Your team
Not one AI assistant.A team builtaround the work.
Auto Agentic brings together 106 specialist agents across 7 teams. They work with approved dealership data and knowledge, coordinate across defined workflows, and bring decisions back to the people responsible for making them.
Specialists do the work. Orchestration keeps it coordinated. People remain in charge.
Why specialization matters
A dealership is too complex for one general-purpose assistant.
A single day of dealership work crosses departments, systems, data formats, policies, permission levels, risk thresholds and decision owners. A general assistant can produce an answer. It does not know how the work should be divided, checked, governed and moved through the store.
- Different departments
- Different systems
- Different forms of data
- Different policies and knowledge
- Different permissions
- Different levels of risk
- Different decision owners
One general assistant
One broad context
Everything competes for the same window of attention.
One response path
The same route regardless of what the request actually is.
Limited separation
No clear division of responsibility between kinds of work.
Hard to verify
Difficult to assign expertise, checking or an owner.
Outside the workflow
The answer arrives in a chat window, not in the work.
Useful for a question. Not a way to run a process.
A coordinated agent team
Specialized roles
Each agent covers one bounded set of responsibilities.
Relevant knowledge
Approved sources and tools scoped to that responsibility.
Defined ownership
It is clear which part of the work belongs to whom.
Coordinated sequence
The steps run in an order the dealership agreed to.
Checks and challenge
Outputs are reviewed against policy and evidence.
Human review
A named person decides and the action lands in the workflow.
Specialization, grounding, coordination and review are what make the work reviewable — not the number of agents.
Complex work becomes more reliable when the right specialists work together, with someone accountable at the end of it.
How your team is put together
The right intelligence, assembled around the task.
Every workflow starts with something the dealership needs done. The architecture decides who works on it, what they are allowed to see, who checks the result and who signs it off.
Team architecture
From a dealership need to an approved action
Please noteNot every workflow uses every layer. Simple, low-consequence work runs with fewer steps; anything touching money, a customer or a system of record carries the full review and approval path.
- 01
Dealership need
A request, a signal or a defined workflow
A person asks something, a system reports a change, or a governed workflow runs on its schedule.
- 02
Orchestration
The work is understood and sequenced
The orchestration layer reads the request, establishes what is actually being asked, and sets the order the work should run in.
- 03
Team coordination
The relevant team is organized
A pre-built team for a recurring workflow, or a group assembled across functions when the problem does not fit one.
- 04
Specialized agents
Specialists do their part of the work
Research, analysis, operational and production responsibilities, each drawing on approved dealership context inside its permissions.
- 05
Review and verification
The output is checked before anyone sees it
Permissions, policy and evidence are checked, conflicting findings are surfaced, and work that does not hold up goes back for revision.
Human decision
A named person reviews, decides, redirects or escalates.
Nothing consequential leaves the workflow without an identified owner approving it.
- 06
Approved action and learning
The approved action runs, and the evidence is kept
The work lands in the system your people already use, and what happened is retained as governed evidence so the process can be measured and improved.
Pre-built team
A recurring, governed workflow uses an established team, an agreed sequence and a named owner. Most production work runs this way.
Dynamic team
When the question does not fit an existing workflow, appropriate specialists are selected for it. The same permissions, review points and decision owner still apply.
01 Dealership need: A request, a signal or a defined workflow. A person asks something, a system reports a change, or a governed workflow runs on its schedule. 02 Orchestration: The work is understood and sequenced. The orchestration layer reads the request, establishes what is actually being asked, and sets the order the work should run in. 03 Team coordination: The relevant team is organized. A pre-built team for a recurring workflow, or a group assembled across functions when the problem does not fit one. 04 Specialized agents: Specialists do their part of the work. Research, analysis, operational and production responsibilities, each drawing on approved dealership context inside its permissions. 05 Review and verification: The output is checked before anyone sees it. Permissions, policy and evidence are checked, conflicting findings are surfaced, and work that does not hold up goes back for revision. Human decision: A named person reviews, decides, redirects or escalates. Nothing consequential leaves the workflow without an identified owner approving it. 06 Approved action and learning: The approved action runs, and the evidence is kept. The work lands in the system your people already use, and what happened is retained as governed evidence so the process can be measured and improved. Pre-built team: A recurring, governed workflow uses an established team, an agreed sequence and a named owner. Most production work runs this way. Dynamic team: When the question does not fit an existing workflow, appropriate specialists are selected for it. The same permissions, review points and decision owner still apply. Not every workflow uses every layer. Simple, low-consequence work runs with fewer steps; anything touching money, a customer or a system of record carries the full review and approval path.
The functional teams
Specialized around how dealerships actually operate.
Seven teams, drawn from one published library. Each is organized around a kind of dealership work rather than a piece of software.
Analytics & Research
7
Establishes what actually happened before anyone argues about it.
- Reading performance movement against an agreed baseline
- Turning source records into one set of numbers
- Checking a claim against the evidence behind it
Example specialists
- Anna — HR Analytics and Data Management Specialist
- Danika — Research Analyst
- Daria — Research Analyst
Often works with: Finance & Strategy, when a number has to turn into a decision
Explore Analytics & ResearchOperations
37
Carries the routine work between systems and people so it stops living in someone's head.
- Documenting and standardizing how a process is meant to run
- Mapping the customer journey across departments
- Preparing the briefing, summary or pack a meeting needs
Example specialists
- Aidan — Futures/Foresight Implementation
- Alyssa — Project Manager
- Anders — AI Expert
Often works with: Analytics & Research, when a process problem needs measuring
Explore OperationsSales
7
Supports the people who handle leads, conversations and deals.
- Profiling and prioritizing leads for follow-up
- Coaching on objections, structure and cadence
- Preparing the review a sales manager runs the week from
Example specialists
- Ami — Persuasion Expert
- Dana — Leads Profiler
- Declan — Sales Coach
Often works with: Content & Creative, when the follow-up has to be written
Explore SalesService
4
Supports the people side of the drive: performance, conduct and working relationships.
- Preparing performance conversations with the evidence attached
- Working through conflict and employee-relations situations
- Keeping people administration consistent across the store
Example specialists
- Eliza — Employee Relations Specialist
- Maddie — Conflict Management Coach
- Percy — Performance Management Specialist
Often works with: HR & Training, when a performance gap is a training gap
Explore ServiceContent & Creative
26
Produces the written and visual work a store publishes, in the store's own voice.
- Merchandising, email and campaign copy to an agreed standard
- Holding brand and OEM voice requirements consistently
- Reviewing and editing before anything reaches a customer
Example specialists
- Addison — Social Media Writer
- Alexa — Growth Marketing Strategist
- Avery — Brand Voice Style Guide Creator
Often works with: Sales, when a follow-up sequence needs writing
Explore Content & CreativeHR & Training
8
Supports hiring, onboarding, training and the development of your people.
- Role-specific onboarding and training material
- Coaching and development planning
- Recruitment support and organizational design
Example specialists
- Arin — HR Expert
- Ava — Leadership Coach
- Cameron — Total Rewards Specialist
Often works with: Operations, when new process needs new training
Explore HR & TrainingFinance & Strategy
17
Turns performance and spend into the case behind a decision.
- Budget reads and variance explanation
- Measurement, planning and business cases
- Policy and compliance review before something is committed
Example specialists
- Betty — Budget Analyst
- Desi — Workshop Designer
- Emilia — Email Strategist
Often works with: Analytics & Research, when the case has to survive scrutiny
Explore Finance & Strategy
The teams are specialized.The foundation they work from is shared.
Team names describe the kind of work, not a department chart. Some specialists sit in a team whose name is broader than their day job — the profile always states the actual responsibility.
Coordinated intelligence
One dealership question can require several kinds of expertise.
“Why are service appointments falling, and what should we do next?” No single specialist answers that. Here is how a team works it, and where it stops for a person.
- 01Signal
Booked appointments drop against the agreed baseline
Approved appointment, capacity and customer-contact records show a change worth explaining, rather than someone noticing it three weeks later.
Governed workflow monitoring
- 02Assemble
The coordinating layer picks who is needed
A performance read, a process read, a customer-journey read and a policy check. Each one is a different responsibility, so each one goes to a different specialist.
Orchestration layer
- 03Investigate
Specialists work their part in parallel
Zoe reads the performance movement. Scarlett examines where the booking process is breaking. Jonah maps where customers drop out of contact. Magnus checks the documented procedure against what is actually being done.
Zoe · Scarlett · Jonah · Magnus
- 04Challenge
The findings are tested before they are believed
Conflicting evidence is surfaced, unsupported conclusions are sent back, and anything that would touch a customer is checked against store and brand policy. This reduces weak reasoning reaching a decision-maker; it does not guarantee a correct answer.
Review step · Vera, compliance review
- 05Synthesize
One recommendation, with the evidence attached
A single short read: what changed, the most supported explanations, what each would take, and which sources the conclusion came from.
Coordinating specialists
- 06Decide
The service manager chooses what happens
They can accept it, reject it, ask for a different cut, or escalate. The decision is theirs and it is recorded as theirs.
Named decision owner
- 07Act and measure
The approved change runs and is measured back
The agreed action lands in the workflow your team already uses, and the result is measured against the baseline that triggered the question.
Governed workflow
The agents are not chatting with each other. Each one has a defined responsibility inside a workflow the dealership agreed to, and the sequence ends at a person.
More than the agent count
The capability comes from the system around the specialists.
An agent on its own is a capable helper. What makes it dependable inside a dealership is everything wrapped around it.
01
Specialization
Agents are designed around distinct responsibilities instead of asking one general assistant to cover every kind of work.
02
Orchestration
Work is divided, sequenced and coordinated across the specialists a task actually needs.
03
Dealership grounding
Agents work from approved dealership data, documents, policies, systems and operating context — not general assumptions about how a store runs.
04
Retrieval and knowledge architecture
Relevant information is retrieved from governed sources at the moment of the task, rather than relying only on what a model was trained on.
05
Model flexibility
The orchestration is LLM-agnostic. An approved model is selected for the task on capability, security, deployment and workflow need — inside the agreed architecture, not switched at random.
06
Review and verification
Outputs can be checked against policy, permissions and the evidence behind them, and returned for revision before they reach a decision-maker.
07
Traceability
Where a workflow supports it, the output shows the sources and evidence used, so the person deciding can inspect the reasoning.
08
Permissions and governance
Each agent receives only the access, tools and action boundaries approved for its responsibility.
09
Human accountability
People keep decision rights, approvals, escalation and responsibility for consequential action.
Grounding and review are designed to make work checkable and accountable. They do not make an AI system incapable of being wrong, which is exactly why a person signs off.
Your context
A specialist is only useful if it understands the business it is working inside.
The difference between a generic answer and a useful one is context: your policies, your process, your numbers, your brand requirements, your history.
What a specialist can work from
- Dealer-owned data
- Corporate knowledge
- Policies and procedures
- Role-specific documentation
- Brand and OEM requirements
- Historical performance
- Defined business rules
- Workflow context
- Approved external information
- 01
Knowledge
What the dealership already knows and has agreed.
- 02
Context
What is relevant to this workflow, this rooftop, this role, this decision.
- 03
Retrieval
How the right information is brought into the work at the moment it is needed.
- 04
Citation
How the person can look at the evidence behind what they are being told.
- 05
Permission
What that agent is allowed to reach, and what it is allowed to do.
What your business learns stays yours.
Dealership information stays inside the boundary that produced it, governed by your permissions. It is not pooled across clients or resold, and what you build remains exportable in standard formats.
How the boundary is designedHumans firmly in the loop
The agents do not replace accountability.They make it visible.
Every governed workflow names who owns it before it runs. That is a design requirement, not a policy statement added afterwards.
Agents can
- Retrieve approved information
- Analyze defined inputs
- Compare evidence
- Draft recommendations
- Prepare outputs
- Monitor specified signals
- Complete approved workflow steps
People
- Set objectives
- Define acceptable boundaries
- Supply operational judgment
- Review consequential outputs
- Resolve ambiguity
- Approve or reject action
- Own the decision
- Remain accountable for the result
AI drafts.People decide.
Named decision owners
Agreed before the workflow goes live.
Review points
Placed where the consequence justifies them.
Approval requirements
Mandatory on money, customers and systems of record.
Escalation paths
A defined route when something is outside the agreed boundary.
Auditability
A record of what ran, on what evidence, and who approved it.
Training
The people who own a workflow are trained to run and challenge it.
Not every step needs a signature. The level of review is matched to the authority and the risk of the work — a routine summary and a customer-facing commitment are not treated the same way.
The agent library
Meet the specialists behind the teams.
Search the published library, filter by team, workflow role or capability, and open any specialist for its responsibilities, the context it works from and the human approval point attached to it.
Workflow role
“Decide” is not an agent role. The decision belongs to the named person who owns the workflow.
Capability
What the specialist contributes, regardless of which team it sits in.
106 agents
Start with the work.We'll assemble the intelligence around it.
Explore the result
What you getUnderstand the method
How we do itAsk about a workflow
Ask Auto Agentic
Prove, don't pitch.Every next step is earned.
Ask the advisor
Which team would run in your store first?
Tell the advisor where the work is piling up and it will name the specialists that would cover it, and what it would have to prove before it went live.