When we first started talking to humanoid robotics teams about data collection, the response was telling. Three out of four would ask, before we got to the technical questions: “You’re inside Fusion CX — a $200M BPO. What does a contact center company know about robotics data?”
It was a fair question. And the answer — “we’ve done this for AT&T, we run multilingual operations across 12 countries, we know how to scale a trained workforce” — was the right answer for some buyers and the wrong one for others.
For the buyers who said “that’s exactly what we need, scale-out and operations,” the BPO heritage was an asset. For the buyers who said “we need a partner that understands the ML loop,” the BPO heritage was the wrong story to lead with.
The standalone-brand decision
We chose to spin out Roborax as a standalone brand for three reasons:
1. The buyer is different. The customer for robotics data isn’t the customer for contact-center services. The customer is an ML research lead, or a head of robotics infrastructure, or a founder of a humanoid company. They’re evaluating us against frontier-AI data partners, not against Teleperformance.
2. The product is different. Teleoperation, demonstration capture, sim-to-real validation, and dexterous annotation are not adjacent to customer support. They’re a different operations model with different rigs, different training, different QA.
3. The IP guarantees are different. Robotics data customers care about exclusive IP isolation in ways that contact center customers usually don’t. Our standalone brand lets us make IP guarantees — 100% client ownership, named-team isolation — that are clean and unambiguous.
What we kept from Fusion CX
The brand is standalone but the operations spine is shared.
Fusion CX runs 41 delivery centers in 12 countries. Recruiting infrastructure, payroll, HR, security, IT — these are not robotics-specific. Roborax runs on this spine. It’s how we can stand up a 50-person operator team in 30 days when a customer asks for it.
If we tried to build that spine from scratch, we’d be Series A in fundraising and three years in to recruiting infrastructure. Instead we’re a brand with a 20,000-person operational backbone available the day a customer signs.
What this means for buyers
Roborax is the brand and the team. Fusion CX is the operational backbone. The intentional distance between them lets us be specific in our positioning to robotics customers while still delivering at the scale BPO infrastructure allows.
If you’re evaluating us against pure-play frontier-AI data partners, we want to be measured on what we deliver — trajectory quality, sim-to-real transfer, IP guarantees, operator skill. The fact that the people on the back end are the same people who can also staff a Verizon contact center is a feature, not a footnote.
If you’re curious about the model, tell us what you’re building. The right conversation starts with your platform and your task, not with our org chart.
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