Client Story: PFCU Credit Union

From Treasure Hunt to Instant Answers

How PFCU Credit Union Transformed Employee Knowledge Access with Posh

The Challenge

A knowledge system built on chaos

At PFCU Credit Union, finding the right answer used to feel like a treasure hunt, except the “treasure” was buried under shared drives, nested folders, and outdated files.

“It’s almost embarrassing to say out loud,” admits Theresa Burgess, Chief Member Experience Officer. “Information was stashed everywhere, on shared drives, buried under layers of folders. The joke within our organization was, ‘Where do you find it? Is it under management, management, management?’ You’d have to click through everything.”

Policy updates and promotions were often communicated through email, creating a second problem: employees weren’t just digging through folders, they were also searching inboxes to figure out what was current.

When that failed, they turned to internal chat, where questions poured into group threads and subject matter experts (SMEs) were expected to respond in real time.

“It was constant chaos. Our SMEs were getting overwhelmed because they also have a job to do.”

The impact wasn’t just operational frustration. It was a compounding business risk:

• Inconsistent answers across teams and locations
• Compliance exposure from outdated or conflicting documentation
• A steep learning curve for new hires
• And ultimately, turnover, with institutional knowledge leaving every time someone resigned

“Every single time we lose somebody, we’re losing knowledge,” Theresa explains. “When you hear from new hires, ‘There’s just so much’, we had to take some responsibility. Were we giving them too much without enough tools to do their jobs confidently?”

Member feedback reinforced the urgency. Transactional surveys began to reflect what Theresa already suspected: members could tell when employees were new, hesitation showed up in conversations, and confidence was inconsistent.

For a credit union built on member experience, that wasn’t sustainable.

Why Posh

A Google search for your own information

PFCU had explored other options before, but none addressed the core issue: knowledge wasn’t accessible in the flow of work.

Then Theresa and her VP saw a Posh demo, almost by accident.

“My VP and I were actually getting a presentation on something completely different,” Theresa says. “And they said, ‘Oh, by the way, we’re going to show you this.’ And we were just, minds blown.”

What clicked immediately was the experience: a Google-style search, but one that only surfaces PFCU’s internal content, procedures, documentation, and “how-to” answers employees need in real time.

“The other programs we looked at were just improvements on traditional search,” Theresa says. “But Posh felt fundamentally different. It wasn’t just organizing our information, it made it accessible in a way that actually worked for our employees.”

It also gave them a secure workspace where employees could summarize, draft, and analyze information without leaving the system.

Implementation

Build the foundation right, and adoption follows

PFCU didn’t treat Knowledge Assistant like a plug-and-play tool. Theresa knew success depended on doing the unglamorous work first: getting their documentation into shape.

She partnered with department leaders to identify SMEs, audit materials, and centralize what had been scattered across the organization. Along the way, they uncovered duplicates, contradictions, and outdated procedures.

“Posh will flag duplicate forms and show if there’s a contradiction,” Theresa says. “We’d find things and think, ‘Oh no, someone followed that procedure and that’s exactly what it said.’ We didn’t even date things back in the day.”

Before the company-wide rollout, PFCU ran a beta program in select “testing branches,” asking employees to try to break it. That approach did more than validate the system, it created momentum.

During testing, teams also experimented with using the assistant to summarize policies and create quick internal guides, expanding its role from search tool to daily workspace.

“Those beta users loved it, and the word got out,” Theresa says. “People were asking, ‘When do we get access?’ It built excitement before we even launched.”

When PFCU rolled out Knowledge Assistant across the organization in August 2025, they did so intentionally, bringing every department into the system from the start.

The ability to segment access also allows PFCU to manage role-based knowledge securely, ensuring the right teams see the right information without overexposure.

And they introduced a new cultural norm: before asking in chat, check the assistant first.

Results

Confidence, consistency, and a culture shift

The impact was immediate, and measurable.

By January 2026, just months after launch, PFCU had achieved:

• 95% success rate across the organization
• 10,000+ questions asked since rollout
• Nearly 200 total users, with 150–170 employees using it regularly
• Adoption spanning frontline branches, the contact center, ITMs, lending, HR, and more

By design, PFCU rolled Knowledge Assistant out to every department, not just the contact center. The goal wasn’t to fix one workflow; it was to unify knowledge across the entire organization.

But the bigger shift was behavioral. Knowledge access moved from “interrupt someone and hope” to a culture of fast, confident self-service.

“If anybody puts a question into our chat system, they SMEs will race to find the answer in Pedia,” Theresa says. “They’ll copy and paste it right into the chat and say, ‘This is directly from Pedia.’ I love seeing it because they’re promoting exactly what they’re supposed to be doing.”

Stronger onboarding, faster ramp time

Managers quickly noticed the difference with new hires, especially employees who previously felt overwhelmed by the volume of procedures and policies.

“One of my managers told me, ‘Two of my new employees use it a lot and they love it. It has cut down on a lot of the procedural and simple questions they ask, and I think it really helped them feel confident, they like finding answers themselves.’”

That combination, fewer repetitive questions and higher confidence, helped reduce friction in early-stage onboarding.

Better member conversations, and fewer escalations

PFCU also saw improvement in resolution time and first-contact resolution, especially in areas where speed and accuracy matter most.

Even when employees still needed to search, the tone of member interactions changed.

“There’s not that fear or anxiety of not knowing where to find the answer,” Theresa says. “Now it’s more like, ‘Give me a moment to look that up.’ Members can tell the difference.”

Members might still notice an employee is newer, Theresa adds, but now they also report that the experience remains positive and professional.

A tool the team actually owns

The operational value didn’t end with faster answers. PFCU began using usage reports to identify coaching opportunities and training needs.

PFCU also began using Workshop Mode inside Knowledge Assistant, a secure, auditable workspace where employees can analyze information, summarize content, and generate materials without compliance risk.

One of their first uses was strategic. The team exported a full year of employee questions from Pedia, uploaded the spreadsheet into Workshop Mode, and asked the system to identify the top unanswered questions from the previous year.

“It gave us a list,” Theresa says. “We could see exactly where we had knowledge gaps.”

Instead of guessing where documentation needed improvement, they had data. That visibility allowed them to prioritize updates and close blind spots in their knowledge base.

The team also uses Workshop Mode for day-to-day support. Employees create quick-reference guides for everyday processes like setting up pocket change or ordering checks. They summarize policy updates into clear takeaways and reframe procedural language into something easier to explain to members.

“It makes it easier to turn knowledge into something employees can actually use,” Theresa says.

Managers can also see what employees are asking, and tailor one-on-ones around patterns, gaps, or development needs.

“It helps managers find out if they’ve got a problem they’re not even aware of,” Theresa says. “They can gear their one-on-one with them around that feedback.”

And perhaps most telling: turnover stabilized. When employees leave now, it’s largely for retirement or relocation, not burnout or frustration.

“We’re not seeing turnover,” Theresa says. “If there’s movement, it’s internal. They’re not just leaving, which is so wonderful.”

Looking ahead

PFCU is actively exploring additional Posh capabilities as part of a broader effort to simplify their vendor landscape and unify their AI strategy. Contact center voice solutions are on their radar as they evaluate next steps.

Advice for other financial institutions

Theresa’s advice is simple, and direct:

“Just do it. The amount of time it’s going to save, and the confidence it’s going to give your employees, is well worth it. Stop thinking about it and just do it.”

“I would do this all over again a hundred times,” she adds. “It makes our employees’ lives easier, and they feel more confident helping our members. It’s a win-win everywhere.”