Infonancial Solutions 2025 Annual Letter
To our partners and team,
If I had to describe 2025 in one word, it would be intentional.
But if I’m being honest, another word sits right beside it: humbling.
Not perfect. Not easy. But deliberate.
2025 was the year we stopped confusing motion with progress.The year we doubled down on fundamentals, made some uncomfortable decisions, and focused on building Infonancial not just to grow - but to last.
Tucker Sholtes, CEO
Leadership in a Year of Change
The Canadian credit union industry is moving through a period of real transition. Consolidation is accelerating, technology decisions have become strategic rather than tactical, and regulatory expectations continue to rise while member expectations move faster than ever.
I felt this most clearly in conversations with credit union leaders throughout the year. The questions weren’t about chasing the next trend. They were about resilience: how to modernize responsibly, how to scale without losing community roots, and how to make long-term decisions that protect members ten years from now, not just this quarter.
As a leader, 2025 forced me to confront an uncomfortable truth: optimism alone doesn’t carry organizations through inflection points. Clarity does. Discipline does. And so does the willingness to admit when the old way forward no longer works.
There were moments this year when the path wasn’t obvious. When the weight of responsibility—to our clients, our team, and the members who ultimately rely on the institutions we serve—felt heavier than usual. Those moments reshaped how we showed up as a partner and, how I show up as a CEO.
Less urgency for urgency’s sake. More listening. More long-term thinking.
I’m grateful for the mentors, partners, and teammates who pushed me to lead with more clarity. In a world that often rewards the most noise, 2025 taught me that the goal is always to be better, not louder.
From Ambition to Execution
Like many technology companies, our early years were defined by ambition. Big ideas, big energy, and a belief that we could modernize financial infrastructure for institutions that are too often underserved by legacy systems.
Last year, ambition matured into execution.
We invested heavily in stabilizing our core technology, tightening our financial discipline, and building systems that scale responsibly. This work wasn’t always visible from the outside, but it was transformational on the inside.
We learned (sometimes the hard way) that sustainable growth isn’t about doing more. It’s about doing fewer things exceptionally well.
Building Products That Actually Matter
As industry evolves, technological choices have taken on a new level of consequence. Digital platforms now sit directly between credit unions and their members—shaping experience, security, compliance, and confidence.
In 2024 & 2025, many institutions found themselves reassessing long-standing technology assumptions as shared platforms shifted and legacy models began to unwind. That reality reinforced something we believe deeply: modernization isn’t about replacement—it’s about readiness.
This year marked a major inflection point for our platform.
We advanced our lending and digital banking solutions with a sharper focus on reliability, usability, and regulatory readiness. We didn’t chase shiny features—we listened. To credit unions. To regulators. To frontline staff who live in these systems every day.
The result: products that are simpler, stronger, and built for real-world complexity.
Our roadmap became clearer. Our releases became tighter. And most importantly, we hope our clients felt the difference.
We are not trying to be the biggest company in the room.
We are trying to be the most trusted partner credit unions can rely on as they navigate change, protect their members, and build resilient futures.
With gratitude,
Tucker Sholtes
CEO, Infonancial Solutions