Inside A Purpose-Driven Rebrand: With Bill Crane, Beginnings Credit Union

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Intro: This is Believe in Banking, a podcast series for decision makers, influencers, and leaders, featuring experts taking on the financial industry’s most pressing issues with insight and empathy. The podcast features information and conversations designed to enlighten and empower.

Juliet D’Ambrosio (00:17): Welcome to our podcast for Believe in Banking. I’m Juliet D’Ambrosio, Chief Experience Officer at Adrenaline.

Today, I am thrilled and excited – I’ve actually been looking forward to this conversation for weeks now that I knew that it had been scheduled – as we speak with Bill Crane, he is the Chief Production Officer at Beginnings Credit Union. We’re going to talk all about where Beginnings began as Bill helped to lead his organization through change. And Bill and I got to know each other throughout this process, so I feel like I’m talking to a friend, as well as someone that I admire very much in having seen his leadership through really leading transformative change. So Bill, welcome to Believe in Banking.

Bill Crane (01:09): Thank you, Juliet. It’s so nice to be with you. Thanks for inviting me, and I’m really looking forward to the conversation.

Juliet D’Ambrosio (01:15): Well, great. I know you well, and I do know a few really interesting biographical details about you, but I’d love to hear your story about how you got into banking slash credit unioning generally, and what your role is now as chief production officer.

Bill Crane (01:36): Sure. Well, thank you. I actually grew up in this area in central New York. I’m an eighth generation native of the area. My grandfather owned a dairy farm here, and my parents still own a nursery and landscaping business here locally. So, I grew up in agriculture and had what felt like was a whole career before I went to college and never really thought about banking as something that I was going to get into after high school. I left the Northeast for about a decade to go to school and start a career and a family, and we returned to the area. My wife would say that it was to be closer to the family, but I think it was because of the weather. And I say this with a foot of snow on the ground here, and today’s the warmest temperature. It’s been in about a month. We’re going to get to 24 today, I think so, and most people think I’m crazy, but I love the snow in the cold. So upstate New York is a perfect place for me.

And of course Beginnings is located here in upstate New York, so it’s a great fit. I joined the credit union as general counsel in 2005, and since then I’ve had a number of different roles here. I was in lending for many years and compliance and facilities, information security, and some other areas. And I guess in what probably seems like a 180 to many, I now oversee marketing and business development and service excellence, which is our sales program, and also project management. We run somewhere between 80 and a 100 projects every year. The rebrand being the big one from last year. And I’m also responsible for continuous improvement and our Lean Six Sigma program.

And I have administrative responsibility for internal audit, which formally reports to our supervisory committee, and I’m the administrative liaison there. So I’ve had the opportunity to really through the support of our CEO Lisa Whitaker to really build a career here. And it’s been very fulfilling, and it’s the reason that I’ve stayed, frankly, is to be able to do all these different things. But it’s also given me what I feel is a valuable perspective of the organization, how it works, and how we serve our members as well as our internal customers, our coworkers. We’re a very collaborative organization. So it’s given me the opportunity to lean into that collaborative effort, understanding the organization and knowing how it works and knowing the players. And so that’s been very fulfilling, and I’m appreciative of all the opportunities I’ve gotten here at the credit union. So as I said, it’s definitely been a great career for now 20, almost 21 years.

Juliet D’Ambrosio (03:52): Well, give me a minute as I get my jaw off of the table. As I listened to the purview and reach and breadth of what you oversee, it really is incredible because you are a connective thread across so much of what Beginnings and what the credit union does. And I have only experienced part of it in working with you, but it’s all beginning to make sense. Now, I want to back up and just talk about when we first met, you were part of a credit union headquartered in Ithaca, New York called CFCU Community Credit Union.

Bill Crane (04:30): Correct.

Juliet D’Ambrosio (04:31): And lots of Cs in both the acronym and the Community Credit Union. And when we first met the organization was at what I consider a critical threshold that a lot of credit unions reach. The idea that you had expanded, you were beloved by really generations of members. But there was expansion in your future. There was growth you were undergoing, and the confines of the CFCU brand no longer fit the scope of the vision, the mission, or the ambition of the credit union itself. So the idea that a change was necessary to the brand was something that you championed early on. And I’d love to hear your perspective on how that conversation happened internally, both with Lisa Whitaker, the CEO, but really with all of your colleagues. How did you help take an idea of change at that scale and manage it internally to get lots of internal buy-in advocacy and as you mentioned, collaboration?

Bill Crane (05:42): Well, I’m sure as you know, every rebrand journey is unique, but ours was really a full service rebrand. I mean, we changed pretty much everything when it came to the brand. And so it’s a process. It required a huge amount of time and intention, effort and coordination, and collaboration. And I think just going back to that former name, it doesn’t mean a lot to anyone when you say CFCU Community Credit Union, and try saying it five times fast. It’s not the simplest name to get out there either, but it had a lot of history, and we wanted to be very intentional in our approach to this rebrand because of that history.

We were founded in 1953 as Cornell Federal Credit Union, which is where the CFCU came from. And for many years we were known as CFCU in the early years. We served Cornell University faculty and staff and that connection with Cornell and that having that in our name, I think was very important to our success in those early years, because I think it gave us some added credibility through the Cornell brand. However, as the years went by, as many credit unions do, we grew. We grew beyond the original field of membership. We converted our charter from a federal to state charter. So, we had all these different changes, and Cornell Federal Credit Union wasn’t applicable anymore.

Ultimately in 2002, we rebranded to CFCU Community Credit Union, but the letters didn’t really stand for anything. As I mentioned, we’re no longer Cornell Federal Credit Union. We’re a state charter, so we can’t even have federal in our name. So CFCU was just four letters basically that didn’t really stand for anything. Maybe it pointed to history but didn’t necessarily mean a lot to new members who may not be associated with the credit union or didn’t know our longtime history. So that name which we ended up keeping for over 20 years wasn’t really meaningful outside of the Cornell community. And it was also a mouthful.

And when I actually started here over 20 years ago, which was shortly after we had branded to CFCU, we started talking about how to address the name confusion and whether a name change would make sense, but we also knew there was a risk in rebranding. It might alienate that significant base of our Cornell membership who still associated with that institution and a new name would come with its own risks. So, we held off and we had other priorities as well. We had technology advancements and new systems that we wanted to put in place and new products and services. But then in 2022, so this is 20 years after we had rebranded to CFCU Community Credit Union, we went through a merger and a charter expansion that added Syracuse and Onondaga County to our field of membership.

And at that point, we really felt it would be a good time to start actively exploring our brand and its relevance to our business. So we first really got buy-in from our board and our executive leadership team to review our brand strategy. We did not take the approach of we’re going to rebrand. I think what we really wanted to discover is we had questions about our brand, but what do our members think and what does the market think about this brand and what’s the relevance and does it make sense for us to look more closely and perhaps take the opportunity to make changes to the brand? But we didn’t want to make any assumptions or commitment that we were going to rebrand. So that really took the pressure off knowing that we could always revert back to the preexisting name and branding if that made the most sense.

And so we also, I think we made a great decision in partnering. We went through a vetting process with several vendors, ultimately selecting Adrenaline to assist us with the rebrand. You all have a lot of expertise in branding and rebranding, and we wanted to work with experts who had been through the process before. This wasn’t something, again, we did it 20 years ago. It wasn’t something that was kind of easy like the back of the hand. So, I think that was key to our decision, and I strongly recommend any organization that’s looking at their brand strategy or thinking about rebranding to work with experts. As I mentioned, we really took the approach of this is a project. We were not necessarily sure where it’s going to end up, but we want to make sure we’re putting a process in place that is clear and understandable and defensible, and that would lead us to a better understanding of our brand and what made sense as far as next steps.

We started down the road of doing a whole bunch of research, and I think that was also really important to us in terms of gathering that internal consensus and building to a positive decision for the organization. Adrenaline led internal interviews and discovery sessions to get feedback from our leaders across the organization around the current brand. We also conducted a market survey to gauge how the general public perceived our legacy name and brand and the insights that we gained from this research allowed us to develop a brand strategy that really supported a name change rather than keeping the status quo or doing a more modest brand refresh. So we really felt that when we did the market research and the internal discussions, it made more and more sense to do a full service rebrand.

And then once we had that kind of basic foundation for a decision, we needed to come up with a name, and that was quite a process. And Adrenaline helped us to compile a list of potential new names for the brand. We reviewed about 10 of those names and selected four for some additional name testing. So again, more research. We had another market survey. We had member focus groups. And we also had an employee and volunteer survey so that we could get feedback on these potential new names from all of our stakeholders. Again, I think that process, we’re really focused on process. We’re focused on research and data and information that all lent credibility to our project. We weren’t doing this alone, and we weren’t doing it in a vacuum. And it wasn’t just a decision based on what name the executives or the board liked the best.

We really try to create a consensus around the new name. And I think we were all reassured by the fact that all stakeholder groups overwhelmingly chose the name Beginnings, and we’re very excited to get that feedback and really validate the process and the decision. And then I think once we ultimately decided to rebrand to Beginnings, we took a very intentional approach to the brand launch. We did a lot of preparation prior to the new name going into effect. We developed our brand identity and our collateral for rebrand launch, including a video that highlighted the new name and the new identity. We prepared for negative feedback as well because we knew that there would be some members who may not like the change, especially those long tenured members who may remember us as Cornell Federal Credit Union, and now we’re dropping the CFCU from our name and becoming a different brand identity and that can be disruptive to folks who may have been members for a long time here.

We really prepared by creating FAQs and talking points around the ‘why.’ Why were we doing this? Why was it important? Why did we choose the name We did. We also held an insider launch event to offsite that was to celebrate the new name with the staff and volunteers. And then we teased the name Beginnings out into the market for several months before the name change went into effect. And I think that was a really smart move on our behalf. In some ways it was driven by the regulatory process as well as the state charter credit union. The name had to be approved by the state, but I think that time gave time for our staff, our members, and the communities that we serve to get used to the new name and to prepare for the change.

Juliet D’Ambrosio (12:57): Bill, that’s such a great and comprehensive look at how you managed, how you truly led change throughout the organization. And there are a few things I’d love to sort of dig deeper into as we explore that. You mentioned the brand launch event. We have often observed for our clients who undergo a change in brand even sometimes if it’s not a change in name, but a real change in brand, in mission, in story, in the idea of how we tell the world, our members, the market, what we stand for, and the moment of that employee launch. There’s really a before and an after to that.

And I’m wondering if you have felt that internally that there has been not only an embrace of the name and the brand itself, but an invigoration of culture, one of the depth and breadth of Beginnings’ rebrand? And you mentioned it, I mean you really did the soup to nuts. And so the transformation touched obviously name, logo, color, visual identity, verbal identity, but also culture. And we haven’t even started talking about branch and branch design. But my question is: does that ring true that there has been a cultural transformation or reinvigoration internally at Beginnings? And talk a little bit about how that has worked and what were the keys to that success?

Bill Crane (14:29): I absolutely agree that there has been a change to the energy of the organization as a result of the rebrand. And I think some of the things that we’ve done related to the rebrand, we’ve had a vision statement that has kind of stayed the same for the last 10 or 15 years, and we didn’t want to really mess around with that through the rebound process. I think it served us very well, but we did update our values, and we created a brand purpose, which we had not done before. And I think we’ve really leaned into those statements and they’re not just statements. They’re important guideposts that we’ve developed with purpose. We created and rolled them out with the rebrand. I think we wanted to really highlight those and make sure that our staff understood that this is what guides us and this is what we strive for.

Our vision is pretty straightforward, but I think it has a lot of meaning when it comes to both the member and the employee experience. And that vision is “transforming generations and communities simply, personally.” I love that. I think it’s short and sweet, but it really resonates. We want to be transformative and impactful. We take the long view – the generational view. We have a lot of long-tenured employees and members, and that’s because we try to build relationships that last. We make intentional investments in the communities that we serve. We try to keep it simple despite the fact that financial services has gotten really complicated over the years. But I think that’s all the more important to try to make things simple, and we value those personal interactions. So our vision was really important to us and we wanted to keep it top of mind every day.

I think the rebrand was an opportunity for us to revisit that and then build some additional statements around the vision that really supported what we were trying to do. And so we created a purpose, which was “connect people with better financial opportunities that unlock possibilities and move our communities forward.” Then we created four value statements that were modification of previous values that we had “pursue progress, connect and impact, serve with spirit and experience better.” And I think if I could lend a bit of advice to anyone listening who might be thinking about rebranding, I really encourage you to look at your guidepost statements. Some call it mission vision values or we call it purpose, vision, values. Those statements are going to be important to you as you rebrand. They’re going to help you define your goals, communicate the message to your employees, and get your employees behind what you’re doing because these are aspirational.

Don’t put them on a shelf. Constantly revisit them. In fact, I just reviewed our purpose, vision and values earlier today with some of our service excellence leaders. So, we’re using it constantly, and I think it continues that energy. But that employee launch event I think was a critical moment where we were able to share the ‘why.’ And we had some employees who were in the know and had been part of the process for really the full three-year project, and then others who were just discovering the new name and maybe new to the organization, and they hadn’t taken the survey that was interested in getting feedback on the name selection. The launch event was really important for us to be able to share why we were doing this, what was important about what we were doing, and also just to celebrate and highlight who we are as an organization, which really wasn’t changing.

We aren’t doing this drastic transformation to our culture. We are really more creating a brand that’s more aligned with our existing culture. And I think that was also comforting not only to our employees, but also to our board of directors who has been very supportive of us. I think they’ve been very pleased with our performance, our financial performance, and our growth over the years. So it wasn’t like we were doing things wrong; it was more like we were bringing our brand into the new millennium. And I think that really resonated with our staff. It wasn’t this profound change in culture that was scary and concerning. It was more, yes, it was a big rebrand, it was a full service rebrand, but it was really focused on creating a brand that resonated with our existing culture.

Juliet D’Ambrosio (18:41): Yeah, I think what’s interesting to note there is that rebrand, and we’re talking transformation, but the transformation is never about the core of who you are and how you operate and what you believe. The transformation is about how you unearth the gems of who you are and how you operate and what you believe, and a story around them that has new relevance. And so it is never a change to your DNA. It’s really just how we celebrate it in a way that makes more sense to more people and is able to be embraced, and it was so key to your success. I look back on that launch event and think about what a shared moment it was from everyone who was talking about the ‘why’ and what it meant for them. And every employee that was brought into the conversations at some point along the way. And there really was a sense of this is ours. And going down to the individual level, this is mine: Beginnings is mine. And so it was. I get goosebumps actually thinking about it even now.

I do want to pick up, you mentioned that bringing the brand and bringing the expression of culture into the next millennium. Millennials are old now. I say that with love being older than millennials myself. But one of the things about Beginnings, and this was the first time you and I ever spoke, Bill, you were really interested in the idea of younger audiences, and it’s part of who CFCU had been part of your strategy in working with younger people around financial literacy. And the name Beginnings itself is really an embrace of the idea of having a fresh perspective wherever you are in life’s journey financially. And I’d love for you to talk about what is on so many of Adrenaline’s clients’ minds, which is how do you help your brand stay relevant with generations that have built your success, but then position to new generations, Gen Z, Gen Alpha behind them, how do you bridge that gap?

Bill Crane (20:54): So the name as you mentioned, I think is something that really resonates with our younger audience. And as you know, our goal was really to focus our efforts going forward on trying to connect with the younger Millennials and even the Gen Z audience who are maybe earlier on in their banking lifecycle than our average member. And the average member age is about 49, which probably isn’t all that unique for credit unions, but certainly something that you want to pay attention to. And I think that gave us an impetus to identify ways to connect with a younger audience. And I definitely think we took the approach and took a process related to the discovery of our brand and the brand project that was inclusive and allowed us to hear the voices of younger members and a younger demographic. So for example, when we conducted our focus groups with members to talk about our brand and talk about the possibility of rebranding and talk about the names that we were interested in pursuing, we identified younger members who would help us in that process.

And we actually had two focus groups that were exclusive to the younger member demographic that we could kind of have great conversations with, and we had a lot of great discoveries as part of that. I think one of the things we realized is you can change your name, just don’t change who you are. And I think that was a very powerful statement from that younger group and allowed us to feel really good about what we were doing, and the fact that they would support us as long as our DNA stayed the same. Then I think as we got into the execution of the new brand, we wanted to create spaces to interact with our members. When I say spaces, I’m including both the digital space, our website, and our digital banking, as well as the physical space within our branches. We wanted to create spaces to interact with our members that felt lively and welcoming – friendly places where every member can feel part of a community from the moment they start engaging with us.

I think our decisions around how we use our patterns and our colors, which are really vibrant and really fun, as well as how we use our messaging within each of those spaces, those decisions were very intentional. We paid special attention to our college campus models as well as our student-run high school branches, and those are pretty small footprints. In those small spaces you have a limited amount of space to work with, and we really wanted to consider and select elements that might be inviting or appealing to that younger audience as they engage with our space. I think we took that same approach with our website as well as with our digital banking platform. We really tried to put some lively, exciting and fun patterns and colors and textures into those spaces that would be very inviting and welcoming to our younger audience.

I do think while our branding is fun and lively, it’s not overdone, nor is it overly ornate, which I think might have limited our ability to connect with that younger audience. I think it would make us feel less accessible. So I think those spaces, we were very intentional about designing them, and we were also willing to customize them a little bit. So not every space is the same and understanding that, okay, in these spaces, we are going to engage and interact with younger audience. So how should those be a little bit different compared to maybe a standalone branch that the demographic skews a little bit older? I think you don’t have to take a blanket approach when it comes to your creation of spaces and how the identity of the brand shows up in different areas. You can customize those depending on the audience and the location. And we try to do a lot of that so that every branch wasn’t exactly the same.

Juliet D’Ambrosio (24:50): Yeah, I’m so impressed by the way that you have kept your eye on the organizationally… Beginnings has kept its eye on the future, but also stayed very true to your roots. And when I say your roots, I mean your existing and long-term members and communities. One of the approaches that you took was a focus on community involvement, and we know that you’re only as successful as you are embraced by the communities. I’d love to hear a little bit about the role that you see community activation and community involvement playing in the success and rollout of a new brand for beginnings.

Bill Crane (25:33): Well, the community connection is really core to our brand. One of the struggles that I had in rebranding was the possibility that we would lose the name community in our name. We wouldn’t be CFCU Community Credit Union, or we wouldn’t have that word community in our name anymore. And I thought that was such an anchor for the old brand. So we knew that we would need to address that. And even at the board level, there were lots of conversations around how do we maintain our attention and our focus on the community because everything we do is really for our members and the communities that they live in. So part of that I think plays out in the way that we design some of our spaces.

For example, we have community spaces in several of our larger branches, and we offer these spaces for use to nonprofits in our community for their board meetings or meetings they need to have. We offer that at no cost to them. But we did see a great opportunity in those spaces to ensure that they reflected our brand in a way that resonated with visitors who may not be in the branch for purposes to Beginnings – they were there for attending a meeting that they volunteered for, not-for-profit for. So one of the things that we did was utilize the framing of our value statements on the wall, so the actual words in our value statements are reflected on the walls of those community spaces. That really allows us to, I think, reflect what’s important to us, to folks out in the community, again, who may not be at that branch for Beginnings business, but for some other purpose. I also think we spent a lot of time in the lead up to the rebrand, connecting and engaging with our community partners to share this news, to give them some time to absorb what was happening to our brand, and to give us feedback on what their thoughts were.

As I mentioned, we prepared for the negative commentary and feedback, but I don’t remember a single community partner saying anything other than positive feedback about our brand. I think that word Beginnings resonates with a lot of our community partners and the not-for-profits that we work with. And our new color schemes, patterns and textures, and the way that our brand stands out, I think was really attractive to those community partners. So we were very excited about the reaction and the response from the community related to our brand. I know this is a little bit off topic to your question, but I just want to add while I’m talking about this, even with regard to our employees and our members, the response and feedback regarding the new brand, and the Beginning’s name was overwhelmingly positive. It far exceeded my expectations

We knew we had a strong name based on the research and the feedback that we got from that research, but I didn’t realize how well it would be accepted. Now, I do think you need to prepare for negative feedback, and I won’t say that every member had positive things to say, but I think that’s what you’re going to encounter with a rebrand, be prepared for a little bit of negative feedback. And that’s just simply because people, not everyone likes change. It may not be an issue with the name, and they may fear what it means to them. Fortunately, there’s really no impact on our members or any significant impact. We didn’t require them to change their checks. We didn’t require them to swap out their debit and credit cards. Those things will continue to work, and they will continue to have that CFCU brand until those cards expire or they write through the checks.

So the member impact was quite minimal, which I think helped. But you still have folks who are going to be complaining or be upset because of that change. And in some ways, they think you’re changing your identity when really all you’re doing is changing your branding and changing your name. But as we talked about before, our identity has stayed the same. We’re the same as we were before. I would say even better now because we’re better positioned for growth and the future, but we’re still the same credit union serving the same members and focused on the same excellent service to our member base.

Juliet D’Ambrosio (29:37): Well, it doesn’t surprise me that you’ve had such positive embrace, and I say that with all humility really, because the approach that you took and that your teams took was that it’s not about what you think you personally, your executive team, your board, your leadership. It’s not what you like the best or think best positions you, but you listened to the data and having an agnostic approach to the outcome and letting the data lead you to the right approach, which you mentioned it was unanimous across all of your audiences around Beginnings. But your patience and rigorous approach in checking decision-making against the audiences who matter most. So the idea that the community has embraced it positively, your membership has, your employees have. And this just in, Bill, and one of the reasons that it doesn’t surprise me, literally late breaking news, is that Beginnings Credit Union has been named a Diamond Award winner from America’s Credit Unions for new corporate identity. So let me be the first to congratulate you and your team. Congratulations on really making an impact not only on the audiences that matter most to your growth, but also to the industry and being a bit of a guiding light to the industry about what’s possible with change. So, congrats.

Bill Crane (31:09): Wow, what an honor. I’m speechless. That’s amazing news. Thank you for sharing that.

Juliet D’Ambrosio (31:15): I’m so excited to be able to share it. And gosh, timing’s everything. I love it when it works out like this. I am interested just to the point about the research and your rigorous approach. I am wondering what surprised you most about any of the learnings. You’ve been with the credit union for decades, as you mentioned. You’re a hometown boy. You are by, for, and about the communities where Beginnings has its deepest roots. It would seem like you could almost imagine the results of the research. What surprised you? What did you not expect that you learned?

Bill Crane (31:55): I think there were a lot of great discoveries through the research and testing process. I think one of the things that surprised me the most was how unanimous the feedback was in regards to the name Beginnings. It was the clear winner in terms of choice of name for all audiences, our volunteers, our employees, our members, and the market. And to have such consistent feedback, I guess I wasn’t really prepared for that, but it certainly supported our decision, and I think made us feel great about making that choice. I would also say that when we first started looking at names, Beginnings wasn’t really on my radar screen, to be honest with you, as the name that would rise to the top. So it was a little surprising to me as well that beginnings became such a clear favorite when I guess I personally didn’t have it in my head that that was going to be one of the top names.

And I think as an insider, I have that unique perspective of an insider, but it’s also a very biased and somewhat myopic because I see what I see, and I come to the credit union every day to go to work, and I know it is a certain identity, and I see it as a certain identity, but that doesn’t mean other people who may have different ways of interacting with our credit union don’t see it very differently compared to what I do. So I guess in hindsight, maybe it’s not all that surprising, but in the moment when we got all this amazing positive feedback regarding Beginnings Credit Union as a name, I was pretty surprised and pleasantly so. But because again, it makes it so much easier when everyone’s on the same page and there’s consensus, and we all feel good about a decision.

Juliet D’Ambrosio (33:29): Agreed. We ask all of our guests this when they are gracious enough to be on our podcast. It’s very clear to me that you believe in banking, having built a career there. Tell us why.

Bill Crane (33:43): I think to many consumers, the word banking is a dirty word. It has negative connotations, and probably some of that is warranted. I recognize that some of the reputational challenges of our industry are probably warranted, but I truly believe in the power of banking to make a positive impact in people’s lives, both our members and the communities we serve, as well as in the lives of our own employees. And I’ve seen that impact. I’ve seen the impact that we can make in our members’ lives. We are a low income designated credit union, which means that the majority of our members are below 80% of median income for our area. And I know that we help them make a good life with limited resources every day, and we have an impact. I also look at the support that we give to local nonprofits and charities, and I know we’re making a positive difference in the communities that we serve. And that makes me very proud to be a part of Beginnings, and that’s why I believe in banking.

Juliet D’Ambrosio (34:47): Beautifully said, and it’s just the beginning. You are still less than a full year out having rolled out the new brand that is a clarification and a celebration of an enduring vision and enduring soul. So thank you so much for both coming on the podcast, but also your partnership. I’ve enjoyed it. We’ve learned a lot about it. And I mean the ending lines just right themselves, Bill: it’s just the beginning.

Bill Crane (35:19): I love that. Juliet, thank you so much for having me. It’s been my pleasure, and I look forward to working with you as we move into our next phase of Beginnings.

Outro: You’ve been listening to Believe in Banking, a podcast series created to empower decision makers, influencers, and industry leaders in financial services.

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