Today, Day AI officially moved to general availability. As we reflect on the progress the team has made since we invested, I want to talk about what happens when AI stops being a productivity tool and starts being a thinking partner.
The Call That Started It All
When Christopher O’Donnell called to tell me he was thinking about what to build next, we offered to invest on the spot. No pitch deck. No due diligence. Just an immediate yes.
Why? Because Christopher is one of the most brilliant, visionary product leaders I’ve ever worked with. There’s no one better positioned to build an AI-native CRM — no one who understands the customer as deeply, who has lived in the problem space as long, or who can see around corners the way he does.
That conviction has only grown stronger.
Throwing Out the Old Playbook
Day AI is a new paradigm for CRM; “Schema-less CRM” is a way to think about it. A context now, structure later / anytime kinda thing.
In the past, adopting a new CRM meant months of careful scoping. Painstaking implementation plans. Change management. The whole enterprise software dance.
Now? Just dig in.
Create an assistant, ask it how to get started. No training required. Start exploring.
Surfacing talent: We’re running a search for a Head of IR and Capital Formation. I asked Day AI: “Who do we know that we should hire for this role?” It returned five exceptional candidates. Four were people we would have loved to hire but knew weren’t available. The fifth is — and we’re now in active discussions. That conversation would never have happened through traditional sourcing.
Surfacing hidden expertise: We needed to identify neural decoding experts for a new project — both inside and outside our portfolio. Day AI surfaced names we never would have identified on our own, people whose relevant expertise was buried in meeting notes and email threads from months ago.
Creating institutional knowledge on demand: I asked Day AI to scan my meeting recordings and internal conversations to create a Q&A document for our investors. The questions it generated were spot-on. The answers reflected our culture, our values, our strategy — and the way we actually talk about our firm. Not corporate boilerplate. Our authentic voice.
None of these use cases were on a feature roadmap. They emerged from simply asking questions and being surprised by what was possible.
In a world where AI makes anything possible, we’re not limited by technology, we’re limited by our own ideas.
That’s the beauty of Day AI. It helps you break out of the boundaries of your own thinking by surfacing insights you didn’t know existed.
When Your Entire Stack Lives in One Place
Something profound happens when your full internal tool stack and whole firm’s context is accessible in one place. The analysis that used to need a data team and a two-week turnaround is now at your fingertips.
If you’re moderately technical, you can build even more powerful applications on top of it. If you’re deeply technical, the sky’s the limit.
This is the democratization of organizational intelligence — not in a buzzword way, but in a “I just asked a question and got an answer that would have taken three people two weeks to compile” way.
The New Mental Model
We’re at the very beginning of understanding what’s possible when AI has full context on your work, your relationships, and your organization’s collective knowledge.
The old mental model — AI as a faster way to do existing tasks — undersells the opportunity by orders of magnitude. This isn’t about doing the same things more efficiently. It’s about doing things that were never possible before.
It’s about asking questions you wouldn’t have thought to ask.
It’s about making connections across thousands of conversations that no human brain could hold simultaneously.
It’s about turning your organization’s accumulated wisdom into something accessible, actionable, and alive.
Day AI isn’t a productivity tool. It’s a new way of thinking — one that expands what you’re capable of by expanding what you can know.
We can’t wait to see what you build with it.
Sarah Hodges