Slip Robotics

Slip Robotics didn't invent a robot arm. They invented a floor that moves. Slip's robots load and unload a trailer in about five minutes, where a forklift takes upwards of an hour, with no dock modifications, special trailers or IT integration. John Deere, GE Appliances and Nissan run Slip in 24/7 operations.

Slip is creating its category. Every enterprise buyer has to move from “Wait, the floor moves?” to “We need this at every dock we run.”

Build one AI-enabled GTM system, not six tools. Market signals, account intelligence, relationships, content, customer proof and CRM activity, reinforcing one another, and a team that can run it without us.

The question: how do you give a lean team more capacity to create a category, without separating the work from the people whose judgment makes it credible?

Myosin embedded two builders, Salo and Shayna Stewart, building with Claude and Claude Code. Before anything went live, we recorded eight baseline measures, from cost per meeting to speed-to-lead.

• Market activity into revenue signals. An intent engine watches for buying signals, scores every account for company fit and product fit, and routes the strongest to an AE briefing, a BDR queue or a nurture path.
• Leads into informed follow-up. Conference leads are checked against live deals, segmented by recency and enriched to reveal the buying committee.
• Relationships into real paths. Opt-in LinkedIn exports become a searchable map of warm paths. The system never sends the message; the person who owns the relationship decides.
• Expertise into market education. A leadership voice pipeline starts from each leader's documented voice and a weekly signal radar, with a quality gate that rejects generic writing.
• Customer results into compounding proof. One approved fact base per customer drafts a case study, video script, carousel, one-pager and ad concepts.

Everything lands in a data layer Slip owns, beside its CRM.