CEO Update: The DCUC Difference in 2026

By DCUC Staff — January 19, 2026

I am proud to report that DCUC had another breakout year in 2025!We consistently led the industry on all major advocacy issues, had one of our member CEOs testify at a Senate Banking Hearing, and worked closely with Congress and NCUA on several industry initiatives.We opened our membership to all credit unions, and our membership grew as a result; we diversified our revenue streams; and we signed several partnership agreements with industry-leading business and system partners.Plus, we improved our conferences, making them better in terms of inspirational speakers, informational breakouts, and overall attendance.

I am really proud of all accomplishments the DCUC Staff have worked hard to achieve over the last year. Especially when you consider some of the structural challenges we overcome on a daily basis.First, DCUC is comprised of 7 people. That’s it!To put that into perspective, other national trade associations operate with staff exceeding 150 people. When the leagues and their personnel are included, total staffing rises to over 300 individuals. That scale reflects a fundamentally different operating model - nearly 40x more in personnel capacity!Each model has merit. What matters most to credit union leaders, however, is how effectively resources are converted into results. Despite its size, DCUC delivers outcomes that meet, and in many cases exceed, expectations.We engage directly with Congress, draft and submit letters, and support our advocacy with data, facts, and real stories of credit unions and their members. The work itself is not diluted by scale.Second, from a financial perspective, DCUC operates on annual revenue of just over $3 million.Compare that with ~$90 million at the next largest trade association; that is 30x more than DCUC. When you add league revenues, the multiplier balloons to over 50x more.The natural question for any CEO focused on fiduciary responsibility is not who is right or wrong, but rather: how are costs structured, and what outcomes should reasonably be expected relative to those costs? Every credit union deserves clarity on how dues translate into value.Third, transparency and accountability are core to DCUC’s approach.Our strategic plan is available to any member credit union who wishes to review it. That openness is intentional. It reflects our belief that those who fund the work should have a clear line of sight into priorities, milestones, and execution.There is a reason DCUC has met, and exceeded, its strategic objectives ahead of schedule in each of the past three strategic plans. The framework is disciplined, measurable, and focused. Iam always willing to walk members through each line of effort, explain the intended outcomes, and discuss how we plan to achieve them.This is not about comparison for comparison’s sake. It is about accountability.At the same time, unity across the credit union industry matters. A strong, coordinated industry benefits all of us.Scrutiny is inherent to leadership, and tensions are expected in a space where multiple avenues offer similar services and value. Healthy pressures for accountability and reflections can introduce difficult but necessary conversations. As leaders, we have to expect and accept both.DCUC recognizes the importance of both, while continuing to move forward with clarity of mission, measurable results, and disciplined execution. We remain firmly committed to constructive engagement and to advancing the collective interests of credit unions wherever alignment exists. Ultimately, our objective is simple: to deliver a compelling, accountable value proposition for credit unions of all sizes.That may mean credit unions designating DCUC as a primary advocacy partner and reinvesting savings into staff, technology, or member-facing initiatives. For others, it may mean leveraging DCUC’s advocacy while selectively engaging in events, education, or certifications through our partners or other providers. Flexibility is part of the value.Looking ahead to 2026, we are excited about what’s coming!We have a strong lineup of conferences and speakers, including the launch of our new CU Unplugged series. We will continue to expand our educational offerings, informational webinars, and breakout sessions designed to be practical and relevant for today’s credit union leaders.Our advocacy initiatives are already well underway, and we believe they position DCUC, and our members, strongly for the year ahead. Confidence in that work is not about bravado; it is about preparation and execution.We are also exploring the possibility of a rebrand this year, with thoughtful consideration given to how it supports our mission and members.I am genuinely optimistic about 2026. For decades, DCUC’s presence in the industry has served credit union needs, championed their voices, and over the last two years, raised expectations exponentially across the board as part of our value proposition.When value propositions sharpen and accountability increases, credit unions, their members, and the entire financial ecosystem benefits.Thank you for your continued trust and support!

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Originally reported by DCUC.