De La Rosa-Flores: Texas suffered through an economic downturn in the 1980s, and like many families, mine was not spared. My dad lost his job, and although my mom worked, it was difficult for her to manage the bills on one income. It took about a year before my dad found steady work. During that time, I remember my mom doing everything she could to make ends meet. Fortunately, they were members of a credit union and when they went to that credit union to explain their situation, the credit union stepped in to help through a debt consolidation loan and lowered their monthly payments. That made a lasting impression on me.

Later, when I graduated college with a degree in fashion merchandising, I started my career in a management training program with a large retailer. I quickly realized that working nights and weekends was not for me. Looking for a change, I applied for a job at a credit union answering phones in their Education Loan Center. It was there that I truly fell in love with the industry, seeing firsthand the impact credit unions have on the average person. The same support credit unions had shown my family was now something I could provide to others. The philosophy of ‘people helping people’ has shaped my career, and I’ve been dedicated to the industry ever since.
 
CU Times: What unique skills, experience and attributes do you bring to your role?

De La Rosa-Flores: In my roles before now, I worked in corporate and government relations. I built relationships with government officials and regulators. My experience externally has strengthened my ability to foster internal connections for effective risk management. Building relationships is key in Enterprise Risk Management because much of ERM relies on collaboration, trust and communication to identify, assess and manage risk effectively.
 
CU Times: Which person (or people) do you credit the most for helping and supporting you along your career journey?

De La Rosa-Flores: My first credit union CEO and my current CEO have been the most supportive in my career. My first CEO recognized my passion for corporate and government relations, giving me opportunities to grow by integrating my civic involvement into my work. My last CEO saw potential in me beyond what I even recognized, providing opportunities to expand my skills in a smaller, more dynamic organization. Above all, however, without my family’s support and understanding, I would not have made it. They are my foundation – my rock. 

CU Times: What are some of the biggest differences between working in your current executive level role and your previous, non-executive roles?

De La Rosa-Flores: In an executive role, you shift your work to a more strategic level with a longer time. It’s no longer about the day-to-day or the weekly and monthly operations – it’s about the long-term. And, in an executive role, you take a deeper look at the bottom line and look for efficiencies and ways to maximize profits. These are things you don’t necessarily do at a non-executive level.

However, the biggest difference for me personally, is the group of internal members I now serve. When I was in a non-executive role, I ‘worked’ mostly for our external members. I worked in collaboration with other employees to execute initiatives for our members. Being on the Executive Team, I work first for our internal members, which are the employees of our credit union, to communicate our vision, help set our culture, and ensure we have the resources they need for their work. By ensuring we have the right staff in the right place and the proper controls to execute the products and services that are important to our membership, we can help our members meet their financial goals.

CU Times: What’s a challenge you faced when you first joined your executive team, and how did you overcome it?

De La Rosa-Flores: My biggest challenge has been overcoming my own fears. Fear of failure and fear of letting my team down. I strive to give my best, but I’ve learned that it’s OK not to have all the answers. Growth comes from learning, and sometimes, doing your best is enough if you take something valuable from the experience.

CU Times: How would you describe your current leadership style?

De La Rosa-Flores: I believe in transparency, honesty and empowerment. You can say my leadership style is based on transformational leadership and servant leadership. I believe in having honest conversations with peers and subordinates. I also believe in empowering employees to do their best work. Those are important skills I’ve learned from leaders I reported to in my own career. I believe in keeping my staff informed and giving them the autonomy to excel. This drives engagement, accountability and growth.
 
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)? 

De La Rosa-Flores: I may not be up to date on Gen Z lingo or on the latest trends on X and other social media platforms, but I believe honest, open communication transcends generations.

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

De La Rosa-Flores: Work-life balance requires intentional effort. I make it a priority to spend time each evening with my husband (and fur babies). It’s important for us to spend time together, even if it’s watching TV (sometimes dozing off). I also try to plan my day as best as possible, although it doesn’t always go perfectly. But the effort helps me concentrate on the things and people that are important to me, and having a task list helps with prioritization. Instead of reading, I often listen to audiobooks or podcasts in the car, making it easier to stay informed while on the go.
 
CU Times: What’s next for you on your executive career journey? Do you have any specific career goals you’re working toward?

De La Rosa-Flores: Working for a smaller organization, like Soarion Credit Union, is a vastly different experience compared to a larger one. In a larger company, roles are often specialized with employees focusing on a specific function within a broader system. While this allows for deep expertise in one area, it can also limit exposure to other aspects of the business.

In a smaller organization, responsibilities tend to be more varied, requiring individuals to wear multiple hats. This environment fosters a greater understanding of how different functions connect and provides opportunities to develop a broader skill set. You’re not just executing tasks – you’re gaining hands-on experience in areas that might have been outside your scope in a larger credit union.

For me, this dynamic is invaluable. I want to learn as much as possible, continuously expanding my knowledge and capabilities. The ability to dive into different aspects of the organization, collaborate cross-functionally, and contribute make the experience both challenging and rewarding.
 
CU Times: What big-picture impact do you hope to make within your credit union, as well as for your members and community? 

De La Rosa-Flores: I am committed to helping our credit union soar, ensuring we grow and thrive while staying true to our mission. My goal is to help us maximize our potential in a safe and sound manner that upholds financial stability, strong governance and responsible risk management.

At the heart of this journey is our community and membership. A successful credit union isn’t just about financial growth; it’s about making a meaningful impact on the lives of those we serve. I want to contribute to innovative strategies, operational efficiencies and member-focused initiatives that strengthen our institution and deepen our connection within the community.

CU Times: What career advice would you give your younger self?

De La Rosa-Flores: I would tell my younger self not to fear failure but to embrace it as part of the learning process. Failure isn’t the opposite of success. It’s a stepping stone toward it. Every mistake, setback or unexpected challenge is an opportunity to grow, learn and become more resilient.

I would also tell myself to take risks, speak up and push beyond my comfort zone. Perfection isn’t the goal – progress is. The fear of failing can hold you back from opportunities that could shape your future, and often, the lessons learned from failure are the most valuable ones. Looking back at my more than 30 years of experience in the credit union industry, I now understand that failure isn’t something to avoid but something to learn from. I now know that even if I stumble, I’ll come out stronger on the other side.

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.