WiseTech to axe 2,000 jobs as AI reshapes workforce

WiseTech Global has flagged major workforce changes as it shifts more work to artificial intelligence, with about 2,000 roles expected to be cut over the next two years.

The Australian logistics software group expects the changes to affect about a third of its workforce. Customer service roles are among the first likely to be reduced as it redesigns processes around AI tools.

The announcement follows a similar move in banking. Commonwealth Bank recently outlined a plan to cut 300 roles as it reshapes parts of its workforce around AI.

The decisions add to a growing list of large employers linking job reductions to the rollout of AI in customer and operational teams. In recent months, companies across technology, financial services and professional services have signalled that automation and generative AI will take on more routine work. The shift is already changing hiring plans, training budgets and the skills sought in customer-facing roles.

Structural Change

Richard Valente, vice president of customer experience strategy at TP in Australia, said the latest cuts reflect a long-term redesign of how organisations allocate work between people and software.

"This isn't a cyclical job cut. It's a structural reset of the workforce," Valente said.

The changes have particular implications for teams handling high volumes of standard enquiries. Banks and large service organisations have historically staffed these functions with sizeable groups managing repeatable tasks. AI systems can now take on parts of that work, including triage and scripted responses.

Valente said the shift would leave smaller teams focused on exceptions and oversight.

"The era of large, transaction-processing teams is ending. Banks are moving to smaller, highly specialised workforces who manage AI systems, interpret complex data and step in when things go wrong," he said.

Companies are taking different approaches to introducing AI into customer operations. Some have put chat and voice bots at the front of service channels. Others are focusing on staff tools, including automated summarisation, prompts and decision support. In practice, many organisations run hybrid models where AI handles routine tasks while people manage complex interactions and escalations.

Frontline Roles

For workers who remain in frontline roles, Valente said expectations will rise as automation takes over more basic work.

"While AI will handle routine interactions at scale, it raises the bar for the people who remain. The future frontline banker won't just process requests, they'll be problem solvers, relationship managers and trust builders," he said.

This shift is already visible in large contact centres, where AI has started to handle identity checks, simple account queries and appointment scheduling. More complicated issues still require judgement and discretion. Financial hardship conversations, suspected fraud cases and complaints often need careful handling and regulatory awareness.

As a result, organisations are putting more emphasis on training, quality control and governance. Firms using AI in customer communications also need to manage risks such as incorrect answers, privacy breaches and the tone of automated responses. Poor experiences can damage customer trust, particularly in highly regulated sectors.

Customer Trust

Valente warned against using AI purely as a cost-cutting tool, saying businesses still need to protect service standards.

"If organisations treat AI purely as a productivity tool, they risk eroding trust. Customers will still want empathy, reassurance and human judgement, particularly when dealing with money, fraud or financial hardship," he said.

Companies have already faced scrutiny when automated systems failed to identify vulnerable customers or escalated issues too slowly. As AI becomes more prominent in customer journeys, many organisations are expected to expand monitoring of outcomes, including complaint volumes, resolution times and customer sentiment.

The pace of adoption has also raised questions about how quickly displaced staff can move into new roles. Some employers have indicated they will redeploy workers into oversight, analytics or process-improvement roles. Others are focusing recruitment on technical skills, product knowledge and higher-level customer interaction.

Workforce Impact

Valente said the competitive impact would depend on how well businesses manage retraining and redeployment alongside automation.

"The real competitive edge won't come from AI alone, it will come from how effectively organisations retrain, redeploy and empower their people to work alongside it," he said.

He also pointed to the reputational risk of large-scale job cuts and the need to support workers who lose roles.

"Organisations also need to show empathy and understanding to those being displaced to protect their brand, including through training, services and Australian AI platforms that help people build a new career path," he said.

TP works with banks and other large organisations on customer experience programmes that include AI tools and workforce planning. Valente said more employers will outline similar changes as they push AI deeper into operations and redefine which tasks require human involvement.