Embracing Technology to Compete - and to Survive
At Achieva Credit Union, modernization isn’t about chasing trends. It’s about keeping pace with rising member expectations and ensuring the institution remains viable in a rapidly changing financial landscape.
For Dave Germann, Achieva’s Chief Lending Officer, the driving forces are clear and unavoidable.
“Banks don’t hesitate to invest in technology,” Germann says. “Credit unions tend to be more cautious. But our members’ expectations aren’t being set by credit unions anymore. They expect loans to work like Amazon. Do you want it this evening? Overnight? Tomorrow?”
With nearly four decades in financial services and more than ten years in the credit union space, Germann has seen what happens when institutions hesitate. Standing still, in his view, isn’t conservative. It’s risky.
“You’re either going to invest in technology and grow,” he says, “or you’re going to lose members and fall behind. If we can make something simpler for our members and our employees, I don’t ever see a downside.”
That mindset isn’t limited to one executive. It reflects how Achieva’s leadership team approaches modernization: simplify relentlessly, protect members, and invest in tools that help people – not replace them.
When the Experience Didn’t Match the Expectation
Account opening has long been a pain point across the industry. Online, Achieva could offer a relatively fast experience. In the branch, the same process could take far longer.
“A member could open an account online in five or ten minutes,” Germann recalls. “That same member comes into a branch on their lunch hour and ends up late for work because it takes so long.”
The inconsistency wasn’t acceptable.
“How can we replicate the online experience in the branch?” he asked. “That was really the problem we needed to solve.”
The goal wasn’t to force members into digital or keep them in the branch. It was to remove friction everywhere and let members choose how they engage.
Choosing Technology That Makes Life Easier
Achieva began using Clutch for online account opening and is now rolling out in‑branch account opening that mirrors the digital experience.
What mattered most to Germann wasn’t just efficiency. It was making sure technology improved outcomes for members and employees at the same time.
“When Clutch comes out with something, everybody wins,” he says. “It’s not harder for one group for the sake of another.”
That win-win outcome was especially important internally. Like many credit unions, Achieva had employees who initially worried that automation meant job loss.
“I really don’t see this being the case,” Germann explains. “I don’t know one credit union that embraces technology and then lays people off. We want technology to handle the mundane things so employees can enjoy their jobs and do what they actually want to do, which is helping members.”
By involving hesitant team members directly in demos and discussions, resistance shifted to anticipation.
“One of the biggest naysayers looked at me after a demo and said, ‘That solves every headache we have.’”
Security, AI, and the Risk of Doing Nothing
As more processes move online, concerns around security and fraud naturally follow. Germann takes those concerns seriously – but he also reframes them.
“Not doing something is also a risk,” he says.
Fraudsters adopt new technology quickly. Falling behind only increases exposure.
“We’re already using AI to verify identity, people just may not realize it,” Germann explains. “The bad actors are the first ones to use new tools. If you don’t, you’re behind.”
His approach to AI mirrors his approach to technology overall: embrace it, be cautious and protect member data, but don’t ignore it.
“It’s here. It’s not going away,” he says.
What Changed After Implementation
Germann avoids focusing on a single metric. Instead, he looks at patterns.
“Every time we’ve implemented something with Clutch, give it 30 or 60 days and everything takes off,” he says. “Loan applications increase. Volumes increase. Membership grows. Deposits grow. Checking accounts grow.”
The impact is noticeable and fast.
“In many cases, it’s not incremental,” Germann adds. “It’ll double.”
But the shift wasn’t just in growth. It was in making time for what matters.
“Our employees now have the time to help members,” he explains. “They’re not spending an hour on something that should take ten minutes.”
Member feedback reflects that change.
“They tell us it was simpler than they expected. Faster than they thought it would be. And when they need help, they feel like our employees really helped them.”
Technology didn’t replace the human touch, it created space for it.