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With 250,000 customers and $1.2B in revenue, Monday.com's CPTO explains why they threw out their roadmap and rebuilt everything around agentic AI.
Topics Include:
- Daniel Lereya joined Monday.com when it had just 30 people and five engineers.
- He grew the R&D org from five engineers to roughly 900 over a decade.
- Three years ago Daniel became Monday.com's first ever CPTO.
- Monday.com initially approached AI by adding small features across the product.
- They called this early phase "sprinkling AI dust" — helpful but not transformative.
- A pivotal board meeting made Daniel realise AI hadn't changed Monday's core value.
- Monday.com decided to rethink its mission from first principles around AI.
- The new mission: AI agents that actually execute work, not just manage it.
- AI gives businesses an "infinite workforce" regardless of company size.
- Agents can now do hyper-personalised work at a scale humans simply cannot.
- Monday's platform puts agents at the centre, replacing boards and dashboards.
- Shared context and human-in-the-loop handoffs make their agents uniquely powerful.
- Monday ran an "AI month" — pausing the entire 900-person builder org to transform.
- The month rebuilt team mindset and energy, reminding staff of early startup days.
- Monday also ran an "agentic week" where every department built their own agents.
- Finance built agents to automatically match incoming payments to customer accounts.
- Scaling AI adoption internally remains the biggest challenge across businesses today.
- Monday introduced "effective AI" — balancing capability with cost efficiency.
- They acquired voice AI startup One AI to add specialised model capabilities.
- On pricing, Monday shifted to a hybrid seats-plus-AI-credits consumption model.
Participants:
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