David Kim
Founder & CEO

Let me be upfront: replacing humans with AI wasn't an easy decision. I'd built a 4-person SDR team over two years. They were good. But the math was becoming impossible.
$380,000/year for four SDRs. Each one handling about 40 leads per week. That's $45 per lead touched. And our close rate from SDR-qualified leads was 8%.
We didn't fire anyone on day one. We ran AI employees in parallel with the human team for 30 days.
Lead enrichment and scoring
Initial outreach emails
Follow-up sequences (up to 5 touches)
Meeting scheduling
Phone calls
Complex negotiations
Relationship-building with enterprise prospects
| Metric | Human SDRs | AI Employees |
|---|---|---|
| Leads processed/week | 160 | 840 |
| Response time | 4.2 hours | 3 minutes |
| Follow-up consistency | 72% | 100% |
| Meeting book rate | 3.2% | 4.1% |
| Cost per meeting | $562 | $34 |
The operators weren't just cheaper. They were better at the routine parts of the job.
Response speed was the biggest differentiator. Leads contacted within 5 minutes are 21x more likely to convert.
Consistency eliminated the Monday-morning-after-a-long-weekend problem.
Personalization at scale was better than expected. The operators researched each prospect and tailored messages accordingly.
Some leads actually preferred the AI interactions. Faster, more factual, less pushy.
Our pipeline quality improved because the operators applied our ICP criteria without bias.
Sales reps loved it because they only got pre-qualified, genuinely interested leads.
I should have kept one human SDR for enterprise accounts from the start. Large deals with long cycles benefit from the human touch in early stages. We figured this out in month 2.
AI employees: Handle all inbound and outbound for SMB and mid-market
One senior SDR: Focuses exclusively on enterprise accounts and strategic relationships
Cost reduction: 76% ($380K to $91K)
Pipeline increase: 3.4x
Run parallel first. Don't go cold turkey.
Start with inbound. It's the safest place to test.
Keep humans for enterprise. High-value deals need high-touch approaches.
Measure everything. Let the data drive the decision, not assumptions.