1. 2014 Business Plan Gearing Up for a “95/5” Year 95% Focusing the Next 12 Months on Delivering on Past Commitments 5% Staying the Course on Our Goals to be Visionaries, Challengers, & Game Changers August 2013

2. An Ongoing Foundation For How We Plan, Every Year Reviewing Our Approach

3. (1) Differentiating Our Network Approach Old Game/New Game 3

4. (2) Attacking Our Marketplace with a Layered Design 4

5. (3) Goals for Expanding our Client Base 5

6. Manage FEP/ING Manage Conversions Attacking the 95% in 2014

7. Goal #1 for 2014: Manage FEP/ING Finish the programming and keep the programming team ready to respond to QC and rollout issues Finish the QC and documentation efforts, over and over, until we get it right Use talents from every department at the point of need as things come up Be single-minded until this is complete – free up these resources as needed to stay focused 7

8. Goal #1 for 2014: Manage FEP/ING Manage our release schedule for 2014 ING rollout in February 2014 FEP rollout in September 2014 Normal CU*BASE software releases during 2014 “Life happens”... Accounting Top 10 projects Key Lending projects such as Associated Apps Misc. Analytics projects 8 Will likely use the new Active Beta process even more in 2014

10. Interesting sidebar... It’s My Biz 247 10 Creates the vision for multiple, targeted online banking applications It’s My Biz 247 will develop into its own copyright – might be the first property we take outside of the CU*BASE audience Helping credit unions be able to say, “we’re a credit union for businesses” Mobility – products for the CU executive of the future

11. Goal #2 for 2014: Manage Conversions Conversion resources may come from the same pool that is developing and delivering on FEP/ING Teams need to understand their priorities, deadlines, and the importance of communicating changes constantly Develop an independent merger management resource Market that we will help CUs acquire merger opportunities, beyond just facilitating the data processing project Be ready to flex our investment in staff, travel, and concessions to complete these projects on time and meet the expectations of our new partners 11

12. Interesting sidebar... Sales Planning 12 With a sold-out 2014 conversion calendar and the blackout period for FEP, sales will have some new focuses in 2014: Introductions to new markets (the Vic Pantea project) Prepare our launch for an aggressive attack on in-house servicing opportunities Make the call: Open new Tier 1 markets and aggressively fund their expansion, OR Purchase markets and start an M&A investment initiative, OR Make a concrete investment in cuasterisk.com and expand our wholesale partners list

13. Attacking the 95% in 2014 13 Stay focused until we deliver FEP/ING and all of our contracted conversions Oh, and handle mergers, de-conversions, vendor changes, EFT mandates, regulatory changes that pop up... In other words, a normal year Development and delivery processes will be on hyper drive in 2014 “It’s a good test to see how we can step up and one day say that it’s normal around here to deliver big development projects and over 150K members every year. Let’s build a design so that we can jump up a tier and start a new growth curve for the next decade.”

14. Goal #1: Stay the Course on Our 2013 Business Plan Theme Goal #2: Business Development Goal #3: UCI Goal #4: e-Documents Culture Change Goal #5: The Next Decade Attacking the 5% in 2014

15. Goal #1: Stay the Course on our 2013 Theme 15 Someday when people look back on CU*Answers, what do we want them to say? Remember the projects from 2013 and constantly ask, “is the marketplace starting to perceive us this way?” “CU*Answers was a team of visionaries, game changers, and challengers... cuasterisk.com was a network of those kinds of people, and inspired generations of credit unions to adopt those same goals.”

16. Goal #2: Business Development 16 Build a business development process and set of resources Effective in building businesses Tangible enough to market our capabilities for business development Create a stable of business development project managers who work through a process design A spec and program for connecting business development project managers with CU*Answers talents who’ve built the businesses we already have Production Center DR/BR efforts Accounting and legal services Consulting Building businesses through cuasterisk.com

18. Goal #2: UCI 18 Take our middleware investment to the next level Reposition its brand and sell its potential as a new platform Create a deeper set of vendor references for its potential and a standing resource for quicker response to projects Create a deep list of transaction types with various purposes Post to a member’s account, authenticate a user, update data, create a relationship, etc.

19. Goal #3: e-Documents Culture Change 19 Truly embed these ideas in our organization so that we are experts beyond a vendor relationship and can guarantee how those ideas work for our clients and owners The next decade for eDOC returns needs new expectations

20. Goal #4: The Next Decade 20 Develop a marketing campaign and set of elevator speeches about the opportunity we see in the next decade and how we are driving to constantly evolve the model Sell our Pricing Focus Group Study and respond to the potential impact of new owners Develop the confidence (inside and out) that we can transition our team resources based on anticipated departures in the next 10 years Take a hard look at our events calendar and what we are expecting from our clients and owners as far as time and input

21. And don’t forget... 21 Continuing on our 2012 and 2013 paths towards: Improving our solutions (what we sell) Improving our business (supporting what we sell) Improving our collaborative environment (credit union business models, infrastructure, and non-credit union partners)

22. Even though this year’s plan is dominated 95% by things already known, there are still long-term goals in everything we do, every day We learn as we do; we are constantly evolving Join in the effort to make some big things happen this year for all our owners: CU members Conclusion