Senior Corporate Strategy Analyst

Worth Credit Union; Bedford (TX); On-site; USD 110,000 - 150,000; Full time

Job summary

Worth Credit Union seeks a Senior Corporate Strategy Analyst to translate cross‑functional data into action. You will lead analytics for the CEO and Executive Leadership Team, designing dashboards, forecasting, and strategic insights that drive growth and governance reporting.

Working with Growth, Lending, Finance, Risk, and Operations, you will establish a data‑driven decision culture, ensure data integrity, and present concise narratives to the Board.

Qualifications

• Bachelor’s degree in Business, Finance, Statistics, Economics, or a related field.
• 8+ years of experience in analytics, BI, finance or strategy.
• Advanced SQL and BI tool proficiency (Power BI, Tableau) and statistical software (R, Python, SAS, SPSS).

Responsibilities

• Serve as the primary analytics resource for the CEO and Executive Leadership Team, translating operational, financial, growth, and risk data into recommendations that inform strategic and operating decisions.
• Partner with functional leaders across Growth, Lending, Finance, Risk, People, and Operations to answer analytic questions each function cannot answer with its own tools or data.
• Connect trends and results back to root causes and business implications; identify what the data means, not only what it shows.
• Build the organization’s habit of using data to decide what to do next, not only to report what already happened.

Skills

SQL

Power BI

Tableau

R

Python

SAS

SPSS

Data storytelling

Executive presence

Education

Bachelor's degree in Business, Finance, Statistics, Economics, or related field

Tools

Power BI

Tableau

R

Python

SAS

SPSS

SQL

Job description

The Senior Corporate Strategy Analyst reports to the Chief Growth and Marketing Officer, and is Worth Credit Union’s enterprise analytics and decision-support resource. The mandate is organizational, not departmental: turn data from across growth, lending, finance, risk, and member experience into insight that informs decisions for the CEO, the Executive Leadership Team, and functional leaders, with Board and governance reporting as one recurring output among several.

The role operates as a senior individual contributor with executive-level autonomy: setting the analytic agenda in partnership with the CEO and C-suite, sourcing data across every function without a dedicated data team, and interpreting what that data means, not just reporting what it shows. Success is measured by the quality of the decisions the analysis supports, not by dashboard volume or report count.

Major Duties & Responsibilities

• Serve as the primary analytics resource for the CEO and Executive Leadership Team, translating operational, financial, growth, and risk data into recommendations that inform strategic and operating decisions
• Partner with functional leaders across Growth, Lending, Finance, Risk, People, and Operations to answer the analytic questions each function cannot answer with its own tools or data
• Connect trends and results back to root causes and business implications; identify what the data means, not only what it shows
• Build the organization’s habit of using data to decide what to do next, not only to report what already happened

Data Interpretation & Insight Generation

• Analyze performance and trends across the enterprise to identify the handful of insights leadership should act on each cycle
• Apply statistical and analytical judgment to distinguish signal from noise, correlation from causation, and a real trend from normal variation
• Build and maintain predictive and scenario models supporting the credit union’s growth plan, including forecasts tied to strategic milestones and named decision triggers
• Design and execute segmentation and testing work that informs strategy across functions, not only marketing campaigns

Organizational Reporting & Dashboards

• Design and maintain the enterprise KPI reporting structure: recurring dashboards and scorecards the CEO, Executive Leadership Team, and functional leaders use to run the business
• Standardize metric definitions and reporting cadence across functions so leaders work from one common set of numbers
• Build the data-driven sections of the Board packet: enterprise KPI dashboard, growth and financial performance summary, and milestone tracking against the credit union’s growth plan
• Maintain a defensible audit trail for every leadership- and Board-facing figure, including source, method, and owner

Data Storytelling & Communication

• Translate complex, cross-functional data into narratives leaders without domain expertise can follow and act on, from a functional leader’s staff meeting to the Board table
• Present findings directly to functional leaders, the Executive Leadership Team, and Board committees; own the material in the room rather than only building it for someone else to deliver
• Set visualization and reporting standards that raise the credibility and consistency of analytics across the organization
• Judge when a number needs a chart, a sentence, or nothing at all; materials should be brief and decisive, not comprehensive

Cross-Functional Data Partnership

• Partner with Finance to align growth, lending, and member metrics with financial reporting and Board financial statements
• Partner with Risk, Legal and Compliance to ensure leadership and Board materials meet governance, accuracy, and regulatory standards
• Partner with the VP of Technology and Operations to secure reliable access to member, lending, and digital data across systems
• Serve as the connective analytic layer across a lean, six-seat executive structure in which no single function owns a dedicated analytics team

Governance, Data Integrity & Confidentiality

• Exercise independent judgment on what leadership and Board materials should and should not contain, given confidentiality, regulatory sensitivity, and reputational risk
• Maintain data governance and version control on all leadership- and Board-facing materials
• Escalate data quality or reporting risk directly to the CEO or the relevant C-suite owner rather than allowing it to surface first at the leadership or Board table

Knowledge & Skills

Data Interpretation & Analytical Judgment

• Ability to interpret data beyond the surface-level number: identifies root cause, business implication, and recommended action, not just direction of a trend
• Skilled at distinguishing signal from noise, correlation from causation, and a real trend from normal variation
• Analytical rigor paired with sound business judgment; knows the difference between an interesting finding and a decision‑relevant one
• Demonstrated ability to present analysis directly to functional leaders, C‑suite executives, and, ideally, a board or investment committee
• Skilled at reducing complex, multi‑source analysis into a small number of clear, decision‑ready conclusions
• Comfortable operating with direct CEO and executive access, and the discretion that requires

Business & Financial Services Acumen

• Solid understanding of financial institution business models, credit union structure, membership economics, and balance sheet dynamics
• Working fluency in how growth, credit, and financial performance connect, sufficient to synthesize cross‑functional data without translation from each function

Advanced Analytics & Technical Skill

• Strong SQL and data‑querying skill across disparate systems
• Proficiency with BI and visualization tools (Power BI, Tableau, or equivalent) and statistical software (R, Python, SAS, or SPSS) for predictive modeling and scenario analysis
• Experience building and maintaining executive‑grade dashboards that hold up without hand‑holding

Autonomy & Organizational Ownership

• Ability to operate with high autonomy: setting the analytic agenda, prioritizing what matters, and running independently without a dedicated data team or direct reports
• Comfortable serving multiple functional stakeholders at once without a single department claiming exclusive ownership of the role’s time

Trust & Discretion

• Ability to handle confidential financial, strategic, and governance information with judgment and discretion
• Credibility and composure operating at the executive and Board level

Experience

• Bachelor’s degree in Business, Finance, Statistics, Economics, or a related field; equivalent experience considered
• 8+ years of experience in analytics, business intelligence, financial planning and analysis, or strategy, including direct experience translating data into decisions for organizational leaders
• Advanced SQL and BI tool proficiency (Power BI, Tableau, or equivalent)
• Track record of synthesizing data from multiple, disconnected sources into concise, decision‑ready recommendations for executive audiences

Preferred Requirements

• MBA or advanced degree in a related field
• Financial services, banking, or credit union industry experience, including experience building financial institution board or executive reporting materials
• Experience with statistical or predictive modeling tools (R, Python, SAS, or SPSS)
• Prior experience in a role feeding materials directly into a board or investment committee cadence

Core Competencies

• Analytical Curiosity: digs past the obvious number to find the real driver and the decision it implies
• Member and Enterprise Perspective: connects data back to what it means for members and for the institution’s growth strategy, not just the numbers themselves
• Executive Presence: communicates with clarity, confidence, and credibility at the C‑suite and Board level
• Independent Ownership: runs analytic work end to end with minimal oversight and sets priorities rather than waiting for direction
• Integrity and Discretion: handles sensitive financial, strategic, and governance information with sound judgment
• Frequent direct interaction with the CEO, Executive Leadership Team, functional leaders, and the Board; a high‑visibility role that touches every part of the organization
• Primarily onsite at WCU’s DFW-area headquarters, with the flexibility typical of senior individual contributor roles
• Periodic evening or early‑morning work aligned to Board and committee meeting cadence
• Extended, deadline‑driven periods around Board cycles and strategic planning milestones