Credit unions push deeper into business banking as digital expectations rise.

For years, business banking at many credit unions centered on a relatively modest menu of products: checking accounts, savings accounts and perhaps a money market offering. That formula is changing quickly.

Executives at three credit unions in different parts of the country say small businesses are asking for a far broader mix of services, from real-time payments and treasury management to fraud prevention and sophisticated digital tools that reduce administrative burdens. The shift is prompting institutions to expand their technology investments while emphasizing the relationship-driven approach that has long distinguished credit unions from larger competitors.

“At 7 17, our business banking model is evolving fast,” John Demmler, chief executive of 7 17 Credit Union in Warren, Ohio, said in an interview with Tyfone. “To gain business banking opportunities today means offering a full suite” of financial services, including merchant capabilities, payroll processing, treasury management, commercial lending and payment solutions that can be managed from a single platform.

The comments reflect broader changes in how credit unions are approaching commercial members as competition for deposits intensifies and digital expectations continue to climb.

At 7 17 Credit Union, which has roughly $2 billion in assets and more than 126,000 members, Demmler said businesses increasingly expect to oversee multiple financial functions through one online or mobile interface rather than navigating separate systems managed by different departments. The institution earned $3.4 million during the first quarter of 2026, down from $5 million in the same period a year earlier, according to National Credit Union Administration call report data.

In Austin, Texas, Amplify Credit Union is seeing a different but related trend. Chief Executive Kendall Garrison said small businesses increasingly view time as their most valuable resource.

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“A few years ago, most of our conversations were about account features and services,” Garrison said. “Now they’re looking for anything — automation, faster payment tools, real-time customer service — that can help them shave minutes off their workday.”

The emphasis on efficiency extends beyond payments. Garrison said fraud prevention has become a growing concern as businesses face rising threats from email scams and check fraud. Owners are seeking institutions that can help prevent attacks before losses occur, rather than simply respond after the fact.

Amplify, which has $1.3 billion in assets and about 47,600 members, has also resisted competing primarily on interest rates despite an environment of elevated funding costs.

Instead, Garrison said the credit union emphasizes broader relationships through offerings such as fee-free treasury management services and personalized support. The strategy is particularly relevant for nonprofit organizations, which often benefit significantly from reduced banking costs.

“We know that if you’re only banking with us for the rate, that member may not stick around if some new startup decides to price out the rest of the market,” Garrison said.

Great Lakes Credit Union, headquartered in Bannockburn, Illinois, echoes that philosophy. President and Chief Executive Steven Bugg said the institution prioritizes operating accounts tied to payroll, receivables and other day-to-day business functions rather than chasing deposits based solely on pricing.

“In today’s environment, success really comes down to shifting from rate competition to relationship economics,” Bugg said.

The $1.4 billion-asset credit union, which serves more than 100,000 members, earned nearly $977,000 during the first quarter of 2026, compared with about $1.2 million during the same quarter a year earlier.

Digital banking sits at the center of each executive’s strategy.

Demmler noted that commercial members increasingly expect products ranging from treasury management to commercial insurance and payment capabilities to function within a unified digital experience.

Garrison framed technology as a tool for reclaiming time. Business owners, he said, increasingly operate wherever they can connect to the internet, making mobile-first account management and payment capabilities essential rather than optional.

“Our business members, their office is wherever they can get a signal on their phone,” he said.

That focus allows employees to spend less time resolving technical questions and more time advising members on issues such as fraud prevention and financial strategy.

Bugg described a similar balancing act, saying Great Lakes continues investing in traditional lending and branch-based expertise while prioritizing digital channels for everyday interactions.

“Consumers have a digital-first mindset with financial services,” he said, adding that branches increasingly serve as locations for guidance and complex problem-solving rather than routine transactions.

Despite heavy investment in technology, all three executives argued that relationships remain a competitive advantage for credit unions.

For Garrison, the renewed emphasis on personal service reflects a shift in the marketplace after years of digital transformation.

“In a world where everything is automated, there’s real value in being able to reach your banker directly without having to wade through chat bots or phone trees,” he said.

Bugg likewise believes personalized service continues to differentiate community-based institutions from larger competitors, particularly for small and midsize businesses seeking tailored advice rather than standardized solutions.

“The key to success is finding a mutually beneficial relationship with a small to mid-sized business that appreciates this level of service,” he said.

Even so, technology remains the greatest long-term concern for many executives.

Asked which challenge poses the biggest risk over the next five years, Garrison pointed to the pace of digital innovation, describing new features as “table stakes” that members increasingly expect from any financial institution.

“If a new feature or service becomes an industry standard, and we’re a step or two behind in our adoption, we can lose a lot of ground in a hurry,” he said.

Bugg reached a similar conclusion, arguing that evolving technology expectations now shape competitive dynamics across the industry, from digital onboarding to integrated payments and real-time financial services.

The interviews suggest that business banking at credit unions is becoming less about offering isolated products and more about creating comprehensive ecosystems that blend technology with personalized advice. As institutions compete with banks and fintech companies alike, executives increasingly see success depending not on price alone but on delivering digital convenience without sacrificing the close relationships that have long defined the credit union model.

“A few years ago, most of our conversations were about account features and services, now they’re looking for anything — automation, faster payment tools, real-time customer service — that can help them shave minutes off their workday.”

– Kendall Garrison
CEO
Amplify Credit Union