By Frank Devlin
Amid the challenges and changes from a deregulatory trend, rapid advances in artificial intelligence, and continuing competition for top talent, ProSight members are sharing in roundtables and other association events that organizational culture is a growing concern these days. In fact, in ProSight’s most recent 2025 CRO Outlook Survey, 10% of respondents said the category of culture was on their list of top risks. To get a sense of what’s happening and being discussed on the front lines, ProSight reached out to Matt Newman, enterprise culture and onboarding director at Columbus, Ohio-based The Huntington National Bank. In the following Q&A, Newman discusses his priorities, Huntington’s approach to AI, and how the external environment affects an internal organizational culture.
What are your current priorities as a culture officer, and why?
My current priorities are focused on aligning our cultural activation points with consistent support across the enterprise. At Huntington, culture is not just a strength. It is a differentiator. It is why people come here and what keeps them here. We are working to solidify that foundation while positioning our colleagues for organic growth in a way that remains authentic to who we are.
That means creating intentional experiences that reinforce our values and show up consistently across the colleague journey. From onboarding and recognition to leadership development and colleague listening, we are scaling culture thoughtfully to support growth and ensure it continues to set us apart in the market.
As we expand into new regions and integrate new teams, our goal is to make sure every colleague feels seen, valued, and connected from day one. Culture is not a side initiative. It is the framework that supports performance, engagement, and long-term success.
What’s the role of a culture officer, and maybe culture itself, in a deregulatory environment? Is there any added importance?
The role of a culture officer is to ensure that an organization’s values are not just stated, but lived every day, across every team. It’s about creating clarity, consistency, and connection around what we stand for and how we show up for each other and our customers.
Regardless of the regulatory environment, my focus remains on bringing Huntington’s new purpose to life: to be the leading people-first, customer-centered bank in the country. That means activating our values—like having a can-do attitude, a service heart, and a forward-thinking mindset in ways that are visible, meaningful, and consistent across the enterprise.
Culture is how we scale trust, drive performance, and differentiate ourselves in the market. In times of change or uncertainty, it becomes even more important to ensure our colleagues feel grounded in something real. My job is to make sure that happens, not just through programs, but through everyday experiences that reinforce who we are and where we’re going.
What is the role of culture in attracting and retaining talent?
Culture plays a foundational role in how we attract and retain talent at Huntington. It is the first impression and the lasting experience. When colleagues describe our culture, they use words like caring, inclusive, and purpose-driven. That reputation is what draws people in and it’s what keeps them here.
We know from our annual colleague survey results that colleagues stay when they feel connected, valued, and supported. That’s why we focus on creating consistent cultural touchpoints across the colleague journey—from onboarding and development to recognition and leadership engagement. These experiences aren’t just nice to have. They’re strategic levers that reinforce our values and build trust.
Our culture also supports our promise to be the best place our colleagues will ever work. That means investing in growth opportunities, listening actively, and ensuring our leaders are equipped to be culture carriers. When people see that we live our values—not just talk about them—they’re more likely to stay, grow, and thrive with us.
Are regulators focusing less on culture lately and balancing more toward financial risk?
Culture remains a central focus within Huntington. Regardless of shifts in external priorities, we continue to treat culture as a strategic asset, one that supports risk mitigation, colleague engagement, and long-term performance.
From a culture perspective, our job is to ensure that values like trust, care, and accountability are consistently reflected in how we operate. Whether or not regulators are emphasizing culture in the same way, we believe it’s foundational to our success and reputation.
ProSight members are sharing in roundtables and other events that they are concerned about and focusing on culture lately. Are you hearing the same from peers and/or experiencing that yourself?
Yes, I’m absolutely hearing the same. Culture is front and center in nearly every conversation I’m having with peers, leaders, and colleagues across the enterprise. The message is clear; people are looking for connection, clarity, and consistency.
We’re in a moment where transformation is happening fast, and that naturally creates uncertainty. Culture becomes the anchor. It’s what helps colleagues feel grounded and supported, especially when navigating change. I’ve seen firsthand how teams are leaning into culture to rebuild trust, reenergize engagement, and reinforce what makes Huntington special.
What’s driving this focus is not just internal change; it’s also the external environment. Economic pressures, evolving work expectations, and the pace of innovation are all influencing how people experience work. Culture is no longer a backdrop. It’s the strategy. And the more we activate it intentionally, the more we can support our colleagues and deliver on our purpose.
Are there concerns among staff about being replaced by AI? How does that affect culture and what might an organization’s response be?
At Huntington, we’re leaning into AI as a tool to unlock potential, not replace it. Our approach is centered on helping colleagues see how AI can simplify tasks, enhance decision-making, and create space for more meaningful work. It’s about empowering people, not sidelining them.
We’re focused on integrating AI in ways that reduce friction, improve workflows, and free up time for creativity, collaboration, and customer care. We’re also mindful of the risks, bias, overreliance, and uncertainty, and are building in the right guardrails to ensure responsible use.
A key part of our strategy is the human-in-the-loop principle. This means AI supports, but doesn’t replace, human judgment. Colleagues remain the final decision-makers, ensuring that our values, empathy, and experience guide outcomes. It reinforces trust and keeps people at the center of our transformation.
When colleagues feel informed and empowered, they’re more likely to embrace change. Our job is to make sure AI adoption is not just a tech initiative, but a people-first transformation. One that reflects our values and supports our long-term growth.
