TULLAHOMA, Tenn.–The printed credit union newsletter, once the mainstay of communications in CUs, has been elbowed aside by new technologies, but not at Ascend Federal Credit Union, which in addition to e-channels says there are also strong reasons it continues to publish its quarterly publication in print.
The credit union recently won a Diamond Award from America’s Credit Unions in the “Member or Trade Communications” category for its Possibilities newsletter, which was also recognized as the “Category’s Best,” earning the highest score of all other credit unions within its asset grouping.
Below, Nick Riegal, senior vice president-marketing with Ascend FCU, talks about Ascend’s strategy with its newsletter, as well as other topics. The comments appear here as part of the CU Daily’s Profitability Imperative series in 2026.
The CU Daily: The credit union newsletter has become something of an overlooked or even forgotten vehicle for communication at CUs. What is the story with Ascend CU’s newsletter and how has its strategy changed and evolved?
Riegal: At Ascend, our Possibilities newsletter is an important piece for us to stay connected with members thoughtfully and intentionally. It serves as one of our platforms to build relationships with members. Each edition includes a letter from Ascend President and CEO Matt Jernigan, a community service focus, and financial education resources.
Years ago, before the rise in digital communications, Possibilities was one of the primary ways we communicated with our members. That has evolved as technology has allowed us to use a broad range of communications, but our newsletter continues to be a central piece that our members rely on.
The CU Daily: How is the newsletter distributed, how often is it updated/published, and where can members find it?
Riegal: The Possibilities newsletter is published quarterly in a range of formats to ensure we meet all member preferences. This includes email, a printed magazine that is mailed to members, and a dedicated landing page on our website conveniently housing each edition.
The CU Daily: Ascend CU stated that the newsletter is “turning what’s often seen as routine content into a driver of trust, transparency and deeper member connection.” What does that mean and how can a CU better connect with members?
Riegal: We still print and mail Possibilities for many of our members that don’t use email and still rely on printed materials. That shows that we know our members and are driven to make decisions that are member-led.
Specifically, to deliver trust and transparency with Possibilities, we include credit union updates (such as our recently announced merger plans) and updates to our products, services, and technology. To drive a deeper member connection, it’s important that we ensure they know the benefits that come with their membership, such as the features on our app or our 7 a.m. to 7 p.m. teller service availability at our branches. It’s about keeping them informed, educated, and connected, so we can build a relationship.
The CU Daily: Is there a consistent theme in the newsletter(s), and what is the balance between education and marketing products/services?
Riegal: We don’t stick to a specific theme for each edition. Our main priority is balancing marketing with practical guidance by highlighting how our products and services meet members where they currently stand in their financial journey. Each edition includes an education component, like savings tips or fraud awareness, as well as sections about how we serve our communities.
For example, Ascend employees participated in a community service project with Second Harvest Food Bank of Middle Tennessee, where we packaged hygiene and food kits for local neighbors in need, and we shared details in our next Possibilities issue.
The CU Daily: The credit union uses “long form content” as part of the newsletter. In a mobile device/short to no-attention span world, how do you make that work?
Riegal: Long-form content works if it is useful and purposeful. The most important consideration when we’re drafting content for Possibilities is ensuring we’re meeting our members where they are and understanding the information that will be most valuable for them. Housing the newsletter online for members to view on their phones or computers also helps. They can scan and read as quickly or deeply as they choose.
The CU Daily: What have you found does not work in the newsletter?
Riegal: When the content begins to lean too promotional or disconnected from the member experience, it will not resonate. It must serve a member need, or they won’t engage with it. We focus on topics that directly impact our members’ daily lives. For example, in our most recent edition, we listed local options for families to have free summer fun. Likewise, in our edition that comes out at the first of the year, we always give tips on how to grow your savings, like opening high-yield accounts.
The CU Daily: How do you measure the success of your newsletter? Is there any tracking? Measurement of sales of a particular product?
Riegal: We measure the success of Possibilities primarily through member engagement. We had a situation where the printer was late with one edition, and members didn’t have it in their mailboxes on time. We had members ask about it at the branch and call asking where their Possibilities was. That type of engagement, for us, is the true metric.
The CU Daily: The CU daily is running a series in 2026 called “The Profitability Imperative,: which is about driving growth. Does the newsletter drive growth, or is it not meant to?
Riegal: Our Possibilities newsletter is a great piece of our communications strategy to keep our members informed and ensure they’re getting the most out of their membership with our credit union. If that leads to growth, that’s great, but we have other marketing elements that are directly focused on growth. Possibilities is more meant to guide our members in the right direction financially.
The CU Daily: What advice would you have for others?
Riegal: Find what’s right for your membership, and know that it might look different than other credit unions. For us, we kept a printed and mailed newsletter knowing there’s a group of our members who don’t react to digital platforms. We had to make it friendly for them to access our content, just like we did for those members who prefer digital content.
Treat your newsletter as a relationship-building tool, not a marketing checklist.
Find a balance of leadership communication and practical education while keeping your content focused on member needs.
Below, from left: Haylee Eaton – Marketing Coordinator, Melanie Cook – Corporate Communications Manager, Dylan Steenbergen – Social Media Specialist, Rich Melin – Marketing Product Manager, Josh Vardaman – Communications Specialist, Justin Pettigrew – Marketing Analyst, Alisa Berry – Creative Services Manager, Jason Powers – Chief Growth Officer, Nick Riegal – Senior Vice President of Marketing, Kristen Counce – Marketing Project Manager, Claire Quintero – Digital Marketing Lead
