I worked there for 5 years, and under 3 different CFOs. Jeff Post's inability to retain a CFO became a long running joke within finance. The finance organization, typically an analytical and reporting function anywhere else, was blamed for virtually any mishap the company encountered (even though much of it was due to poor market performance), to the extent that the current CFO started an initiative called "Finance Done Right," which pulled many of his highly paid professionals out of production to assess problems under his purview anywhere except at the very top, with little or no real cultural change as a result. Frequently we would hear complaints from P&L owners about how corporate overhead was too high, but CUNA had more VPs per capita than any company I've worked for. The PMO office had real problems allocating project manpower and resources, for example, electing to upgrade HR systems but simultaneously neglecting cash-generating initiatives. Annual reviews are based on a pure bell curve, so at nearly every level, some employees will be given a low rating even if they worked their tails off. Some managers worked around this by actually RETAINING poor performers so that they could protect the people on their teams that they liked. Lastly, Jeff Post was at the helm for two extremely poor external acquisitions, and neither acquisition was carefully analyzed before the acquisition was finalized, resulting in cash drains on the company during a time of economic downturn and resulting in long-term business integration nightmares.
