London: I stumbled into the credit union space by accident. In my last semester of college, I applied for an internship from my college’s job board, and it happened to be for a credit union. While my being here was somewhat happenstance, the credit union industry’s spirit of cooperation, its focus on doing what’s right for our member-owners, and the ability to make a meaningful impact in a dynamic and challenging environment have kept me here.
 
CU Times: What unique skills, experience and attributes do you bring to your role?

London: I am a maker. My background is in music and art. When you come into a regulated, structured industry like financial services from a creative perspective, I think you see things differently than others. I love building things, problem solving and imagining what’s possible without constraints. I think that makes me unique in our industry.

CU Times: Which person (or people) do you credit the most for helping and supporting you along your career journey?

London: Personally, my wife and parents have been my biggest supporters and cheerleaders. They’ve always believed in me and have been incredible motivators. Professionally, I’ve been blessed with some great leaders, mentors and coaches: Jason M. Osterhage, Todd Marksberry, Syd Libsack, Sharon Odom, Glen Kallas and Stephanie Walker have all had an enormous impact on shaping my career and helping me grow.
 
CU Times: What are some of the biggest differences between working in your current executive level role and your previous, non-executive roles?

London: I’ve been working as an executive for more than a decade now, and during that time I’ve worked as a Chief Lending Officer, Chief Strategy Officer, and now, Chief of Account + Credit Operations. These roles differ from non-executive roles in many ways, but my top three differentiators are:

1. Take a global view. Executive work requires that you see and care about the entire business, not just your line of business. The higher you climb, the more you must zoom out.
2. Exercise patience. Many people think that executive leadership accelerates the realization of your vision. Experience has taught me the opposite. Coordinating multiple departments, prioritizing competing initiatives and navigating environmental change takes time – the wheels of progress turn slowly.
3. Broader cultural impact. As your role grows, more people are listening to your words and watching your actions. It’s important to make sure these words and actions have a positive impact on the business and the people you support.

London: I really believed that I had made it to that level by doing good work. But you can never be a good executive leader if you are busy doing the work. I had to challenge myself to delegate more, monitor and coach performance differently, and see that by not doing the work I am giving others the opportunity to contribute, learn and grow.
 
CU Times: How would you describe your current leadership style?

London: Collaborative and helpful. My job is to synthesize all the inputs into a cohesive strategy and vision for our team. Then, it’s all about supporting the team as we work together to achieve that vision. I listen to feedback, adjust the plan, remove roadblocks, praise accomplishments and overcome challenges.
 
CU Times: What are some lessons you've learned over your career concerning how to communicate well with others? And, do you approach communication differently depending on the generation of the recipient (boomer, Gen X, millennial and Gen Z)? 

London: Over the years I’ve learned that people, regardless of generation, respond best to authenticity and transparency. If you don’t know the answer, say you don’t know, then get the answer and follow up. If you’re communicating information that is tough to hear, own it and be willing to acknowledge that it’s hard.

CU Times: What are some ways in which you achieve work/life balance, set boundaries and/or avoid burnout at work?

London: At my CEO’s recommendation, I turned all app notifications off on my phone – no more little red circles beckoning me to come investigate them! I read email and Teams messages when I choose to, not when my phone tells me I should. 10/10, would recommend.
 
CU Times: What’s next for you on your executive career journey? Do you have any specific career goals you’re working toward?

London: While I hope to someday be a credit union CEO, I’m in no rush to get there. My new role here at Everwise has provided me with numerous opportunities to learn and make an impact on our members’ lives.
 
CU Times: What big-picture impact do you hope to make within your credit union, as well as for your members and community? 

London: Our credit union has recently rebranded, which is so much more than just a new logo. This is truly a transformational time in the organization’s history. I’m excited to help modernize processes, build rock-solid platforms for executing daily banking transactions, and design products and services that help our members grow into their dreams.
 
CU Times: What career advice would you give your younger self?

London: I think, as millennials, we were programmed with this expectation of constant progression and growth in our careers. I found myself in a constant state of learning on the job and feeling a bit unprepared for each next step. If I could talk to my younger self, I think I would say, ‘Slow down.’ There is nothing wrong with maturing in a role and mastering it before you move on to the next thing. And, also, turn off all the app notifications on your cell phone …

Would you or someone you know like to share your journey to credit union leadership? Please reach out to Natasha Chilingerian at [email protected]. To qualify, the individual must be a part of a credit union's leadership team or C-suite, and have a compelling story to share about their rise to their current leadership role.