To be honest, I never worked with credit unions before starting my company. It’s one of the many reasons why my path here was anything but traditional. But I believe my outsider’s perspective has shaped how I think about leadership, opportunity, and what real representation looks like.
As a female co-founder and CEO of Casap, a fintech company helping credit unions fight first-party fraud, I’ve realized representation isn’t about being in the room. It’s about having a voice, shaping decisions, and making sure the solutions truly serve everyone.
Credit unions are ahead of the game when it comes to women in leadership. According to CUNA’s 2023 Women in Credit Union Leadership brief, women hold 51% of CEO roles at U.S. credit unions, far higher than what you see at traditional banks. Women also make up around 37% of board members, a role that has historically been male-dominated (CUNA, 2023). Those numbers are worth celebrating because they prove progress is possible.
But if you dig a little deeper, the story changes. That same CUNA report shows women lead over 70% of credit unions with under $20 million in assets, but only 19.6% lead those with more than $1 billion. The data makes it clear: even though credit unions outperform banks when it comes to elevating women, a ceiling still exists. And the larger the organization, the harder it is to break through.
I know how frustrating those invisible barriers can feel. I’ve run into several while building a company, but I’ve also realized the challenges women face aren’t about capability or ambition. It’s about access. Access to networks, mentors, sponsors, and the kinds of opportunities that open doors to leadership.
The barriers that hold women back often start early in their career. Women are encouraged to pursue front-line or support roles that don’t offer the visibility, decision-making experience, or responsibility needed to advance. McKinsey calls this the “broken rung,” the first promotion into management, where for every 100 men promoted, only 8 women make that same leap (McKinsey, 2024).
Bias, even when unintentional, also shapes how potential is evaluated. Research shows gender stereotypes still influence promotion decisions, even in organizations that believe they’re being fair (Harvard Business Review, 2023). Women tend to be judged on proven performance, while men are judged on perceived potential. That double standard compounds over time.
And for many women, balancing work and family responsibilities adds another layer of complexity. Persistent assumptions about their availability or long-term commitment can lead to fewer opportunities, less sponsorship, and exclusion from the informal networks where career-shaping conversations happen (Institute for Women’s Policy Research, 2021). None of this is about talent or drive. It’s about systemic structures and perceptions that we all have a responsibility to change.
Despite the barriers, I’m deeply optimistic about what’s ahead. Women bring leadership qualities that align beautifully with what credit unions stand for: collaboration, empathy, and a focus on community. When women lead, organizations don’t just become more effective; they become more human.
As a co-founder and CEO, I see it as my responsibility not just to break barriers for myself but to hold the door open wide for others. To mentor more women, champion their ideas, and make sure they have real seats at the table, especially in the rooms where the biggest decisions are made.
I think about this often when I look at my 15-month-old daughter. I want her to grow up in a world where women leading companies, credit unions, and countries isn’t remarkable, it’s normal. A world where empathy is seen as strength, and where the systems that shape our economy are built with care, not just efficiency. My hope is that by the time she’s old enough to lead, she won’t have to fight for a place in the room. She’ll already be shaping the room itself.
