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Scope drives the number, not seats. The useful comparison is not against a salary, it is against the work that currently does not happen at all.
Published January 27, 2026
We do not publish pricing, and it is fair to be annoyed by that, so here is what actually determines it and how to think about whether it is worth doing.
What does not drive it is seats. Pricing a system like this per user makes no sense, because the point is that it works without anyone sitting at it.
The instinct is to compare against a salary: is this cheaper than hiring another person. That framing usually understates the case, because the relevant alternative is not a person doing this work. It is the work not happening.
Nobody is currently answering your phone at 11 PM. Nobody is following up with the lead who went quiet three weeks ago for the fourth time. Nobody is chasing the invoice that is nineteen days overdue. Those are not tasks being done expensively, they are tasks being skipped, and the cost of skipping them is invisible.
Our calculator will do the arithmetic, and it deliberately shows every assumption because the assumptions are the interesting part. Its inputs are yours: how many inquiries currently go unanswered in a week, what a closed customer is worth to you, how many qualified inquiries turn into meetings, how many meetings close.
It contains two figures that are assumptions rather than measurements, the recovery multiplier and the meeting rate, and both are shown to you with the reasoning. We would rather hand you a transparent estimate you can argue with than a confident number you cannot check.
If the result only looks compelling with optimistic inputs, take that seriously. Put in pessimistic ones and see whether it still works. A case that survives pessimistic inputs is a case worth acting on.
On your side: the time to gather policies, the time to approve wording, and the attention to read transcripts for the first two weeks. That last one is real and it is not optional. Budget a few hours a week for someone who knows the business.
There is also an ongoing maintenance cost that nobody mentions. When your pricing changes, your documentation has to change, or the agent will keep giving the old answer accurately and confidently. That is a process change, not a software problem.
Low contact volume is the clearest case. If you get five inquiries a week and answer all of them within the hour, there is no gap to close and you should spend the money elsewhere.
The other case is a business whose value is genuinely in the individual relationship at every touchpoint, where a customer speaking to anyone other than their named contact is itself the problem. That is rarer than people claim, but it is real, and we would rather say so on the call than six weeks in.
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