KUALA LUMPUR: Daythree Digital Berhad started as a business process services (BPS) provider specialising in telemarketing and contact centre services.
But as artificial intelligence reshapes BPS, outsourcing providers face growing pressure to deliver more than cost savings and operational efficiency.
For Daythree, the shift towards technology-enabled services has been a decade in the making. Since its establishment in 2016, the company has expanded into digital transformation, analytics, automation and AI-enabled operations as clients increasingly look for ways to improve their businesses.
Founder and group managing director Datuk Raymond Davadass said this evolution reflects a fundamental change in how the company approaches its clients’ challenges.
“The evolution into digital-first BPS did not begin because AI (artificial intelligence) suddenly became fashionable. We had already been thinking about automation, customer data and technology for years,” Raymond told Twentytwo13.
“In 2015, I spoke about how automation could take repetitive clerical work out of operations and allow people to focus on more value-added and strategic work.
“Technology has moved on considerably since then, but that underlying principle remains the same: technology should remove friction from work and allow people to focus on higher-value tasks.
“The industry is evolving from traditional transactional outsourcing into more digital and AI-enabled models, where the focus is no longer just on executing processes, but on improving them through technology, data and automation.”
This shift saw Daythree gradually expand into digital transformation, analytics, automation, consulting and AI-enabled service delivery.
Client expectations have also changed. Cost and reliability remain important, but businesses increasingly want their BPS partners to identify inefficiencies and help improve their operations.
“They want better operational visibility, automation, analytics, faster response, technology integration and a clearer connection between service performance and business performance,” Raymond said.
Increasingly, he added, clients wanted providers to help answer questions that went beyond routine service delivery.
“Where is the friction? Why are customers contacting us repeatedly? Where are employees losing time? What can be automated safely? What should remain human?”
Raymond says the boundary between machine work and human work keeps moving, so the value increasingly sits with people who can deal with situations that are not clear-cut.
Daythree’s consulting proposition now focuses on diagnosing service, operational and technology gaps while linking AI initiatives to measurable business outcomes rather than deploying technology in isolation.
Raymond said artificial intelligence was changing how BPS companies delivered value, but not eliminating the role of people.
“AI is not removing people from the BPS equation. It is changing where people create value and allowing companies to get more from the combination of people, technology and process,” he said.
“Clients expect technology to be embedded into delivery. Automation can handle more repetitive and predictable work, while employees spend more time on judgement, exceptions, customer relationships and complex problem-solving.”
AI is particularly effective at handling repetitive, predictable tasks involving large amounts of information. However, situations that are ambiguous or require context, empathy and judgement continue to demand human expertise.
Raymond said the distinction between human and machine work was becoming more nuanced as technology advanced.
“The boundary between machine work and human work keeps moving, so the value increasingly sits with people who can deal with situations that are not clear-cut,” he said.
Daythree’s organisational structure reflects this shift, with its business centred on customer operations, AI capabilities and business transformation and advisory services.
Another milestone came in 2025 when Vietnam-based technology corporation FPT Corporation made a 10 per cent strategic investment in Daythree.
The investment brought together Daythree’s BPS capabilities and customer experience expertise with FPT’s broader regional technology ecosystem and enterprise reach.
The transformation, however, goes beyond adding new services or adopting the latest technology. It represents a change in how the company approaches its clients’ problems.
From its contact centre roots, Daythree has moved towards helping businesses understand their operational challenges, identify opportunities for improvement and use technology to achieve better outcomes.
A decade after its establishment, its journey reflects the changing nature of the BPS industry. Efficiency and reliable service delivery remain essential, but the ability to improve processes and combine technology with human expertise is becoming an increasingly important source of value.
