AI coworkers for the revenue work nobody has time to do.
Go-to-market is where we started, and it is still where most of our work sits. Same operating model as everything else we do: one workflow at a time, built into a coworker that runs inside your existing stack, deployed into production, and operated by us from there on.
This page is the GTM-specific version of how we work. The method does not change by department. The decisions do.
GTM teams bought the AI. Almost nobody is running it.
Every GTM platform shipped AI features. Every agency added an AI line to the deck. Most revenue teams now have several half-adopted tools, a couple of prototypes built by whoever was curious, and no one whose job it is to keep any of it working.
GTM makes this harder than most functions. The data is messy and lives in five systems. The workflows change every time the pricing, the segment, or the territory map changes. And the output is customer-facing, which means a wrong answer is not an internal inconvenience.
The pilot ran on a clean list.
Real pipeline arrives duplicated, half-enriched, and mis-tagged. That is the input the workflow has to survive.
Ops is already at capacity.
One RevOps person maintaining the CRM cannot also own model behaviour, prompt changes, and integration breakage.
Nothing sends without a name on it.
Customer-facing output needs an explicit approval line. Where that line sits is a decision to be made deliberately, not a default setting.
The workflow moves quarterly.
New segment, new ICP, new comp plan. Anything built once and left alone is stale before the next board meeting.
GTM workflows that hold up as a first engagement.
We look for repeated work with a clear owner, a measurable cost today, and a decision structure that can be written down. These are the shapes that usually qualify. Yours may not be on the list.
- /Inbound qualification and routing to the right owner
- /Account research and pre-call briefs assembled before every meeting
- /Call notes turned into CRM records, next steps, and follow-up drafts
- /List building and enrichment against a written qualification standard
- /Renewal and expansion signals surfaced to the owner before the window closes
- /RFP, security questionnaire, and proposal drafting from approved source material
- /Pipeline hygiene: stale deals, missing fields, inconsistent stages
- /Weekly forecast and board reporting assembled by hand today
- /Win and loss review across calls, so the pattern is readable rather than anecdotal
- /Partner and channel lead handling that currently sits in an inbox
- /Onboarding handover from sales to customer success
- /Quote, order form, and approval routing against pricing rules
In GTM, the stakes rarely sit where people expect.
Before anything is built we take the workflow apart into individual decisions and rate each one twice: how much judgment it takes, and what happens if it is wrong. Routing a lead looks clerical until it sends your largest inbound account to the wrong team. Drafting a follow-up looks sensitive until you notice a human reads every one before it sends.
Each decision then gets an autonomy level, agreed in writing before implementation starts.
Runs alone
Reversible, high volume, low stakes.
Enrichment, deduplication, field hygiene, meeting-note capture. Wrong is cheap and visible.
Drafts for approval
Customer-facing or commercially loaded.
Outbound copy, proposal sections, renewal outreach, anything with a number in it. The coworker prepares; a named person sends.
Stays human
Judgment, relationship, or consequence.
Discounting, escalation, walking away, anything a customer would expect a person to have decided. The coworker gives context and stops there.
Autonomy is not fixed at launch. Decisions move up a level once there is a record showing the coworker handles them correctly, and they move back down the moment that stops being true. That review is part of managed operation, not a separate project.
What running it looks like once revenue depends on it.
Deployment is where our responsibility starts, not where it ends. Managed operation is a monthly fee, and in GTM it covers the things that break specifically because a revenue team is using it.
- 01
Integrations that keep moving.
CRM objects get renamed, a sequencing tool is swapped, an API version is retired. We hold the connections together so the workflow does not silently stop.
- 02
Output quality, read weekly.
Sampled review against the standard the workflow was built to, so drift is caught by us before it is caught by a customer or a rep.
- 03
Exceptions, with somewhere to go.
Cases the coworker should not handle get routed to a person with the context attached. Reps have a channel to ask why something happened and get an answer.
- 04
Changes to the motion.
New segment, new pricing, new territory model, new qualification bar. The coworker is updated to match rather than left running the old rules.
- 05
Cost, access, and reporting.
Token spend and latency tracked against the value the workflow was justified on, permissions reviewed as people join and leave, and a monthly report in your numbers.
Your motion, written down and owned by you.
Building a GTM coworker forces something useful to happen first: how your team actually qualifies, prioritizes, and follows up has to be made explicit. Most of that currently lives in the heads of two or three good people. Writing it down is where much of the value is, and it stays valuable whether or not the AI ever runs.
You own the decision map, the code, the prompts, and the recorded reasoning. It is not locked in our platform and it is not training anyone else's model. Take it in-house whenever you want to. We stay because operating it is work you would rather not staff, not because leaving is difficult.
Pick the GTM workflow your team complains about most. A first call covers what it costs you today, which decisions it contains, and which of those could reasonably be delegated. If the answer is that it is not worth automating yet, we will say so.
Book a call →