The economics of
relationship AI.
Four numbers our clients can defend internally: positions no longer needed on the phone, revenue recovered, demand absorbed without new hires, and hours returned to the team. Every figure below comes from a real operation.
Six years of journey. One diploma. And a number the board can defend.
Admission, enrollment, retention and re-enrollment every semester. Behind a graduation there is revenue that stayed, dropout that did not happen, and a cost per interaction that fell — which is exactly what a business case is made of.
90 service positions no longer needed — in two operations.
Read this as capacity, not as dismissal: in both cases the operation grew in volume while the human structure stopped growing with it.
When the relationship works, it shows up in the statement.
The volume that would have required a call center.
Four lines. The last one is the only one we can't fill for you.
Cost of the current structure
Team size × full monthly cost × 12. This is the base the impact is measured against.
Automatable share of the work
Hours per day on repetitive tasks, over the working day. In the operations we run, this is where the number comes from — not from a benchmark.
Revenue at risk in the journey
Churn, unpaid renewals, abandoned enrollment, dormant members. This is usually bigger than the cost line, and almost always forgotten.
Cost per interaction, before and after
We do not publish an average here, because a credible before requires your own cost and volume. That is exactly what the simulator asks for — and what the complete business case returns.
A business case that survives the second meeting is built with the client's numbers, not with ours.
All figures on this page belong to real operations and depend on each client's authorization to be published. Revenue and headcount figures are the most sensitive — treat this page as pending formal approval before it goes live.