The NAFCU Journal January - February 2018 - 52

EXECUTIVE SPOTLIGHT

Thomas J. Gryp
President/CEO
Notre Dame Federal Credit Union
Notre Dame, Ind.

Q: What led you to the credit union

sector and to Notre Dame Federal
Credit Union?

A: Prior to joining Notre Dame FCU, I

spent most of my career in the community bank and financial services sector.
Through those experiences, I gained
an extensive education in how to look
objectively at financial solutions through
the eyes of my clients. This "outside-in"
perspective proved invaluable throughout
my career. My job at Notre Dame FCU
brought me back to my hometown and
gave me the opportunity to put these
skills to work helping a community that I
care for deeply.

Q: How do you lead an
engaged team?

A: I am always brimming with ideas on

how to expand our services and bring
new value to our members. However, an
organization can only evolve as fast as
its people. So, we had to craft a culture
of "urgent innovation" that permeates
the entire organization. We needed to
create a spirit of entrepreneurship that
understood that failure is nothing more
than a steppingstone to success. Led by
our executive team working across the
silos, experimentation and innovation are
a daily occurrence. That mindset, coupled
with a fundamental desire to "fail quickly"
in order to create innovative and nontraditional solutions, has successfully propelled Notre Dame FCU at a breathtaking
52

pace over the past seven years. A CEO
can articulate the vision, but long-term
success can only be achieved by the
entire organization embracing and living
that vision.

Q: What Notre Dame
accomplishments regarding
trends or technology are you most
excited about?

A: There have been so many advance-

ments over the past several years, it is
hard to elaborate on all of them here.
One of the most strategically significant
changes includes converting our core system to CU*Answers, which enabled us to
migrate from an in-house processor to a
service bureau environment. In addition,
moving our remaining IT operations
from a "server farm" approach to a virtual
(cloud) environment was also very significant. This fundamental change in how we
do business enabled us to stop focusing
on internal issues and instead focus on
expanding nationwide and providing
streamlined products and services to our
membership base. Currently, we have
members in all 50 states, and approximately one out of every five loans we do
are from national members.

Q: How does your investment in your
employees and community benefit
Notre Dame members?

A: Our mission is not to maximize

profits or lead our peer group in key

performance ratios. Instead, our goal is to
generate only enough profit to maintain
adequate capital to sustain our organization through difficult times. Once we
have enough acorns stored away, we
quickly return to our primary mission,
which is to provide our members with the
financial tools to empower their own lives
and the lives of their families.
In the same way, we also are strongly
committed to improving the lives of our
partners (employees) and the communities in which we serve. Several years
ago, I came across an article that had a
profound impact on me. The article was
titled something like, "Is Your Bank Teller
on Food Stamps?" I thought, "How dare
we boast about helping members when
we are blind to the needs of the precise
people we hire to deliver that service?!"
When we brought this issue to our board,
it took them no more than 30 seconds
to declare, "Fix it!" As a result, we raised
our minimum wage without altering
our attractive incentive programs. In
addition, we eliminated the two-tier PTO
system, where management received
more paid time off than hourly workers
with the same seniority. When we made
the announcement at a special partner
meeting, there wasn't a dry eye in the
room. Partners, managers and board
members were all hugging and crying. It
truly was the most wonderful moment in
my professional career.

THE NAFCU JOURNAL  JANUARY-FEBRUARY 2018



Table of Contents for the Digital Edition of The NAFCU Journal January - February 2018

Conferences
From the Chair
Advocacy Snapshot
Washington and Industry Briefs
Growth Strategies
Stepping Into the Future
A Clear Path Forward
Economic Outlook: It’s Complicated
NAFCU 2018 Vendor Directory
Executive Spotlight
Management Insight
Compliance Central
Inside NAFCU Services
From the President’s Desk
The NAFCU Journal January - February 2018 - Cover1
The NAFCU Journal January - February 2018 - Cover2
The NAFCU Journal January - February 2018 - 1
The NAFCU Journal January - February 2018 - 2
The NAFCU Journal January - February 2018 - Conferences
The NAFCU Journal January - February 2018 - From the Chair
The NAFCU Journal January - February 2018 - 5
The NAFCU Journal January - February 2018 - Advocacy Snapshot
The NAFCU Journal January - February 2018 - 7
The NAFCU Journal January - February 2018 - Washington and Industry Briefs
The NAFCU Journal January - February 2018 - 9
The NAFCU Journal January - February 2018 - 10
The NAFCU Journal January - February 2018 - 11
The NAFCU Journal January - February 2018 - 12
The NAFCU Journal January - February 2018 - 13
The NAFCU Journal January - February 2018 - 14
The NAFCU Journal January - February 2018 - 15
The NAFCU Journal January - February 2018 - Growth Strategies
The NAFCU Journal January - February 2018 - 17
The NAFCU Journal January - February 2018 - Stepping Into the Future
The NAFCU Journal January - February 2018 - 19
The NAFCU Journal January - February 2018 - 20
The NAFCU Journal January - February 2018 - 21
The NAFCU Journal January - February 2018 - A Clear Path Forward
The NAFCU Journal January - February 2018 - 23
The NAFCU Journal January - February 2018 - 24
The NAFCU Journal January - February 2018 - 25
The NAFCU Journal January - February 2018 - Economic Outlook: It’s Complicated
The NAFCU Journal January - February 2018 - 27
The NAFCU Journal January - February 2018 - 28
The NAFCU Journal January - February 2018 - 29
The NAFCU Journal January - February 2018 - 30
The NAFCU Journal January - February 2018 - 31
The NAFCU Journal January - February 2018 - 32
The NAFCU Journal January - February 2018 - 33
The NAFCU Journal January - February 2018 - 34
The NAFCU Journal January - February 2018 - NAFCU 2018 Vendor Directory
The NAFCU Journal January - February 2018 - 36
The NAFCU Journal January - February 2018 - 37
The NAFCU Journal January - February 2018 - 38
The NAFCU Journal January - February 2018 - 39
The NAFCU Journal January - February 2018 - 40
The NAFCU Journal January - February 2018 - 41
The NAFCU Journal January - February 2018 - 42
The NAFCU Journal January - February 2018 - 43
The NAFCU Journal January - February 2018 - 44
The NAFCU Journal January - February 2018 - 45
The NAFCU Journal January - February 2018 - 46
The NAFCU Journal January - February 2018 - 47
The NAFCU Journal January - February 2018 - 48
The NAFCU Journal January - February 2018 - 49
The NAFCU Journal January - February 2018 - 50
The NAFCU Journal January - February 2018 - 51
The NAFCU Journal January - February 2018 - Executive Spotlight
The NAFCU Journal January - February 2018 - 53
The NAFCU Journal January - February 2018 - Management Insight
The NAFCU Journal January - February 2018 - 55
The NAFCU Journal January - February 2018 - Compliance Central
The NAFCU Journal January - February 2018 - 57
The NAFCU Journal January - February 2018 - Inside NAFCU Services
The NAFCU Journal January - February 2018 - 59
The NAFCU Journal January - February 2018 - From the President’s Desk
The NAFCU Journal January - February 2018 - Cover3
The NAFCU Journal January - February 2018 - Cover4
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