Expanding Access Through Design: A Conversation with April Clobes

We sat down with April Clobes—President & CEO of Michigan State University Federal Credit Union and CEO of Reseda Group, a fintech investment CUSO—ahead of her appearance at the Financial Health Network’s EMERGE conference in Atlanta, May 19–21, where she’ll speak on the panel “Building for All: Access Is a Design Choice.” Here’s what she had to say.

How has your personal history shaped the way you think about who financial institutions are actually designed to serve?

I know firsthand that not everyone grows up with access to financial guidance—and that lack of access can have a lasting impact on someone’s life and future. I often think about what would have made a difference for my own family, and I use that perspective to shape the products, services, and education we offer so others can be better equipped.

That’s why financial education is a core priority for us. We provide free educational opportunities for our members and our broader community, designed to meet people wherever they are—whether someone is just starting out, rebuilding, or has never felt comfortable walking into a financial institution. Having spent many years in this industry, I also recognize that not all financial institutions are designed to serve people who are underbanked or have limited resources. I see that as an opportunity. We are intentional about serving people at every stage of their financial journey—investing in accessible branches, offering a strong digital user experience, and providing solutions that range from debt support to long-term investing, all aligned with our mission of helping members achieve financial security.

MSUFCU data shows that when you open a branch, membership and deposits grow significantly. What does that tell you about the assumptions institutions make when they decide to go digital-first?

There was a time when many institutions assumed the future was entirely digital and began closing branches under the belief that consumers would only engage online. While a strong digital experience is essential, our data shows having a physical presence still matters deeply. When we open a branch, membership and deposits grow—because people value access, connection, and trusted guidance within their communities.

Our branches look different than they used to. They’re no longer designed around transactions, but around consultative conversations that help members navigate important financial decisions. A branch is also a physical demonstration of your commitment to the community where your members live and work. Organizations are stronger when they invest in both physical and digital experiences and ensure those channels work together seamlessly—meeting members where they are and delivering a higher level of service as a result.

You’re also an investor in more than two dozen fintech startups through Reseda Group. What do you look for—or push back on—when a founder pitches you a product that claims to expand access?

When a founder tells me their product expands access, I listen closely but also ask detailed questions to understand whom it is actually designed to serve, not just who it can technically reach. If the product only works well for people who already have financial stability, time, and confidence, it is not truly expanding access.

I also pay close attention to whether founders are genuinely listening to the communities they say they want to serve. The strongest companies are usually those that have tested their ideas with real people and adjusted based on what they heard. To me, inclusion means building products that meet people where they are, respect their realities, and help them build stability over the long term. That’s where fintech can make a real and lasting difference.

For a leader who wants to make their products more inclusive but doesn’t know where to start—what’s the first design decision they should interrogate?

Too often, products are designed around ideal behaviors like stable income, perfect credit, and high financial confidence. If a product only works when someone never misses a payment, never needs help, and always understands the fine print, it is not truly inclusive.

My recommendation is to start by broadening who you are listening to. Intentionally seek input from people of different backgrounds, abilities, and lived experiences—and ask the right questions: Where do they get stuck? What feels confusing or discouraging? What do they wish worked differently? And then be willing to actually adjust based on what you hear.

Inclusion also shows up internally. It matters who is designing, testing, and using your product. Teams with a wide range of perspectives are far more likely to catch barriers early. My background is in design, and I see it as one of the most critical drivers of adoption. Even with the best intentions, if the design misses the mark, you are not expanding access. You are simply reinforcing the barriers that already exist.