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SF Fire Credit Union

Not-for-profit credit union for firefighters

Vice President - Operations

Full-Time
$156k - $236k/yr+ Annual bonus + 401(k) match
Expert
Bachelor's, Master's, MBA
San Francisco, CA, USA
In Person
Operations & Logistics

About the job

Requirements
  • At least ten years of progressive leadership experience in banking, credit unions, payments, fintech, consumer financial services, or another complex regulated service environment.
  • Broad operating experience across multiple banking or credit union functions, including a meaningful combination of contact centers or member services, branches or virtual service, deposit operations, payments, card services, or related back-office operations.
  • Demonstrated success leading complex operational teams with accountability for service, productivity, quality, risk, controls, financial performance, and employee outcomes.
  • Proven ability to improve operational performance through process redesign, organizational change, technology enablement, analytics, and disciplined performance management.
  • Strong people leadership, coaching, talent development, workforce planning, succession, and change leadership capabilities.
  • Experience evaluating organizational structures, staffing models, spans of control, roles, leadership capacity, and future capability needs.
  • Strong understanding of operational risk, internal controls, regulatory compliance, vendor management, business continuity, and issue remediation within financial services.
  • Ability to partner effectively with strategy, technology, risk, finance, people, lending, and member-experience leaders while maintaining clear operational ownership.
  • Ability to lead through ambiguity, communicate with executive audiences, influence stakeholders, make timely decisions, and convert plans into sustained operating results.
  • Bachelor’s degree in business, finance, operations, technology, engineering, or a related field, or equivalent relevant experience.
Responsibilities
  • Lead Contact Center and Member Services, Branch Operations, Virtual Branch, Deposit Operations, Payments Operations, Card Services, and related non-lending operational support functions.
  • Establish clear objectives, service standards, operating procedures, decision rights, escalation paths, and accountability across the Operations organization.
  • Maintain strong day-to-day performance across service, productivity, quality, member experience, operational risk, compliance, controls, and cost.
  • Implement practical performance measures, dashboards, capacity plans, and recurring management routines that enable timely decisions and sustained accountability.
  • Ensure operational issues are identified early, resolved with appropriate urgency, and addressed at their root cause.
  • Oversee business continuity, vendor performance, issue remediation, and operational resilience for assigned functions.
  • Improve Contact Center and Member Services levels, availability, wait times, first-contact resolution, quality, member satisfaction, employee effectiveness, and cost-to-serve.
  • Strengthen workforce forecasting, staffing, scheduling, intraday management, quality assurance, coaching, knowledge management, and performance management.
  • Identify and reduce avoidable contacts, repeat work, transfers, and member effort through root-cause analysis and cross-functional action.
  • Advance effective use of self-service, digital assistance, automation, call analytics, and other service technologies where they improve member and employee outcomes.
  • Create consistent service expectations and effective handoffs across Contact Center, Virtual Branch, Branch Operations, and back-office teams.
  • Lead safe, consistent, efficient, and member-focused operations across physical and virtual service channels.
  • Establish appropriate staffing, scheduling, performance, cash and transaction controls, procedural standards, escalation practices, and management routines.
  • Improve coordination among branches, Virtual Branch, Contact Center, Deposit Operations, and other operational partners.
  • Support evolution toward a more integrated omnichannel service model while preserving the differentiated value of in-person and virtual service.
  • Evaluate branch and virtual operating processes, roles, and capabilities and recommend practical improvements aligned with member needs and strategy.
  • Ensure accurate, timely, controlled, and compliant execution of deposit, payment, and card operational activities.
  • Improve processing quality, reconciliations, exception management, dispute and servicing workflows, vendor performance, and service-level accountability.
  • Partner with Risk, Compliance, Finance, Technology, and Member Experience on fraud, controls, member-impacting issues, product changes, and platform decisions.
  • Identify opportunities to simplify and automate operational workflows while maintaining appropriate controls and clear ownership.
  • Support payments and card modernization and ensure operational readiness for new or changed products, services, vendors, and technologies.
  • Evaluate end-to-end processes and identify opportunities to simplify work, improve handoffs, reduce manual effort, strengthen controls, and improve service and productivity.
  • Lead continuous-improvement and process-reengineering efforts that produce measurable and sustainable operating results.
  • Apply structured problem-solving and root-cause analysis rather than treating technology, staffing additions, or outsourcing as the default solution.
  • Partner with Technology to define business requirements and determine where workflow, automation, analytics, artificial intelligence, knowledge tools, and self-service can improve outcomes.
  • Ensure technology-enabled improvements include operating-model changes, controls, training, adoption, performance measures, and accountable business ownership.
  • Use operational, financial, member, employee, process, and risk data to prioritize opportunities and evaluate results.
  • Partner with the VP, Strategy & Transformation to assess current-state operations, define practical target-state solutions, and sequence larger cross-functional improvement initiatives.
  • Contribute operational expertise to business cases, operating-model decisions, investment priorities, requirements, roadmaps, and implementation planning.
  • Serve as the accountable operational sponsor or business owner for initiatives affecting the Operations organization.
  • Translate approved strategic direction into operating plans, accountable owners, resource needs, milestones, management routines, and sustained business results.
  • Provide a grounded point of view on the operational implications of proposed products, services, policies, organizational changes, and technology investments.
  • Build, coach, and develop a high-performing Operations leadership team and a strong pipeline of operational talent.
  • Assess organizational structure, spans of control, management layers, role clarity, staffing models, workforce capabilities, and succession needs.
  • Provide a clear point of view on organization design and recommend changes needed to create a future-ready Operations team.
  • Define the roles, skills, leadership capabilities, and development priorities required as operations become more integrated, data-informed, digitally enabled, and scalable.
  • Create a culture of accountability, collaboration, inclusion, disciplined execution, continuous improvement, and member service excellence.
  • Lead change transparently, engage employees in improvement, and protect service and control continuity during transitions.
  • Ensure assigned functions operate in accordance with applicable laws, regulations, policies, contracts, and internal standards.
  • Partner with Risk, Compliance, Internal Audit, Information Security, Legal, Finance, and People leaders to identify and address operational risks, control gaps, and workforce needs.
  • Integrate controls into redesigned processes and technology-enabled workflows rather than treating compliance as a separate activity.
  • Ensure timely remediation of audit, examination, compliance, vendor, and operational issues within the function.
  • Represent Operations in enterprise planning, governance, incident response, prioritization, and investment discussions.
  • Communicate performance, risks, decisions, dependencies, and resource needs clearly to executive leaders and stakeholders.
Desired Qualifications
  • Credit union, community bank, or regional financial institution experience.
  • Direct leadership experience across both member-facing service channels and back-office operational functions.
  • Experience improving contact center workforce management, service quality, first-contact resolution, knowledge management, self-service, or omnichannel delivery.
  • Experience with deposit, payments, and card operations, including related vendors, controls, dispute or exception workflows, and operational technologies.
  • Experience implementing workflow automation, operational analytics, workforce management, CRM, contact center, knowledge management, artificial intelligence-enabled, or digital self-service capabilities.
  • Experience designing or implementing organization, operating-model, and process changes while maintaining operational continuity.
  • MBA or other relevant graduate degree, or a professional credential such as Lean Six Sigma, Prosci, PMP, or a comparable certification.

About the company

SF Fire Credit Union is a not-for-profit financial cooperative that serves firefighters and people who live, work, or study in San Francisco, San Mateo, and Marin counties. Its products include savings, checking, loans, and online banking, and services are delivered through branches and digital channels with a focus on member needs. The credit union is owned by its members, so profits go back to members through better rates, fewer fees, and improved services, rather than to external shareholders. Its goals are to protect members’ financial security, help them achieve financial success, and expand access to local financial services while prioritizing community engagement and public safety.

Company Size

51-200

Company Stage

N/A

Total Funding

N/A

Headquarters

Santa Cruz, California

Founded

1951

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Simplify's Take

What believers are saying

  • Kassab's June 2026 promotion follows stronger finances and a 2025 net income rebound to $8.2 million.
  • 2025 promotional certificates stabilized deposits, cut funding costs over 40%, and improved net interest income.
  • Finalytics.ai personalization and Noble Digital marketing sharpen member acquisition against larger Bay Area banks.

What critics are saying

  • Mint Plaza closes February 28, 2026, shrinking San Francisco branch access.
  • 2026 loans reached $1.07 billion against $1.45 billion deposits, exposing rate competition.
  • Delinquent 60-plus-day loans hit $8.6 million in March 2026; credit losses can erase 2025 profits.

What makes SF Fire Credit Union unique

  • Founded in 1951, SF Fire serves firefighters and Bay Area communities with cooperative ownership.
  • Robert Kassab, hired in 2022, became CEO on June 24, 2026, preserving institutional continuity.
  • 2025 annual report shows 10.4% net worth ratio and $1.6 billion assets.

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Benefits

  • 401(k) Company Match
  • Health Insurance
  • Vision Insurance
  • Dental Insurance
  • Life Insurance
  • Paid Holidays
  • Paid Vacation
  • Performance Bonus
  • Tuition Reimbursement
  • Professional Development Budget
  • Training Programs
  • Wellness Program

Company News

Tyfone
Jun 25th, 2026
SF Fire Credit Union names new CEO following Kathy Duvall's retirement.

SF Fire Credit Union names new CEO following Kathy Duvall's retirement. The $1.6 billion California credit union turns to its former finance chief after longtime leader Kathy Duvall stepped down, as the institution looks to build on decades of steady growth and community service. San Francisco Fire Credit Union has named Robert Kassab its new president and chief executive officer, formalizing a leadership transition that follows the retirement of longtime CEO Kathy Duvall. The announcement places Kassab, who joined the credit union as chief financial officer in 2022 and most recently served as interim CEO, at the helm of a financial cooperative with approximately $1.6 billion in assets. His appointment comes three months after Duvall concluded a 30-year career in the credit union industry, including nine years leading SF Fire Credit Union. In a LinkedIn post announcing her retirement, Duvall described serving as CEO as "one of the greatest honors of my career" and said she was proud of what the organization had accomplished alongside its employees, members and community partners. Founded in 1951 by San Francisco firefighters seeking a member-owned financial institution, SF Fire Credit Union has evolved into a full-service credit union serving residents throughout San Francisco, San Mateo and Marin counties while maintaining ties to its public-service origins. According to American Share Insurance data, the institution today serves roughly 73,000 members. The board's decision to elevate Kassab follows a period in which he played a central role in strengthening the organization's finances and helping shape its long-term strategy. As chief financial officer and later interim CEO, he worked closely with directors on initiatives intended to position the credit union for future expansion while maintaining its cooperative mission. "SF Fire Credit Union was built on the idea that people who serve their community deserve a financial institution that serves them back," Board Chair Brook Baker said in announcing the appointment. Story continued below... Free pamphlet. Red Shoe IQ: nFinia Business customer statistics report. For years, financial institutions assumed retail and business users were simply variations of the same digital persona. But a full year of behavioral data tells a different story. Insights from Tyfone Red Shoe IQ reveal that business users don't just use digital banking more, they use it differently. Download the full report to see what the data means for your digital strategy. "Robert embodies that commitment," Baker said. "He came into this organization, assessed what needed to be done, and delivered a transformational financial position that has strengthened every member's confidence in this institution." Kassab said his focus will be on building upon the groundwork established over the past several years rather than changing course. "SF Fire Credit Union has a 75-year legacy of doing right by its members, and I take that responsibility seriously," he said. "We've spent the last several years building a financial foundation that allows us to grow and serve our members in even more meaningful ways. Now we get to build on it. I'm proud of what this team has accomplished, and I'm excited about what will come next." SF Fire Credit Union's recent financial performance illustrates both the opportunities and challenges facing midsize cooperatives. The institution reported net income of approximately $959,000 during the first quarter of 2026. That followed full-year 2025 earnings of $8.2 million, reflecting a period in which management sought to reinforce the credit union's financial footing while continuing to invest in member services. For Duvall, the transition marks the close of a career spent largely within the cooperative financial sector. In her retirement announcement, she reflected on the relationships and shared sense of purpose that defined her time in the industry, writing that the experiences had shaped her both professionally and personally and expressing gratitude to those who had supported her journey. The succession also highlights a broader trend among community financial institutions, many of which are choosing experienced internal leaders to guide organizations through an increasingly competitive landscape rather than pursuing outside executives. "[Kassab] has earned the trust of this board and the respect of this organization, and we have no doubt that he is the right leader to carry SF Fire Credit Union into its next 75 years and beyond." - Brook Baker Board Chair San Francisco Fire Credit Union Ken McCarthy is manager of marketing communications at Tyfone, where he monitors the credit union industry and contributes to conversations shaping its future. He previously covered credit unions and community banking for American Banker and S&P Global Market Intelligence. He holds a journalism degree from Point Park University and has more than 15 years of experience covering financial services. He is also the author of three literary fiction novels.

Noble Digital
Mar 27th, 2024
Beyond Algorithms: Humanizing AI in Digital Marketing

Facing competition from larger banks, SF Fire Credit Union partnered with Noble Digital to differentiate and grow their customer base.

EPAM Systems
Aug 30th, 2023
In the News

SF Fire Credit Union in San Francisco partnered with Bay Area fintech Finalytics.ai to create personalized digital experiences.

SF Fire Credit Union
Jan 23rd, 2023
News & Events

On February 28th, SF Fire Credit Union will be closing its Mint Plaza location.