Building an AI-powered team & why narrowing our ICP doubled our win rate (w/ Guido Schmitz)

A lot of SaaS teams are adding AI to their stack and hoping it shows up in output. This episode is about what it actually looks like when you build the whole workflow around it and why the thinking behind it matters as much as the tooling.Guido Schmitz is the CTO and co-founder of OneTeam, a mobile platform that helps hospitality and retail companies connect, engage, and develop their frontline workforce. They've been building for 11 years and are shipping faster than ever without growing headcount to do it. In this conversation, we get into how they use AI across every department, how they think about product quality and delight in B2B software, and what actually happened when they stopped selling features and started selling outcomes.🧠 What you'll learn in this episode:0:00 - What Love at First Try is about and who it's for0:55 - How Guido started OneTeam at 19 and what problem they were solving5:24 - Who OneTeam is built for and why the ICP is so specific10:30 - What the employee experience looks like before OneTeam, and why onboarding matters more than most companies think17:10 - The €3,000 cost of losing an employee and why reducing turnover by 1–2% pays for the tool many times over19:23 - The aha moment for new employees: introducing yourself before your first shift and getting welcomed by colleagues21:57 - How OneTeam thinks about empty states, animations, and the small details that make B2B software feel less like a chore25:30 - The growth challenge that comes with building a multi-product platform and how messaging for a broad product is genuinely hard26:11 - How going from feature selling to outcome selling and narrowing the ICP doubled their win rate34:32 - The SaaS apocalypse debate and why vibe coding your way out of a $100/month subscription usually doesn't make financial sense40:55 - How OneTeam adopted Cursor two years ago and why they're seeing roughly 7x the code volume per developer42:16 - How Guido uses Lovable to prototype feature improvements and get real customer feedback in two to three days44:26 - The agentic workforce running in Slack: a marketing agent, product agent, engineering agent, analyst, and sales ops agent — and what each one actually does46:23 - The error-monitoring agent that researches bugs, proposes fixes, runs tests, and opens pull requests for developer review47:22 - The competitor intelligence report that lands every Monday morning — and why it would have taken five or more people before1:01:34 - The mental model behind it all: ask what you'd do with 10x the team, then figure out if you can do it agentically1:05:34 - How AI is changing the design process, and why the idea is now the constraint — not the execution💡 Actionable takeaways from GuidoSteal these quick wins:1. Start your agentic setup with one scoped job, not a big rolloutA good entry point is a single, specific job like a competitor intelligence report that runs every Monday morning. Define what the agent should look at, what it should extract, and where it should drop the output. Build confidence there before you add more.2. Give new employees a social introduction before their first shiftOneTeam built a feature where new hires introduce themselves on the company's social timeline before they even start, and colleagues respond with a high five or a welcome message. It's one of the strongest early signals of belonging you can create, and it costs almost nothing.3. Narrow your ICP before you touch your messagingIf your win rates feel stuck, the problem might not be how you're describing your product. It might be who you're describing it to. OneTeam went from "any company with non-desk employees" to a very specific type of hospitality brand. The messaging got sharper because the audience got sharper. 4. Flip the question when thinking about AI and headcountInstead of asking "what can AI help us with?", ask "what would we do if we had 10x the team?" Then figure out which of those things can be done agentically. OneTeam is processing thousands of prospects a week with an agent that would have needed five or more SDRs before. The constraint isn't capability. It's imagination.