Wharton@Work

July 2025 | 

Wharton, CUES and the Future of Credit Union Leadership

Wharton, CUES and the Future of Credit Union Leadership

What happens when you bring together top executives from a mission-driven industry, give them space to learn from one another, and surround them with world-class faculty? For the Credit Union Executive Society (CUES), the answer is a powerful, long-running partnership with Wharton Executive Education that’s transforming how leaders across the industry think, strategize, and lead.

The CUES CEO Institute at Wharton is part of a unique, three-university collaboration that offers credit union executives a tailored learning journey — starting at Wharton with a focus on strategy and customer-centric growth. “This is executive education at its best,” says Professor Peter Fader, Wharton faculty director for the program. “The participants are open, engaged, and genuinely eager to stretch their thinking. They’re not just comparing notes — they’re reimagining what credit unions can be.”

Fader, known for his work on customer lifetime value and co-founding predictive analytics firm Theta, says the credit union sector is at a pivotal moment. “For a long time, their differentiation was framed as ‘We’re not banks.’ But now there’s a shift happening — leaders are starting to define their value in affirmative terms, rooted in data, relationships, and member insight. That openness has made this program especially energizing.”

Learning That’s Built to Stick

Recent participant Francis Pudner, chief risk officer and general counsel at PSECU, calls the program “one of the most impactful professional experiences I’ve had. I came into it with high expectations based on everything I’d heard — but those expectations were completely exceeded. I’ve participated in other strong leadership development programs and hold an MBA from Duke, but what I experienced at Wharton was truly unique. The caliber of the faculty, the depth of the material, and the level of engagement — both from the instructors and the accomplished credit union leaders in my cohort — made it one of the most extraordinary leadership development experiences I’ve ever had.”

With a background in strategy and risk, as well as recent responsibility for marketing, digital banking, branch services and member engagement, he found the lessons on customer lifetime value especially timely. “Pete’s work challenged us to think differently,” he says. “It’s not just about treating everyone the same — it’s about focusing where we can deliver the greatest value to our members. That is a major mindset shift for many credit union leaders.”

A full-day, team-based simulation anchored the experience. Participants worked in groups to make fast, data-driven decisions under pressure, then regrouped with faculty to unpack what worked and why. “It brought the learning full circle,” says Pudner. “We walked away with new frameworks, but also real clarity about how to apply them.”

A Peer Network That Lasts

One of the most powerful aspects of the program isn’t just what participants learn — it’s who they learn it with. Because credit unions operate in a highly collaborative space, participants come ready to share real-world challenges and insights without holding back. Pudner explains, “It’s rare to find a room full of industry peers who are so open. The level of generosity — both in ideas and experience — was exceptional.”

That openness fuels conversations that extend far beyond the classroom. “It’s one of the only places where credit union leaders from across the country can engage this deeply,” Pudner adds. “I’ve already connected with several classmates post-program to follow up on specific ideas, and we’re continuing to learn from one another.”

Fader sees this as one of the program’s greatest strengths — particularly for the level of leaders involved. “It does get lonely at the top,” he says. “Participants value the chance to connect with others navigating similar challenges, in a space that’s built for reflection and exchange. It’s more than a learning community; it becomes a practice community.”

The program structure reinforces that continuity. Participants are encouraged to reflect, journal, and develop action plans they take home and revisit. They also complete an essay that captures their insights and next steps — offering a shared foundation for follow-up and continued collaboration. “It doesn’t end when they leave campus,” says Fader. “The peer network that forms here keeps the learning alive.”

A Model for Other Organizations

The CUES program offers a compelling blueprint for other associations or industries considering a custom executive education partnership. Wharton brings its best faculty — experts in leadership, innovation, regulation, operations, and more — and tailors the experience to the industry’s evolving needs. Guest sessions with undergraduate leaders from Penn’s student-run credit union, for example, provide an unexpected but powerful intergenerational exchange.

For Fader, the magic lies in the alignment: “We’re not just delivering content. We’re co-creating an experience that pushes people to think differently about their mission and their model — and equips them with tools to act on it.”

Pudner puts it simply: “It was a week of deep learning, connection, and growth.” For leaders facing change, opportunity, and rising expectations, programs like this aren’t just beneficial — they’re essential. As more organizations look for ways to empower their top talent and create meaningful transformation, the CUES–Wharton partnership offers a powerful model for what’s possible.