Today, the credit union's business development officers have a clear understanding of the loan-to-share ratio for every select employer group and how their goals and objectives tie into a strategic plan. Louisiana FCU also launched a cross-departmental social media task force comprised of tellers, loan officers, branch supervisors and back-office staffers, who helped build engagement and followers online.

As a believer in transparency and accountability, Perez joked, “No one gets a pass, but everyone gets support.”

“I encourage everyone to do the work that's worthy of putting on the top third of their resume,” she said. “Be better than you were yesterday with the key word being you. It's human nature to look to your right or left at others' progress or advancement but that's not healthy. Set and meet challenges for yourself. What matters most when measuring your accomplishments against what you did before is that you've improved.”

What's meant the most to Perez throughout her career has been the opportunity to make meaningful contributions that helps others find success. She volunteers her time and expertise, including as vice chair of the CUNA Marketing & Business Development Council executive committee and chair of the council's member resources committee. She also speaks at national conferences and league events, and is a member of the Louisiana Credit Union League's Young Professional Network.

“For me, it's about paying it forward,” she said. “Early in my credit union career, decades ago, I had folks who were so tactful while I made some lousy decisions, and they didn't say, 'Go find a different industry.' They were patient with me, and let me learn and grow from my mistakes, so it's only right for me to help mentor and champion others' personal and professional development.”

At Louisiana FCU, success has stretched beyond the marketing department – the credit union has surpassed national industry averages in loan and membership growth year over year.

According to the September 2015 quarterly NCUA Financial Performance Report Ratio Analysis, Louisiana experienced a net worth growth of 12.71, market share growth of 5.78, loan growth of 10.08 and membership growth of 6.62, compared to the peer averages of 6.29, 4.71, 8.30 and 2.26, respectively. In addition, its ROA was 1.27 compared to the peer average of .58.

Perez credited the organization's success to staffers and departments working together as one driving force to deliver results. That ability to speak in a single, cohesive voice is something she'd like to see more of in the industry as a whole, she said.

“We need to do a better job of differentiating ourselves and story selling,” she said. “Talking about checking accounts or other products is not sexy and people have already fallen asleep. We need to tell people credit unions are the ones that helped that single mom of two kids into her first house so she has a sense of ease when she goes to bed every night. Rates need to be posted, but that can't drive our business.”

She said credit unions can't afford to be afraid of being unconventional – they must step outside of what most banks and credit unions are doing. Noting there is no pride in being “the 8-track tape,” she advised credit unions to scrutinize their products and services through the lens of relevance for both existing and future members, and be willing to discard what no longer works. As consumer behaviors change, credit unions must evolve as well, she said.

“Our competition is the industry disruptor who creates the platform that allows consumers to do in one touch of a button what we require them to do in a few clicks, wiping out key pieces of our industry and blindsiding us,” Perez said. “I guarantee you Garmin didn't think smartphone apps would disrupt its business the way it did. That's why we've got to expand our scope and pay attention to what's going on in design, music, psychology, science, technology, and other fields and industries outside of banking.”

She added that to be taken more seriously, get consumers on board with ideas and meet strategic goals, marketing professionals must be well-versed in what's going on in payments, operations, emerging technologies and digital channels outside the banking industry.