Culture has become a top-tier concern for many banks—one that goes far beyond HR. In ProSight’s 2025 CRO Outlook Survey, 10% of respondents listed culture among their top risks, reflecting how reputation, engagement, and even risk management depend on it. Huntington National Bank Enterprise Culture and Onboarding Director Matt Newman recently told ProSight that culture is “not a side initiative. It is the framework that supports performance, engagement, and long-term success.” Here are a few of his practical takeaways for leaders navigating growth, AI, and change:
Treat culture as infrastructure. Newman describes Huntington’s culture as “a differentiator,” one that helps attract talent and improve retention. That means creating intentional, consistent experiences—from onboarding to leadership development—that reflect the bank’s values and connect employees across expanding markets. “Our goal is to make sure every colleague feels seen, valued, and connected from day one,” he said.
Make culture your anchor during change. Whether the environment is deregulatory or disruptive, culture provides stability. “Culture is how we scale trust, drive performance, and differentiate ourselves in the market,” Newman said. When external uncertainty rises, the need for connection and clarity grows, too. “We’re in a moment where transformation is happening fast, and that naturally creates uncertainty. Culture becomes the anchor.”
Link culture to talent strategy. Colleagues stay when they feel valued and supported, Newman noted. Consistent “cultural touchpoints”—onboarding, development, recognition—reinforce that connection. Huntington’s goal, he said, is to be “the best place our colleagues will ever work,” which means listening, investing in growth, and ensuring leaders act as “culture carriers.”
Keep people at the center of AI. The goal at Huntington: use AI to elevate people’s work. “We’re leaning into AI as a tool to unlock potential, not replace it,” Newman said. The bank’s “human-in-the-loop” approach ensures employees remain the final decision-makers, with AI simplifying tasks and freeing time for more meaningful work. “Our job is to make sure AI adoption is not just a tech initiative, but a people-first transformation.”
Culture may be hard to quantify, but Newman’s message is clear: it’s not an afterthought or compliance topic—it’s a competitive advantage.
