By Ray Birch
WASHINGTON — Scott Simpson, the newly named president and CEO of America’s Credit Unions, knows he’s stepping into the job at a moment when the movement faces one of its most challenging political climates in decades.
Simpson, who will assume his new role in November, spoke with CUToday.info about taking on the position and his vision for ACU’s future.
A veteran of credit union advocacy and state league leadership, Simpson will succeed Jim Nussle, who led the national trade group through a period of post-merger integration and heightened political engagement. Simpson brings to the role a career steeped in public policy, political campaigns, and, for the past 22 years, defending credit unions from what he calls “one of the most hostile anti-credit union legislative environments in the country.”
“I came up through politics and public policy,” Simpson said. “And early in my career, I discovered cooperative finance — this social mission with a real sense of purpose. I decided then that I was going to spend my career defending it.”
That decision has taken him from the trenches of political campaigns at the state and federal levels, to leading the California and Nevada Credit Union Leagues and the Utah Credit Union Association. He now steps in to lead ACU, a national voice for nearly 4,600 credit unions serving more than 144 million members and representing over 95% of the industry’s assets.
Why Simpson Was Chosen
While Simpson admits it’s “uncomfortable” to speculate on why the ACU board selected him, his résumé aligns with the trade group’s top priorities. Advocacy — the lifeblood of a modern trade association — is his specialty.
Scott Simpson
Before joining the credit union system, Simpson managed campaigns at nearly every level of political geography, from statewide races to congressional contests. In the league system, he learned how to navigate statehouses and Washington simultaneously, a skill increasingly necessary as federal and state policymakers scrutinize credit unions more closely.
“We have this amazing advocacy system that exists at every layer — state legislatures, Congress — and it’s fueled by millions of Americans who value their credit unions,” Simpson said. “My job is to make sure we’re investing in that system, communicating effectively across it, and giving it the resources to thrive.”
The Tax Exemption Fight — A Never-Ending Battle
If Simpson needed a reminder of the job’s stakes, the 2025 tax exemption battle provided it. Banks and their allies mounted an aggressive campaign to end the federal credit union tax exemption — a benefit that has withstood challenges for more than 70 years but remains a target.
Simpson recalls a 1949 brochure (see image) produced by a bank-backed group calling for the repeal of tax exemptions for four types of financial institutions: savings and loans, mutual savings banks, production credit associations, and credit unions. By 1951, three of the four had lost their exemptions.
“Where are those three types today? They’re gone,” Simpson says. “We will never be ‘out of the woods’ on this. As long as we have a tax exemption and there’s a for-profit sector that wants more margin out of the American consumer, we’ll have to defend it.”
For Simpson the lesson is clear: vigilance is non-negotiable.
Simpson assumes leadership as credit unions contend with heightened scrutiny from lawmakers, regulators, and the media. In Washington, recent debates have zeroed in on overdraft practices, multi-million-dollar sports sponsorships, credit unions acquiring banks, and the very mission of the movement. Much of the criticism has been fueled by the bank lobby.
“The scrutiny will not let up. They’ve been firing at us for 70 years,” Simpson said. “The problem with their argument is they never give the denominator. If they deliver context, their argument evaporates. They’ll talk about a stadium sponsorship without noting that some of those facilities are publicly owned, meaning there’s no tax policy issue at all. Or they’ll criticize the size of a credit union without acknowledging that our market share is still modest — and the growth we have benefits all consumers, not just our members.”
This, he argues, is an opportunity, not just a challenge.
“The larger credit unions get, the more the American consumer benefits, not just credit union members, but also bank customers. Because credit unions, even large credit unions, are in the marketplace…driving competition that improves pricing and service for everyone,” Simpson said. “That’s a story worth telling.”
The Story Gap
For Simpson, narrative will be central to his tenure. He worries that the optics of credit unions’ success — larger institutions, broader reach, and more Americans served — are outpacing the industry’s storytelling.
“We’re lifting up more people than ever, and yet I’m not sure our story has caught up,” he said. “Credit unions were founded to serve people of modest means, and they’ve delivered on that promise for generations. The number of lives improved by cooperative credit is extraordinary, but if we treat that as ‘garden variety,’ we miss the chance to connect with policymakers and the public.”
He wants to see ACU — and the entire system — capture and amplify these stories so they can “keep up with the optics of our success.”
A Ground Game Approach
Simpson talked often about building ACU’s “ground game.” To him, this means more than Capitol Hill visits and campaign contributions — it’s about ensuring every level of the movement, from small credit unions to large, state leagues to the national office, functions as a coordinated, well-resourced advocacy machine.
“That’s making sure we have capability in Washington,” he said, “but also that the whole system communicates brilliantly with one another, trusts one another, and has the oxygen to do all they can in their statehouses. Protecting the ecosystem credit unions need to thrive is a shared responsibility.”
He’s clear that his approach won’t be about top-down leadership.
“If I come to Washington thinking I can accomplish something alone, we’ll lose quickly,” he said. “We succeed when we execute across the full footprint of the country, in all 535 congressional offices, as one team.”
A Cautious Eye On ACU’s Operations
Simpson is hesitant to suggest specific changes before settling in, but he believes everything should be open to review.
“I don’t yet have the depth of view to answer that responsibly,” he said about being asked if changes at the trade group are needed. “But everything has room for improvement. The key will be confirming our organizational imperative and making sure our resources align with that mission.”
Despite the challenges ahead, Simpson has great confidence in the movement he’s devoted his career to defending.
“I’ll admit it’s a little daunting to take the helm of an organization like this,” he said. “But I have so much confidence in the cause. I love evangelizing what credit unions do every day, and I’ll take that all day.”