Automation is beginning to change how companies approach conversion rate optimization (CRO). Not because it eliminates the need for experimentation, data analysis, or user understanding, but because it's accelerating many of the tasks that, until recently, consumed a significant portion of teams' time. This was one of the main conclusions of a roundtable discussion organized by Bring Connections, featuring professionals from Flat 101, Product Hackers, and Lin3s, as well as the company's own CRO and Growth team. The discussion analyzed how new tools are changing processes, professional profiles, and the value offered by specialized agencies. The debate brought together Ricardo Tallar from Flat 101; Corti from Product Hackers; Ubaldo Hervás from Lin3s; and Manuel Berthollet from Bring Connections, moderated by Guillermo Fuentes. Although each participant offered a different perspective, they all agreed on one idea: technology doesn't eliminate bottlenecks, but rather shifts them to more strategic phases. From Technical Bottlenecks to the Challenge of Understanding the Business Until recently, a CRO project could be limited by tasks such as statistical analysis, experiment programming, documentation, or the production of new variants. As Ubaldo Hervás explained, these obstacles were usually overcome by hiring talent, improving processes, and leveraging specific tools. The situation began to change, especially after November 2025, when new solutions started to accelerate many of these tasks more significantly. This allows for the development and execution of more ideas, but it also forces a reassessment of where the professional's true value lies. In other words, if generating hypotheses, interpreting specific data, or preparing an initial development is becoming increasingly accessible, the differentiator is no longer solely in technical execution. It now depends on knowing which problem needs to be solved, which experiment makes sense, and how it connects with the company's real objectives.

Ricardo Tallar, from Flat 101, described this moment as the most turbulent period he has experienced in his 28-year career, even surpassing the pandemic. His argument is that COVID represented an intense crisis, but with a more predictable timeframe. The current technological transformation, on the other hand, has no clear end date. During the conversation, he also raised a particularly critical point: some of the work traditionally sold as digital marketing consulting has lost value because many generic recommendations can now be obtained in a matter of seconds. To remain relevant, agencies would have to abandon identical processes for all clients and delve deeper into the specifics of each business. This implies understanding aspects that a tool cannot deduce on its own: margins, logistics, the buying cycle, internal limitations, brand positioning, and the team's actual capacity to implement changes. Understanding the client's business becomes more important than mastering a rigid methodology. More Experiments, But Also a Greater Need for Judgment Product Hackers has been working for years on systematically documenting its learnings. Corti explained that the company has recorded more than 7,500 experiments in its own tool, which it now uses as a kind of organizational brain to consult and activate accumulated knowledge. The next step is to develop systems capable of using that information in real time. This could make it easier for teams to retrieve previous experiments, detect patterns, or find useful references for a new hypothesis without manually reviewing hundreds of documents. However, having more information or generating more experiments doesn't automatically guarantee better results. A company can accelerate a bad hypothesis just as easily as it accelerates a good one, so the ability to select, prioritize, and question remains essential. Manuel Berthollet, from Bring Connections, emphasized that the bottleneck simply shifts. Tasks that previously required advanced statistical or programming skills are now more accessible. The time freed up can be dedicated to deeper analysis, a better understanding of the customer, and the design of a strategy more closely aligned with the business. The democratization of these tools can also expand the number of professionals capable of participating in an experimentation process. But this doesn't mean that any result generated should be accepted without question. Participants emphasized the need for professionals who can formulate good questions, review the answers, and identify errors or superficial approaches. The panel's conclusion was clear: automation doesn't diminish the importance of professional judgment; it increases it. A tool amplifies both well-planned work and initial errors. Therefore, the future of CRO will likely depend less on executing standard processes and more on combining speed, accumulated knowledge, and a deep understanding of the business. For agencies and internal teams, the challenge is no longer just about conducting more tests. It's about deciding what is worth testing, why, and how to transform that learning into a sustainable improvement of the user experience and the company's results.