From Copilots to Agents: Rebuilding the Company Around AI

What It Covers

Carlos Garcia Otati, founder and CEO of KAVAK, details how his used car marketplace serving Latin America and the Middle East transitioned from 10,000 employees and 300% growth to a leaner AI-first operation, where agents now handle 90–95% of customer interactions across four vertically integrated business lines.

Key Questions Answered

• •Copilot tools fail at adoption: KAVAK built AI copilot tools for employees in late 2022 and found staff simply did not use them. The fix was replacing copilots entirely with agents deployed directly into customer-facing funnels — starting with the hardest problems first, such as loan underwriting and post-breakdown support, not generic customer service.
• •Expect one year of flat growth during AI transition: KAVAK went from 300% annual growth to zero growth in 2023 while restructuring around agents. Output KPIs — sales, purchases, financing — deteriorated before recovering. The strategy required committing to a single funnel with no Plan B until agents reached parity, then moving to the next funnel.
• •Build for the next model, not the current one: KAVAK's engineering philosophy targets future model capabilities rather than optimizing for today's. Once an agent reached 1.5x human performance in a funnel, the team stopped refining it and moved on, trusting that model improvements would compound gains without additional engineering effort.
• •97% of company value is created after year 15: The most durable businesses compound value through daily 1% friction reductions for users, not breakthrough moments. KAVAK tracks this by noting that 40% of its buyers are purchasing their first car ever — a direct result of solving financing penetration, which sits at 5% in Mexico versus 90% in the US.
• •Annual CEO self-firing exercise: Garcia Otati formally fires himself each year, writes a job description for the ideal CEO of the next phase, then evaluates whether to rehire himself. The process forces identification of what to stop doing, what new skills to build, and what the company's stakeholders — employees, investors, family — actually need from leadership at that stage.