HR in the AI era
AI hasn’t just disrupted operations at Juno, it’s reshaped how the company thinks
For Juno Journey, the impact of AI on ways of working doesn’t mean fewer people, but smarter teams, better collaboration and more agility.
“At Juno, we’ve embraced AI not as a tool, but as an extension of the team,” said Dor Nachshoni, Co-Founder and CEO at Juno Journey, who also serves as its HR lead. “It’s embedded into our product, our workflows, and our thinking.”
CTech’s "HR in the AI Era" series explores how the AI revolution is impacting the workforce across Israeli high-tech companies. In this series, we uncover the effects (both personal and professional) that this technology shift has had on Startup Nation.
When it comes to AI integration in the workplace Nachshoni added: “It’s not about replacing talent, it's about giving talented people the tools to move faster and have more impact.”
You can read the entire interview below.
Company name: Juno Journey
Your name and title: Dor Nachshoni (Co-founder & CEO)
Names of founders and upper management: Ofer Ben Atar ( Co-founder & CTO) and Jeremie Israel (Co-founder & COO)
Year of founding: 2018
Investment stage: Post Series A
Total investment to date: $26.5 Million
Field of activity: AI, Learning & Development, HRIT
Number of employees: 60
Office location: Tel Aviv
Number of open positions: N/A Israel, SDR/Support in US locations.
On a scale of 1-10, how much does the AI revolution disrupt your company operation in general, and the HR department specifically?
9
AI hasn’t just disrupted operations, it’s reshaped how we think about scale, efficiency, and impact. At Juno, we’ve embraced AI not as a tool, but as an extension of the team. It’s embedded into our product, our workflows, and our thinking.
From an HR standpoint, the disruption has been more opportunity than threat. AI helps us identify skills gaps, personalize development plans, and improve onboarding at scale.
What interesting AI tools do you and your staff use in employee management/recruitment?
We don’t just use AI, we build it. Our core mission is to empower HR and L&D teams to create more personalized, scalable employee development experiences, and AI is central to how we deliver that.
We’ve developed a suite of AI agents within our platform that support every stage of the employee growth journey from onboarding to upskilling to internal mobility. These agents are not just assistants. They act like embedded team members.
These AI agents don’t just save time, they raise the bar. They allow our team to focus on people and outcomes, not logistics. That’s what AI should do in the workplace: create space for humans to do the work that only humans can.
In which roles or tasks within your company has AI already begun to replace human labor (if at all)?
AI hasn’t replaced human labor at Juno, it’s replaced the repetitive, low-impact tasks that were slowing our team down.
Within our marketing team, we use AI to speed up content generation, ideation, and testing. It helps us brainstorm campaigns, write first drafts, and personalize messaging at scale, freeing our team to focus on strategy and creative direction.
In R&D, AI plays a key role in both our product and our process. It helps us prototype features faster, test hypotheses, and build better experiences for users particularly in our own AI-driven modules like the PDP and Course Builder.
On the SDR and outreach side, we use AI for lead scoring, personalized email flows, and market research. Instead of spending hours researching each prospect, our team starts with a tailored foundation they can refine and humanize allowing them to focus on building relationships, not lists.
Across the board, AI lets our people work smarter, not harder. It’s not about replacing talent, it's about giving talented people the tools to move faster and have more impact.
What are the two major challenges you are coping with these days?
One of our biggest challenges right now is helping companies shift their mindset around learning and development. Many organizations still treat L&D as a checkbox or a benefits perk. We’re working to show that when done right, it becomes a core driver of performance and business growth. That shift takes education, proof, and persistence, especially in a market where budgets are under pressure.
The second challenge is scaling our impact while maintaining the quality and personalization that set us apart. As demand grows and our AI tools gain more adoption, we’re constantly balancing speed with substance. We want every Juno experience to feel thoughtful and aligned, not generic or automated just for the sake of efficiency. That requires strong onboarding, close customer partnerships, and continuous product improvement.
Have you experienced workforce-related challenges due to the war, and are you still feeling the impact of the security situation on your human resources?
Yes, absolutely. Like many companies in Israel, we’ve felt the human impact of the war across every part of the organization. At some points of the war roughly 35% of the Israel office was called up, including our CEO, CTO, and COO.
We responded by putting people first. We gave space where it was needed, adjusted timelines, and offered emotional and logistical support. Our leadership team made it a priority to check in with individuals, not just departments.
While some of the immediate disruptions have passed, the impact is still with us. People are still processing, adapting, and in some cases, carrying heavy responsibilities outside of work.
Have you made changes to your workforce following the increased use of AI tools, both in terms of headcount and internal shifts between departments?
We haven’t made reductions in headcount due to AI, but we’ve definitely seen internal shifts in how people work, what they focus on, and the kind of skills they prioritize. AI hasn’t replaced roles, but it has changed them, and that’s something we’ve actively leaned into.
Rather than shifting people between departments, we’ve invested in upskilling. We encourage experimentation and give our teams the tools to integrate AI into their day-to-day work. The focus is on learning how to work alongside AI, not compete with it.
How does the global market uncertainty affect your workforce, in terms of employee numbers or departmental reallocations? Are you scaling your workforce up or down in different regions around the world?
Global market uncertainty definitely affects how we think about growth, but it hasn’t led to broad cuts or panic-driven decisions. We’re taking a measured, intentional approach to scaling.
Instead of scaling up or down aggressively, we’re being more thoughtful about where and how we grow. That means prioritizing roles that directly support customer outcomes and product value, while slowing hiring in areas that aren’t mission-critical right now. We’re also being more flexible about location. Remote work allows us to hire talent where it makes the most sense, whether that’s for cost-efficiency, market proximity, or specific expertise.
Internally, we’ve made some reallocations between teams when it serves the business. For example, if we see more demand for customer success and onboarding, we shift resources to support that, even if it means pausing hiring elsewhere.
We’re not chasing growth for its own sake. We’re growing where it matters, staying lean where it doesn’t, and giving our people the clarity and stability they need to do their best work.
Do you estimate that in 2025–2026 you will increase or decrease the number of personnel? Explain why.
We expect to increase our headcount in 2025 and 2026, but in a focused and intentional way.
Our product adoption is growing, and so is the demand for AI-powered L&D solutions that actually deliver impact. That means we’ll continue to invest in areas that support customer success, product innovation, and go-to-market execution. We're not hiring for the sake of size. We're hiring where it drives value both for our clients and for the business.
At the same time, AI will continue to shift how we work. That doesn’t mean fewer people. It means smarter teams, better collaboration, and more agility. So while the nature of some roles will evolve, we believe the need for great talent will only grow.
