Pinky Redoble Wants AI to Make Service More Human
CPS Asia Pacific CEO Pinky Redoble sees AI as a way to improve service while keeping people responsible for the human experience.
Human-centered AI should help people deliver better service, not remove the human experience from it. That is the position of Pinky Redoble, CEO of CPS Asia Pacific, who sees technology as a way to improve how BPO teams work while keeping people accountable for customer outcomes.
Redoble shared her view with BPOAI.ai on 27 October 2026. Her message offers a useful lens for Filipino job seekers watching AI reshape service work: the technology matters, but so do empathy, judgment and the ability to help customers in context.
“AI has a stronger place in BPO when it supports employees and customer outcomes without taking human judgment and accountability out of the work.”Key takeaway · POEA Job Finder
From consultancy to delivery centre
CPS Asia Pacific began in Australia in 2019, with Singapore set up as a payment office. The company describes itself as a BPO, consulting and workforce solutions provider that helps clients improve customer experience and operational performance. Its name stands for Customer Persona Simplified, and its short description of its approach is “Human-led. AI-enabled.”
“A useful AI tool should make a specific part of people’s work easier.”
The company’s presentation traces its move from consulting into service delivery. By 2020, it says, CPS had completed five major consulting engagements in the Asia-Pacific region. It expanded internationally in 2021 and 2022, established an office in Manila, and grew the Manila team in 2023. From 2024, the company says it introduced AI features and began offering IT, back-office and customer support outsourcing.
CPS now lists offices in Sydney, Singapore and Metro Manila, where its delivery centre is based. Its presentation describes a team with 30+ years of combined experience and work across five client markets: the UK, Australia, Canada, Asia and the US. The company’s services span customer support and back-office operations, IT outsourcing, consulting, executive search and AI-enabled solutions. Its client sectors include electronics, hospitality, gaming and healthcare.
That combination of advisory work and delivery shapes how Redoble discusses AI. Rather than treating it only as a product, she frames it as part of the way a service operation can run. Her view is that artificial intelligence can enable faster support, smarter workflows, stronger quality monitoring and more informed decisions. But tools alone cannot build meaningful customer relationships. Empathy, cultural understanding, critical thinking and human judgment remain central to service.
Where she sees human-centered AI working
Redoble outlined seven areas where she sees AI having a role in BPO. Her examples begin with AI-assisted customer interactions and agent support in contact centres. The goal is not to make a customer conversation less human; it is to equip the people handling it with useful assistance. For readers interested in the service area, this overview of customer support work offers related industry context.
She also pointed to practical generative AI uses in everyday service work, along with AI-assisted training and coaching. These applications, she said, can support agent productivity, service consistency and performance improvement. In practice, that frames AI as something that may help a worker prepare, respond or learn—not as a substitute for understanding what a customer is asking.
Other examples concern the work surrounding a customer interaction. Redoble named intelligent workflow automation for repetitive back-office tasks, post-interaction summaries, system updates and reporting. She also identified AI-driven quality assurance, using interaction insights and performance data to help identify opportunities for improvement.
For job seekers, the distinction is useful: AI may touch a role in more than one way. A tool might assist with an interaction, help organize routine follow-up or provide information that supports coaching. In a human-centered AI approach, the underlying service still depends on people being able to interpret the situation and respond appropriately. A look at how AI is being used in outsourcing provides another perspective on questions workers and BPO buyers can ask about its impact and governance.
People stay accountable
Human and AI collaboration is another of Redoble’s focus areas. Her emphasis is on integrating tools into BPO teams while retaining human judgment, empathy and accountability. The value, in this approach, comes from bringing different strengths together: AI can contribute speed, consistency and analytical capability, while people bring experience and emotional intelligence.
That is also why the human role cannot be reduced to simply passing along a machine-generated answer. A person needs to understand when assistance is useful, when a customer needs a more considered response, and when a decision requires human ownership. Redoble argues that providers able to combine the strengths of people and technology can improve productivity and customer satisfaction while building operations that can scale and remain cost-effective.
The same principle appears in other BPO discussions about keeping employees involved as technology changes work. In Andy Schachtel’s account of keeping people in the loop, listening to employees is part of how leaders approach AI adoption. Another practical example is the case for trained people reviewing AI-assisted work and owning consequential decisions.
For an aspiring BPO professional, this outlook suggests that technical familiarity is only part of readiness. Communication, careful listening, sound judgment and the ability to take responsibility remain relevant when a digital tool is part of the workflow. Those skills help a worker contribute to a service experience rather than merely operate a system.
“AI should make the human experience better, not make it disappear.”Pinky Redoble · Chief Executive Officer of CPS Asia Pacific
What she counts as success
Redoble describes AI in terms of the outcomes it supports for people and operations. CPS calls AI a strategic enabler of people and performance, with an emphasis on practical solutions that support employees, optimize operations and deliver measurable value. The emphasis is on a useful result, not the presence of technology for its own sake.
The company’s tagline sets out its order of priorities: “Human expertise. AI-powered solutions. Flexible outsourcing built around your business.” Its presentation also describes three ways of working with clients: co-sourcing, build-operate-transfer, and engagements tailored to the client.
CPS presents its approach as a combination. Human expertise contributes empathy, judgment and relationship-building. AI and technology contribute speed, consistency, insights and automation. Together, the company says, they can support stronger customer experiences, smarter workflows and delivery that can scale.
This focus on improving existing work rather than adopting technology for its own sake has parallels in an approach to optimizing, not redesigning, workflows. For a worker, the same question can help make a new tool’s purpose clearer: what task is it meant to improve, and what does the person still need to contribute?
Redoble’s guiding line is that technology should enhance the experience, while people make it meaningful. By that measure, success is not simply faster processing. It also includes whether employees can do their work well and whether customers receive service that feels considered and appropriate.
Where she says it is going
Redoble expects the next generation of BPO leaders to balance innovation with human connection. In her view, responsible use of technology should create lasting value for clients, employees and customers. That outlook puts leadership responsibility alongside implementation: leaders need to consider what a tool changes for the people who use it and the customers who experience its effects.
Her shortest summary captures the principle: “AI should make the human experience better, not make it disappear.” CPS makes a related point in its company presentation: “AI should empower people, not erase the human touch.” Taken together, the statements describe an approach in which AI supports the service relationship rather than becoming the relationship itself.
For Filipino BPO professionals, the practical implication is to stay curious about tools while continuing to strengthen the human capabilities they cannot replace in a service interaction. When reviewing a role or learning a new workflow, ask what the technology assists with, when a person should step in, and who remains responsible for the outcome.
What Filipino job seekers can take from it
Redoble’s view is not a promise that every AI tool will improve service. It is a way to judge whether a tool has a clear purpose: does it help employees work more effectively, support better customer outcomes and preserve human responsibility? Those questions can help job seekers understand how a prospective employer thinks about change.
When preparing for a BPO application or interview, be ready to explain how you communicate clearly, handle unfamiliar situations, learn new systems and use judgment when a customer’s needs are not routine. You can also ask how AI tools support the team and what decisions remain with employees. These questions keep the conversation grounded in the actual work.
The central lesson is practical: technology should make a specific part of people’s work easier, while people continue to provide context, care and accountability. For Redoble, that balance is what makes service more human. Before your next BPO application, choose one example that shows how you handled a customer or work problem with empathy and sound judgment, then prepare to explain it in your interview.