This plan describes how AWDG builds and owns an agentic operating system across all four dealer groups — a system that resolves customer crises autonomously, eliminates administrative overhead through natural attrition, and creates a structural competitive advantage that no competitor can replicate without years of operational data.
This is not a technology project. It is a retention strategy and a workforce transformation. The technology is the means. The outcome is a dealership that farmers do not leave.
Jack Dorsey's Block cut 4,000 of 10,000 employees this week — 40% — and explicitly named AI as the reason. His CFO stated: "We see an opportunity to move faster with smaller, highly talented teams using AI to automate more work." Dorsey's prediction: most companies will make the same move within a year. The roles being eliminated at Block — customer support, operations coordinators, compliance reviewers, data entry — are structurally identical to the roles being eliminated here. The technology is the same. The only variable is the industry.
A farmer with a broken combine during harvest is not evaluating dealerships. They are in crisis. The dealership that resolves that crisis in under 3 hours — autonomously, at 2 AM, without a phone call — earns a relationship that no competitor can buy back.
This system is the infrastructure for that relationship. It does not show up on a satisfaction survey. It shows up in 15-year retention rates and in the fact that when a competitor opens a new location 40 km away, the farmer does not switch.
Administrative roles at every branch exist because humans are required to move information between systems. Agents move that information faster, more accurately, and at a fraction of the cost.
The strategy is attrition. When a service writer leaves, do not hire a replacement. The agent is already doing the work. 196 positions absorbed over 6 years. No forced departures. No culture damage. $15.0M in annual savings.