Pablo Palafox

One thing that we've already talked about here is how those actually interconnect, which is very important.

You might have these disconnected or siloed functions today in a company, but very important to keep in mind that those are actually very connected.

And going back to the pyramid of work, what you have at the top is the deep, complex work that is highly strategic, that is almost the information that the CEO of that company needs to make decisions.

So

when we think about the work that we're doing with our customers, we might start at some, we might start somewhere in the bottom of the pyramid, but very fast, we're going up the pyramid by combining those agents from sales and customer service and collections, combining the context, as Luis was saying, so that you build on top of every layer, so that every decision you make is based off of more context across the board.

When you're talking to that customer that has a complaint, you might want to remember that you already upsold them last month.

And sometimes human agents might not even remember that.

When you're talking to a driver that had an issue at his delivery two weeks ago, you might want to remember that from the operations team, because maybe now you're more lenient with the rate that you are giving them.

Those things are highly interconnected.

And you need to build on top of them so that you grow into the strategic type of decisions.

With DHL, we've deployed over 40 agents across 80 countries, agents that are sharing context across regions and functions.

What I realized, what the team realized when working with DHL and many others like Cunanagal or CMACGM, second largest ocean carrier in the world, was, wow, this is not a supply chain specific problem that we are solving.

It's actually an enterprise coordination problem.

When we think about ourselves as a startup, we're like 120 people, you know, we might have like some like

miscommunications here and there, but really we don't have a coordination problem in the company.

You can easily reach out to the people involved and you just ask questions.

That doesn't happen in a company as big as DHL or FedEx or Deutsche Telekom or T-Mobile or Telefonica.

These massive enterprises that have hundreds of thousands of people just coordinating work.

We recently started working with one of the largest utility companies in Latam and Europe,

They have over 10 million customers, dozens of thousands of employees across the world.