Stampli is an intelligent procure-to-pay platform that connects procurement, accounts payable, vendor management, payments, and employee spend. Its Deep Finance™ product turns data flowing through that platform into executive spend intelligence for CFOs, VPs, and other leaders. Launching Deep Finance meant product development, positioning, design, communications, enablement, and operations all moving in parallel on a fixed timeline, while design resources and outside contractors were already committed to other priorities.

The marketing team used Codex to connect product context, meeting notes, decisions, and messaging guidelines into a shared system. With OpenAI tools, they compressed an estimated 243 hours of production work into about 77, while keeping full human review and final approval on everything customer-facing. That launch became the clearest example of a pattern running through Stampli’s product marketing team every day: using ChatGPT Work and Codex together to keep product knowledge current, surface business insights, and move ideas to market faster.

Deep Finance moved from an initial prototype demo to a public go-to-market launch and first shipped product in about six weeks. With design resources and contractors committed elsewhere, the team used Codex to turn evolving product decisions into review-ready assets across a seven-part blog series, launch emails, a webinar and its supporting deck, social and paid creative, a PR Newswire release, the Deep Finance web page, and sales enablement materials. Codex also helped create the launch’s hero animation through exploration, iteration, and packaging, handling roughly 90% of the polished animation work before a contractor finished the opening scene and final format. Across that defined workflow, the team estimates the launch would have taken 243 modeled active role-hours without Codex; with Codex it took 77, saving 166 hours and running 3.16x faster.

The infrastructure behind the launch is the same system Stampli relies on daily. Keeping product materials current used to require interviewing product managers, reading Jira tickets, reviewing GitHub, and working through meeting notes. The team then had to translate that into help center articles, presentations, one-pagers, and other assets. Stampli has automated much of that with a GPT-powered system that gathers information from product systems and meeting notes, then keeps materials up to date. The same automations let the team create content at greater scale. Agents connected to the company’s source of truth produce website and social material; Melad Zahedi, Director of Product Marketing, says it has multiplied output by 10x, putting out hundreds of pieces weekly where it was limited to a couple before.

ChatGPT Work also helps employees bring business context into important decisions. Zahedi uses GPT-powered automations as a “second brain” to organize information across a meeting-heavy schedule, preparing with context and understanding what is needed. In one executive meeting, a question came up about metrics stored across HubSpot and other systems. An employee used Codex to retrieve and analyze the data during the call—something Zahedi said would have taken the FP&A team half a day to report on and model; it took about 20 seconds of keystrokes.

The time saved lets product marketing spend less time reconstructing context and more time advising leaders on product and company strategy. The team became more involved in advising VPs and C-suite on corporate and product strategy. ChatGPT Work also acts as a thought partner: employees deepen knowledge, brainstorm ideas, create stakeholder personas, and test recommendations before presenting to leadership. Teams across product, marketing, customer success, sales, and enablement are using ChatGPT Work and Codex to take ideas from prototype to launch. Zahedi estimates the process took about six weeks with OpenAI tools, where it previously would have taken months or quarters.

Looking ahead, Stampli is exploring how to apply the approach across more products, workflows, and go-to-market programs. Zahedi sees the larger opportunity as expanding what employees believe they can take on, noting that curiosity and trying everything first through ChatGPT can unlock latent capacity across the organization.