Configure GAP, vehicle service contracts, member education, training, workflows, and ongoing support around your institution’s members, lending channels, systems, policies, and service standards.
A strong program aligns product structure with member needs, employee responsibilities, lending workflows, support expectations, and credit union governance. The result should feel like an extension of responsible lending—not a detached sales process.
Start with the members, assets, loan structures, ownership patterns, lending channels, and financial risks the program is intended to serve.
Shape the approved portfolio around relevant member situations instead of starting with a generic catalog of add-ons.
Build a plain-language process that helps members understand optional protection, important limitations, total cost, and their right to decline.
Fit eligibility, rating, selection, contracting, documentation, cancellation, refund, and reporting steps into the credit union’s operating environment.
Prepare each role to apply a consistent process while adapting naturally to the member’s actual questions and circumstances.
Define how the credit union will approve, monitor, support, review, and improve the program after launch.
A tailored program still needs clear boundaries. Each stage separates ideas from verified product facts, approved operating decisions, and tested launch readiness.
Understand the credit union, members, lending channels, current program, systems, priorities, and constraints.
Develop a proposed product, member-experience, workflow, training, and governance framework.
Confirm contracts, providers, eligibility, pricing, jurisdictions, controls, compatibility, and approval requirements.
Prepare the approved products, workflows, documents, access, reporting, and support responsibilities.
Develop product knowledge, member-education skill, workflow readiness, coaching, and escalation judgment.
Use defined testing, readiness evidence, ownership, limits, monitoring, and go-live approval.
Review member outcomes, employee readiness, service friction, provider performance, and program opportunities.
The discovery process can organize the decisions and evidence your credit union needs before committing to a provider, configuration, implementation plan, or launch date.
Product structure, contracts, forms, coverage, price, eligibility, provider obligations, administrator capability, technology compatibility, and jurisdictional availability require confirmation and the credit union’s own legal, compliance, risk, and governance review.
These focused guides turn the custom-program concept into practical product, channel, provider, member-education, and implementation decisions.
Align structure, eligibility, member education, total-loss support, and oversight.
Read the guide →02Start with member circumstances, vehicles, coverage choices, and repair support.
Read the guide →03Define the different control, timing, training, and support needs of each lending channel.
Read the guide →04Protect existing members while evaluating products, operations, data, contracts, and transition readiness.
Read the guide →05Build a consistent member conversation around relevance, clarity, voluntary choice, and support.
Read the guide →06Coordinate ownership, approvals, workflow, testing, training, launch gates, and post-launch review.
Read the guide →The program is designed around the credit union, but products, contracts, forms, providers, coverage, pricing, eligibility, technology, and jurisdictional availability must come from approved and supportable options. Discovery identifies what can be configured and what requires independent review.
Yes. The starting point may be a new program, an improvement initiative, or a provider evaluation. Existing agreements, workflows, training, servicing observations, and performance evidence help define the right scope.
Not necessarily. A tailored program may be more focused. GAP and vehicle service contracts remain the primary product areas, and additional products should be considered only when they address a documented member need and the credit union can support them well.
The working group commonly includes lending, operations, compliance, legal, technology, training, member experience, vendor management, finance, and executive sponsorship. The credit union determines final ownership and approval authority.
Share the institution, lending environment, current program status, systems, and priorities. The Elite FI Partners credit union team will use that context to prepare a focused discovery conversation.