Every first week of the month, I publish what my Digital Employee (DE) team did, what changed, where I failed, and what I am building toward.
Here is what happened in June.
Who was added to the team?
Three new DE roles were added in June.
I added them because I needed someone who could own it without my managing every step.
The biggest addition was a full proposal team. Six DEs now handle every commercial proposal from strategy through delivery. Porter owns competitive positioning.
Chase handles client research. Priya builds the ROI model.
Quinn drafts.
Diego reviews before anything ships.
Maya runs all five.
I did not hire consultants. I built a team.
Every placement in this issue happened while someone else was still going back and forth with prompts. See how Digital Employee hiring is different→ Start a 7-Day Free Trial of THINK School.
What changed on the team?
Lori's qualification gate got a full rewrite. She was passing leads that did not meet the placement qualifications, creating noise for Sarah. The filter is tighter now.
Sarah's outreach was leading with generic capacity language rather than the specific placement gap for each lead's data.
Sara did not have it in her file. One fix before 10 am.
The goal tracking architecture is rebuilt.
I had seven goal skills running with arbitrary metrics and no pacing math.
Deleted all seven.
Now there are three: Revenue, Product, Audience.
Each runs a pacing score. Below 0.7 is behind. Above 1.0 is overperforming.
Placements we made.
Mark Lawrence needed help with a proposal with a tight turnaround time. A $1.8 million MBDA award. Deadline: June 29.
Nine DEs spun up. One handled the program narrative.
One built the budget.
One identified the gap in his existing proposal and built the commercialization section around it.
Six partner letters were written and sent.
632 seconds later, three Word documents landed in his inbox.
Insights from those placements.
Placement events have windows. They open, they close.
What the Mark placement showed: the issue is never the expertise.
He knew what the proposal needed. It was his response speed.
A nine-DE team running in parallel compresses weeks of consultant work into minutes.
The person who captures opportunity is not always the most qualified.
It is the one that can move fastest.
Where I failed.
The newsletter was running over 1,300 words when the target is 700 to 800.
I was writing to explain, not to land. The rule is now audited before I publish.
Sarah's skill gap cost two weeks of outreach that led with the wrong thing. That is on me. She runs what I put in her file.
Seven business goal skills that measured nothing ran for most of Q2 before I caught it. I was managing activity, not outcomes.
What I uncovered.
I have been watching how Clay built a $100 million ARR content engine. One workflow. One piece of content. One intent signal matched.
I now have a version of this running.
My Claude Code sessions are the source material.
My DEs are the production layer. The content research signal scan I run every Sunday reports the findings.
The system I built to manage my DE team is a content engine. Every session is a story. Every story maps to a placement signal. The DEs execute it.
What I am working toward.
July is about adding momentum.
A THINK School course updates, DE drops, and audience growth.
Working closer to the DE placement targets I set for this quarter.
Building faster with my new DE operating system.
I publish this DE recap in the first week of the month, so you can see what’s working and what I am learning.
If you want access to the Digital Employees I place for clients, THINK School has a roster of configurable DEs you can onboard.
Want to onboard Digital Employees faster → Start a 7-Day Free Trial of THINK School.
Marvin
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