For Vice President, Sales and Performance Coach Manny Sanchez, growth begins with empathy and understanding. Over his 19-year career, Manny has worn many hats—from frontline service and management to coaching and leadership—each experience shaping how he connects with and empowers others. His firsthand perspective allows him to meet team members where they are, guiding them to discover their strengths and deliver exceptional member experiences.
Drawn to First Commonwealth’s people-first mission after years in larger, profit-driven institutions, Manny found a place that aligned with his values: honesty, community, and genuine care. Today, he channels that passion into helping employees grow in confidence, skill, and purpose while ensuring that every member interaction adds real value.
In this conversation, Manny reflects on his journey, the lessons that shaped his leadership, and why service rooted in authenticity continues to drive his work every day.
Manny, you've held many different positions in your 19-year journey from frontline service to leadership. Can you talk a little bit about what those experiences meant to you and how they influenced the way that you coach today?
Manny: Yes. I have been an Member Experience Associate (MXA), I have been an employee, I have been a manager.
One of the great things that I really appreciate is that I can empathize with many of the new hires. I see myself at every new hire orientation, and I can put myself in their shoes. I was just there with them. And I think the fact that I've had some good managers—I had some bad managers as well—I wanted to be a manager that could really be someone who helps, supports, and truly understands people.
Since I was in their position before, I do my best to really talk to all the new hires and MXAs. I try to help define their learning style and be the best person that I can be. I think that has allowed me to be a better coach and a better mentor because I was there exactly with them.
I've been through the objections, I've done sales, I've had situations where I’ve had to talk to a member about a product, discover needs, and overcome objections. I think that's been very helpful for me—that I’ve been in that position and that I’ve also been a manager as well.
On the member side of things, for those who might not be familiar, how would you describe your role as a Sales and Performance Coach, and why is it important to the members for their experience here at First Commonwealth?
Manny: I think all members who go anywhere—whether you’re going to a bank or shopping—you want the best experience possible.
I see my role as a collaborator, a trainer, and a support. Part of my role is training new hires in the sales process. I go through the steps of having a consultative conversation with every member, learning about them, learning their needs, and making recommendations. It’s great because we’re not here to deceive, we’re not here to push products, we’re not here to sell something they don’t need. We’re here to provide a solution.
The more observations I do and the more training habits I create—and I’ve done that by visiting all the financial centers—the better the experience we can create for the member. It’s great to solve their problems, but if we can find something that makes their lives better, that makes their experience even more wonderful and helps us grow as a better credit union, and partner in the community.
You’ve said that in every role, you’ve always focused on providing great service and offering solutions that actually add value. What does that philosophy mean to you, and how do you encourage your teams to live it out in every single interaction they have?
Manny: I think that every interaction our MXAs have with a member should be about building relationships, truly understanding what that person needs and what will actually make their life better.
One of the sales credos I use in my trainings is: if we help enough people get what they want, we will also get what we want. But in order to know what they want, we have to understand them. Be curious. Ask questions. Dive deeper. Does the member really need this? Is this solution really going to make their life better? That’s what adding value means.
We’re not here to push products. We’re here to provide solutions.
Looking toward the future, what skills or mindsets do you think are most important for our credit union team members to develop so they can continue meeting our members' needs?
Manny: I think one of the most important things is we have to be knowledgeable.
We have to really know what products and services we offer, and we have to be excited about them. Because if we’re going to present a solution or product that’s going to help a member, and we’re not excited about it, how are we going to get them excited about it?
I always say that sales is a transference of feeling, and we have to be able to transfer that excitement from ourselves to the member. Because if I’m not excited about what I’m talking about, they’re not going to be excited either.
Also, be honest. Be transparent. Let them know everything. Don’t omit anything. Don’t try to sell something or provide a solution that doesn’t make sense. Always stick to our core values.
Be honest, be excited, and be curious. Ask questions. Members won’t always be open about what they’re going through, but every interaction is an opportunity to make that connection, build that trust, and encourage them to come back for more services and solutions.
Manny, you’ve been here with First Commonwealth since 2021. What has kept you motivated and inspired? Actually, what drew you here to First Commonwealth first and foremost, and what keeps you motivated and inspired here at our credit union?
Manny: Thinking back—it’s been four years, since 2021. I lived in New York before coming here to First Commonwealth.
First Commonwealth happened to be one of the employers I applied to when I was making my transition. I had some family here—my brothers had been convincing me to come. I came here for family and applied to several jobs.
When I researched First Commonwealth, I loved that it was a credit union. It was member-owned and heavily involved in the community.
I had worked for bigger banks before, and they were all about profits. Since I’ve been here, it’s been the best decision I’ve made. The managers I’ve had, the organization—everyone has been so helpful.
I’ve gotten the chance to go from multisite MXA to loan expediter, to universal team lead in back office, and now Sales and Performance Coach. I couldn’t be prouder to be working for this organization and to move forward. Hopefully we can continue to exceed and do great things to come.
Outside of work, you’re a husband and a father of three. What do you like to do in your free time with your family? And more importantly, what does your family mean to you and your journey overall?
Manny: My family is one of the biggest things I’m proud of.
I have three kids—a 12-year-old, a 9-year-old, and a 1-year-old going on 2. They take up most of my time. I’m kind of the same person at home that I am here—I try to be helpful.
I spend my time taking the kids to the park, helping them with homework. My son loves cubing; he’s in band and recitals. My daughter loves to color and do arts and crafts.
Spending time with them, giving them advice, helping them with homework—it’s similar to what I do here. I go to centers, observe, coach, give feedback, and help as best as I can because I want the best for them. That’s all you can hope for—just to assist people and help them become better.
Looking back on your 19-year journey, is there a particular moment of impact—whether with a member or a colleague—that really stands out as a reminder of why you do what you do every single day?
Manny: Yes, I’ve had so many experiences with members who I’ve helped and who have come back.
One that really stands out was a member I helped while part of the loan expediter team here at First Commonwealth—a member who wanted her dream vehicle, a BMW. She got the car and financed it. I talked to her about the benefits of having GAP on the car. She decided not to go with that service.
Six months later, she totaled her vehicle and ended up paying $3,000. She realized that when I originally presented it to her, I had her best interest in mind.
She came back to me to get her new vehicle—and got GAP this time. Then she referred her family members—her husband, mom, and dad. That’s what motivates me: that people love the experience I provide so much that they not only come back, but also refer their friends and family.