Stop Treating AI as a Tech Project | Rachel Woods, Founder and CEO of AMP

Last week I got pretty sick, but I have playbooks set up that run my everything around my responsibilities. So in the morning, whenever my computer, I typed one word, todaying, that's my like core playbook. It then kicks off all these other playbooks around my sales task responsibilities, writing proposals. It rescheduled all my emails, then sent reports of our different, you know, metrics and registration stuff to Slack for the leadership chat. Like it did so much and That was the first time that I've been sick and had this happen where I looked at it at the end of the day, I'm like, "I don't even feel that much guilt today about not working because I actually got so much done." Wow. A lot of people will kind of treat AI implementation like a project, right? Where you think about, "I want a roadmap and I want a budget and I want to have these projects." Done right, it's really more of a way of operating. And so you want to think about like a capability, you want to learn it and that's gonna help you, especially as a leader, know where to take your organization and what to invest in. I see a lot of leaders who are like, you know what, I may not have dug into AI. I might have even potentially some fear or it's too technical or these different things. As a leader, you have to be able to be in the weeds enough to then be able to be like, cool, here's the direction we're going. You don't need to be the best playbook owner on your team. People are always surprised at how actually easy it is. Imagine this is easier than you think.

Yeah.

Now you have a totally new way to scale yourself and you have a new ceiling.

Rachel, great to have you with us today.

So excited to be here. It's going to be so fun to chat.

Yeah, I'm really looking forward to hearing more about Amp. I saw you speak at a Baby Bathwater event around 9 months ago now, which is crazy. It's gone by so fast. And I sat not even at the back of the room. I sat literally on the edge of my seat in the room listening to every word and how you were describing AI, putting AI deep into organizations. I was like, okay, first off, we really need to know you. And then I walked around this 180-person event of CEOs for about 4 days. Everyone knew you, not just because you spoke, but like, you're really well known in this space. So how did you get so well known in the AI space? What's Amp doing and why were you guys kind of all the rage at that event over everybody else?

Yeah, boy, that was a fun event, wasn't it? It was great. I— so I think the honest side of this is like, I've just been a nerd for a really long time. I've been in AI for almost a decade, so it's kind of one of those things where, you know, you're a nerd, then you become a cool nerd, and you're like, "Wow, this was really convenient for my career." Okay. But yeah, it's just been an incredible, I would say, the last 3, 4 years of seeing the world really open their mind to what AI can do in business. And then that's kind of been the playground I've been playing in most of my career. And so, yeah, in short, what Amp does and what my company does today is we help people learn how to use AI inside their operations. So inside actually the running of the business, I like to describe it as we have this totally new way of work where you used to, you know, have 40 hours a week that you're planning for, maybe 50 or 60, right? But now you have this new reality of being able to constantly create more and more time for yourself. If you can delegate your work to AI, it stays off your plate and you can do what's next. And so that's really what we do. And yeah, I just came from being nerdy about it for a really long time. Yeah.

I want you to get really nerdy about the ops side for me in a sec. Do you know the name Salim Ismail? He was on the board of Singularity University. He's part of the Peter Diamandis Moonshot podcast.

Okay, no, not familiar, no.

You'll start bumping into him. Genius, like crazy, like way out on the curve genius. But he's talking about the future of organizations no longer even really resembling a traditional org chart where it's going to be, AI executives leading teams of agents that are kind of interacting and traffic controlling. Can you speak to that at all, or is that a little bit outside of the sandbox? I think probably give us some ideas around how to think about it.

Yeah, so I think in some ways that sounds pretty abstract, but I think that's actually quite aligned with where the world is going. And I can speak from how we see it and look at it. You might've seen me talking about my AI operator hat, but that's really what we call, it's like, You wanna learn how to operate with AI, which really means creating systems and processes that instead of people doing, you have AI do. And the power is, once you learn how to do that, you can kind of treat it like Lego blocks. So you could imagine you start with having AI do one simple process for you. Okay, well then, what is the definition of a role? Right, a role is a bunch of processes or responsibilities that somebody does. So if you create a bunch of these, now you can actually have AI do an entire role. Well, what is management? Well, management could also be boiled down into sets of systems and processes.

Yeah.

'Cause you can start to see how you can design entire department or service line. And we see that in our work. But to me, that's certainly the future, and that's how you get there is really this like Lego block operational thinking.

Well, and I think unlike a Lego block, Lego block, which just kind of sits there, this is like a Lego block that's doing something. So like, it's like an actively working Lego block.

Totally. Right.

Totally. Yeah.

Which is incredible. It's also, you know, and the group that's listening to this, you guys will all be familiar with SOPs.

Yeah.

My favorite acronyms. This is like the dream SOP, right? That always stays up to date because it's the thing that the AI follows. And so it's, you're defining the work, that thing that's doing the work is actually keeping itself up to date in the process. And so it's just a totally new way to go about building teams and building orgs, which I find incredibly fun.

I like that. And for anybody who doesn't know, there's probably a couple out there that don't know, SOP is standard operating procedure. My favorite 3-letter acronym is TLA.

What is that?

3-letter acronym. You gotta have a TLA. I say, we need more TLAs. People are like, what is that? 3-letter acronyms. And then you just kind of giggle and they go, God, we need you outta here. All right, I want a really specific example of what you've seen a company do or what you may have done on the operations side where you've either massively replaced parts of what people do or even entire people in terms of areas. Give us a very specific thing, like it was this company and this is what they got rid of or this is what they automated, optimized.

Yeah, tons of examples. One that comes to mind is we had a client of ours that was an influencer marketing agency and they worked with, with some of the biggest household brands that you can think of. And so the way that they delivered their service was extremely high-touch, white glove, which meant whenever they needed to run a campaign, what their team would do is spend hours pouring through all possible influencers they could use for that brand. Then when they had their shorter list, they would spend again hours, like literally, I remember we were working with their team and they were like, we literally pull out our phone and we swipe. And make sure that these influencers, you know, don't violate the brand guidelines because this brand doesn't want a salad on the, you know, on the Instagram profile because they're not aligned with salads or like whatever.

Yeah.

And so just this crazy process that then for us, when we started working with them, was our like dream because this is all extremely documented again and in clear process and organized. And so what we did was took that process, helped them turn it into what we call a playbook, which is really just a process that then AI can follow. And so now AI does all of the vetting of all of the influencers, that first pass, and it also does the deep dive of that process and produces reports that then their team reviews. And so the impact of that, their team's no longer doing all that work. They also were able to, they had to previously not even review all of the possible influencers because they just didn't have the time. Now they can review as many as they want and they can run it all overnight. Wow. So what used to take like multiple weeks now is a— we ran our AIs in parallel overnight and now we have the information to make decisions. So very clear example of a service that is now completely different because they're operating with AI in this way.

Wow. Way less time, way less friction, probably better quality work and people—

More consistent, right?

Yeah.

And people don't have to run. You don't have somebody who's out, you know, out sick, right?

Yeah. It gets done.

Yeah.

Um, something I really liked about that you kind of talked about something that they're working on all the time and they had very good documented processes. I've always talked to execs and said that you need to examine everything that your team is doing and first ask, stop, like, do we even need to do it, right? Because sometimes automating something that we just don't even need to do is pointless. But then you go to optimize, which is kind of creating that playbook or the SOP, right?

Mm-hmm.

So you have a documented optimized process and then you automate? Is that kind of the steps that you tend to take people through to deciding, to, I guess, to deciding what to put into AI first or, or how to, which Lego blocks to work with?

Yeah, so good question. We actually, and this is maybe a little bit counterintuitive, we've found that if you look at work that's getting done and you try to hand it to AI in a more of an iterative process, So like you take just a really small chunk of it that you're sure, um, hey, this is the valuable, uh, part of this, and you just work on getting AI to do that piece. Then you're gonna learn a couple things. You're gonna learn about what changes when you have the AI do it versus the person do it. So you might actually decide to change—

You're saying have, you're saying have AI create the playbook.

Yeah. But also start with a small piece, right?

Yeah.

So, um, because you kind of never know until you start setting up these playbooks, what that's gonna change about what's possible, what's valuable.

Yeah, yeah.

And so if you think of it like this iterative process where you're building on itself, so you actually don't, the impact of that is you don't need to do nearly as much work upfront oftentimes as people think about documenting their process if instead you take an iterative approach.

So at that same Baby Bathwater CEO event that I met you at in October, I was out in the sauna And I was talking with one of the members. I never remember his name, which bothers me because I actually had dinner with him a couple months later in Dubai. Tim, maybe. And, um, I mean, I was sitting talking to him. I said I needed to hire someone to do cold calls. He said, no, you don't. I'm like, no, no, I really do. I have a really good set, you know, closer. Got a really good process, really good marketing. I need a setter. He goes, no, you don't. I'm like, dude, Yoda, teach me. What, what do I need if I don't need a setter? He goes, you need an agent. To make outbound phone calls and to respond to, you know, your form leads instantly and book those people on the calendar. I'm like, it can do that? He was doing $1.8 million a month in revenue selling hyperbaric chambers with zero employees, and he had outbound sales agents, inbound sales. Can you speak to that as an example of what people are using or where, where they're using AI?

Yeah, I mean, When we look at this is really you can use any AI anywhere in your operations, right? So whether it's like sales, marketing, all the way into finance, reporting, again, management I talked about. So in the sales world, I mean, there's so much upside, right, to operationalizing AI there. The way to think about it is again, same thing, what is the playbook that you want the AI to follow? And then how do you set that up so that then whether it's, a lot of people will use DM agents, right? So like in Instagram or email, you can have also an AI agent following a playbook. We use a lot of those in our business. Or same thing with calling. As long as you have the playbook or a process of what you want it to do, that's really all you need because the tech is so easy now to set up and so capable.

And is this what AMP does at its core? Is you help companies identify what to— automate with AI and how to do it, or walk us through kind of what your ideal client is and, and how you work with them and what you do with them.

Yeah, so exactly what we do. We help people figure out what they should be AI-fying, and then we used to come in and do it for you and be really hands-on and, and, you know, be the one taking over, setting up, and then training. The thing that is amazing about the last 6 months in particular is the tech has gotten so much better. And so we have gone all in on teaching you how to do it because you can go in and you can then set up your systems and processes. And again, it's like you learn to fish. And so then you're able to do this across everything.

Exactly. I, I was just sitting waiting for you to finish speaking. I've said, wow, you've migrated from giving a man a fish or a person a fish, feed 'em for a day to now teaching them how to fish. You feed them for a lifetime.

Exactly, yeah. And then we have ways we can stay on as an advisor. We call it Unstuck on Demand, so that if you run into anything, you know, we can still hop in, help you. But the reason that that's really important is because a lot of people will kind of treat AI implementation like a project, right? Where you think about, I want a roadmap and I want a budget and I want to have these projects. Done right, it's really more of a way of operating.

Mm.

And so you want to think about like a capability, you want to learn it, and that's going to help you and especially as a leader, know where to take your organization and what to invest in. So learning is, I think, mission critical for everybody.

Yeah, it's one of the frustrations I had. I launched an online training program about 3 years ago called Invest in Your Leaders because the frustration I had with entrepreneurial and mid-size companies was the solution to every problem tended to be hire more people. And that's actually never the solution to the problem, right? The solution is lots. So it could be, so in your world, It's also don't get a person to do something. You're trying to get companies to have that mindset and that new way of operating that anytime something needs to get done, it's not who can do it, it's—

How do we playbook this?

How to playbook it and who, and, and, or, or who can get AI to playbook this and then who can get AI to, to create this, right?

Yeah. I'll give, and I'll give you an example of that that very fresh 'cause they just wrapped up their first launch program with us was a commercial real estate firm, mid-size about,, 85, I think, or so people, um, both with people who are, you know, out in the field doing that side of the business as well as back office really running the, you know, the inner of the business. And they actually had hired an AI consultant in the past that had come in and done like, you know, analysis and figured out projects and then was trying to work on some projects. Um, and it just really didn't go anywhere because it was really hard when that I mean, it's just slow, right? That person's come in to learn the whole business context, set everything up. And, um, and so then whenever we connected and I said, hey, like, what you really need to do is think about this as a capability, so let's put you through our training program, um, and learn how to playbook as a team. Now they— so they just finished. They have— I think the end outcome was, uh, 30% of the people that went through the program, which— think about in this company that size is pretty big— they're continuing to playbook. So they have playbooks that are already they're already used in their work, they're building more. The COO was like, this completely changed how we're even thinking about growing and scaling or looking at different roles. And it again was the momentum they needed more than, hey, let's work on that high ROI project we identified. They're still doing that stuff, but this was really the operational capability that they're now driving forward.

Can you explain how a company knows when something with AI has broken? I remember, you know, in the Zapier days when people would,, you know, link a couple of different applications together using this third-party tool and oh, the Zap broke. Like what, what does that mean today in the world of AI and how do you know whether some integration or agent has stopped working the way that you wanted it to?

So it depends what tool you use and set it up in. They all kind of work a little bit different. One thing that's probably worth naming is we have an approach we call own the playbook, rent the tech. So if you really start from the process and the playbook, that'll even help you think through this part of the problem. Um, if you were to run a playbook in something like Zapier, because they have AI features now, oftentimes you're still going to run into the same things of stuff that broke. And so you need somebody that's keeping eyes on that and managing it. Now, if you were to run it in, let's say, Claude or ChatGPT that have skills and agents baked inside, um, that's where you want to think about your process. Mm-hmm., in your playbook, just like a, a person and how you keep that person accountable, right? So I'll give you an example for us. Um, we have our agent doing, uh, most of its mission-critical work using ClickUp as its way for us to see what tasks are assigned to it, what the status is of the tasks. It has a status. It can say, I need help, that it runs into if it doesn't finish something, just like you would have and manage and hold a human accountable. Mm-hmm. You just do the same thing here.

Crazy.

Yeah.

All right, your typical employee or your ideal clients that you guys work with, what, can you describe those so that someone listening knows that's them and they should at least reach out to maybe have a discussion with you?

So from the company size and industry, we actually are quite agnostic. I would say if you have at least, 30% of your team is doing stuff in an office behind a computer, and I say that because there's a lot of businesses, you know, like construction that are on the field. We even have— we've had construction estimating teams go through our, uh, trainings and be able to use playbooks now to scale what they were doing. So, um, you know, it's really, uh, if you have a team, uh, set up around that, then there's a lot of opportunity for playbooks. And in terms of team size, we again also can work with a variety. We've had teams go through that are 5 people that have absolutely crushed. Again, we work with larger around like 80 or a couple hundred. And then even at the enterprise size, what we do is focus on a specific department and then are able to really get that department working well.

That makes sense. Years ago, oh God, you wouldn't even know this company. I was about to say I sold software to WordPerfect, but do you even know who WordPerfect was?

I don't.

Yeah. WordPerfect was Microsoft Word's original software for, that would've competed against Google or Microsoft Word. And then it was before Microsoft Word, it was before Google, a Google Doc. It was one of the biggest software companies on the planet, but I sold them some calendaring and task management and scheduling software before we had iCal and everything else. Right. But the whole company wasn't using it. It was one business area.

Mm-hmm.

And then it, we, we were trying to expand it. When you sell into a business area of an enterprise-level company, how do you control them so they don't need more features? You know how the salesperson always comes back and goes, oh, if we could just do this, you know, then they would join us. How do you control that project creep? Or how do you make sure those enterprise-level clients still go through your systems versus needing you to create new ones? Or do you iterate and create new ones?

So one thing that's worth knowing about our actual deliverables is we're delivering training live and async. We have coaching and feedback and review to make sure people really get this. And the outcome of somebody going through our program is that they have playbooked at least one thing in their work and gotten it successful and iterated on it. So that's what we're able to drive people to. So they're not using any of our internal proprietary tools or anything, which makes it a lot easier for us to plug in any tech stack we can teach your team how to playbook in. But then whenever we work with larger companies, the thing is, you know, and I'm pretty candid with people, is if you know the training path you want to go down, great, you should go down that and execute it. What we can speak on is what we've seen work. Mm-hmm. And, you know, as a result, we've iterated a lot and gotten a really tight program that we know drives results. And so we definitely work with people, but we're pretty strong on, hey, this is what's going to get the result and that's what we can deliver.

So the asynchronous training is kind of a self-guided online, you know, videos written, you have some tests and stuff and projects. Your industry is changing like every couple or 3 months. Are you guys having to update that training content as well to stay fresh, or does it stay mostly pretty fresh?

So because we are really teaching people how to think and we're teaching them systems thinking, operations, that kind of stuff, the majority of the content doesn't change and actually hasn't changed over the last 3 years of us doing trainings. So we've done trainings to individuals since really ChatGPT first came out. Came out and we're still using the same methods, not because we're stuck in methods, just 'cause they literally still are the best ways to think about this stuff. Um, but then we do update, you know, wherever we're doing, uh, demos and stuff in tools, we'll update that stuff, of course, as new tools come out. But that's kind of the, um, again, it's you're owning the playbook and renting the tech. It's really just a small part of what you actually need to learn. Um, and then of course we have our own playbooks that help us produce our courses, like You know, very fast and efficiently.

So, well, I wanted to ask, you'd mentioned, I think before we went live about a team training program that's coming up. What's that all about and how's that kind of work versus what you've been doing?

So, um, that's the launch program that I'm kind of talking about that we take people through that's been iterated on. What that is is a 4-part program can be done over 4 weeks or 8 weeks. And, um, every single week is designed to help Anybody on your team that goes through it, again, identify and then scope out what is the first playbook they're gonna do, write it, run it, test it, and iterate until it works.

Mm-hmm.

And that's the outcome of, um, the 4 weeks. And we have it again, really dialed in to be like the most direct path possible, you know, to, to get people there. So there is async content they can do on their own time. They also submit every single week. Where they're at with their playbook and they get individualized coaching from our team. So like, hey Cameron Herold, like awesome start on your playbook. You know, it'd actually be better if you thought about it this way, or, um, something we've learned is all this, you know, stuff, or you actually might have 3 playbooks here. Maybe we can help you like scope down or connect into the tools. Um, and so we're able to do that individualized coaching. And then we also have a live, uh, we call our Build Labs, which is like a practice session that people get even more support. Um, but yeah, we can take teams through that and they again, learn how to do it for themselves. The other thing I'll call out that's really important is you get a shared language about how do you think about this stuff. So, you know, you're in the meeting next week and you're like running into a problem. Hey, couldn't we playbook this? Right? And now it's like, that's the huge unlock.

I think that's gotta be one of the big value adds of AMP is that you are working to try to get the whole team to be at least thinking about project management the same, having that same, terminology internally inside the org. My guess is that most entrepreneurs want their employees to go through this, and the entrepreneur probably doesn't want to go through the training. Do you find that, and would you agree that it's important for them to actually go through it even if they're so ADD and bipolar they don't wanna follow the systems? But it's at least good for them to know the approach, is it not?

Absolutely. And it's just, you know, it's funny. I would say that's the minority of teams we work with. I actually, you know, I see a lot of leaders who are like, you know what, I may not have dug into AI yet, or I might have, you know, even potentially some fear or feeling like it's too technical or these different things. But knowing that as a leader, you have to be able to be in the weeds enough to then be able to be like, cool, here's the direction we're going. You don't need to be the best playbooker on your team, but people are always surprised of how actually easy it is once you—

Well, that's why I think framework, that's why I think they need to go through it. Like I had a discussion with Joe Polish. He's one of our partners in the CEO Alliance. He owns a group called the Genius Network. And I was a member for 9 years. And Joe would say that you have to become really, really good at copywriting and really good at squeeze. I'm like, no, you don't. You don't have to be good at all of these niches in marketing, but you definitely have to know they exist and you have to understand them well enough to come back to your team and go, hey, have we looked at this? Are we good at this? How are we digging into this? But no, you don't need to be the expert. But I think that's why the entrepreneur needs to go through this stuff is to at least understand exists, even if they're not necessarily the ones doing it right. Or you're saying, or you're saying that they're also starting to do it too.

So, 'cause I would say that's, that's the floor, right? But imagine, imagine this is easier than you think.

Yeah.

Now you have a totally new way to scale yourself and you have a new ceiling. I'll give you actually a personal example. So last week I got pretty sick and if, you know, as an entrepreneur, if you're so sick you're not working that day or you're pretty, pretty sick. And I, you know, but I have playbooks set up that run my everything around my responsibilities. So in the morning, whenever my computer, I typed one word, todaying. That's my like core playbook. And what it does is it then kicks off all these other playbooks around my sales task responsibilities, writing proposals. It rescheduled all my emails. It then prepped for stuff I had to do the next day. Then sent reports of our different, you know, metrics and registration stuff to Slack for the leadership channel. Like it did so much. Oh my God. And that was the first time that I've been sick and had this happen where I looked at it at the end of the day, I'm like, I don't even feel that much guilt today about not working because I actually got so much done.

Wow.

I, I'm— Imagine that, right?

Yeah. I don't even know. I don't know how to imagine that. I think this is like, we are absolutely living in the singularity right now.

I mean, it's insane.

I mean, if a company, if a company has not got AI or how do, how does a company or someone listening right now know they should at least open up a conversation with you and, hop on a call and learn more from your team? Like, because they might be going, oh yeah, we're using AI. Okay, but like, what else can they ask themselves to go, yeah, it's worth getting on a call with AMP to learn more?

So I would say if your AI usage and how you're thinking about the operations in your business are not yet the same conversation, then there's an opportunity there for you.

Interesting. Okay. You've heard of EOS, the Entrepreneurial Operating System based on the book Traction by Gino Wickman. It feels like those kinds of systems are now also being automated inside of orgs as well.

Like, are— Around like developing rocks and like Altana?

Yeah.

Yeah.

Yeah. And even, and even reporting on stuff. And, and can you, can you speak to companies that have actually used or that you guys have, have helped with so they can actually kind of AI-ify their, their EOS world or, or the way that they're operating their company?

So it's, yeah, it's interesting. And we're actually not released and published yet, but we're working on some stuff around this 'cause we've had a lot of integration between the two communities. 'Cause there are a lot of people in EOS who, you know, you have this operational rhythm. And now the way I would look at AI operations we're talking about is it's a new tool of how to execute way faster, right? So for even that, I'll even just say, imagine, you've set your rocks for the quarter. Okay, but if your rock is done 2 weeks into the quarter, you know, so it's just very interesting.

Yeah.

But the, you know, I think anything that's a process, even leadership and management itself, that's stuff that AI now can help with. And, you know, at least if you were to imagine you have, an unlimited resource of an assistant that can run around the company and do all the stuff that you wish you could do to run really well on EOS, those are opportunities for playbooks.

Awesome. All right, I know, I already know the answer to this question, but I have to ask it. You know, we've got Gemini and Groq and Perplexity and OpenAI's ChatGPT and Groq. Which one do we use?

So the key is any of them. Um, because, so we have a philosophy I mentioned, own the playbook, rent the tech. If you are chasing the tech or you feel like you have to be chasing the tech, there is a much easier way to think about all of this, which is the value of all these tools is actually what you're telling the tool to do. Right? And so if you were just slow down for a minute and you think about what am I trying to get AI to do, we even write our playbooks in Google Documents. We don't even write them or, you know, do the first drafts inside the tools themselves. We have them in a separate thing.

Yeah.

Because then you can run it in any of these tools and you don't have to be stuck in them.

I've said if you can't write a playbook or an SOP on a Post-it note, you're not thinking clearly enough. Like, it's really like the step-by-step instructions. Maybe you can't get super granular and detailed and provide—

At least the outline, right?

Right, exactly. Like the high level. What exactly are we doing in what order and thinking through that process. You talked about momentum versus projects. Can you explain what that is for us?

So tying back into what I was mentioning earlier around you can treat these like projects, but then they're, you know, they're stuck in this isolated way. You're not gonna get really the operating capability out of it. What we've seen as the way to get a team to really go the fastest with this stuff is actually to not even care about the ROI of the first, projects we work on, which I know is a crazy statement. Just do one. Just do one and try to do it fast. Yeah. Because then you're gonna, you're gonna learn and you're gonna feel that tactile sense, and then you're gonna be able to make way better decisions about what to do next and how to approach those bigger things.

Yeah.

Yeah. There's nothing worse than you just spent 3 months trying to AI-ify something that went nowhere when if you would've done one other small project that took a week. Then maybe you wouldn't even have gone after that project or you would've, you know, approached it differently.

Yeah, if you're riding a bike, just go for a ride. You don't have to decide where you're going yet. Just ride somewhere, right?

Totally, yeah.

That's kind of it.

Yeah.

Makes perfect sense. All right, Rachel Woods, you started Amp and you're crushing it with Amp. Give us a perspective on how fast you've grown this org and how many companies you're working with and what's one parting word you wanna leave for everybody who's thinking about AF, AI-fying their company?

Yeah, I mean, the demand for what we're doing is, I'll say, like, insatiable, because this is every company, every department needs this. And so I think what's been really great for us is because we have such a deep background in the foundation in this, we've been able to build on top of that really quickly. You know, we built a 7-figure agency in less than 12 months. On this, and then we've doubled in the last quarter. We've been doubling. Yeah, it's, it's been growing really healthily, I will say. And a big part of that is not only the team we have, but all of the AI playbooks that we've set up to support the team and make sure that we're growing in a sustainable way. Yeah, it's been really fun. And I think it's just 2026 has accelerated and it's just going to keep going.

It's going to keep accelerating. Yeah, we're just getting started. It's so, so early on. So what word of advice would you have for anybody wanting to AI-ify their company?

I'd say prioritize getting that momentum ASAP because if you're, you know, if you're looking at, okay, well maybe it's a Q4 priority or Q1 priority, this does take time to learn, right? It takes time to roll out into the org. And so it's not like you can just turn it on as a switch and everybody else who, I mean, there's, there's companies who've been, uh, getting momentum for the last 3 years. Those are the ones that are, Crushing it. Light ahead, right? And so, yeah, I would just start getting serious about this as soon as possible so at least you can get that momentum and learn how far you need to go and then pace yourself, yeah.

Well, I'll leave every listener with this thought. If you're thinking about when to call AMP, if the rate of change outside your business is greater than the rate of change inside your business, you're out of business. So I would get on a call with AMP right away and find out how they can help you train up your team, put in all the processes and playbooks in place so that you can AI-ify your business so that you actually are ahead of that curve and surfing it instead of getting kind of crushed by it. Rachel, thanks for sharing with us today. Really appreciate it.

Thanks so much. And I'll say too, you know, I also just as a business owner, I'm here to be an ear and support. And if anybody wants to talk about this stuff, you know, welcome to be a resource.

Awesome. Thank you. I'll see you in an upcoming David Bathroder event too.

Awesome. Sounds good.