Lori Moore

Global Credit Union is proving that scale and vision are pivotal to driving digital innovation. The US$12bn financial institution is deploying AI and automation technologies to serve its 770,000 members worldwide..

Lori Moore, Senior Vice President of Technology Engineering at Global Credit Union, leads this transformation with an unconventional philosophy. Rather than pursuing technology for its own sake, she champions what she calls “people-first automation”.

She joined Global Credit Union through an enterprise architecture role, initially knowing little about the credit union industry. Now, she’s thriving in a finance environment she loves, applying her technical expertise to deliver value. “Here, we are using these amazing technologies for the good of our members,” she says. “It’s rooted in that member experience and changing lives. I enjoy using skills for good.”

Enhancing rather than replacing human services

Lori’s approach to AI centres on augmenting human capabilities, rather than replacing workers. Her automation initiatives have delivered measurable results while preserving the human element crucial to financial services.

For example, the credit union’s robotics programme alone has generated US$250,000 worth of value in the last year: a figure Lori expects to double in 2025 as automation expands across operations.

Her integration platform, built on Salesforce’s MuleSoft technology, processes 300 million transactions annually, delivering US$1.2m worth of value back to the credit union, which gets passed directly to members.

This philosophy reflects the cooperative structure that defines credit union operations, where surplus value returns to member-owners rather than external shareholders.

As well as this, Global’s AI operations programme has saved 62,000 hours while performing 381,000 automated actions in 2025 so far alone. These systems handle routine tasks that would otherwise consume significant staff time. The automation strategy focuses on eliminating context switching – the productivity drain caused by constantly shifting between different tasks. Lori believes humans perform poorly at context switching despite thinking otherwise.

“Automation can provide context to member service centre specialists by giving them information about the member,” she explains, giving an example. “It means you don’t have that ‘please hold on while I pull up your record’ piece. The 10 seconds of waiting for somebody to find you in the system? You can actually get that information up straight away and on your dashboard, already there and waiting.”

On top of pre-populating member information on service representatives’ dashboards, the systems can even flag potential issues before members mention them, enabling proactive, rather than reactive, service.

“It also allows us to deliver information straight up to our members,” she continues. “In our member service centre, we provide pending transactions and current balance to our members automatically using this technology, reducing the amount of calls to our member service centre by 26%. It’s a huge amount, equivalent to freeing up seven people to shift over and work on problems our members need help solving where you need a person involved.”

To read the full story in the magazine, click HERE.