We're increasingly being seen as a technology partner
Masorange unified fragmented data across multiple brands into single cloud infrastructure, creating competitive advantage for AI deployment and autonomous commercial networks. Company processes 7M monthly calls through AI transcription, enabling agents to serve customers with full context while maintaining 3,000 human staff focused on high-value interactions.
- Masorange unified fragmented data across multiple brands into single cloud infrastructure starting in 2018
- Company processes 7 million calls monthly (80 million annually) through AI transcription
- Orange acquired full control in April 2026 for 4.3 billion euros
- 18 AI agent systems deployed across B2B, customer service, and network operations
- 3,000 human call center agents retained and repositioned for high-value interactions
Masorange, now fully controlled by Orange after EU approval, leverages unified data infrastructure and AI agents to shift from traditional telecom operator to technology partner, processing 80M calls annually through AI transcription.
When Irene Yusta walked into MásMóvil in late 2018, she inherited a company fractured by its own success. Multiple brands, each with separate technology stacks and isolated data warehouses. The customer picture was scattered across incompatible systems. She recognized immediately that consolidation wasn't optional—without unified data, the company couldn't truly know its own customers.
She launched a unification project that would take years to mature. By a year after the joint venture with Orange was formalized, the payoff arrived: all customer data flowed into a single location. Suddenly, decisions could be made across the entire organization with shared information. What had seemed like a long, expensive infrastructure play became the foundation for everything that followed.
In 2024, after Orange acquired full control of the merged entity—now called Masorange—Yusta became the company's director of data and artificial intelligence. The European Commission had just approved Orange's acquisition of the remaining 50 percent stake in April, ending the equal partnership structure and valuing the transaction at 4.3 billion euros. The timing mattered. Years of groundwork in data consolidation meant Masorange wasn't starting from scratch with AI. The infrastructure was already there, built on Google's open-source cloud technology, designed to move and process data without expensive licensing constraints. Data, Yusta understood, was the strategic asset. Everything else followed from that.
The company became the first in Europe to deploy a large-scale autonomous commercial network assisted by artificial intelligence at level 4 autonomy. But the real work was in the details. Masorange processes nearly seven million calls each month—close to eighty million annually. Each one gets transcribed by AI, converted to text, analyzed for summaries and actionable insights. When a customer service agent picks up the next call from that customer, they already know the history. The service improves. The customer feels understood.
Yusta frames this as the first step toward something larger: the end of "press one for billing, press two for service." The future she describes is one where artificial intelligence handles routine inquiries in natural language—no menu trees, no robotic incomprehension—while humans focus on calls that genuinely need human judgment. The company employs roughly three thousand call center agents. Yusta is explicit about this: the goal isn't fewer people. It's people deployed where they create real value, their time spent on interactions that matter.
Masorange has identified eighteen AI agent systems to deploy over the next one to two years, distributed across customer service, business-to-business operations, and network management. One agent will automatically review invoices before they're sent, cross-referencing call transcripts, system data, and the commercial catalog to catch errors or misapplied discounts before they reach customers. Another handles network operations. Another manages B2B interactions. Each one is designed to handle routine work with precision, freeing humans for complexity.
What strikes Yusta most is how the company's identity has shifted. "I don't know how other telecom operators see themselves," she says, "but increasingly, we're being seen as a technology partner." The pivot isn't rhetorical. It's embedded in infrastructure, in how data flows, in what the company can actually do. A telecom operator sells connectivity. A technology partner solves problems using data and intelligence. Masorange, having spent years building the foundation, is now positioned to be the latter.
Notable Quotes
We're increasingly being seen as a technology partner rather than just a telecom operator— Irene Yusta, Director of Data and Artificial Intelligence, Masorange
Our goal isn't fewer agents—it's agents deployed where they create real value, their time spent on interactions that matter— Irene Yusta
The Hearth Conversation Another angle on the story
When you say the data unification took years to show its value, what was happening during those years? Was the company skeptical?
Not skeptical so much as patient. They were consolidating systems that had grown independently. It's unglamorous work—moving data, standardizing formats, building pipelines. But without it, you can't do anything intelligent with the information. You're just managing silos.
And then Orange acquired the company. Did that change the timeline or the strategy?
It accelerated things. Orange brought resources and a larger vision. But the real advantage was that the groundwork was already done. We weren't starting from zero. We had clean, unified data ready to be leveraged.
You mention 80 million calls a year being transcribed. That's a staggering volume. What happens to all that transcribed data?
It becomes intelligence. Summaries, patterns, insights. The next agent who talks to that customer knows what they've asked before, what problems they've had, what they care about. It's not magic—it's just information used properly.
But you're keeping three thousand human agents. Why not replace them entirely?
Because some conversations need judgment, empathy, context that machines still struggle with. The goal is to free those agents from routine work so they can focus on what they're actually good at. That's not a compromise. That's the point.
What does it mean to be a "technology partner" instead of a telecom operator?
It means your value isn't just the network. It's what you can do with data, how you can solve problems, how you can make your customers' operations smarter. A telecom sells pipes. A technology partner sells intelligence built on top of those pipes.
And the eighteen AI agents—are those all live now, or still in development?
They're being deployed over the next couple of years. Some are further along than others. But the strategy is clear: automate the routine, augment the human, and keep learning from the data.