionally, our ongoing commitment
to social responsibility directly helps
members in the communities we serve.
It's not just about giving a check - our
employees are encouraged to seek out
opportunities to personally make a
difference in organizations they have a
vested interest in.

Q: Alaska USA supports many

organizations through its foundation.
What does this mean to you?

A: The Alaska USA Foundation is a

purely philanthropic organization that
was established in 2003 to raise funds
for community service programs that
provide needs-based services to children,
veterans and active-duty members of the
armed services and their families - as
well as for food banks located in the
markets served by the credit union. Over
the years, the foundation has distributed
more than $1.7 million to organizations
and has been honored to assist those
that provide direct services in support of
the foundation's mission. I'm personally
very proud of the work our foundation
has accomplished and the work we will
continue to do.

THE NAFCU JOURNAL  MARCH-APRIL 2018



Table of Contents for the Digital Edition of The NAFCU Journal March - April 2018

Conferences
From the Chair
Your Washington Watchdog
Advocacy Snapshot
Washington and Industry Briefs
Growth Strategies
Understanding Risk and Managing It
The Board of Directors
Best-of-Class Strategies for Retaining Top Talent
Executive Spotlight
Management Insight
Compliance Central
Inside NAFCU Services
From the President’s Desk
The NAFCU Journal March - April 2018 - Cover1
The NAFCU Journal March - April 2018 - Cover2
The NAFCU Journal March - April 2018 - 1
The NAFCU Journal March - April 2018 - 2
The NAFCU Journal March - April 2018 - Conferences
The NAFCU Journal March - April 2018 - From the Chair
The NAFCU Journal March - April 2018 - 5
The NAFCU Journal March - April 2018 - Advocacy Snapshot
The NAFCU Journal March - April 2018 - 7
The NAFCU Journal March - April 2018 - Washington and Industry Briefs
The NAFCU Journal March - April 2018 - 9
The NAFCU Journal March - April 2018 - 10
The NAFCU Journal March - April 2018 - 11
The NAFCU Journal March - April 2018 - 12
The NAFCU Journal March - April 2018 - 13
The NAFCU Journal March - April 2018 - 14
The NAFCU Journal March - April 2018 - 15
The NAFCU Journal March - April 2018 - 16
The NAFCU Journal March - April 2018 - 17
The NAFCU Journal March - April 2018 - 18
The NAFCU Journal March - April 2018 - 19
The NAFCU Journal March - April 2018 - Growth Strategies
The NAFCU Journal March - April 2018 - 21
The NAFCU Journal March - April 2018 - Understanding Risk and Managing It
The NAFCU Journal March - April 2018 - 23
The NAFCU Journal March - April 2018 - 24
The NAFCU Journal March - April 2018 - 25
The NAFCU Journal March - April 2018 - The Board of Directors
The NAFCU Journal March - April 2018 - 27
The NAFCU Journal March - April 2018 - 28
The NAFCU Journal March - April 2018 - 29
The NAFCU Journal March - April 2018 - 30
The NAFCU Journal March - April 2018 - 31
The NAFCU Journal March - April 2018 - 32
The NAFCU Journal March - April 2018 - 33
The NAFCU Journal March - April 2018 - Best-of-Class Strategies for Retaining Top Talent
The NAFCU Journal March - April 2018 - 35
The NAFCU Journal March - April 2018 - 36
The NAFCU Journal March - April 2018 - 37
The NAFCU Journal March - April 2018 - 38
The NAFCU Journal March - April 2018 - 39
The NAFCU Journal March - April 2018 - Executive Spotlight
The NAFCU Journal March - April 2018 - 41
The NAFCU Journal March - April 2018 - Management Insight
The NAFCU Journal March - April 2018 - 43
The NAFCU Journal March - April 2018 - Compliance Central
The NAFCU Journal March - April 2018 - 45
The NAFCU Journal March - April 2018 - Inside NAFCU Services
The NAFCU Journal March - April 2018 - 47
The NAFCU Journal March - April 2018 - From the President’s Desk
The NAFCU Journal March - April 2018 - Cover3
The NAFCU Journal March - April 2018 - Cover4
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