CU Times: What are your key responsibilities in your current role?

Equally important is preserving and strengthening our culture, one rooted in collaboration, integrity and a deep sense of community.I strive to foster a workplace that feels like family, where employees are empowered to grow and work together toward a shared purpose.

I’m also responsible for ensuring the long-term financial health and stability of the credit union through sound fiscal management, strategic planning and risk oversight. Working closely with our Board of Directors, I help set the mission for the organization and ensure our operations align with both member needs and regulatory requirements.

Beyond our walls, I lead efforts to create lasting positive impact in the communities we serve, not only through financial products and services, but through outreach, education and active engagement.Stewardship, service and social responsibility are essential to who we are.

Ultimately, my role is to lead with integrity, vision and heart, always keeping our members at the center of everything we do.
 
CU Times: What drew you to the credit union industry?

Cook: I began my career in the credit union industry shortly after graduating from college. From the very beginning, I was drawn to the unique philosophy and mission that credit unions embody. The idea of ‘people helping people’ isn’t just a slogan, it’s a way of doing business that truly puts members and community first.

What really resonated with me was the meaningful impact we have on people’s lives. Credit unions aren’t driven by profit; we’re driven by purpose. We help families buy their first home, send their children to college, get through tough times and plan for a brighter future. That kind of work matters, and it’s incredibly fulfilling to be part of something that makes such a difference in the lives of others.

Once I experienced that firsthand, I never looked back. The credit union movement aligned with both my personal values and my professional goals and has continued to inspire me in meaningful ways throughout my career.
 
CU Times: What unique skills, experience and attributes do you bring to your role?

Cook: Over the course of my career, I’ve developed a strong foundation in financial and strategic planning, improving operations and leading initiatives that have positively impacted organizational growth. I’ve also focused heavily on building a culture of trust and collaboration, something I believe is critical to long-term success.

Beyond those core strengths, I bring a deep understanding of the credit union business model and a strong commitment to our mission. I’ve had the privilege of working in various areas of the organization, which has given me a comprehensive view of both member and employee needs. That cross-functional experience helps me make decisions that are not only strategic but also empathetic and people-focused.

As a leader, I prioritize transparency, adaptability and purpose-driven decision-making. I believe in being accessible and approachable, and I value listening as much as leading. The role of a CEO today requires more than just business acumen.It demands vision, resilience and the ability to inspire and align teams toward a shared goal. I’m proud to bring those attributes to the role, along with an unwavering commitment to serving our members and community.
 
CU Times: Which person (or people) do you credit the most for helping and supporting you along your career journey?

Cook: Over the course of my career, I’ve been fortunate to have two incredible bosses, at two different credit unions, who had a lasting impact on my career journey. Each of them saw potential in me and gave me the opportunity to grow in ways I hadn’t imagined for myself at the time.

They entrusted me with the responsibility of overseeing additional departments, which gave me a broader perspective and deeper understanding of how each area of a credit union functions. That experience gave me a holistic view of how all departments work together toward a shared mission, and it helped shape the way I lead today.

Their mentorship, trust and willingness to invest in my growth made all the difference. I’m incredibly grateful for their support, and I try to carry that forward by creating those same opportunities for others within our organization.
 
CU Times: What are some of the biggest differences between working in your current executive level role and your previous, non-executive roles?

Cook: One of the biggest differences is the shift from focusing primarily on executing tasks and managing departmental goals to thinking more broadly about the long-term vision and direction of the entire organization. In non-executive roles, my attention was centered on specific functions, ensuring accuracy, efficiency and performance in the areas I was responsible for. Now, as a CEO, my perspective has to be much more strategic and holistic.

There’s a heightened sense of responsibility in an executive role, not just for performance metrics, but for people, culture and the sustainability of our mission. I’m constantly thinking about how decisions today will impact our members, employees and community. I’m also much more focused on leadership development, cross-functional alignment and creating an environment where people feel empowered to succeed.

Overall, the biggest shift is from working in the business to working on the business while staying grounded in the values that brought me here in the first place.
 
CU Times: What’s a challenge you faced when you first joined your executive team, and how did you overcome it?

Cook: One of the biggest challenges I faced early on was a tendency among team members to work in silos. Everyone was committed and working hard, but there wasn’t always a strong sense of cross-functional collaboration. As a result, we sometimes missed opportunities to align our efforts, share insights or solve problems more efficiently together.

To address that, I focused first on building trust and open lines of communication. I started by meeting with each team member individually to better understand their goals, challenges and perspectives. I wanted to create a space where people felt heard and valued. From there, I worked to bring the team together more intentionally, creating more opportunities for shared planning, candid discussion and alignment around common goals.

I also encouraged transparency and accountability, not just to me, but to one another. Collaboration improved, decision-making became stronger and we were able to move more efficiently as a leadership team.

Breaking down silos takes time and consistency, but the result is a more connected, agile and resilient organization. And that’s exactly what we’ve been building together.
 
CU Times: How would you describe your current leadership style?

Cook: I would describe my leadership style as collaborative, purpose-driven and grounded in trust. I believe that the best outcomes happen when people feel empowered, supported and connected to a shared mission. I make it a priority to create a culture where every voice is valued, and people are encouraged to bring their ideas forward.

I lead with transparency and consistency, and I believe strongly in building relationships based on mutual respect. I stay engaged, ask questions and take time to understand what my team needs to be successful. At the same time, I trust the people around me to do what they do best and give them the space to grow and lead.

I’m also very focused on alignment, ensuring that our goals, culture and day-to-day actions are all working in the same direction. As CEO, I see it as my role to create clarity around our vision and to make sure everyone has the tools and support they need to thrive.

Ultimately, my leadership style is about lifting others up, staying grounded in our mission and always keeping people at the center of what we do.
 
CU Times: What are some lessons you've learned over your career concerning how to communicate well with others? 

Cook: One of the most important lessons I’ve learned is that good communication starts with listening. Early in my career, I realized that truly understanding people, whether it’s a team member, a peer or a member, requires making space for their perspectives and taking the time to really hear what they’re saying. That’s the foundation of trust, and trust is essential for effective communication.

I’ve also learned that clarity and consistency are key. As a leader, it’s my responsibility to ensure that our vision, expectations and values are communicated in a way that is clear, honest and aligned with our culture. Whether I’m having a one-on-one conversation or speaking to the entire organization, I try to be transparent, approachable and thoughtful in how I share information.

Another lesson is the importance of adapting your communication style to your audience. What resonates with one person or team might not resonate with another. Being able to adjust while staying true to who you are is a skill that helps strengthen relationships and foster collaboration across all levels of the organization.

At the end of the day, communication is about connection. When people feel seen, heard and valued, they’re more engaged, more motivated and more likely to work together toward a shared purpose.That’s something I strive for in every interaction.

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

Cook: For me, maintaining balance starts with being intentional about how I spend my time, especially when it comes to family.I make a conscious effort to connect regularly with my spouse, parents, children and grandchildren. Those relationships are a source of strength and perspective for me, and they remind me of what matters at the end of the day.

I’ll be the first to admit that I don’t always get it right, and like many people, I sometimes struggle with work/life balance. But I do my best to stay mindful of it and make adjustments when I need to. It’s something I’m always working on, and I try to extend that same grace and encouragement to others.

At work, I try to lead by example when it comes to boundaries and wellness. I believe in prioritizing what’s most important, recognizing when to step back and encouraging my team to do the same.Burnout can happen when you lose sight of our own well-being, so I make it a point to pause, reflect and give myself permission to rest when needed.

Ultimately, balance isn’t about achieving perfection. It’s about being mindful, making meaningful choices and remembering that taking care of ourselves helps us take better care of those around us, both at home and at work.
 
CU Times: What’s next for you on your executive career journey? Do you have any specific career goals you’re working toward?

Cook: As I step into this new chapter as CEO, my focus is on making a meaningful impact during this time in my career. While I do plan to retire from this role eventually, my goal right now is to lead with intention, to contribute to the continued growth of the organization, and to expand the positive impact we have on our members and community.

I want to ensure we’re building something that’s not only successful today, but sustainable and strong for the future. That means investing in our people, strengthening our culture and making strategic decisions that will position us for long-term success.

One of the things that’s most important to me is creating a legacy of collaboration, integrity and service, a culture where our mission continues to thrive, no matter who’s in the seat.

I see this moment as an opportunity to lead with purpose, elevate others and make every step count.
 
CU Times: What big-picture impact do you hope to make within your credit union, as well as for your members and community? 

Cook: The impact I hope to make is rooted in the belief that we can and should make it easier for people to connect with their financial goals, no matter where they are in life. Right now, my team and I are focused on creating a frictionless, omnichannel experience that offers consistent personalization and convenience at every touchpoint. Whether a member is walking into a branch, logging in online or calling us directly, they should feel known, supported and empowered.

We’re also expanding our commitment to financial education, making sure members have access to the tools and knowledge they need to make confident, informed decisions. That’s a critical part of how we serve, especially in a time when financial literacy can have such a profound impact on long-term well-being.

And just as important is our continued investment in the communities we serve. We’re exploring ways to deepen our giveback efforts, increase our local impact and stay true to the cooperative spirit that defines who we are.

At the heart of it all, I want our credit union to be a trusted partner that improves lives, not just through products and services, but through education, support and genuine community connection.
 
CU Times: What career advice would you give your younger self?

Cook: I would tell my younger self, don’t be afraid to speak up. I was quite early in my career and often held back in group settings, even when I had ideas or insights that could’ve added value. I’ve learned over time that your perspective matters, and that confidence grows when you start trusting your voice.

I’d also remind her not to be so hard on herself. You don’t need to have it all figured out. Every experience, every success, every misstep is shaping you into the leader you’re meant to be. Give yourself the grace to grow.

And most importantly, I’d tell her to stay true to her values and lead with heart. People will remember how you made them feel, how you listened and how you showed up for them. That’s where real leadership begins.

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.