Grw AI

First SF Grw AI team Friday drinks...or the cover of the hottest album of 2026 📸

5x more efficient. 3x more effective... That's how one of our customers described what happened to their sales team after they rolled out Grw AI. Their words, their math. Ray the GM from SorbTech, sent me this after running a training session with their sales team: "Just did a training for my sales team on how to use Grw AI to its best abilities. BLEW THEM AWAY. Especially the workflows and best practices for reviewing their pipelines and preparing for the day's calls. I called it a force multiplier. 5x efficiency gains and 3x effectiveness gains, soft calculations of what we had before Grw versus what we're seeing now. I can only imagine these numbers increasing as implementation continues." The team are now able to run the fundamentals consistently with Taylor, our AI teammate's help. Pipeline review and call prep, the two things every rep knows they should nail and most run out of time for. Make those sharp across a whole team and the gains compound fast. Then, the skies the limit. What would 3x more effective look like on your team?

We built an AI that runs sales teams. Then at the start of 2026 our own pipeline got messy enough that I had to take my own medicine. I'm the GTM co-founder at @grw_ai. Between selling, customer success, fundraising, hiring, finance, product etc. etc. our CRM drifted into exactly the state I post about in January this year. Stale deals. Optimistic close dates. Opps that hadn't moved in weeks. Taylor called me out. She flagged the stale deals in our pipe, then tidied them up for me. She pushed me to revisit our closed lost opps. One of them is now a live deal again. She surfaced patterns in who actually buys from us that reshaped our own ICP thinking. Getting managed by the thing we built is humbling. But it proved the point: Pipeline decay isn't just a discipline problem. It's a bandwidth problem. It happened to the person who literally sells the cure. If it happens to us, it's happening quietly across your 20,30,50+-rep org right now. Be honest: what's the deal you "feel good about" that hasn't moved in 3 weeks?

A RevOps leader at a 40-rep org sent over notes from their first two weeks with Grw AI. Can't name them yet. Week one: "This is so awesome. I set up a workflow that automatically enters the team's activity in Salesforce. I gave it rules, tested it, and it looks really good." A RevOps leader automated activity capture themselves. No engineer. No build project. No three-week integration. Rules in, tested, deployed across the team. A few days later: "Got a few other users added and feedback is great. One of the reps had Taylor give her a deep dive on her at-risk deals. She was feeling overwhelmed and stuck, and it gave her a place to start with a task list." ROI from AI isn't a prettier dashboard. It's a RevOps leader who shipped automation before lunch instead of filing a ticket. It's a rep who was overwhelmed and stuck, now walking in with a clear place to start. That's the bar. Everything else is software. What would your team actually do with an extra operator who never sleeps?

Every pipeline has zombie deals. The ones reps swear are warm but haven't had real buyer activity in weeks. They feel good because nobody's said no yet. But "no" was never the risk. Silence is. A deal with no buyer activity in 41 days isn't warm. It's fossilizing. And it's sitting in your forecast making the number look healthier than it actually is. The uncomfortable part: optimism is half the job. But optimism is also exactly why zombie deals never get called. The leaders who forecast well stopped asking "how's it looking." They ask "when did the buyer last do something." Different question. Much more honest answer. That's why we built Taylor. It catches the silence reps talk themselves past, flags the zombies before they hit your commit, and coaches the rep on how to re-engage or qualify out - not just an alert for you. Actual support for them. Be honest: how many deals in your pipeline haven't moved in 30 days?

We hired Jacob a year ago. No degree. No big logo. We bet on him anyway. Best call we've made. He ships faster than seems humanly possible. He learns quicker than anyone I've worked with. He already owns the hard parts of our product. And he's wicked smart without taking himself seriously. The guy is genuinely hilarious. Half the team is laughing on any given day because of him. That part matters more than people admit. On a small team, the culture is the people. Jacob makes ours better every day he shows up. Credentials are easy to screen for. This stuff isn't. Bet on the person. Happy 1 year, mate.

Every sales leader has the same problem. The size just changes. Selling solo? You're too busy closing to inspect your own deals. Nobody checks your blind spots. Managing 3 reps? You're coaching, but you're also still selling. Something gets half your attention. Managing 6? You can't listen to every call. Deals slip and you don't notice until it's too late. Managing 10+? You're not coaching. You're firefighting. Pipeline reviews cover 10% of your deals. The rest is a black box. Different stages. Same problem. Not enough bandwidth to run every deal properly. The ones who figure this out early don't wait for it to break. They build systems that inspect every deal, prep every call, and follow up on everything. Whether they have time for it or not. The ones who wait find out at the worst possible moment. Usually quarter end. How are you solving the bandwidth problem today?

When they made you Head of Sales, they forgot to mention the job description. Sales manager. Coach. Forecaster. Recruiter. Rep on the biggest deals. RevOps, because there is no RevOps. And therapist every Friday afternoon. That's not a leadership role. That's 7 jobs wearing a trench coat pretending to be one. And the worst part? The thing that actually moves the number - coaching your reps, running your deals properly -is the first thing that gets squeezed out. Because you can skip a coaching session. You can't skip the board deck. You can push back a pipeline deep-dive. You can't push back the candidate interview. So the most important work becomes the most optional work. Every single week. That's why we built Taylor. Not to replace any of those 7 jobs - to make sure the most important one actually happens every day. Sound familiar?

Sales teams don’t need more dashboards. They need the work done. Prep before every meeting. Follow-up after every call. Pipeline hygiene nobody has time for. Coaching that slips when leaders are stretched. CS handover notes when deals close. SOWs ready to send. RFP responses. That’s not a tool problem. That’s a bandwidth problem. Drew, Head of Sales at Klear: “Taylor is crushing it for our team. The new workflows are absolutely awesome!” What he’s describing isn’t a feature. It’s Taylor running the operational work that holds a sales team together. Every deal. Every day. Without anyone remembering to do it. The best sales teams don’t work harder. They have systems that do the work nobody has time for.

Here are the links for each role: - Founding Growth Lead: app.onliftoff.com/s/NZmDlE - Founding AE: app.onliftoff.com/s/7zyUpN - Founding CX Lead: app.onliftoff.com/s/SoI2VR You can also learn more at grw.ai/careers

We're hiring 3 founding GTM roles in San Francisco. Today we're 7 people. We ship every day. Engineers join customer calls every week. AI is the reason 7 of us can ship like a team of 30. Founding Growth Lead - find the channels that work, then scale the GTM engine. Founding AE - close SMB sales teams in a fast, PLG-assisted motion. Founding CX Lead - own the entire post-sale experience. Drive product utilization. A few things that are true here: - Everyone talks to customers. Including the engineers, every week. - We ship every day. No quarterly planning theater. - AI runs through every workflow we have. If you treat AI as "a thing you try sometimes," this isn't the seat. - We're a Kiwi team in SF. We work hard, we don't take ourselves seriously, and we have a lot of fun along the way. In office. Founding equity. $8,475 referral bonus for any successful hire you connect us to. Apply: CV + short video to alex@grw.ai. Links to all three roles in replies.

Most pipeline reviews are theater. A sales leader managing 8 reps has 80-200 deals in flight at any time. The weekly review covers 10. The ones the rep wants to talk about - not the ones quietly dying. The deal stuck in "negotiation" for 6 weeks with no next step? Skipped. The new opp that got created and forgotten? Never mentioned. You walk out thinking you know where the pipeline stands. You know where 10% of it stands. The rest is a black box until the forecast falls apart. It's not that leaders don't care. It's that there aren't enough hours to deeply inspect every deal across every rep. So they sample. And sampling gives you a false sense of control. Pipeline reviews don't need to be longer. They need to be unnecessary. The inspection should happen every day, on every deal, whether anyone has time for it or not. That's what separates teams that hit forecast from teams that explain why they missed.

3 founding GTM hires at Grw AI. SF. In office. We just closed our seed. PMF is in. Customers from high-growth startups to US public companies. The job is to scale what's working. Founding Growth Lead - full funnel. The job right now is experimentation, not optimization. Founding AE -first sales hire. Sales-assisted PLG. Two-week free trial, you close during it. SMB, fast cycles. Founding CX Lead - owns activation, adoption, retention end-to-end. Product-utilization driven, not ticket-volume driven. True across all three: - You'll use AI tools daily and we expect serious leverage from them. If you think of AI as "a thing you try sometimes," this isn't the seat. - You'll work directly with the founders. - You'll write the playbook your successor inherits. - You'll join a small team operating at a genuinely high bar. - Meaningful founding equity. Know the right person? $8,475 referral bonus per successful hire. Links in replies. Apply: CV + a short video to alex@grw.ai.

Individual experimentation is a sign your team wants AI to work. Team-wide adoption requires AI that actually does the work. Most sales orgs are still at step one. They just don't know it yet. That's why we built Taylor - to actually do the work.

The test: Ask your team to show you the AI workflow that survives them leaving. If the answer involves a personal account or a saved prompt, you don't have AI adoption. You have a flight risk dressed up as innovation.

Your sales team isn't using AI. Yes - there's a #ai-experiments channel. Your top AE has ChatGPT open all day. Ops built a GPT for call summaries. That's not adoption. Here's the difference.