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‘Our Artemis AI platform is already changing customer experience and employee experience’: Raj Koneru, Founder and CEO, kore.ai

Kore.ai's positioning of Artemis as a dual-purpose platform targeting both customer and employee experience signals a deliberate shift in how conversational AI vendors are framing their value proposition. Rather than positioning AI as a cost-reduction tool for contact centres, the emphasis on employee experience suggests recognition that agent satisfaction and operational efficiency are now inseparable from customer outcomes. This framing arrives as enterprises across telecoms, retail, and professional services are actively deploying AI voice agents and oversight systems—a trend evidenced by deployments at Virgin Media O2, Ray White, and Deutsche Telekom—indicating that the market has moved beyond pilot phases into scaled implementation.

The implications for CX teams are twofold. First, platform selection now requires evaluation beyond traditional metrics: teams must assess whether their chosen vendor can meaningfully address agent burnout and workflow optimisation alongside customer-facing automation. This raises a critical question for organisations already embedded in Salesforce or Zendesk ecosystems—whether native AI capabilities or best-of-breed alternatives like Artemis offer sufficient differentiation to justify integration complexity and switching costs. Second, the convergence of customer and employee experience as a single strategic problem means that CX leaders must now collaborate more closely with HR and operations teams when evaluating AI platforms, fundamentally changing procurement and implementation timelines.

The broader market implication is that vendors positioning AI purely as a contact centre cost lever are increasingly vulnerable. As Deutsche Telekom faces Elliott pressure to reshape customer service through AI overhaul, investor scrutiny is clearly focused on whether AI deployment translates to measurable business outcomes rather than headcount reduction alone. For mid-market CX teams, this creates an opportunity: platforms claiming dual impact on customer and employee metrics will likely command premium positioning, but only if they can demonstrate measurable improvements in both domains simultaneously rather than trading one against the other.