Teaching herself to build the tools mobility has been missing.

Ask Kimi where relocations go wrong and she skips the horror stories for one word. “Alignment.”

“What are the expectations of the business? What are the expectations and the needs of the employee? How informed and aligned are all of your providers in getting this relocation through, meeting the business’s needs while supporting the employee?” The failure mode is narrower than it looks. “Where it fails is when someone has expectations and the experience doesn’t deliver against them.” So the job, as she defines it, is “making sure everyone who needs to be involved is aligned every step of the way, and that everyone’s expectations are realistic.”

Kimi is not an engineer, which is exactly why this part of her story matters. She has started teaching herself to build small AI agents around the repetitive parts of mobility work. “Before, if the workload kept growing, my instinct was, ‘Okay, do we need another headcount?’ Now my instinct is, ‘Could an agent do this?’” The point isn’t cutting people. “Not because I’m trying to replace people, but because so much of the work we do is administrative. If I can automate that, it frees me and my team up to spend our time on the strategic work and the human conversations that actually matter.”

It is how she approaches her own job now. “Anytime I find myself doing something repetitive, I ask, ‘Should I keep doing this, or should I build an agent?’” The work she is comfortable talking about publicly is intentionally practical: taking admin off her plate, flagging what needs a human look, and giving her more time to partner with the business and support employees. The guardrails come first. “Obviously, in HR you have to be incredibly careful. We work with sensitive employee information, so privacy and security come first.”

That restraint is what makes the story more interesting, not less. She is not pitching a grand theory of AI replacing mobility. She is doing the operator version: find the boring thing that steals time, build a small tool around it, and use the time you get back for the conversations a model should not be having.

For all of that, Kimi draws a hard line. “This role is human first and it should remain that way. AI is never going to replace the phone call you make to an anxious new hire.”

The human work isn’t only the emotional part. It’s also “sitting down with business leaders and hiring teams, understanding what they’re actually trying to accomplish, and giving them practical recommendations for how to get there.” They could ask a model. “They’re not going to get the tried-and-true answer they’d get from an in-house expert who knows the company.”

For all the process, the part Kimi keeps coming back to is the person. “The piece we own can be extremely important: the founding team member you’re sending into a new country to build. That’s super meaningful.”

And she gets to watch what happens next. “We send someone abroad, they build something real, and when they come back, they come back into a leadership position because of the work they did out there.” When people press her on the ROI of mobility, that is where she points. “In a growing company, the ROI is straight business opportunity combined with personal growth for that individual.”

Kimi hears a lot of AI pitches; Gullie landed differently. “What got me was that Gullie was really turning relocation on its head and going AI first. I had just never heard of that.”

Her conviction is that the bet matches the people she moves. “If someone’s job is building AI agents, an AI-first relocation experience gives them the right picture of their new company from the very first touchpoint.” She puts the point plainly. “Onboarding starts before day one. It starts with the move.”