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Revenue Execution
Future of Work
AI Native Sales Teams
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Who are you, and what do you do at Overpath?
I've always considered myself a backbencher. Scored minus five in my engineering entrance exam. Now I'm Head of AI at an AI sales company.
Okay, so how did that happen? Short version: I failed my way into software, then into a master's, then into a PhD that I left halfway to build a company. That company, Shoden AI, shut down in 2025. Most of the team ended up at Overpath, and so did I. I'm the Head of AI. We are building Molly, an AI teammate for sales reps and managers.
My piece is the brain: the agents, the knowledge graph, and the deal context she reads from the CRM and the calls. Basically, I make sure she knows the deal before she says anything about it.
What does a typical day look like for you at Overpath?
No two days look the same, but there's a shape. Let me give you a good one and a bad one.
Good day: standup finishes on time, everyone is unblocked before lunch, and a design partner tells us Molly saved them hours.
Bad day: our LLM provider throttles us, Molly goes quiet, and the whole day becomes that one problem.
The reason I like this job is that both days are real. One, the team: I unblock people. Two, customers: I sit on calls and hear what actually breaks. And three, the build: that's the part I protect, because that's where Molly gets better.
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What's the biggest problem Overpath solves right now?
The enemy is admin. The hero is selling. And I build the thing that moves the admin off the rep. Think about a rep's week. CRM updates, call prep, follow-up emails, a Friday call to walk 40 or 50 deals. That is hours of work that earns no revenue. And the manager, meanwhile, has no real-time view of any of it. Molly does the admin: prep before the call, follow-up after, CRM kept honest. The rep sells. The manager sees the pipeline as it is, not as it was last Friday.
What moment are you most proud of during your time at Overpath?
Two weeks before launch, we were logging about 40 bugs a week and fixing 30. The backlog was 60 to 70. Looked like we were not going to make it. We called it the biggest stress in the company.
So we did something boring. We categorised everything into 10 sections, built test variants for each, and worked the board live. The launch landed in the middle of it, and by 2 October we'd gone from about 1,000 test variants to about 100 real bugs.
I'm proud of that week because it wasn't magic. It was a team taking a mess, sorting it into pieces, and shipping anyway.
We're not done. The team has since grown with new engineers and a designer, and shipped agents, integrations, CRM hygiene and an Execution Center. I'm proud of the code. But I'm more prouder of the people with whom I'm working with.
Fun fact about you.
Everyone thinks I'm chaotic. I plan every trip door to door. I mean it. Leave the house at this time. This train to the bus station. This bus to the airport. Coffee before the flight. When we land, where we go, whether we check in straight away, whether we need a daily or weekly transit pass. Then the whole thing in reverse, back to Dublin and home. It's funny, because people expect the opposite. But it's the same instinct I use at work: take a messy process, break it into pieces, and make each piece boring.
