By Adam Vitcavage
Youth apprentices at Vectra Bank aren’t just learning about finance. They’re helping the company think differently, solve real problems, and stay future-focused.
When Vectra Bank added CareerWise’s youth apprenticeship program in 2018, the HR team hoped it would open young people’s eyes to the kinds of careers available in finance and banking. Seven years later, the bank’s apprenticeship strategy is doing that and much more.
“We started with two apprentices, and we’ve kept it small and intentional ever since,” said Shauna Hoekstra, Assistant Vice President, HR Business Partner at Vectra. “Every year, we bring in two apprentices, and the results speak for themselves. This isn’t just about giving back. It’s a talent strategy.”
Both of Vectra’s current apprentices, Juan and Brayden, are finishing their third year in the program and preparing to start college at CU Boulder this fall. They will be continuing their apprenticeships while they continue their higher education.
Juan began his experience in retail banking but now supports the Property Management Division, working on projects across the bank’s 34 branches in Colorado and New Mexico. Brayden has spent two years in a Westminster branch and now exploring new opportunities as he begins his third year.
“We’re committed to flexibility,” said Hoekstra. “School always comes first, but we want to keep them connected to meaningful work while they pursue their degrees.”
Jim Yankovich, Vectra’s Sr. Vice President of Property Management and Juan’s supervisor agrees. “I want to make sure he continues with us. As he continues his education at CU Boulder, he is going to continue working for us while reporting in person at a branch near school. He’s got a lot going on with school, but having that structure and meaningful work could really support him through the transition. He is going to take on a large project which will help free up time for our other team members to focus on other areas of their work.”
Like many CareerWise employer partners, Vectra saw apprenticeship as a chance to develop homegrown talent and reflect the values of a community-minded organization. But over time, the impact has extended beyond workforce development goals.
“We call it the ‘naive brain’ and it’s a good thing,” said Hoekstra. “Apprentices aren’t locked into the way things have always been done. They ask questions that push us to think differently. That fresh perspective can have a real impact.”
That impact shows up in small but meaningful ways. Apprentices have introduced improvements to team processes, offered new insights into how young customers think, and re-energized long-tenured staff.
“Juan brought fresh eyes to everything we do,” said Yankovich. “When he joined, he asked really thoughtful questions that made us pause and reexamine why we do things a certain way. That kind of perspective helps us improve processes we hadn’t touched in years, which ends up saving the team time and money.”
Vectra places apprentices across a range of departments, from retail banking to property management. Each placement is intentional and carefully matched with a supervisor who has a strong track record of developing talent.
“Our managers are our secret sauce,” Hoekstra said. “We place apprentices with leaders who know how to mentor. That makes all the difference. It also allows us to upskill employees who want to be managers. The apprenticeship program also helps us grow existing employees.”
For many supervisors, the idea of managing a high school student was unfamiliar at first. But with the right expectations and support, those doubts quickly turned to enthusiasm.
“If any company is nervous about bringing in young talent, rest assured you will find talent beyond your expectations.,” said Yankovich. “Juan came in ready to learn and ready to contribute. He exceeded every expectation I had.”
About half of Vectra’s apprentices have transitioned into part-time or full-time roles after high school. Others have used the experience as a springboard to future opportunities. In either case, Hoekstra says, it’s a win.
“Our hope is that they stay, but even if they move on, they leave with confidence and skills they didn’t have before,” Hoekstra said. “It’s a win either way.”
That sentiment extends beyond apprentices. Supervisors and teammates often walk away with just as much inspiration.
“I’ve been in the workforce a long time, and you can get used to your way of thinking,” said Yankovich. “Working with Juan reminded me what it means to stay curious, to lead with patience, and to see the big picture. Even if Juan wasn’t staying on board while starting college, he left us with procedures that will help the team for years to come.”
Though they are part of a 10,000-person parent company, Vectra Bank has 350 employees locally and the Colorado team has leaned into youth apprenticeship as a thoughtful and scalable way to engage with early-career talent.
What started as a small pilot has grown into an ongoing commitment that fits into the bank’s broader workforce strategy.
“We’ve found that the size of the company doesn’t matter as much as your willingness to stay curious,” Hoekstra said. “Apprenticeship works when you’re open to learning from someone who sees things differently.”
That perspective has helped Vectra not only build its talent pipeline, but also challenge internal assumptions, elevate team culture, and bring new voices to the table.
“This is real work,” said Hoekstra. “Our apprentices are doing meaningful things, and in the process, they’re helping us think more clearly about what kind of company we want to be.”
Apprenticeship may have started as a way to expose students to careers in finance. At Vectra, it has become something more. It is a practical and human-centered approach to shaping the future of work.
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