For credit union leaders, compliance has long been viewed as a necessary safeguard — a function designed to meet regulatory expectations and avoid adverse findings. But today’s environment is reshaping that role. Supervisory approaches are evolving, risk landscapes are expanding, and institutions are being asked not only whether they comply, but how their programs support sound governance, resilience, and responsible growth.
Increasingly, the most effective compliance programs are those that operate beyond checklist execution. They serve as early warning systems, strategic advisors, and connective tissue between risk, operations, technology, and leadership. ...