AI Agents
The Customer Agent talks to your customers. The Analyst Agent works the numbers. The Executive Assistant keeps your inbox, calendar and follow-ups moving. Each one works inside your tools and hands off to a person when it should.
Start with one agent. Add the others when you’re ready.
To a supplier: confirm Friday’s deliveryFriday works. Please deliver both condensers to the shop by 10 am.
Refund request above your limitSent to the office manager with the transcript and a summary
It answers on your website, by text, by email and on the phone, from your own knowledge. It books the work and hands off to your team with the full story.
Introduces itself as a virtual assistant. Customers can ask for a person at any time.
Learns your services, policies, service area, hours and FAQs. If it doesn't know, it says so and asks your team instead of guessing.
Website chat, text, email and phone, with one conversation history per customer.
Prices standard jobs and products by your rules. Custom work gets a range or goes to your team.
Checks real availability in your calendar or scheduling system, books the slot and sends the confirmation.
Takes orders and job details, answers “where’s my order?” from your store and handles returns within your policy.
Asks the questions your best salesperson would, then routes hot leads to the right person right away.
Texts back missed calls, follows up on open quotes, sends reminders and asks for a review after the job.
When a customer asks for a person, gets upset or needs something outside its rules, your team takes over with the transcript and a summary.
Replies in the language the customer writes in, including Spanish.
A 9:47 p.m. website chat becomes a booked job, with the office closed.
See all six demosLarkfield Plumbing & Air Hi Jenna, you’re confirmed for AC repair Wed 7/15, 8–10 am with Marcus R. Your $89 diagnostic is credited to any repair. Reply R to reschedule. Reply STOP to opt out.
If the customer reports: burning smell, smoke, sparks, or water near electrical parts
Then: tell them to switch the system off, call tonight’s on-call technician (Luis P.) and send him the transcript
Status:Checking…Not triggered
More rules: no heat in freezing weather · active leak · complaint or complex quote → office manager
| Technician | 8:00– | 10:00 am– | 1:00– |
|---|---|---|---|
| Marcus R. | Open | Booked | Booked |
| Alicia T. | Booked | Booked | Open |
| Dev K. | Booked | Booked | Booked |
Jenna Morales · (480) 555-0148 · 418 Larkspur Lane
If the customer asks about: financing, a new system, or a quote over $1,500
Then: don’t quote. Book a callback with the office manager and attach the transcript
Status:Checking…Triggeredcallback task created for Renee K.
Safety ruleNot triggered
Handoff ruleTriggered
This demo needs JavaScript. Here's the step-by-step version instead.Motion is reduced, so every step is shown at once. Press Play to step through them one at a time.
Simulated demo. Larkfield Plumbing & Air and the people named are fictional. Figures are illustrative.
A worked example on a fictional business, with every line of the math.
Run your own numbersFictional residential plumbing, heating and cooling company · 18 employees
The Customer Agent answers routine inquiries end to end, picks up calls nobody gets to and replies to after-hours web requests in under a minute, so fewer new jobs go to a competitor.
Modeled value: $26,964 a year in the base case, up to $57,816 in the upside case.
22 to 34 hours back a month
Where the value comes from: Staff time on routine inquiries, $7,656 to $11,832; Jobs recovered after hours, $18,000 to $40,920; Jobs recovered from missed calls, $1,308 to $5,064.
$2,247 × 12 = $26,964Upside $4,818 × 12 = $57,816
Added revenue$48,276 to $114,984 a year
From jobs that no longer go to a competitor. Only the 40% gross margin is counted.
Today
With the agent
| Source | Base | Upside |
|---|---|---|
| Staff time on routine inquiries (Team time) | $7,656 | $11,832 |
| Jobs recovered after hours (Added gross profit) | $18,000 | $40,920 |
| Jobs recovered from missed calls (Added gross profit) | $1,308 | $5,064 |
| Modeled value a year | $26,964 | $57,816 |
The math
| Line item | Formula | Value |
|---|---|---|
| Staff time on inquiries today | 1,200 × 5 ÷ 60 | 100 hours |
| Resolved by the agent | 600 × 20% + 600 × 35% | 330 inquiries |
| Staff time those took | 330 × 5 ÷ 60 | 27.5 hours |
| Less 20% for review and handoffs | 27.5 × 80% | 22 hours back |
| Value of that time (customer service rep, $29/h loaded) | 22 × $29 | $638 |
| After-hours new-job requests | 600 × 40% × 30% | 72 a month |
| Jobs recovered after hours (40% lost for good; 40% of those book) | 72 × 40% × 40%, rounded down | 11 jobs |
| Missed calls that are new-job requests | 600 × 14% × 30% | 25.2 a month |
| Jobs recovered from missed calls (40% lost; agent completes 20%; 40% book) | 25.2 × 40% × 20% × 40% | 0.8 jobs |
| Added revenue | (11 + 0.8) × $341 | $4,023 |
| Gross profit from recovered jobs | 11 × $341 × 40% + 0.8 × $341 × 40% | $1,609 |
| Monthly value | $638 + $1,609 | $2,247 |
| Annual value | $2,247 × 12 | $26,964 |
| Line item | Formula | Value |
|---|---|---|
| Resolved by the agent (35% of calls, 50% online) | 600 × 35% + 600 × 50% | 510 inquiries |
| Staff hours back after review | 510 × 5 ÷ 60 × 80% | 34 hours |
| Value of that time | 34 × $29 | $986 |
| Jobs recovered after hours (60% lost; 60% book) | 72 × 60% × 60%, rounded down | 25 jobs |
| Jobs from missed calls (60% lost; agent completes 35%; 60% book) | 25.2 × 60% × 35% × 60% | 3.1 jobs |
| Added revenue | (25 + 3.1) × $341 | $9,582 |
| Gross profit | 25 × $341 × 40% + 3.1 × $341 × 40% | $3,832 |
| Monthly value | $986 + $3,832 | $4,818 |
| Annual value | $4,818 × 12 | $57,816 |
The upside case moves the rates that describe what the agent achieves to the optimistic end of the published evidence, all at once. The business’s own figures stay the same. Most results land in between.
Today
With the agent
| Line item | Formula | Value |
|---|---|---|
| Staff time on inquiries today | 1,200 × 5 ÷ 60 | 100 hours |
| Resolved by the agent | 600 × 20% + 600 × 35% | 330 inquiries |
| Staff time those took | 330 × 5 ÷ 60 | 27.5 hours |
| Less 20% for review and handoffs | 27.5 × 80% | 22 hours back |
| Value of that time (customer service rep, $29/h loaded) | 22 × $29 | $638 |
| After-hours new-job requests | 600 × 40% × 30% | 72 a month |
| Jobs recovered after hours (40% lost for good; 40% of those book) | 72 × 40% × 40%, rounded down | 11 jobs |
| Missed calls that are new-job requests | 600 × 14% × 30% | 25.2 a month |
| Jobs recovered from missed calls (40% lost; agent completes 20%; 40% book) | 25.2 × 40% × 20% × 40% | 0.8 jobs |
| Added revenue | (11 + 0.8) × $341 | $4,023 |
| Gross profit from recovered jobs | 11 × $341 × 40% + 0.8 × $341 × 40% | $1,609 |
| Monthly value | $638 + $1,609 | $2,247 |
| Annual value | $2,247 × 12 | $26,964 |
| Upside · resolved by the agent (35% of calls, 50% online) | 600 × 35% + 600 × 50% | 510 inquiries |
| Upside · staff hours back after review | 510 × 5 ÷ 60 × 80% | 34 hours |
| Upside · value of that time | 34 × $29 | $986 |
| Upside · jobs recovered after hours (60% lost; 60% book) | 72 × 60% × 60%, rounded down | 25 jobs |
| Upside · jobs from missed calls (60% lost; agent completes 35%; 60% book) | 25.2 × 60% × 35% × 60% | 3.1 jobs |
| Upside · added revenue | (25 + 3.1) × $341 | $9,582 |
| Upside · gross profit | 25 × $341 × 40% + 3.1 × $341 × 40% | $3,832 |
| Upside · monthly value | $986 + $3,832 | $4,818 |
| Upside · annual value | $4,818 × 12 | $57,816 |
Gross value before any fees. Not a quote or a guarantee. Estimates exclude the cost of the engagement.
It answers from sources you approve. No guessing at prices, policies or promises.
Complaints, refunds, VIP customers, legal or medical questions and large orders go to a person.
A gas smell, a flood or a medical emergency gets safety instructions and goes straight to a person.
Discounts, refunds and order sizes it can’t exceed, whatever a customer asks.
It reads your books, untangles messy spreadsheets, builds the workbooks and tells you in plain English what changed and why.
Works alongside your bookkeeper and accountant, not instead of them. Read-only access to your books by default.
Works from QuickBooks and Xero exports, bank and card statements, invoices and payroll summaries.
Fixes duplicates, inconsistent names, broken dates and merged cells, and logs every change it makes.
Formulas, lookups and pivot tables your team can follow and edit. No black boxes.
KPI dashboards in Excel or Google Sheets that refresh on a schedule.
Cash flow, revenue, inventory and staffing forecasts, with every assumption written down.
A plain-English summary: what moved, why it likely moved and what to look at next.
Unusual expenses, duplicate payments, slipping margins and overdue invoices, before they become problems.
Ask “What was our margin on commercial jobs last quarter?” and get the number, the source and the method.
Matches CRM deals to invoices, orders to shipments and inventory counts to sales.
A messy sales export becomes clean data, a chart and a plain-English answer.
Gross margin % by product line · Q3
Jul–Sep 2026 · from the Pivot sheet
Scanning 4,318 rows × 10 columns…
Found 6 kinds of problems:
Cleaned · every change logged
4,318 rows in → 4,222 rows out · 1,906 changes in the Log sheet
Revenue $5,379,900 · matches QuickBooks Q3 sales ($0 difference)
Cleaned: 4,318 → 4,222 rows · 1,906 changes logged · ties to QuickBooks
Built
=H2-I2-J2=IFERROR(K2/H2,0)=SUMIFS(Clean!$K:$K,Clean!$E:$E,$A5,Clean!$A:$A,">="&B$4,Clean!$A:$A,"<="&EOMONTH(B$4,0))What’s going on
Sales grew 5.6% from July to September, but gross margin dollars barely moved (+0.3%). The margin rate fell from 25.8% to 24.5%. Two things explain the drop, and a third has been leaking all quarter.
1Freight is eating Paper goods margin
Paper goods margin fell from 22.4% to 18.6% as freight rose from 7.6% to 11.4% of sales. Your carrier added fuel and small-shipment surcharges on Aug 4, and 46% of Paper goods deliveries are under 10 cases.
Cost vs. July’s freight rate: $23,056 in Aug–Sep
Fix: add a $45 delivery fee on Paper goods orders under 10 cases (148 in September) and rebid the route with two carriers.
2A supplier increase never reached your prices
Nitrile glove costs rose 9% on Aug 18, but sell prices didn’t change. Safety & PPE margin slid from 29.0% to 25.6%.
Cost: $9,724 in Aug–Sep
Fix: raise prices on the 14 affected glove SKUs by 9% this week.
3An expired promo is still discounting Janitorial
Six accounts still get 12% off list from a promo that ended in 2025. Their contract tier is 5%.
Cost: $14,000 in Q3, on $176,000 of sales
Fix: move the six accounts to the 5% tier at renewal.
Together: $46,780 of Q3 margin, about $28,000 a month at September’s pace.
Completed in 3 min 48 s
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Simulated demo. Cobalt Creek Supply Co. and the people named are fictional. Figures are illustrative.
A worked example on a fictional business, with every line of the math.
Fictional commercial and residential landscaper · 110 employees across three branches
The Analyst Agent pulls and cleans the monthly exports, drafts the report narrative, flags finished extra work that never reached an invoice and shows which kinds of jobs are underpriced.
Modeled value: $70,596 a year in the base case, up to $149,736 in the upside case.
16 to 36 hours back a month
Where the value comes from: Accounting and operations time, $9,600 to $20,736; Unbilled extra work recovered, $36,000 to $54,000; Better-priced bids, $24,996 to $75,000.
$5,883 × 12 = $70,596Upside $12,478 × 12 = $149,736
Added revenue$60,996 to $129,000 a year
From recovered billing and better-priced bids. The work is already done or costs the same, so all of it is gross profit.
Today
With the agent
| Source | Base | Upside |
|---|---|---|
| Accounting and operations time (Team time) | $9,600 | $20,736 |
| Unbilled extra work recovered (Added gross profit) | $36,000 | $54,000 |
| Better-priced bids (Added gross profit) | $24,996 | $75,000 |
| Modeled value a year | $70,596 | $149,736 |
The math
| Line item | Formula | Value |
|---|---|---|
| Accounting: data cleanup | 48 × 10% | 4.8 hours |
| Accounting: recurring report building | 32 × 10% | 3.2 hours |
| Accounting hours back | 4.8 + 3.2 | 8 hours |
| Operations: job-cost spreadsheets | 30 × 10% | 3 hours |
| Operations: summaries for the owner | 20 × 25% | 5 hours |
| Operations hours back | 3 + 5 | 8 hours |
| Value of time (bookkeeper $32/h, operations manager $68/h) | 8 × $32 + 8 × $68 | $800 |
| Recovered billing (half of what is flagged) | $6,000 × 50% | $3,000 |
| Better-priced bids (0.5% higher realized price; half counted in year one) | $10,000,000 × 0.5% × 50% ÷ 12 | $2,083 |
| Monthly value | $800 + $3,000 + $2,083 | $5,883 |
| Annual value | $5,883 × 12 | $70,596 |
| Line item | Formula | Value |
|---|---|---|
| Accounting hours back (cleanup and reports 25% faster) | (48 + 32) × 25% | 20 hours |
| Operations hours back (job costing 25%, summaries 45% faster) | 30 × 25% + 20 × 45%, rounded down | 16 hours |
| Value of time | 20 × $32 + 16 × $68 | $1,728 |
| Recovered billing (75% of what is flagged) | $6,000 × 75% | $4,500 |
| Better-priced bids (1%; 75% counted in year one) | $10,000,000 × 1% × 75% ÷ 12 | $6,250 |
| Monthly value | $1,728 + $4,500 + $6,250 | $12,478 |
| Annual value | $12,478 × 12 | $149,736 |
The upside case moves the rates that describe what the agent achieves to the optimistic end of the published evidence, all at once. The business’s own figures stay the same. Most results land in between.
Today
With the agent
| Line item | Formula | Value |
|---|---|---|
| Accounting: data cleanup | 48 × 10% | 4.8 hours |
| Accounting: recurring report building | 32 × 10% | 3.2 hours |
| Accounting hours back | 4.8 + 3.2 | 8 hours |
| Operations: job-cost spreadsheets | 30 × 10% | 3 hours |
| Operations: summaries for the owner | 20 × 25% | 5 hours |
| Operations hours back | 3 + 5 | 8 hours |
| Value of time (bookkeeper $32/h, operations manager $68/h) | 8 × $32 + 8 × $68 | $800 |
| Recovered billing (half of what is flagged) | $6,000 × 50% | $3,000 |
| Better-priced bids (0.5% higher realized price; half counted in year one) | $10,000,000 × 0.5% × 50% ÷ 12 | $2,083 |
| Monthly value | $800 + $3,000 + $2,083 | $5,883 |
| Annual value | $5,883 × 12 | $70,596 |
| Upside · accounting hours back (cleanup and reports 25% faster) | (48 + 32) × 25% | 20 hours |
| Upside · operations hours back (job costing 25%, summaries 45% faster) | 30 × 25% + 20 × 45%, rounded down | 16 hours |
| Upside · value of time | 20 × $32 + 16 × $68 | $1,728 |
| Upside · recovered billing (75% of what is flagged) | $6,000 × 75% | $4,500 |
| Upside · better-priced bids (1%; 75% counted in year one) | $10,000,000 × 1% × 75% ÷ 12 | $6,250 |
| Upside · monthly value | $1,728 + $4,500 + $6,250 | $12,478 |
| Upside · annual value | $12,478 × 12 | $149,736 |
Gross value before any fees. Not a quote or a guarantee. Estimates exclude the cost of the engagement.
Read-only by default, with every step on the record.
It can read your accounting data, but it can’t post entries, move money or change records.
Each cleanup step is recorded, so anyone can see what changed and why.
Every answer cites its source and method. Every forecast lists its assumptions.
Your bookkeeper and accountant keep the books accurate and compliant. The agent does the reporting around them.
It reads your email first, drafts replies in your voice, turns messages into tasks for the right person, books meetings and builds the briefings and decks you need.
Nothing goes out in your name without your approval, unless you turn on auto-send for categories you choose.
Sorts every message into needs you, delegated, waiting, FYI and junk, first thing and through the day.
Learns from your past emails and templates. You approve and send, or allow auto-send for routine categories.
Pulls out action items and assigns them, with a due date, in Asana, Trello, Teams, Slack or your task tool.
Notices who owes you a reply, and who is waiting on you, and nudges at the right time.
Finds times that work, sends invites, handles reschedules and adds the agenda.
A one-page brief before each meeting: who you’re meeting, your history and what’s still open.
Turns notes, data or a rough outline into a clean deck on your template, with charts.
Proposals, SOP drafts, one-pagers, meeting notes and summaries, in your format.
One short summary each morning: what came in, what’s due and who’s waiting on whom.
An overflowing inbox becomes a short list, plus tasks, a meeting and a deck.
Inbox63 unread
Needs you · 6Priority order
Laura ChenEast lot lights out + LED retrofit quote?6:58 am
Hi Mike, about half the parking lot lights on the east side have been out since…
Hilltop Electrical SupplyDelivery update: order #448176:41 am
Due to a manufacturer delay, the 400A panelboard for Maple Court will now ship…
Jorge RamirezQ3 review this week?Sun 8:12 pm
Can we do the Q3 ops review before Friday? Crew hours and the callback log are…
Greg HoltRFP: Pine Hollow Medical Plaza electrical servicesSun 4:30 pm
We’re inviting three firms to bid on our 2027 maintenance contract. Walk-through Thu at 10…
Wire & Panel WeeklyCopper prices and 5 job-site safety tipsSat 6:00 am
This week: what copper prices mean for Q4 bids…
Kelly BrooksPTO request: Oct 19–23Fri 5:47 pm
Hi Mike, I’d like to take Oct 19–23 off for my sister’s wedding…
Northgate HOA BoardInvoice #2291Fri 3:15 pm
Our board approved payment for the clubhouse lighting but asked if we could split…
Amy LindqvistYour GL & auto renewal: decision by Oct 9Fri 11:02 am
Renewal terms attached. Premium is $21,760/yr (+6%)…
+ 55 more unread
Laura ChenEast lot lights out + LED retrofit quote?6:58 am
Hi Mike, about half the parking lot lights on the east side have been out since…
FromLaura Chen, Property Manager, Oakmont Business Park
SubjectEast lot lights out + LED retrofit quote?
Hi Mike, about half the parking lot lights on the east side have been out since Thursday, and tenants are noticing. Also, can you send the LED retrofit quote we talked about by Thursday? Laura
Draft reply
Hi Laura,
Thanks for flagging the east lot, and sorry for the trouble. Jorge will have a crew there tomorrow morning to get those lights back on.
On the LED retrofit: you’ll have our quote by Wednesday, a day ahead of your deadline. One suggestion: add photocell and timer controls, since we logged 4 service calls on those fixtures last winter.
Would a 15-minute call on Wednesday at 2:00 pm work to go over it?
Thanks,
Mike
Sources
Service log: east-lot fixtures, 4 calls last winter
Open request: Oakmont LED retrofit quote
Calendar: Wed 2:00 pm free
Tone: matched to Mike’s sent mail
Greg HoltRe: RFP: Pine Hollow Medical Plaza electrical servicesDraft readySun 4:30 pm
We’re inviting three firms to bid on our 2027 maintenance contract. Walk-through Thu at 10…
Confirms Thursday’s 10:00 am walk-through with Kelly.
Hilltop Electrical SupplyRe: Delivery update: order #44817Draft ready6:41 am
Due to a manufacturer delay, the 400A panelboard for Maple Court will now ship…
Asks for a firm ship date and whether another branch has the panelboard.
Kelly BrooksRe: PTO request: Oct 19–23Draft readyFri 5:47 pm
Hi Mike, I’d like to take Oct 19–23 off for my sister’s wedding…
Approves; Jorge covers Kelly’s projects. No calendar conflicts.
Northgate HOA BoardRe: Invoice #2291Draft readyFri 3:15 pm
Our board approved payment for the clubhouse lighting but asked if we could split…
Agrees to two payments of $2,430, due Oct 15 and Nov 15.
Amy LindqvistYour GL & auto renewal: decision by Oct 9DecisionFri 11:02 am
Renewal terms attached. Premium is $21,760/yr (+6%)…
$21,760/yr (+6%). Needs Mike by Fri, Oct 9.
Halyard Assistant
Working6 need you7:31 amRead 63 emails · 57 sorted, filed or archived · 6 need you
Send a crew to restore the east-lot lights at Oakmont Business Park
Oakmont LED retrofit quote, with a photocell and timer option
Get a firm ship date for the Maple Court panelboard; move the rough-in if needed
Prep site notes for the Pine Hollow walk-through (Thu 10:00 am)
Set up the two-payment plan for Northgate HOA invoice #2291 ($4,860)
Posted to the team task board · each person notified
Q3 Operations Review
Q3 Operations Review
Thu, Oct 8 · 8:00–9:00 am · Conference room + video link
Mike Alvarez, Jorge Ramirez, Theo Okafor, Lena Price, Kelly Brooks, Tasha Green
Q3_Operations_Review.pptx · 6 slides
7:32 amInvites sent to 6 · replied to Jorge: “Booked for Thu 8:00 am. Deck to follow.”
Rule: internal scheduling replies can send without approval
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Simulated demo. Coppervale Electric Co. and the people and businesses named are fictional. Figures are illustrative.
A worked example on a fictional business, with every line of the math.
Fictional independent property and casualty agency · 60 employees
The Executive Assistant Agent triages the team's inboxes, drafts replies for approval, writes meeting briefs and action-item summaries, and builds a first draft of the monthly leadership deck.
Modeled value: $76,440 a year in the base case, up to $104,532 in the upside case.
186 to 253 hours back a month
All of it from team time
Where the value comes from: Account managers' time, $43,848 to $58,464; Producers' time, $25,800 to $34,572; Owner and office manager time, $6,792 to $11,496.
$6,370 × 12 = $76,440Upside $8,711 × 12 = $104,532
Today
With the agent
| Source | Base | Upside |
|---|---|---|
| Account managers' time (Team time) | $43,848 | $58,464 |
| Producers' time (Team time) | $25,800 | $34,572 |
| Owner and office manager time (Team time) | $6,792 | $11,496 |
| Modeled value a year | $76,440 | $104,532 |
The math
| Line item | Formula | Value |
|---|---|---|
| Owner: email workload | 28 × 15% | 4.2 hours |
| Owner: meeting briefs and summaries | 12 × 25% | 3 hours |
| Owner hours back (rounded down) | 4.2 + 3 | 7 hours |
| Producers: email workload (rounded down) | 12 × 7 × 4 × 15% | 50 hours |
| Account managers: email workload | 30 × 7 × 4 × 15% | 126 hours |
| Office manager: deck | 10 × 5% | 0.5 hours |
| Office manager: notes and follow-up | 12 × 25% | 3 hours |
| Office manager hours back (rounded down) | 0.5 + 3 | 3 hours |
| Hours back | 7 + 50 + 126 + 3 | 186 hours |
| Value of time (owner $68, producers $43, account managers $29, office manager $30) | 7 × $68 + 50 × $43 + 126 × $29 + 3 × $30 | $6,370 |
| Annual value | $6,370 × 12 | $76,440 |
| Line item | Formula | Value |
|---|---|---|
| Owner (email 20%, briefs 45% faster) | 28 × 20% + 12 × 45% | 11 hours |
| Producers (email 20% lower, rounded down) | 12 × 7 × 4 × 20% | 67 hours |
| Account managers (email 20% lower) | 30 × 7 × 4 × 20% | 168 hours |
| Office manager (deck 20%, notes 45% faster; rounded down) | 10 × 20% + 12 × 45% | 7 hours |
| Hours back | 11 + 67 + 168 + 7 | 253 hours |
| Value of time | 11 × $68 + 67 × $43 + 168 × $29 + 7 × $30 | $8,711 |
| Annual value | $8,711 × 12 | $104,532 |
The upside case moves the rates that describe what the agent achieves to the optimistic end of the published evidence, all at once. The business’s own figures stay the same. Most results land in between.
Today
With the agent
| Line item | Formula | Value |
|---|---|---|
| Owner: email workload | 28 × 15% | 4.2 hours |
| Owner: meeting briefs and summaries | 12 × 25% | 3 hours |
| Owner hours back (rounded down) | 4.2 + 3 | 7 hours |
| Producers: email workload (rounded down) | 12 × 7 × 4 × 15% | 50 hours |
| Account managers: email workload | 30 × 7 × 4 × 15% | 126 hours |
| Office manager: deck | 10 × 5% | 0.5 hours |
| Office manager: notes and follow-up | 12 × 25% | 3 hours |
| Office manager hours back (rounded down) | 0.5 + 3 | 3 hours |
| Hours back | 7 + 50 + 126 + 3 | 186 hours |
| Value of time (owner $68, producers $43, account managers $29, office manager $30) | 7 × $68 + 50 × $43 + 126 × $29 + 3 × $30 | $6,370 |
| Annual value | $6,370 × 12 | $76,440 |
| Upside · owner (email 20%, briefs 45% faster) | 28 × 20% + 12 × 45% | 11 hours |
| Upside · producers (email 20% lower, rounded down) | 12 × 7 × 4 × 20% | 67 hours |
| Upside · account managers (email 20% lower) | 30 × 7 × 4 × 20% | 168 hours |
| Upside · office manager (deck 20%, notes 45% faster; rounded down) | 10 × 20% + 12 × 45% | 7 hours |
| Upside · hours back | 11 + 67 + 168 + 7 | 253 hours |
| Upside · value of time | 11 × $68 + 67 × $43 + 168 × $29 + 7 × $30 | $8,711 |
| Upside · annual value | $8,711 × 12 | $104,532 |
Gross value before any fees. Not a quote or a guarantee. Estimates exclude the cost of the engagement.
Nothing goes out in your name unless you say so.
Drafts wait for your approval. Allow auto-send only for categories you choose, like scheduling confirmations.
Folders and senders you mark private are excluded from everything it reads.
Each draft, task and invite is recorded, so you can see what it did and why.
Approvals stay on until the work is consistently right. You can pause it at any time.
Straight answers on disclosure, mistakes, your software and your data. Don’t see yours? Ask us on the free assessment call.
Yes. The Customer Agent introduces itself as a virtual assistant, and customers can ask for a person at any time. Being upfront builds trust, and in some places it’s required.
It says so, tells the customer what happens next and passes the question to the right person with the full conversation. If you want it to handle that question next time, we add the answer to its approved knowledge.
It will happen occasionally, so we plan for it. Agents answer only from information you approve, anything unclear goes to a person, and early on your team approves the work before it goes out, which is where most mistakes get caught.
If one slips through, we correct it, pause that kind of task if needed and fix the cause, and you’ll see what happened in the next report. Every action is logged, so there’s never a question about what the agent did or why. How human approval works.
Often, yes. If your system has an API or a reliable integration, the agent reads real availability and books directly. If not, we set up a practical workaround, such as holding the slot on a shared calendar for your team to confirm. Either way, you’ll know which applies, and how much of your team’s time it takes, before any work starts.
Yes, with the right paperwork and tight limits. Before an agent touches patient information, we sign a business associate agreement (BAA) with your practice, and every AI and messaging service that handles that information has signed one with us. Agents get the narrowest access the job needs, usually scheduling and patient messaging, not clinical charts, and clinical questions always go to your team. Every action is logged.
We set this up with whoever handles HIPAA for you, often the office manager. You won’t see a HIPAA badge here, because there’s no official HIPAA certification for vendors. Instead, we’ll show you exactly how your patients’ information is handled.
No. Your bookkeeper and accountant keep the books accurate and compliant. The Analyst Agent takes on the reporting, cleanup and analysis around them, and it reads your accounting data without changing it.
Only if you want it to. By default it drafts and you approve. You can allow auto-send for routine categories, like scheduling confirmations, and keep approval on for everything else. Folders and senders you mark private are excluded.
Free AI assessment
On a 30-minute call we’ll look at where your team’s hours go and recommend the agent to start with, with a rough estimate of what it’s worth.
No cost, no obligation. Written summary either way.
What you leave with
By estimated value and effort, specific to how your business runs.
A modeled estimate, with every assumption shown.
The first job to hand an agent, and what it would take.
Yours to keep, whether or not we work together.