“At GO, artificial intelligence is no longer a pilot project or a proof of concept but how the company runs every day.” KELVIN CAMENZULI, GO’s chief Digital officer, explains how AI is now embedded across the organisation, reshaping customer service, accelerating operations, improving decision-making and creating new ways for employees to work.
According to Camenzuli, the scale of adoption places GO among the more advanced AI users in Malta’s business landscape. From an AI-powered customer chatbot that autonomously resolves the majority of digital customer interactions, to an internal platform enabling employees to build their own AI agents, the company’s approach is focused on practical applications that deliver measurable results.
“For many companies, AI might still be at conversation level but at GO, it has become part of how the business operates every day,” says Camenzuli, who has been leading the company’s digital transformation since 2018.
He explains that GO’s strategy is built around two complementary pillars.
“The first is customer-facing AI, centred around GO’s next-generation chatbot. The second is IntelliAsk, the company’s internal AI platform designed to give employees secure access to advanced AI capabilities while protecting company knowledge and data.”
GO’s customer chatbot, launched in 2024, marked a major shift away from traditional automated support tools.
Rather than forcing customers through predefined menus, the conversational system allows them to explain their issue in their own words and receive a response tailored to their specific circumstances. The technology is integrated across WhatsApp, Facebook Messenger and GO’s website chat channels, creating a consistent customer experience regardless of where a conversation begins.
“The difference is not simply that the chatbot can answer questions. It can take action,” says Camenzuli, explaining that when a customer reports broadband issues, the system can run diagnostics, identify potential faults and automatically create a service request where required. It can also check account information, billing details, roaming settings, service status and appointment details, providing customers with immediate answers without requiring human intervention.
“Our objective was never to remove human interaction from customer service but to use AI to remove repetitive processes and free up employees to focus on more complex customer needs,” he explains.
“When a conversation does require human support, the chatbot hands it over together with an AI-generated summary, so customers do not have to repeat their story and agents have immediate context,” he adds.
Behind the scenes, GO has also invested heavily in ensuring that its AI systems continuously improve. Customer conversations are analysed to identify missed opportunities, recurring issues and areas where the experience can be improved.
“AI does not make the customer experience perfect,” Camenzuli is careful to note. “What it does is facilitate the journey. We are on a continuous journey of improvement, and our goal is to keep delivering a consistently good experience for our customers.”
That same focus on continuous improvement carries through internally, via IntelliAsk, GO’s secure AI platform available to employees across the Group.
Rather than simply purchasing individual AI subscriptions, GO created its own environment where employees can access multiple AI models, interact with company information securely and build reusable AI solutions.
“The reasoning is strategic. AI capability becomes an organisational asset rather than something tied to individual employees which means that when someone creates a useful AI workflow, that knowledge stays within GO and becomes part of the company’s collective intelligence,” explains Camenzuli.
That approach has already generated strong employee engagement. GO staff have created hundreds of AI agents through IntelliAsk, with a growing number curated and made available through an internal marketplace.
The applications range from technical operations to everyday business processes, with teams across areas such as network operations, security and project management building agents that support tasks including log analysis, alert processing, documentation and delivery.
Importantly, the adoption has not been limited to technology specialists. Employees across departments including retail, facilities, HR, legal and sales are finding ways to use AI to improve their own workflows.
One of the clearest impacts of this approach is that AI is transforming employees from users of technology into creators of solutions.
Beyond customer care and employee productivity, AI is already delivering measurable operational improvements across the organisation. Contract management processes are being automated through AI extraction of key information from agreements, finance teams are using AI to process documents that once required manual input, and network teams are cutting the time spent on complex technical tasks.
“Software development processes that once took days can now be completed in minutes,” he added. Camenzuli stresses that for a telecommunications company, however, innovation must be balanced with responsibility.
“GO has placed security, privacy and governance at the centre of its AI approach,” he says. “Data remains within trusted infrastructure, user permissions are respected, and AI interactions are monitored.”
“In fact, our ambition is not to create a business operated by machines but to see AI as a tool that allows people to work smarter and make better decisions. This is why internally, we apply GO’s ‘Getting better every day’. It’s a principle that reflects our broader transformation journey,” concluded Camenzuli.
It is a philosophy that ties back to GO’s wider purpose: to drive a digital Malta, where no one is left behind.
