WARNER ROBINS, Ga. - After 37 years in credit unions, John Ruffin said he will retire as CEO of Robins FCU on Dec. 31. Ruffin joined RFCU in 1997 as EVP and was named CEO in 2003. Prior to that, Ruffin was with NCUA for 26 years, including as regional director in the Austin office. During his time at Robins FCU Ruffin has seen assets more than double to $1.1-billion. EVP John Rhea has been named to succeed Ruffin as CEO. Below, Ruffin shares some of his thoughts and insights:
CUJ: How did you come to be involved in credit unions?
Ruffin: After spending five years in the Air Force and nine years in retail sales businesses, I began to look for opportunities to better utilize my accounting and finance degree. In 1971, I received an offer from NCUA to go to work as an examiner in Chattanooga, Tenn. I thought it sounded like a small enough agency that I wouldn't get lost in a backoffice somewhere, and the examiner's job sounded interesting to me. Within two years, I was in Atlanta and working as an analyst in the NCUA Regional Office.
CUJ: What skills, insights did you gain during your career at NCUA that helped you as CEO?
Ruffin: Examiners are trained to look for problems and to offer solutions. I always felt that it was better to work with credit union staff to resolve a problem rather than to force the solution upon them. I still have people from credit unions that I examined years ago tell me that they remember working with me during an examination to resolve a problem. That always gives me that good inner feeling that I helped somebody and they remembered it years later.
CUJ: What skills, insights did your career at NCUA not provide that you learned you needed as CEO?
Ruffin: When I retired from NCUA in 1997, I had experienced a broad spectrum of issues that credit unions encountered from insurance conversions to large problem cases and 208 assistance. I thought I had a good knowledge of what credit unions should not do in terms of safety and soundness.
However, once I came to Robins Federal in 1997, I soon learned that the day-to-day operations of a credit union are not as seamless as I had thought they were as a regulator. For the past 11 years, there has been a constant study and revision of procedures to bring the ever-changing products and services to our members.
CUJ: What management lessons would you pass along to a new credit union CEO?
Ruffin: Building a quality management team is important. A CEO cannot do, or know, everything and must rely on the expertise and knowledge of their management team to constantly enhance the members' experience with the credit union.
CUJ: What is your view on the future of credit unions?
Ruffin: I believe there will be a significant decline in numbers of credit unions, but the large credit unions (over $1 billion) and the niche credit unions (all sizes) that can provide quality financial products and services to a very select group of members will be the survivors in the next decade.
For other Exit Interviews, search the Archive at www.cujournal.com.(c) 2008 The Credit Union Journal and SourceMedia, Inc. All Rights Reserved.http://www.cujournal.com/ http://www.sourcemedia.com/
