We are not a consultancy

I'll start with something that didn't work.

Over the last few months we put time and money into cold email outreach. Lists, sequences, carefully tuned messages, tools to send everything at exactly the right time. We ran it with the same discipline we bring to building a system for a client. And the result was simple: it doesn't work. Not "it works a little". It really doesn't work.

It took me a while to accept. We're an AI company and the temptation was to automate everything, including the part where you get to know people. I've rarely been more wrong. People are isolating themselves. Everyone is getting more messages and having fewer real conversations. And the more that happens, the more value the opposite has: a face-to-face conversation, a coffee, a visit to the place where the work actually happens.

The best conversations we've had this year didn't start in an inbox. They started at a table, in a warehouse, on a construction site, with someone walking us through how their day really goes. That's where the second lesson came from, and it might be the most important one.

People running companies are tired of the way technology has been sold to them. Everyone has been through it: a team shows up, gives a polished presentation, uses all the right words, and half an hour in it's clear that whoever is promising to transform the company doesn't know its business model or what makes it different. Then come months of requirements gathering, a report, and a solution that never changes anything.

We don't want to be that. We want to move completely away from that way of working, and from the way consultancies work in general. We are not a consultancy. We build products that move EBITDA. And that forces us to do one thing before anything else: understand the business on the other side better than anyone would expect from an outsider. The margins, where the hours get lost, what keeps decision-makers up at night.

Since we changed how we work, our conversion rates have improved at every stage of the pipeline. First conversation to meeting, meeting to proposal, proposal to project. It wasn't a new tool or a better pitch deck. It was how we reach people and how much time we spend listening to them.

And there was an effect we didn't expect. Knowing the business well doesn't just build trust. It makes us build better. An AI agent designed by someone who spent a morning watching how a quote gets put together, or how a complaint gets handled, is a different agent. It does fewer things, but it does the right ones. It's the idea from last time: build the smallest piece that solves the real problem. Except that to know which piece that is, you have to have been there.

So if our paths cross one day, you already know what we'll want: fewer slides, more questions about how your company actually runs. And if there's something about your business you think we wouldn't get at first, book a call. That's exactly where we like to start.

Talk soon,
Miguel