First Watch Credit Union

The Moment It Became Clear Something Needed to Change

At First Watch Credit Union, the decision to move in a different direction with IT wasn’t driven by a failure. It was driven by awareness.

The leadership team, led by President/CEO Megan Allred, understood their environment. They knew what strong operations looked like. They knew what regulators expected. And they knew the level of accountability required to confidently answer to their board and supervisory committee.

What became increasingly clear was that their technology environment wasn’t aligned with that standard.

There were recurring limitations that didn’t make sense. Questions around security and access went unresolved. And when the team pushed for improvements, the response was often that something couldn’t be done.

“There were things we knew we should be able to do… and we were told we couldn’t.”

– Megan Allred

At the same time, expectations were rising. Information security was becoming a more defined component of NCUA examinations. Internal governance was becoming more rigorous. The margin for uncertainty was shrinking.

The issue wasn’t that things were broken. It was that they weren’t where they needed to be — and there wasn’t a clear path forward.

The Decision: Raising the Standard for What an IT Partner Should Be

When First Watch evaluated alternatives, the objective wasn’t to replace a vendor. It was to find a partner capable of operating at the level the organization required.

What stood out about Tolar was not a list of services. It was the way the relationship began.

“You told us upfront — you’d decide if we were a good fit. That stood out.”

– Megan Allred

That approach reframed the decision.

Instead of a traditional sales process, it became a mutual evaluation of alignment — in expectations, in communication, and in how decisions would be made over time. For a leadership team that values clarity and accountability, that mattered more than any technical promise.

There was also an understanding of risk. Transitioning IT providers in a regulated financial environment requires more than confidence in execution. It requires confidence in judgment, in process, and in the ability to navigate complexity over time.

The decision to move forward was grounded in a simple conclusion: continuing with the status quo would not produce a different outcome.

What Changed After the Decision

The most meaningful change was not tied to a single project. It was a shift in how technology was managed, understood, and communicated across the organization.
Areas that previously felt ambiguous became defined. Access and permissions were structured with greater intention. Systems were aligned more closely to roles, reducing inconsistency and improving control.

Just as importantly, conversations around security and compliance became clearer. Instead of reacting to requirements, the organization began operating with a more proactive posture.

This was the first time information security was really part of our exam. We needed to be ready.

— Megan Allred

Preparation was no longer a last-minute effort. It became part of the ongoing rhythm of the organization.

Confidence Where It Matters Most

For First Watch, one of the most important outcomes has been the ability to confidently represent their technology environment at the leadership level.

Their board and supervisory committee are engaged and experienced. They ask detailed questions and expect well-supported answers. Prior to the transition, technology was an area that was more difficult to clearly articulate.
That has changed.

“I can walk into those meetings and actually show what we’re doing — not just say it.”

— Megan Allred

That shift from explanation to demonstration has strengthened trust, improved communication, and reinforced leadership’s ability to guide the organization with confidence.

From Uncertainty to Control

Before the transition, technology was one of the few areas that felt difficult to fully control. The team understood what they wanted to achieve, but lacked a partner who could help them execute against that vision.

Today, that gap has been closed.

“There’s just a level of peace now… we know where we are.”

— Megan Allred

That clarity has reduced friction in decision-making and allowed leadership to focus on higher-value priorities — from member experience to long-term planning.

A Partnership That Fits the Organization

One of the defining characteristics of the relationship has been how Tolar integrates with the internal team.

Rather than forcing communication through executive leadership, Tolar works directly with the individuals responsible for execution, while maintaining alignment with leadership.

“I trust my staff 100%. I want you working with them… not just coming to me for everything.”

— Megan Allred

This approach respects both the structure and the culture of the organization. It allows decisions to be made efficiently while maintaining accountability at the appropriate level.

For First Watch Credit Union, the decision to change IT providers was not about addressing isolated issues. It was about aligning their technology with the standards they already held across the rest of the organization.

They needed more than support. They needed clarity, structure, and a partner capable of engaging at the same level they operate internally.

The result has been a measurable shift in confidence — not just in systems, but in leadership’s ability to rely on them.