A US$12 billion financial institution is leveraging artificial intelligence and automation to reshape its service for 770,000 members across the globe. Global Credit Union has embarked on a significant technological transformation, implementing a strategy that prioritizes human augmentation over replacement. This initiative is already yielding substantial returns, streamlining operations and enhancing the value delivered to its members.
At the heart of this evolution is a philosophy dubbed “people-first automation,” a term coined by Lori Moore, the Senior Vice President of Technology Engineering at Global Credit Union. This approach focuses on using advanced technologies to support employees and improve member interactions, rather than to cut down on staff. The credit union’s efforts have resulted in millions of dollars in value, saved tens of thousands of work hours, and significantly reduced call volumes by automating routine inquiries, all while staying true to its cooperative, member-owned structure.
A Human-Centric Approach to Innovation
The driving force behind Global Credit Union’s technological shift is a core belief that technology should serve people. Lori Moore, who transitioned from an enterprise architecture background into the credit union industry, champions this vision. Her leadership has been pivotal in steering the institution away from pursuing technology for its own sake and toward applications that provide tangible benefits to both staff and the member base. This philosophy is deeply aligned with the foundational principles of a credit union, where the primary focus is on member welfare and returning value to the community it serves.
Instead of viewing automation as a tool for workforce reduction, Global Credit Union sees it as a means of empowerment. The strategy is to enhance the capabilities of its human workforce by offloading repetitive, time-consuming tasks. This allows employees to concentrate on more complex, high-value activities that require critical thinking and a personal touch. Moore emphasizes that the goal is to use these powerful technologies for the good of the members, changing lives by improving their financial well-being. This member-centric perspective informs every technological decision, ensuring that innovation remains grounded in service.
Quantifying the Gains from Automation
The “people-first” strategy has delivered impressive and measurable results. The credit union’s robotics program alone has generated US$250,000 in value over the past year. With plans to expand automation across more operational areas, Moore anticipates that this figure will double in the coming year, reflecting the growing efficiency and impact of the initiative. This is not just a theoretical gain; it represents real resources that can be reinvested into better rates and services for members.
Operational Efficiency at Scale
Further demonstrating the power of this approach, Global’s AI operations program has already saved an estimated 62,000 hours of staff time in 2025, having performed 381,000 automated actions. These automated systems handle routine processes that would otherwise require significant manual intervention. At the core of the technological infrastructure is an integration platform built on Salesforce’s MuleSoft technology. This powerful system processes an astounding 300 million transactions annually, delivering an estimated US$1.2 million in value back to the credit union, which is then passed on directly to its members in various forms.
Transforming the Member Service Experience
A key focus of the automation strategy has been to eliminate “context switching”—the productivity loss that occurs when employees must constantly shift between different tasks and systems. Moore notes that humans, despite believing they can multitask effectively, are not efficient at context switching. Automation provides a solution by streamlining information flow and presenting relevant data to employees precisely when they need it. This has had a profound impact on the member service center.
When a member calls for assistance, AI-driven systems can now provide the service specialist with a complete dashboard of the member’s information instantly. This eliminates the familiar “please hold on while I pull up your record” delay, which, while seemingly small, can significantly impact the member’s perception of the service. By shaving off those initial seconds of wait time, the interaction begins on a more positive and efficient footing. The system can also proactively flag potential issues, allowing representatives to address problems before the member even mentions them, shifting the service model from reactive to proactive.
Driving Proactive and Efficient Operations
The impact of this technology extends beyond internal efficiencies to direct member interactions. An automated system was implemented to provide members with information about pending transactions and current balances without needing to speak to a person. This single initiative has been remarkably successful, reducing the number of calls to the member service center by 26%. This substantial reduction is equivalent to freeing up seven full-time employees from handling routine inquiries.
Crucially, these employees were not made redundant. Instead, they were reallocated to work on more complex problems that require human intervention and problem-solving skills. This strategic shift allows the credit union to apply its human resources to areas where they can provide the most value, such as helping members navigate difficult financial situations or providing in-depth advice. It is a clear example of the “people-first” philosophy in action, where technology handles the mundane, and people handle the meaningful.
The Technology Behind the Transformation
The technological backbone of Global Credit Union’s innovation is a carefully selected suite of tools designed for integration and scalability. The Salesforce MuleSoft platform serves as the central nervous system, enabling seamless communication and data exchange between different systems. This is what allows for the processing of 300 million transactions and the creation of unified member profiles for service agents.
The AI operations and robotics programs represent the hands and feet of the automation strategy, executing the thousands of automated actions that save time and reduce errors. By combining these technologies, the credit union has built a robust ecosystem that supports both back-office efficiency and front-line service excellence. The success of this implementation demonstrates that with a clear vision and a member-focused strategy, financial institutions can harness the power of AI to innovate and thrive in an increasingly digital world.
