The symbiosis between man and machine in the age of meaningful customer contact
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Author: Joost Dijkhuis, Pre-sales consultant Pegamento
Date: April 2026
2030 marks a tipping point in the world of customer contact. Where contact centers once ran on scripts, queues and call duration statistics, they are now about something more fundamental: meaning.
Customers not only expect their questions to be answered, but their intentions to be understood. They do not want an interaction with a system, but a relationship with a brand.
The rise of artificial intelligence (AI) has revolutionized the customer contact landscape. Whereas around 2020 AI was primarily used to cut costs and automate routine tasks, in 2030 it is the backbone of every customer contact process. But instead of replacing people, AI has actually freed them from repetition, bureaucracy and wasted time.
The agent of 2030 is no longer a link in a process chain, but a director of experience. The new generation of customer contact professionals operates at the intersection of emotion, technology and ethics. They are supported by intelligent systems that provide data, context and predictions, and it is humans who add direction, nuance and meaning.
This white paper explores how AI is fundamentally redefining the role of the agent, what skills are becoming critical and how organizations can transform their customer contact departments into strategic centers of trust and innovation.
To understand where customer contact is moving in 2030, we must first reflect on the road we have traveled. Over the past three decades, contact centers have undergone a profound transformation from a cost center to a value-creating part of the organization. What once began as a functional service channel has evolved into a strategic hub of experience, data and brand identity.
2000-2010 – The era of efficiency
The early years of this century were all about scalability and cost control. Contact centers were designed as production environments: call volumes, turnaround times and staff scheduling determined success. KPIs such as average handling time, first call resolution and service levels were sacrosanct.
The focus was on efficiency, not emotion. Employees followed set scripts and had little room to deviate from procedures. The human factor became secondary to process optimization. The thinking was: if we can do it faster and cheaper, we will do it better. Yet it was precisely during this period that the first tension between efficiency and customer experience arose. Customers began to crave personality, something that hardly fits in a tightly directed process.
2010-2020 – The multichannel era
Around 2010, the focus shifted from quantity to quality and the customer became increasingly central, in part because of the rise of digital channels. Organizations expanded their services to include email, chat, social media and later messaging platforms such as WhatsApp.
This expansion offered customers more choice, but also introduced a new challenge: fragmentation. Customer data became scattered across multiple systems, and conversations did not flow seamlessly from one channel to another. The result was a fragmented experience, as if the customer had to start over and over again.
Yet this decade saw the foundations of thinking in customer journeys. Organizations began to realize that customer contact could no longer be separated from marketing, sales and service. The first steps toward integrated customer experience had been taken.
2020-2025 – The rise of AI and automation
The 1920s marked the breakthrough of artificial intelligence in customer contact. Chatbots, voice recognition, sentiment analysis and self-learning FAQ systems became commonplace. AI helped companies be accessible 24/7, reduce wait times and handle simple questions automatically.
It was the period when the digital assistant made its appearance. Yet at this stage, AI was still mostly reactive: it could only respond within preset scenarios. When a customer went off the beaten path, humans still had to intervene.
What this period showed above all was the limit of automation: technology could be efficient, but lacked empathy. Customers wanted to be not only heard, but understood. That’s something only humans could provide.
2025-2030 – The era of intelligent interaction
Starting in 2025, the playing field shifts again. AI matures and evolves into a contextual, self-learning system that thinks along rather than just executes. It understands emotions, recognizes intentions and learns from previous interactions.
The agent and AI now form a close team. Where technology analyzes patterns, predicts trends and makes suggestions, humans use their empathy, creativity and judgment to make a difference. AI is no longer a tool, but a colleague, a co-pilot in customer experience.
The result is a new paradigm: customer contact as relationship management at scale. Technology and humanity merge into one continuous process of listening, learning and connecting. Every conversation becomes an opportunity to add value not just to the customer relationship, but to the entire organization.
The contact center professional of 2030 no longer works in a reactive environment, but in a learning ecosystem where data, emotion and ethics reinforce each other. The focus is definitively shifting from transactions to meaningful relationships.
At the heart of the transformation in customer contact lies the evolution of the agent himself. The traditional agent, who primarily gave answers, followed scripts and worked within rigid frameworks, is giving way to a new professional: the meaning worker.
Where knowledge used to be central, 2030 is about the ability to make meaning out of every contact moment. AI delivers the right information within milliseconds, but it is the human who determines what that information means in the context of the customer. Joost Dijkhuis product manager at Pegamento says, “The agent of the future is no longer a link in the chain, but the hub of the experience. He or she brings empathy, creativity and moral awareness to the conversation, qualities that cannot be automated. Instead of answering the question, the agent answers the intent. That is the difference between efficient contact and valuable contact.”
The agent of 2030 is coach, confidant and advisor all in one. No longer an executor of processes, but a director of experience. The power of this new generation of professionals lies not in factual knowledge, but in the ability to sense situations and build relationships.
The agent understands that behind every question is an emotion: uncertainty, frustration, hope or gratitude. He can listen beyond the words: hear or read between the lines. That translates into an appropriate response. In this, technology is not a threat, but an ally. AI acts as a co-pilot: it analyzes data, recognizes patterns and makes suggestions. The agent then decides what is appropriate, based on human intuition and contextual understanding. This creates a symbiotic collaboration between human and machine. Where AI provides the rationale, humans add the emotion. Together, they form a whole that listens better, understands faster and connects deeper.
Moreover, the agent of 2030 is no longer reactive. He does not wait for a question or complaint, but anticipates. Thanks to predictive AI, he knows what has happened in the past, how the customer feels at that moment and what is needed to restore trust or strengthen loyalty. The future agent thinks not in transactions, but in relationships. Not in solutions, but in perception.
In a world where technology is automating more and more tasks, the human factor is becoming more valuable than ever. AI is taking over the cognitive load (searching, summarizing, predicting), but that frees up space precisely for what makes humans unique: truly listening, sensing and making meaning.
Imagine a conversation in 2030. A customer calls about a delayed delivery. As the agent listens, AI recognizes subtle changes in voice intonation and predicts rising frustration. A discreet message appears on the screen: “The customer is experiencing tension, please show understanding before proceeding.”
The officer stops for a moment, takes a breath and says:
“I totally understand that. It’s annoying when you’re waiting for something that’s important to you. Let’s see together how we can resolve this properly.”
In that moment, the conversation changes. The customer feels seen, heard and understood. Not by a system, but by a human being who, thanks to technology, is better able to be human.
That is the essence of human-machine collaboration: not replacement, but enhancement. AI provides insight, the agent brings feeling. AI calculates, the agent understands. AI accelerates, the agent deepens. The human factor is thus no longer a “nice to have,” but the core of customer experience. Technology can enable a conversation, but only humans can give it meaning. The agent does not respond based on a script, but from insight and intuition. That is the essence of collaboration between human and machine.
The deployment of artificial intelligence in customer contact is shifting in 2030 from remote support to real-time collaboration. AI is no longer a tool that executes instructions, but a thinking partner that collaborates, thinks and learns from every conversation.
Humans remain at the helm, but the way they make decisions is enriched by the insights AI continuously provides. This creates a new form of collaboration in which technology not only automates tasks but helps create meaning.
In 2030, AI is no longer limited to recognizing words or executing predefined commands. It understands context: the intent behind the words, the emotion in the voice, the customer’s history and the stage within the customer journey.
AI is thus not just a system that responds, but a co-creator that actively contributes to the quality of the interaction. It listens in, thinks ahead and complements the agent based on patterns, data and previous conversations.
Agents work with AI systems that provide real-time insights into:
These AI systems make suggestions (next best actions), but never make decisions about the interaction. They enable humans to make better choices, not replace them.
The agent remains the director of the experience: he determines the tone, pace and direction of the conversation. AI is the producer – the one who provides information, scenarios and insights to make the story more powerful.
Thus a symbiotic collaboration is created:
Together, they provide a form of customer contact that is deeper, more consistent and more human than ever.
By 2030, AI has evolved into a full-fledged cognitive assistant, a smart co-listener that understands what’s going on, learns from every interaction and immediately helps where needed.
The agent no longer has to switch between numerous screens or systems to find information. The AI assistant provides real-time summaries of conversations, provides legal or compliance alerts, recognizes cross- and upsell opportunities and even offers personal coaching suggestions.
During the conversation, AI acts as a kind of second brain. It supports the agent in the moment, but also in reflection afterwards: through analyses of customer reactions, points for improvement and suggestions for tone or approach.
The result? Conversations are more fluid, personal and attentive to connection. The customer notices that the agent is not preoccupied with systems, but is fully present in the conversation.
The cognitive assistant empowers the human, not the machine. It empowers the agent to do what technology cannot: listen, empathize and build trust.
AI in 2030 automates not just single tasks, but entire processes. So-called autonomous workflows completely take over routine work: creating tickets, following up on complaints, sending confirmations and recording call notes.
Where this used to be time-consuming and repetitive work, it now happens automatically in the background, synchronous with the conversation. The agent no longer has to type, search or record – everything is captured in context.
This creates two major advantages:
The combination of human empathy and AI efficiency leads to a new kind of productivity: relational productivity. This is not the speed at which a task is completed, but the value each contact moment adds to the overall brand experience. In this new reality, what counts is not how many calls are made per hour, but how much trust is built per call.
The contact center is no longer a cost center, but a strategic hub. AI facilitates integration between departments: marketing, sales, operations and service share the same customer data and insights. This allows the contact center to spot trends, predict behavior and provide input for product development.
Where the contact center was once seen as a cost center, in 2030 it will be a strategic hub: the point where all knowledge about customers, processes and emotions converge. AI makes it possible to integrate data from marketing, sales, operations and service into one common source of truth. This integration creates an overall picture of the customer: what he feels, does and expects (both on an individual level and in trends). This allows the contact center:
Joost says, “The contact center is thus evolving from execution function to strategic value creation. The insights created here are no longer a by-product of service delivery, but the foundation of organization-wide decision-making. AI acts in this ecosystem as the Pegamento (glue) between disciplines: it connects data, context and human insight into one continuous process of listening, learning and improvement.”
The organization of the future is modular. Instead of large, hierarchical departments, organizations work with Human-AI hubs. These are small autonomous teams that focus on specific customer segments, themes or issues.
Within each hub, humans and technology work together as equals. The agent brings in emotional intelligence, intuition and customer insight; AI provides data, analysis and contextual support. The result is a team that can act faster, sharper and more human than ever.
A typical hub consists of:
These hubs are agile, self-learning and connected through organization-wide knowledge layers that share insights in real time between teams. For example, if one hub notices that customers in a particular region are experiencing a new problem, other hubs can immediately anticipate it. This creates a network of intelligently collaborating units – small in scale, but big in impact.
The Human-AI hub model has three main advantages:
So the future of customer contact is not centralized, but distributed: a network of human intelligence enhanced by artificial intelligence.
In 2030, every customer contact is not just a moment of service, but a building block in the organization’s ability to learn. AI systems constantly analyze conversations, messages and emotions to discover patterns, predict trends and spot anomalies. These insights are fed back to agents through feedback loops (mechanisms that help them continuously improve themselves). Think real-time suggestions during conversations, as well as reflection reports that show what went well and what can be improved. The combination of human curiosity and machine precision makes the contact center a living, learning organism.
This creates a self-reinforcing ecosystem in which people and technology constantly improve each other. Knowledge flows freely through the organization and is automatically enriched at every moment of contact. The outcome is an organization that not only responds faster to change, but actively grows through it.
The contact center of 2030 is thus no longer an endpoint of communication, but a learning system that makes the entire organization smarter, more empathetic and more future-proof.
The contact center of 2030 is no longer an operational department that simply handles inquiries, but a strategic nervous system that feeds the entire organization with insights, relationships and innovation.
The walls between departments disappear. In their place emerges a dynamic network in which people and systems work together across disciplines. an ecosystem in which customer contact becomes the engine of continuous improvement.
Digital empathy is the ability to convey warmth, understanding and authenticity through digital channels. In 2030, most customer interactions take place via chat, video or virtual environments, but the need for humanity remains unchanged.
The modern agent knows how to use intonation, pace and word choice to inspire trust. He understands that empathy is not just in words, but in attention. A small pause, a smile or a sincere affirmation can be just as powerful online as a handshake in the physical world.
Digital empathy also means: knowing when technology should be silent. Sometimes a customer asks not for an automated answer, but for a human to listen.
Contextual intelligence is about understanding the bigger picture. The agent of 2030 does not just read what a customer says, but feels what lies underneath: frustration, uncertainty or, on the contrary, relief.
AI provides the data, but the agent interprets the meaning. Where an algorithm recommends a discount, the agent senses that the customer needs recognition above all else. He translates signals from data into human insight, and chooses what strengthens the relationship in that moment.
So a contextually intelligent agent does not act from rules, but from understanding. He sees the person behind the interaction and knows the right gesture to make at the right time.
AI literacy is the ability to make sense of technology without being overwhelmed by it. The agent of 2030 understands how algorithms learn, where they can derail and how biases can arise.
He knows when he can trust AI and when human intervention is needed. This knowledge makes him not a technician, but a conscious user who uses technology with insight and integrity.
An AI-literate agent dares to ask the question, “Is this advice correct, given what I know about the customer?” Thus, the human touch remains leading in an increasingly automated environment.
AI excels in logic, but lacks imagination. That is precisely where humans come into their own. The agent of 2030 uses his creativity to find solutions that are not in systems. He sees possibilities where others see only limitations.
Creative problem solving takes guts to improvise and empathy to understand what the customer really needs. It’s not just about solving a question, but creating an experience.
A customer who feels heard remembers the conversation – not the procedure. The creative agent thus builds lasting relationships rather than quick transactions.
Ethics and humanity
In an era where technology helps determine decisions, ethics becomes the agent’s moral compass. He must be able to recognize dilemmas and dare to act on the basis of humanity, even if that means deviating from systemic advice.
The agent of 2030 stands for transparency: he dares to tell that AI is listening in, that data is being used and that the customer always retains the right to human explanation.
Ethics is no longer an afterthought, but a core competency. Agents who act with integrity build trust – and trust is the currency of meaningful customer contact.
In a world where artificial intelligence is becoming deeply intertwined with customer contact, trust is becoming the new currency. Technology can only flourish if customers understand and accept how it is deployed. So the future of customer contact does not hinge on innovation, but on transparency, accountability and moral leadership.
Transparency as a prerequisite
Customers accept AI only when they understand what is happening. Transparency is more than reporting that AI is being used; it’s about explaining why and how.
In 2030, it will be natural for customers to know when they are talking to an AI system or when a human is supported by technology. Organizations that clearly communicate the purpose and operation of their AI inspire trust.
Transparency creates freedom of choice: customers can decide how they want to interact, and employees know what responsibility they bear. The result is openness instead of suspicion – the basis for lasting relationships.
The human control loop
Every AI decision in the contact center of 2030 includes a human layer of control. Technology can advise, predict and even act, but ultimate responsibility remains with humans. The agent acts as a moral anchor: he judges whether a decision is fair, appropriate and humane. After all, empathy, context and nuance cannot be programmed. This “human control loop” not only prevents mistakes but also strengthens customers’ trust. They know: behind every digital interaction is still a human being who listens, judges and corrects where necessary.
Data ethics
According to Joost Dijkhuis, data is AI’s oxygen, but without ethics, that oxygen turns into smog. Responsible data use will therefore become a distinguishing value in 2030. The organizations that win customer trust are the ones that treat data with the same care as personal relationships. They are open about what data they collect, why they collect it and how they protect it. They use data not to manipulate, but to improve. Data ethics is no longer a compliance issue, but a core value. Companies that choose human-centered data policies are building something that algorithms can never create: credibility.
The technological advances of the coming years are the foundation of the contact center of 2030. AI, data and innovative technologies are not only creating new efficiencies, but also deeper connections between people and brand.
Generative AI and contextual language models
In 2030, contact centers use self-learning language models that understand both the tone of voice of the brand and the emotional state of the customer. These models generate real-time summaries, predictions and analysis of conversations.
Generative AI helps agents prepare conversations, understand customer history and respond immediately with the right tone and nuance. Instead of wasting time on administration, agents can fully focus on human interaction.
Emotion AI
Emotion AI, also called affective AI, recognizes emotions through voice intonation, word choice, pauses and facial expressions. These systems help the agent not only hear what the customer is saying, but also sense what the customer means. AI can translate subtle signals into actionable feedback: “The customer sounds tense” or “A smile is audible in the voice.” The agent can respond with empathy and timing, making conversations escalate less and lead to understanding faster.
Augmented Reality (AR) and voice intelligence
Customer contact in 2030 is no longer limited to phone or chat. Thanks to AR and voice intelligence, the agent can be virtually present with the customer. A technician who needs remote assistance will receive live visual guidance through AR glasses. A customer wanting to install a product can “see” a virtual agent next to him, moving along step by step. The line between service and experience is blurring. AR makes contact tangible, even at a distance – humanity takes on a new form in the digital realm.
Autonomous AI agents
Autonomous digital workers handle simple transactions completely independently – think address changes, orders or status updates. Yet this is always done under human supervision. The line between human and machine blurs, but trust remains anchored in human control. AI takes over what is repetitive, while humans focus on what is meaningful. Thus, technology continues to serve the purpose: better, more personal and honest customer contact.
In 2030, the contact center is no longer an executive link, but a strategic source of value. It is the place where organizations see in real time what customers are thinking, feeling and expecting.
The insights generated from millions of interactions form the compass for product development, marketing, innovation and even business strategy. Customer contact thus becomes a form of continuous market research: not after the fact, but directly from the real world.
This changes the agent from service provider to meaning translator. He translates the voice of the customer into direction for the organization. Thus, customer contact no longer becomes a cost, but a source of competitive advantage.
The myth that technology will make humans obsolete has been definitively debunked by 2030. In reality, AI makes humans more relevant than ever. By taking over cognitive burdens, AI frees the agent to focus on what machines cannot: connecting, sensing, comforting and inspiring.
Joost sums it up nicely, “AI gives speed, humans give the soul. Technology may be the engine, but humans remain the heart.”
The balance between efficiency and empathy is becoming the new symbol of mature customer contact.
The contact center leader of 2030 is no longer an operations manager, but a cultural architect. His or her job is not to control processes, but to create the right balance between man and machine. Leadership in this new world revolves around three pillars:
Teams flourish not through control, but through autonomy and purpose. AI provides the data; the leader provides direction, vision and meaning. The successful leader of 2030 thinks not in efficiency, but in energy.
The future of customer contact is not a battle between man and machine, but a dance between the two. AI does not replace the agent – it strengthens him. Where once there was fear of automation, there is now room for collaboration and growth.
The agent of the future is fully human: empathetic, creative, ethical and technologically savvy. AI enhances his ability to understand, connect and heal.
The power of AI lies not in automation, but in augmentation: the enhancement of human capabilities.
The future of the agent is not an end, but a new beginning:
A renaissance of humanity in an increasingly digital world.
Deepen your knowledge with Pegamento’s white papers.
When a customer contacts an organization because they have a complaint, it is crucial that the employee of the organization begin by listening carefully. What does this complaint mean for the customer and also for their own organization? How can this complaint be resolved? After listening carefully the employee needs the right information so that a solution can be offered.
This piece was written by Joost Schaap, working as an Account Manager at Pegamento.
Real childhood heroes I never had. But in retrospect, I believe figures like Willie Carrot or Dexter’s lab may have had an influence on me. I get energy from actually making innovative and useful products myself. Nothing like seeing the effect of a project that automates a boring task, or makes a complex process suddenly accessible.
A nice bridge to my photograph is the physical aspect of my work. By working with image recognition, I am often very directly connected to the physical world and my work is more than just programming. For example, our image recognition software ensures safety on bridges, tracks players on a soccer field or uses your own smartphone to accurately measure yourself. This combination between physical and digital provides variety and extra challenge. For me, these are the main reasons for my interest and enthusiasm in what I do!
This piece was written by Tim Treurniet, employed Designer of intelligent systems at Pegamento.
As a UX/UI designer, I deal daily with transforming complex data into user-friendly visualizations. All of this topped off with a digital lick of paint which should attract the visitor’s attention to take action.
One of the interesting aspects of this field I find the effects that small tweaks, both textual and visual, can have on conversion. The psychological impact that a simple background color of a CTA button has on our behavior is huge. After all, that color can determine whether or not you are going to buy that product.
What we see and how our brains process and interpret this information fascinates me. The possibilities of subconsciously pointing potential customers in your chosen direction are endless. I hope to apply my expertise more often within our solutions in the future.
This piece was written by Vera van der Plas, working as a UX/UI Designer at Pegamento.
A Financial Controller within a company should not only be an expert in Finance. You must also have knowledge of the latest IT developments. Because these are also moving very quickly in the world of Finance.
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Through these application areas, as Financial Controller, I can further automate the financial business processes within Pegamento and implement improvements for the automatic processing of financial data.
This piece was written by Fouad Rahaoui, working as a Financial Controller at Pegamento.
Hospitality is one of my deepest motivations.
Not surprisingly, of course, customer service is a common thread in my career. Aspects of hospitality is being able to connect, to facilitate but mainly to make someone feel genuinely welcome. My intuition is my greatest asset to be able to put myself in the shoes of a guest. A customer is my guest.
Fed by various senses, an image forms around the client. I listen to what is being said, watch facial expressions, taste the underlying tone and get a feel for the challenge to be addressed. An image literally forms on my retina. I have to be able to see it. If I can see it, I can create it.
In this, the trick is to pursue simplicity, give the client a warm feeling that the problem is understood, receive good advice, facilitated and carefully guided to the solution. Trust, connect and unburden.
The feeling when a guest arrives at your hotel after a long tiring journey, can sit in front of the fireplace, be handed a good glass of wine and stare carefree at the fire. My guest knows it will be okay.
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A picture is worth a thousand words, is an expression most of us have heard. We see a lot of things around us on a daily basis and subconciously have the ability to recognize and understand them. This ability of humans to me seems bizarre.
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With the world moving forward and new technologies emerging, complicated problems which were difficult to solve a decade earlier suddenly seem possible and viable. The future is full of new challenges and I look forward to them.
This story is written by Gunish, working as an AI developer at Pegamento.
Hearing the wishes a customer has or the problems a customer is facing is important in order to then be able to help them properly. In both cases, I help find the right solution.
When the customer comes to us with a desire, they don’t know what all the options are. In this I advise them to make the right choices. When problems arise, listening to them is important. For example, a problem arises from a wrong action. By communicating well in this, many problems can be solved quickly by explaining it well. Through poor communication, a small problem can become very big.
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This piece was written by Ensar Ari, working as an IT Engineer at Pegamento.
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This quote from Plato is totally hitting home for me. That’s why I like to connect people through play. Because while playing, you are totally on, all your senses at work.
In my great role as Chief Happiness Officer, I want to do that by connecting colleagues with each other and with the organization. In a creative and playful way that suits Pegamento.
When I’m not at work, I also enjoy connecting people. I do this by organizing The Playground, where adults play games you used to play in the schoolyard, gymnasium or neighborhood playground. The pure feeling of fun, total relaxation and no thoughts of anything but playing. That feeling is the goal.
This piece was written by Nini, working as Chief Happiness Officer at Pegamento.
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Why hearing? Because listening is essential in contact. And it’s the key to unlocking valuable insights.
I developed this skill early on. As a child, I enjoyed radio plays on the radio, bringing the stories to life in my head.
Programming is more than just “code knocking. For me, listening to what the customer wants and visualizing that is an important part of software development.
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Visualizing solutions is the next step for me. What will be the route we will climb to get to a solution? What challenges are we going to face to get to the top?
Like climbing, good preparation is valuable. Even though you can’t prepare for everything, preparation helps make the application fit the client’s needs as well as possible.
What a beautiful and fascinating profession programming is.
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Hearing is something you do a lot of as a programmer but also thinking, for example, when you are tasked with putting together a customer need. If the customer wants a function for his application, it is important that as a programmer you think carefully about which functions are functional and which functions are not. In this way, you will put together the most functional application possible and the customer will have a good end product. Turning needs into code into functionality is something I find interesting.
I am currently doing an internship at Pegamento and studying Software Developer. I get a lot of information that you have to process and apply. The nice thing about this is that you can learn new things but also that you can experience how it works in real business. I started this training last year and knew nothing about programming beforehand. Now I can find my own way with programming and I enjoy working with it. That you can get from a blank page to a functional application through code is cool!
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Using innovative software technology for people or business to make “things” easier and smarter is really a driving force. That’s why the connection between the senses appeals to me the most. Our brains connect the senses just like a business process connects people, systems (data) and logic. They register and trigger an action, exactly how it should be in an optimal workflow. Very cool what is already possible today when we add a lot of computational power to that as well.
Hearing also means a lot. Not because I like to listen to Jazz, Soul, Deep House or Focus-like music every day AND have to be able to listen well to interpret a wish or pain point, but more because not everyone can have all the senses at their disposal. Think of him or her with a visual impairment. The fact that in close cooperation we were able to apply AI, TTS/STT technology (which is still in development) for this often underserved group of people in today’s digital world and to improve the interaction and experience with it gives me a lot of energy and meaning to what I try to do with technology; create value.
This piece was written by Remco, working as a Business Consultant at Pegamento.
Once when I had to choose which study I was going to do, I had a hard time making that choice. I was interested in engineering, but what I most wanted to do was just work with a team toward a common goal.
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But when you try to teach a brain something, it also starts to see things you don’t expect. Dogs pick up on the slightest deviation in your voice or directions. To start recognizing that and correcting it again is perhaps the most complex challenge. But in our work, for the wonderful clients for whom we get to work, it often yields the most beautiful new insights!
This piece was written by Rob, founder of Pegamento and in charge of Marketing and R&D.
Feeling. That’s the best thing Pegamento stands for. Feeling for technology in the broadest sense of the word. Not only feeling for the exciting stuff like AI, but also for the basics of communication.
The very best part of my job is selling, listening, translating and thinking about what really matters. We bring the digital transformation with a great team!
The diversity of our team, how sharp we are, but especially the wonderful things we get to make makes me feel extremely good. Hence, I intuitively chose the sense of “feeling.
Feeling gives life and differentiation!