Slide 1 of 4
Start here, and read it as an operating model
Not as a category description. The rest of this track is the practical consequence of one idea: agents do the repeatable work, humans manage the last mile.
RevTech Launchpad
ReadLesson 1 of 6Understand the model
Start here: the operating model
Get the operating model clear enough that the rest of the track has something to attach to, particularly the division between what agents carry and what people keep.
12 minBeginner
Part 1 of 2
Why this is the first thing in the track
Everything else in Launchpad is downstream of one idea, and reading the practical lessons without it produces a person who can work a queue without knowing why the queue is shaped that way. That person copes for a fortnight and then hits the first case the instructions do not cover.
The concept page is the argument in full. What this lesson adds is the reason it sits at position one and what to carry out of it, because you are not reading it as background. You are reading it to answer one specific question by the end.
Part 2 of 2
Read for the division of labor
The section to slow down on is the one describing what agents carry versus what people keep. It is the load-bearing distinction in the whole model: agents do the repeatable work and humans manage the last mile, which means work reaches you assembled rather than finished.
Hold that against your own week as you read. The question to answer by the end is which parts of your work are repeatable assembly (research, gathering context, drafting from known material) and which are judgment you would not want handed to anything. That answer is the input to the next lesson, and it is also the honest personal version of the ROI argument the leaders track makes at an organizational level.
- The line between assembling work and deciding it
- Why your CRM stays the system of record while RevTech becomes the system of work
- Why governance is presented as a feature rather than a constraint
Now read the concept
What is Agentic GTM?
This lesson is the orientation. The material itself lives on its own page, kept in one place so it stays current everywhere it is referenced.
Key questions
You should be able to answer each of these from memory before opening it. Recalling the answer is what makes it stick; recognizing it when you read it does not.
What is the distinction the rest of this track depends on?
Agents do the repeatable work; people manage the last mile. Work arrives assembled rather than finished, which is not the same as work disappearing.
What should you be able to answer before moving on?
Which parts of your own week are repeatable assembly (research, gathering context, drafting from known material) and which are judgment you would not hand over. The next lesson builds on that answer.
What to take away
- Agents do the repeatable work; people keep the judgment. Everything else in the track follows from that line.
- Read the concept page for the division of labour, not for the technology.
Teach this lesson
The argument in 4 slides, for presenting it to your team
Slide 2 of 4
What to look for while reading
- The line between assembling work and deciding it
- Why the CRM stays the system of record
- What governance is doing here, and why it is not an afterthought
Slide 3 of 4
The distinction that does the most work later
Prepared is not the same as done. Almost every misunderstanding in the first month traces back to expecting work to disappear rather than to arrive further along.
Slide 4 of 4
By the end you should be able to say
Which parts of your own week are repeatable assembly, and which are judgment you would not hand over. You will use that answer in the next lesson.
Demo
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See agents carry the repeatable work of GTM across sales, marketing, customer success, and RevOps. Every action prepared, reviewed, and recorded. Fictional data, real product.
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