The University of Iowa Community Credit Union has grown since 1938 to be the largest credit union in Iowa, with over $5 billion in assets and 190,000 members. In the competitive world of finance, UICCU stands out. Our commitment to our members and our community drives our members-first approach. As a nonprofit, we pride ourselves in giving back to our membership through better rates, lower fees, and exceptional service.What can the credit union ranked #1 in the US for return to the member do to solve your needs? We specialize in offering solutions in the following areas of consumer services: Retail Mortgage Indirect lending Wealth management Insurance services Sales and service training ComplianceLeading the Consumer Services areas at UICCU, I ensure that we are listening to our members carefully and meeting their needs in each of those areas. As the Executive Vice President charged with overseeing these areas of our services, my passion is for cultivating the talent of UICCU’s employees—such as highly experienced Mortgage Loan Officers, Licensed Insurance Agents, and financial-industry professionals such as Retail Account Executives. By instilling a culture of belief—of confidence, of willingness to take risks, and of being unafraid to fail—I continually empower each of our consumer-services teams to achieve our goals.Each day brings with it new challenges, and I enjoy helping others learn more about the credit-union industry and sharing information about how we can create optimal experiences for our members. I invite you to contact me today to start the conversation.319-341-2119 (o) | 319-594-5367 (c) | ahenderson@uiccu.org

The invitation to join UICCU came at a time when I least expected it. But it presented the chance to take on new challenges, as well as an opportunity to return to my family’s home state of Iowa. Serving as Mortgage Department Manager and Senior VP, my primary responsibility was to develop relationships in the real estate community in our six markets: Iowa City, Cedar Rapids, Cedar Falls/Waterloo, Quad Cities, Grinnell, and Des Moines. I built and developed marketing agreements with realtor firms in those markets so that we could build relationships and grow within those markets.Additionally, one of my challenges in this new role was to increase UICCU’s market share and to reach our key financial targets, which included our member-service score, in-house loan growth, service release premium goal, market share, cross-sell ratio, and total originations. To that end, I created a business-development program to increase referrals from traditional sources and reviewed and assessed our existing product lines with current and prospective members’ needs in mind.Looking back at the decade that I spent as part of the exceptional mortgage team at UICCU, I can say that we achieved two essential goals: improving our overall sales and service culture for our membership, and creating a work environment that exceeded employee engagement standards.ACHIEVEMENTS #1 mortgage lender in Iowa by volume Increased originations by approximately 900% since 2005 #1 market share in all markets Over $7 billion in originations More than 50% of mortgage loan officers consistently in top 25, based on Iowa Mortgage Association President’s Club annual ranking

After a successful tenure as District Manager in Iowa City, I accepted the opportunity to serve as District Manager for more than eighteen branches in the Kansas City, Kansas market. As District Manager, I had five key goals: core deposits, retail loans, small business loans, fee income, and insurance/investment income. I coached and trained managers on scorecard success and leadership skills, and I worked with them to implement a new plan for achieving campaign success and raising the level of service that our customers experienced in our branches.The results of our fearless transformation were remarkable. In 2004, our district won the Fall Campaign (the largest retail sales campaign of the year) for the first time in the Kansas City market. We ended the year among the top six districts for consumer loan growth, having grown in that area to 25% growth from 8% growth in the previous year. We achieved our contribution goal in 2004 and 2005, and when I left US Bank, 33% of my managers were on track for Annual Pinnacle recognitions, which are given to the top 10% of managers in the company.I loved the challenge of turning around two districts—first in Iowa City/Cedar Rapids, and then in Kansas City. It was rewarding to help the managers and their branches discover that they could achieve higher levels of success than they believed they could. As a leader who is unafraid of failure, I continue to be proud of the risks taken—and the rewards enjoyed—by the teams I led at US Bank.

When the opportunity to be promoted to District Manager arose, I was eager to accept it because I was—and remain—passionate about using my leadership role to promote our district’s success and our customers’ satisfaction.In my role as District Manager, I was accountable for the sales leadership and overall management of fourteen branches in the Iowa City/Cedar Rapids market. The branches in this district were unsure of their ability to succeed. My goal was to instill a culture of belief—that together, we were capable of achieving any goal—and provide the highest possible quality of experience for each of our current and new customers.Within my first year, the changes yielded impressive results. Our consumer loans grew by 15%, we achieved positive net DDA for the first time, and we were in the top 25% of districts for net DDA growth. That same year, we also won the first of two Fall Campaigns. In two years, our college student-checking program became #1 in the region in terms of the number of account openings.Understanding customers’ needs, sustaining a passion for solving their banking problems, and cultivating a culture of belief continue to be cornerstones of my leadership in the banking industry to this day.