Gary Regoli, who served as president and chief executive officer of Achieva Credit Union since 2008, officially retired May 1. During his tenure, Regoli helped guide the credit union through significant expansion, cultural transformation and industry-wide disruption. His people-first philosophy helped shape Achieva into one of Florida’s top-performing credit unions, serving more than 200,000 members across the region.
In a written Q&A with Tampa Bay Business & Wealth, Regoli reflected on his leadership journey, the evolution of the credit union industry and what comes next as he transitions into retirement.
Looking back at your tenure, what are you most proud of achieving and how do you hope your contributions will shape the organization’s future?
I’m most proud of the top workplace, high-engagement culture we created—one that puts people first and proves that strong culture must come before bold strategy. From expanding Achieva’s reach to launching community initiatives, our success has always been about more than just numbers—it’s been about impact. That culture continues to strengthen Achieva’s viability as a “built to last” credit union.
What was one significant challenge you faced during your time leading Achieva and what did overcoming it teach you about leadership?
Managing through a pandemic was difficult for any leader, but I’d say the most significant challenge was guiding Achieva through rapid growth and transformation, especially during mergers and consolidations. Balancing new technologies, evolving member needs and regulatory demands—while preserving our people-first mission—wasn’t easy. I learned that leadership isn’t about having all the answers. It’s about listening, staying transparent and empowering your team. When you lead with authenticity and trust, even the hardest challenges become opportunities for growth.
How has the credit union industry evolved during your career and what advice would you offer to your successor?
Credit unions have become more competitive, more technologically sophisticated and far more regulated. Today, consumers and small businesses can join multiple credit unions in the same market and expectations are high for fast, frictionless, personalized service. My advice is simple: no matter how big or sophisticated the business becomes, never lose sight of what makes credit unions unique. Stay mission-driven, listen to members and employees and embrace change with intention—not just to follow trends. Lead with heart.
Was there a key moment or piece of advice early in your career that influenced your leadership style?
I once worked for a leader who employees wanted to follow—someone who genuinely cared about people and wanted them to succeed. That shaped how I lead. Leadership isn’t about authority; it’s about service. I’ve always tried to lead with empathy, humility and the belief that the best ideas often come from those closest to the work.
What’s next for you personally, and how do you hope to stay involved?
I’m looking forward to spending more time with my wife, our four adult children and our nine grandchildren. This role has been incredibly rewarding, but also very demanding. It’s a shift from a quest for success to a quest for significance. I plan to stay engaged—mentoring future leaders, volunteering and supporting causes I care about. I’ve done well, and now I want to continue doing good.
Any final thoughts you’d like to share with Achieva’s board, executive team, employees or members?
From the bottom of my heart—thank you. Thank you for trusting me, for embracing our shared vision and for being the true heart of Achieva. Every success was made possible by your dedication and belief in what we stand for. This credit union is more than a financial institution—it’s a family, and it’s a force for good.
