If you're interested in creating an incredible product, training cutting-edge models, or building at-scale infrastructure, feel free to connect and send a message.

Archie Hollingsworth

One year ago, we had $1M ARR, three staff, and a part-time SDR in Harry Stebbings.

Since then, we’ve grown by over 3000% and very deliberately hired a world-class founding team.

Why?

Building AI-native products requires obsession and deep care for the user experience.

It is not about layering AI on top or adding more buttons. It is about showing up quietly and exactly when a user needs help.

That team gives the three of us the space to focus on what we do best. 

Obsessing over building the most thoughtful product experience possible.

If you live in your inbox, we would love to meet you, whether you use Fyxer or not.

Matthew, Richard, and I are doing interviews every week. 

If you are in London, we can meet in person. Otherwise, we can jump on a call. 

Comment if you would like to chat and we will reach out.

[Me, Matt and Rich 1 year ago]

One of the disadvantages of founding in the UK is the negative mindset wired into most people.

When you’re ambitious, you’re often met with skeptical questioning. Playing it safe and being considered right is celebrated over being bold. We have a culture of people looking to find the hole in your plan.

Very rarely do people challenge you to be more ambitious. I can count on one hand the number of people who did this before we launched. It feels amazing when someone does. 

You’re taught that if something good goes your way, it means something bad is just around the corner. This is so unhelpful. You don’t have a finite number of wins.

People will often reference their own failures or their friends’ failures instead of building you up with positive energy.

There’s an overemphasis on: 

“What if this doesn’t work?” instead of,  “What if it does?”

I want us to change this narrative, as it’s hurting us so much.

Are you being ambitious enough?

Last year, New York was a satellite office. It’s now transitioning into our central hub for the company, alongside our offices in San Francisco and London.

We spent the past week with our founding US team. 

Our cultures won’t be identical, but we share the same values: moving unreasonably fast, doing whatever it takes to win, and challenging conventional thinking.

[Walking with Matt and Rich, Jan 25]

The view from our HQ could be confused for Hogwarts.

We take a moment each day to walk and talk here as we experience growth you see once in a generation. Over 3,000% last year.

We’re hosting a private evening in 2 weeks to share openly with 12 of the most ambitious engineers who want to hear from and speak privately with our team.

DM me if you’re interested.

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Just opened my Secret Santa.

The Cowboy is wise.

Don’t dwell.

Focus on what you can control.

Execution solves everything.

Gerry Hill 🚀

One of about 50 humans on the planet who can get cold calling working for your profitable growth company| "the most articulate human in Rev Tech." | Alliances

Regional Vice President - EMEA

ConnectAndSell delivers a week's worth of live business conversations in one hour. Really. Conversations On Demand. Transform how you go to market so you can dominate your market.

So much frustration sits between your highly paid sales rep, and the conversations they need to have to drive market dominance for your company. I eliminate all the waste, every frustration and the excuses which prevent your sales reps from using the phone effectively, or from even using the phone at all.

Dynamic market entry role, guiding and shaping a successful go-to-market to European market requirements.

TitanX has just raised $27M in Series A from Updata Partners. Needless to say, we are delighted.

Last week I was in New York with Joey Gilkey, and Justin Middleton watching them grind, getting this over the line, through the final stretch of an extraordinary amount of DocuSigns, lawyers, and mountains of legal work. 

The odd thing was not the paperwork. It was that in between it all, we were still doing the actual job. Talking to customers. Delivering a POV on the market to some of the world's most senior GTM leadership. Fixing real problems. Getting them more access to their market.

That contrast stayed with me. When I reflected on the trip with my wife. This is just the steel to put on solid foundations

This financing does not create the idea. It confirms it. The market already spoke. 300+ delighted customers have been telling us the same thing in production, every day. 

This investment is just that signal showing up in institutional form.

I have been watching this idea form for the better part of five years. I was close to the invention point and was one of the very first users of a "Phone Ready Lead". If you live in this world, the logic has been obvious for a long time.

In outbound, we argue endlessly about tools and process instead of asking a very boring question. Are we actually talking to anyone?

The list. The message. The rep. That is the craft. But we have built an entire industry around everything around it. SEPs. Dialers. Engagement layers. Dashboards. Activity thrash.

The Theory of Constraints is simple. Every system has one thing that limits it. Fix that, and everything else gets easier. In phone-led sales, that thing is the connect rate. If you cannot get a human on the phone, nothing else matters. Not your copy. Not your training. Not your CRM. You are just very busy.

I have spent most of my career in this world. I built ConnectAndSell in EMEA. Spent years inside teams trying to make outbound actually work. I have watched companies spend a lot of money going faster inside a system that was broken at the first step.

Ryan, Justin & Joey Gilkey saw that and decided to fix the actual problem.
Not by helping reps dial faster. By telling them who will actually answer.

That is Phone Intent. Here is the part people underestimate. When you remove the excuse layer, you bring responsibility back into the room. When you can reliably reach the market, the list matters. The message matters. The rep matters. Results start to look a lot more like choices and a lot less like luck.

This funding means we now get to scale what customers already proved. More data. Better models. More coverage. Faster learning.

It also means what I watched last week in New York becomes normal. Building the company and serving customers at the same time. This is not a feature release. It is a fundamental change in what outbound can be.

And yes, I am hiring.If you want to work on the hard parts of making outbound actually work, you should talk to us.

Gerry Hill 🏌️🚀

VP, Customer Strategy | A world authority on B2B outbound calling | Systems ​> Headcount | Making the business phone work again

4 am start.

Flying to New York today.

Four customer meetings lined up, a full day of internal work with the TitanX  leadership team, and in the middle of that, finally getting both our team and one of our customers’ leadership teams in the same room for the first time.

Which is slightly mad, given how much we already do together.

Somewhere post-COVID we quietly decided that travel was “optional” and Zoom was “basically the same”.

It isn’t.

At the same time, it feels like the market is slowly coming back to the fundamentals again, including cold calling.

Not as a growth hack. Not as a tactic. But as the fastest way to get thick, intimate feedback from the real world.

Face-to-face is part of the same muscle.

Not for vibes. Not for culture. But because certain conversations move faster, resolve cleaner, and actually change what happens next.

What’s interesting is that both travel and cold calling now sit in the same bucket. Slightly unfashionable, deeply effective, and massively under-used.

We’ll happily spend seven figures on tools to squeeze a few more points of efficiency out of a system, but hesitate to do the simple, effortful things that collapse months of ambiguity into days.

In a world where market coverage and execution are still the real constraints, time-to-trust isn’t a soft concept. It’s a throughput constraint.

Genuinely looking forward to a very full, very useful few days.

We keep arguing about whether email or voice is “more efficient”. Its the wrong argument.

Let’s start with the dull bit; the maths.

Basic telephone-quality voice runs at about 64,000 bits per second. Over 30 seconds, that’s roughly 240 kilobytes of data.
A typical business email is about 1 kilobyte of text.

So, in purely literal terms:

30 seconds of voice ≈ 240 average emails (by data volume).

Already, that should give you pause.But the real advantage of voice is not that it moves more data. It’s that it moves better data. 

Email is a thin medium. It carries symbols.
Voice is a thick medium. It carries symbols plus intent, confidence, hesitation, urgency, authority, warmth and doubt.

You can send 240 emails and still not know what the other person thinks. You can spend 30 seconds on a call and know exactly where you stand.

That is why voice is not just a channel. It is a superior B2B ad unit.

An advert is not there to transmit information. It is there to change a mind.

A 30-second voice interaction does what no amount of text ever can: it collapses uncertainty. It creates belief. It forces a decision.

So the honest framing is this:

In bytes, 30 seconds of voice is a few hundred emails.

In persuasion, it is in a different category entirely.

Email is a filing cabinet. Voice is a sales conversation.

And if you’re serious about outcomes rather than activity, you already know which one actually works.

Three days in NYC. Six customer meetings. A couple of AE and CS interviews, because if you’re there you may as well do the real work.

The consistent theme was uncomfortable but clarifying: a lot of dial tech has become an expensive distraction. It promised leverage and delivered noise — brittle integrations, dubious data, and a strange organisational habit where “we’ve bought the platform” quietly becomes the strategy. Nobody thinks they made a bad decision, but plenty of people are staring at unchanged numbers and wondering why.

Face to face is a game changer again. In person, the performance drops away. Execs don’t talk about adoption or roadmaps; they talk about outcomes. You find out very quickly that reps are working around the tools, ops teams are babysitting workflows, and managers are reporting on activity while hoping nobody asks too many questions about actual conversations.

The real damage isn’t just inefficiency. It’s the destruction of momentum. Not effort. Not intent. Momentum. The simple, fragile ability to move cleanly from list to connect to conversation to meeting to next step without the system getting in the way. Most dialers don’t protect that flow. They interrupt it. They create drag where there should be acceleration.

We’re done being polite about it. The dialer industry has been selling activity while calling it productivity. If the tech can’t reliably produce more real conversations and preserve momentum, it isn’t a growth tool. It’s a tax.

And that’s exactly why we’re building the post-customer programme the way we are. Not as a victory lap and not as training theatre, but as a momentum reset. Strip out what’s not working, quantify the cost of drag, rebuild the motion around throughput, and make the whole thing durable enough to survive real life instead of just looking good in a deck.

NYC didn’t give me more ideas. It gave me more certainty. Momentum is the product. Everything else is decoration.

*** HIRING ***

The market is drowning in tooling that optimises admin and calls it “productivity”. 

More dashboards. More fields. More “activity”. Meanwhile the only scarcity that matters in outbound is unchanged: real conversations per hour.

So we’re hiring three roles that sit right in the engine room of that reality working with me and supporting customer strategy:

1) Technical Solutions Consultant (Pre-sale + first 14 days).

 Not support. Not internal RevOps. This is the person who walks into a messy Salesforce / HubSpot + SEP + dialer stack, finds the truth fast, scopes it cleanly, and then makes TitanX show up in the places customers measure outcomes. They stop us selling unicorns. They make onboarding predictable, not artisanal.

2) Technical Account Manager x2 (Post-pilot optimisation).

 We don’t “install software”. We embed an outbound operating system. These TAMs own the post-sale strategy: adoption, workflow tuning, performance gains, expansion readiness. Customers shouldn’t stagnate after onboarding; they should compound.

If you like environments with high standards and zero tolerance for “that’s not my job”, you’ll fit right in. 

Typically we work well with operators. People who have seen first hand the damaging nature of the problem we solve for, who are passionate about the value of the business telephone, and have led and built B2B sales development teams and systems.

We run on The Standard: Empty the Tank, Own Your Shit, Be The Shoulders, Plan & Play To Win, Hold Your Ground.

Remote roles, but you’ll need to operate confidently in US Eastern time.

If you’re the kind of operator who can be calm with customers, ruthless with root-cause, and allergic to excuses — DM me.

 If you know someone who is, tag them and I’ll owe you a favour (payable in gratitude and/or violent enthusiasm).

I was in a call this week with a team that genuinely wants to be exceptional… but they’re playing the game on the wrong setting.

They’re chasing “500 dials a week” because that’s the mandate. So they do the logical thing: they optimise for the number. They dial anything with a pulse. They hit the activity target. Everyone gets to feel productive.

And then leadership asks the stupidest question in revenue: “Why isn’t pipeline going up?”

Because you set the bogey as dials, not conversations.

Let’s kill the “scoring is abstract” idea while we’re here. Scoring isn’t a vibe. It’s not a badge. It’s not “AI”.

It means: these are the people most likely to pick up the phone.

That’s it.

If your list is full of people who won’t answer, you can do 5,000 dials a week and still get nowhere. You’re not building pipeline; you’re building wrist pain.

What I watched on that call was top-of-funnel confusion in its purest form:

Mix “likely to pick up” prospects with “never pick up” prospects
Don’t track which is which
Measure reps on dial count
Then argue about tools when results are muddy

It’s madness. But it’s common madness.

So here’s the fix, in plain English (English, English, not that horrible American English Ryan 🏋️☎️ Reisert):

Change the bogey.
Stop rewarding dial tones. Reward conversations.
 Stop running mixed lists. 
Call the “will pick up” list first.
 
And follow up like a professional, because timing is where meetings come from.

If you want exceptional pipeline, stop managing activity like it’s 2009. Manage outcomes like you actually mean it.

Ten years in cold call science and economics. I heard the term "strategic dials". A lot. '000's of companies, '00'000's of sellers.

I still do NOT understand what the holy fu*k a "Strategic dial" is.

Help me out

There are secrets hidden in ringtones. The kind that tell you whether your outbound motion is real, or whether you’re just generating activity until the CRM feels busy enough to stop asking questions. Everyone wants to argue about scripts, personalisation, “better openers”, and now of course the latest AI glitter. Fine. That’s downstream. The first gate is deliverability, and deliverability is measurable — you can literally hear it.

When it’s off, it goes weird. Snap-to-voicemail patterns. Inconsistent ringing. Calls that never quite land like a normal person calling a normal phone. Teams immediately invent buyer-behaviour fairy tales: “they’re always in meetings”, “nobody answers anymore”, “the market’s changed”. No. Your traffic is being treated as suspicious and routed accordingly.

This is why the AI-assisted PAD wave winds me up. They sell “scale” as if the phone network is a neutral pipe. 

It’s a reputation system. Push machine-shaped volume through VoIP plumbing and banks of numbers, and the carriers respond like grown-ups: they filter it. Identity churn, cadence fingerprints, volume spikes, short attempts — even when the rep is legitimate, the pattern looks like spam. Your AI opener never even gets a hearing. Now for the bit that matters: the maths.

If you’re not managing to the maths, you’re managing to vibes.

I don’t care how many dials per hour you brag about. I care about connect rate and conversations per hour, because that’s the only honest throughput currency. 

We’ve always framed it simply: if you’re not getting a conversation every 4–5 minutes when you’re in flow, something upstream is broken. That “something” is usually deliverability or data hygiene. Garbage in, garbage out; and yes, the garbage includes poisoned caller identity.

Here’s the harsh reality: outbound is a probability chain, and deliverability sits at the front like a bouncer. When deliverability drops, your cost per conversation quietly explodes. Then your pipeline per hour collapses. Then someone sets a heroic SQLs-per-month target to compensate. Then the team burns out trying to “work harder” inside a system that’s being throttled at the network layer. That’s not a coaching issue. That’s physics.

Human-assisted PADs can be fine when they’re disciplined; stable caller identity, controlled numbers, sensible pacing, a motion that still looks human. They reduce dead time without torching trust. AI-assisted PADs too often confuse automation with permission. They optimise what demos well and ignore the constraint that governs the whole system.

So if you’re evaluating outbound tech, stop asking “how much activity can it generate?” Ask how it protects deliverability at scale. Make them answer with mechanics, not marketing.

If they can’t, you’re not buying pipeline. You’re buying a faster way to purchase silence. And the ringtone will tell you the truth weeks before your CRM does.

Look in the comments for the how to run your own maths here...

AI + Outbound. We all gasped at the possibilities. But the reality, for most, is it has not been a success yet. Especially the "AI SDR", or as I like to call it, steroid enhanced email spam. 

Where there are glimmers of hope in AI exploitation is in the infrastructure of outbound execution. The unsexy bits. The glue. But, there is still massive risk. Not risk in bodging a process, but actual, regulatory risk. 

No more so than anything which provisions illegal dialling.  

Any weakness in your controls stops being an edge case and starts being a trend line. I’m quoted in an article today on AI-powered sales calls in the UK. The takeaway for CROs and RevOps is blunt: the tooling isn’t the risk; the operating model is. If your compliance posture still relies on “monthly admin” and good intentions, AI will simply help you fail faster.

The first failure mode is list governance. TPS/CTPS screening is still treated like a box-tick exercise; sporadic uploads, stale files, inconsistent suppression. At low volume you can get away with it. At higher volume, you manufacture violations.

The second is the false comfort of “GDPR compliance”. UK GDPR and PECR aren’t competing frameworks; they’re stacked. GDPR governs data use. PECR governs whether you’re allowed to make the call. You can do everything “right” on lawful basis and still break the law by calling a number you shouldn’t; legitimate interest doesn’t override TPS/CTPS restrictions.

The third is blurring “AI-assisted” and “automated”. That line matters. AI can prompt, summarise, and help with next steps; it should not be the thing that decides who gets called and when. Human-led has to mean human control.

If you want this to scale safely, think in controls, not scripts. Continuous TPS/CTPS plus internal DNC enforcement (automated, ideally via API), abandoned call rate monitoring with guardrails (Ofcom’s 3% threshold exists for a reason), documented human-in-the-loop rules, DPIA triggers when you’re profiling/decisioning at scale, and behavioural monitoring that treats opt-outs, complaint spikes, repeat attempts, and unusually short calls as operational signals.

If you’re rolling AI into outbound this quarter, don’t ask “is the tool compliant?” Ask whether your controls still hold at 10x volume. That’s the difference between scaling conversations and scaling risk.

The winners won’t be the teams who can generate more activity. They’ll be the teams who can prove they deserve to have the conversation in the first place.

Open article: What UK Companies Really Need to Understand About AI Powered Sales Calls by ibtimes.co.uk

What UK Companies Really Need to Understand About AI Powered Sales Calls

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