7 minutes
Building the Next Generation of Credit Union Leaders
At a time when credit unions are navigating leadership transitions, workforce shifts, and evolving expectations from younger generations, one thing is becoming increasingly clear: developing talent can no longer be an afterthought.
For many organizations, succession planning and talent pipeline development are now formal expectations, reinforced by regulatory guidance and board-level conversations. But beyond compliance, there’s a deeper opportunity—one that aligns squarely with the cooperative philosophy at the heart of the credit union movement.
Internship programs, when designed with intention, can serve as early-stage leadership incubators—connecting students to purpose-driven work, strengthening organizational culture, and building long-term commitment to the mission of people helping people.
At Chartway Credit Union, that belief has shaped an internship program that is redefining what early-career development can look like in the credit union space.
A Values-Driven Beginning
Headquartered in Virginia Beach, Virginia, $3.2 billion Chartway Credit Union serves more than 265,000 members across Texas, Utah, and Virginia. Chartway operates in a dynamic, competitive environment—one that requires not only strong operational execution, but a deliberate, long-term approach to leadership and talent development.
That philosophy extends beyond traditional hiring, and sits at the core of Chartway’s internship program.
“When we first looked back at why we started the program, it wasn’t about filling roles or checking a box,” said Jill Edsall, CUDE, Vice President of Talent Growth & Readiness at Chartway Credit Union. “Those became outcomes, but the true driver was our value of community and our desire to support the next generation of talent within the communities we serve.”
The program’s design began during an unprecedented time: the COVID-19 pandemic. With onboarding paused, Edsall’s team had the opportunity to step back and think long-term.
“We asked ourselves how we could create something that would have lasting impact—both for students and for our organization,” she added.
The result was a thoughtfully structured, paid, 10-week summer internship program that has continued to evolve year after year.
More Than a To-Do List
From the start, Chartway was clear about what it did not want the program to be.
“We didn’t want interns walking away with a resume full of busy work,” shares Edsall. “We wanted them to leave knowing they had made a meaningful contribution.”
She explains that each participating department submits a detailed project proposal before an intern is ever hired, ensuring the work is intentional and ready from day one. Those projects are designed to be completed end-to-end within the 10-week program, culminating in a capstone presentation to senior leadership that gives interns true ownership and a tangible outcome they can be proud of.
During their 10-week assignment, interns work full-time, on-site, across a wide range of departments—from IT and data analytics to financial wellness, marketing, and operations. While the program began virtually, over time, Chartway shifted away from hybrid and virtual models based on direct intern feedback.
“They told us how much learning happens in person during those informal moments—observing conversations, asking quick questions, being part of the day-to-day,” Edsall continued. “Listening to that feedback shaped how the program evolved and works today.”
That feedback loop is intentional. The credit union actively solicits intern input throughout the summer, not just at the end of the program.
“This generation is an incredibly powerful feedback engine,” Edsall noted. “If you create the space for it, they will help you build something better.”
The Intern’s Perspective
Leadership visibility is a defining element of Chartway’s internship experience—not as a formality, but as a signal that interns are trusted contributors from day one.
For Alaine Rogayan, that message came through clearly during her internship, and has stayed with her in her current role as a Technology/IT Operations System Administrator at the credit union.
“When I was looking at internships, I was searching for companies that truly cared about their culture,” Rogayan said. “Chartway checked all my boxes.”
Presenting her capstone project to senior leadership became a turning point; the final presentation in which each intern summarizes their approved, 10-week work project and shares outcomes, insights, and recommendations.
Each year, leadership walks away energized by the creativity and organizational impact those interns deliver.
“There’s a difference between going through the motions and presenting what you’ve learned to leaders who are genuinely engaged,” she explains. “That experience pushed me out of my comfort zone and built confidence I still carry today.”
Mentorship further shaped her experience—and her career path.
“I was given the opportunity to shadow peers across IT operations,” Rogayan said. “Seeing those roles in real time changed the trajectory of my career and gave me clarity about where I wanted to go.”
One final moment, near the end of her internship, left a lasting impression.
“Chartway’s president & CEO, Brian Schools, invited all the interns to meet with him and talk openly about the program,” Rogayan recalled. “He told us he was there to learn from us just as much as we were there to learn from Chartway. Coming from a CEO, that meant a lot—it made me feel like our work truly mattered.”
Benefits That Extend Beyond the Program
The impact of Chartway’s internship program extends well beyond a single summer.
Approximately 22% of Chartway interns ultimately become permanent employees, and several from the earliest cohort have already advanced into leadership roles. Others return for temporary or part-time work before joining full-time.
One intern-driven idea even sparked an entirely new credit union initiative.
In 2024, a group of interns collaborated—outside their assigned projects—to create a campus ambassador program at Norfolk State University. Today, that program remains active, staffed largely by former interns who represent Chartway at university events, support marketing efforts, and help grow awareness of credit unions among young adults.
“It started with curiosity,” Edsall said. “They asked, ‘Why do we do it this way?’ They had an idea, and we listened.”
For leaders, the experience is equally formative.
“There’s something incredibly validating about investing in people and seeing the outcome in such a short time,” continued Edsall. “It strengthens our culture and reminds us why leadership matters.”
Building Partnerships Beyond the Credit Union
Chartway’s approach also extends into a broader workforce ecosystem.
The credit union leverages resources from the Virginia Talent + Opportunity Partnership (Virginia TOP), a statewide initiative that connects employers, higher education institutions, and students through work-based learning opportunities. Virginia TOP helps bridge the gap between classroom learning and real-world experience—supporting both workforce readiness and talent development across the state.
Through partnerships such as Virginia TOP and close collaboration with universities, including Old Dominion University, Norfolk State University, the University of Utah, and Salt Lake Community College, Chartway continues to expand access and strengthen its talent pipeline.
“These partnerships make it easier for organizations to get started with an internship program,” noted Edsall. “You don’t have to build everything from scratch.”
Lessons for the Credit Union Movement
For credit unions considering or refining an internship program, Edsall offers clear guidance:
“Meaningful work matters,” she said. “Students know the difference between busy work and impact.”
Connection matters just as much—along with preparation and follow-through.
“Having an intern is work,” Edsall continued. “It requires intention, mentorship, and support—but the return is incredible.”
Rogayan agrees.
“An internship at a credit union gives you both professional and personal fulfillment,” she said. “You’re part of something bigger.”
Strengthening the Movement, One Intern at a Time
For Chartway, internships are more than a talent strategy—they are an extension of the cooperative mission.
“Many students don’t fully understand what a credit union is,” Edsall added. “Internships help them experience the philosophy of people helping people firsthand.”
And that experience leaves a lasting mark.
“We’re not just building team members,” she concluded. “We’re creating credit union members for life—and future leaders who understand why this movement matters.”
About Chartway Credit Union:
Chartway Credit Union is a $3.2 billion financial cooperative serving more than 265,000 members across Virginia, Texas, and Utah. Through its charitable arm, the Chartway Promise Foundation, Chartway has raised $17 million to bring hope and joy to children facing medical challenges—reflecting the credit union’s longstanding commitment to making a meaningful impact in the communities it serves.
Stephanie Schwenn Sebring is owner of Fab Prose & Professional Writing, where she partners with credit unions and industry suppliers to develop strategic marketing plans and compelling content that supports growth. Connect with her on LinkedIn.
