I think I love diio

From a leadership perspective, Catalina Le Blanc, Head of Sales at Buk, had already identified a structural problem: a significant portion of sales managers’ time was being spent on administrative tasks that pulled them away from the most important part of their role. Taking notes, transferring them to the CRM, reconstructing what had happened in a meeting after the fact. diio made it possible to free up that time and use it for something far more valuable: thinking strategically about each client and each opportunity.

But the impact didn’t stop there.

What the team starts to say

When a tool truly becomes part of day-to-day work, feedback begins to surface naturally. And when different people start expressing similar ideas, something becomes clear.

Within Buk’s sales team, feedback about diio repeatedly takes the form of comments like these:

“It reminds me of everything that was left pending after the meeting.”
“The recommendations are very good, at the level of a senior sales manager.”
“It allows you to be 100% focused on the client instead of taking notes.”
“I have feelings for diio… I think I love it a little.”

There’s no technical language and no grand promises.
What comes through is everyday experience.

What appears is not excitement about a new tool, but relief: less mental load, more focus, and greater clarity about what to do after each conversation.

Feedback that supports, not judges

nother pattern that strongly emerges from the team’s feedback is the role diio plays as a constant source of support. It doesn’t replace the leader or human conversation, but it does add context, continuity, and judgment.

That changes the nature of feedback within the team.

It stops being sporadic or reactive and becomes part of the normal flow of work. Feedback becomes more frequent, more specific, and fairer, because it’s grounded in what actually happened in each meeting, not in partial memories or subjective impressions.

For leadership, this means being able to support more effectively.
For the team, it means feeling supported rather than evaluated.

Resting in order to think better

Time savings show up across the board (around two hours per person per week) but the real value isn’t just in the time itself. It’s in what that time is used for.

The team describes it clearly: relying on artificial intelligence for operational tasks makes it possible to devote more energy to strategy, analysis, and decision-making to doing the work that truly requires human judgment.

When feedback flows both ways

Catalina Le Blanc’s perspective and her team’s feedback complement each other.

From leadership, there is greater visibility and stronger management capacity.
From the team, there is focus, structure, and a genuine sense of support.

At that point, feedback stops being an uncomfortable moment and becomes a permanent layer of commercial work.

At Buk, that experience ultimately came to be described in very simple terms: diio works like an additional senior sales manager, always available.

And when feedback is built this way, with real context and shared judgment, improving results stops being an external demand and becomes a natural consequence.

If you’d like to hear this experience directly from the leadership perspective, you can watch Catalina Le Blanc’s testimonial here:
‍