At Future Branches Boston 2025, Ami Iceman Haueter, Chief Experience Officer at Michigan State University Federal Credit Union (MSUFCU), unpacked how her team approaches “Experience by Design: Balancing Service, Strategy, and Sustainability for Real Impact.” Drawing from MSUFCU’s ecosystem of 10 brands, she outlined practical ways to align service models, technology, and team structure so that customer experience strategies are both scalable and sustainable for modern financial institutions.

Key Takeaways

1. Design each brand for its specific audience, not as a “mini core”

Haueter emphasized that MSUFCU’s affiliate brands like Collegiate and LUMIFY only gained traction once they stopped being treated as smaller versions of the core credit union. Instead, each brand was redefined around a distinct audience and mission, such as college students’ financial wellness or post-graduation alumni needs. Dedicated strategies, tone of voice, and social presence allowed each brand to grow on its own terms and better serve its niche.

2. Right-size service models based on scale and purpose

Rather than forcing every brand into a 24/7, enterprise-grade service model, MSUFCU recalibrated service expectations according to asset size, member count, and growth stage. With MSUFCU at roughly $8.2B in assets and hundreds of thousands of members, and Collegiate and LUMIFY serving only thousands, they defined what “good” service meant at each level. This right-sized service strategy made support sustainable while still meeting member expectations.

3. Use a clear decision matrix to prioritize experience improvements

To avoid chasing every idea, Haueter’s team uses a simple but disciplined matrix when considering new initiatives for any brand. They weigh available resources, member impact, supporting research, and data-driven indicators of what should come next. Within that framework, they still carve out space for quick wins so teams see visible progress. This balance keeps long-term roadmaps on track while maintaining morale and momentum.

4. Let technology increase efficiency, then experience, then security

New technology is evaluated first for its ability to create operational efficiency, then to enhance member experience, and always with security as a non-negotiable layer. Automation and AI are used to remove low-value tasks so staff can focus on higher-impact interactions. By viewing tech as a team member in the ecosystem—not the enemy—MSUFCU frees capacity to design better journeys while safeguarding member trust.

5. Make data the backbone of brand-level decisions

A key shift in managing multiple brands was looking at data for each brand independently, rather than relying on the core institution’s instincts alone. Adoption patterns, channel usage, and engagement metrics help determine what’s working for Collegiate versus LUMIFY or other affiliates. While market “gut feel” still has a place, especially in familiar university segments, structured data ensures that strategy and service design stay grounded in actual member behavior.

6. Empower teams with clear roles using a “coach and quarterback” model

Haueter framed leadership as being the “Dan Campbell” coach, setting the overarching strategy, while her teams play the “Jared Goff” quarterback on the field. She provides the why and the playbook; they read the field, adjust in real time, and own outcomes. This model of shared ownership transformed skepticism about managing 10 brands into enthusiasm, with teams feeling trusted to make decisions and move the ball forward.

7. Hire and place people who thrive in change-heavy environments

Not everyone is energized by rapid iteration and evolving priorities. Haueter stressed the importance of aligning roles with personality and working style, especially in innovation-heavy or brand-building functions. Teams leading new brands or experiences must be comfortable with ambiguity, experiments, and occasional “fumbles.” Selecting change-ready talent for these roles reduces friction and helps sustain momentum as strategies and service models mature.

Why It Matters

As financial institutions expand into niche segments, digital subsidiaries, and specialty products, the old approach of forcing every initiative into a single, monolithic service model no longer works. Haueter’s experience at MSUFCU shows how segment-specific strategies, brand-level data, and right-sized operations can unlock growth without overwhelming teams. Her “coach and quarterback” framework also speaks to a broader industry need: empowering staff closest to the customer to make smart, real-time decisions. For leaders navigating multi-brand portfolios, this session offered a concrete playbook for balancing innovation with operational sustainability.

Actionable Insights

• Segment your brands intentionally: Define clear audiences, value propositions, and tones of voice for each brand instead of cloning your core institution.
• Build a decision matrix for CX priorities: Weigh impact, resources, data, and quick wins so teams understand why certain initiatives move first.
• Treat technology as a capacity multiplier: Use automation and AI to remove low-value work, then reinvest that time in higher-touch member experiences.
• Empower “quarterback” teams: Give frontline and brand teams clear goals, guardrails, and authority to adapt plays based on what they see in the field.