Counting customer stories turned out to be the most useful thing I did at Creatio's No-Code Days Florida this week. Nine of them crossed the stage during the day-two strategy session at The Ritz-Carlton Orlando, Grande Lakes, where CEO Katherine Kostereva organized the morning around the company's five pillars: people and AI agents working together, best-in-class customer relationship management with industry workflows, the no-code platform itself, the new Unlimited commercial model, and what the company calls genuine care. The pillars are Creatio's framing. The pattern inside the customer testimony is the more useful artifact for a buyer, and it answers the five questions any chief information officer evaluating this vendor will ask.

For readers new to the company: Creatio is a Boston-headquartered vendor of an agentic customer relationship management and workflow platform with a no-code application layer at its core, serving customers in more than 100 countries and reporting 40 percent year-over-year growth for 2025. The platform combines deterministic workflows, the kind a compliance officer can audit, with agentic workflows in a single design surface. Kostereva's framing on stage was that organizations should sort their processes into three buckets: mostly human, hybrid, and mostly autonomous, and that the platform runs all three side by side.

Two structural moves separate this event from last year's. The first is Creatio 10x with AI Studio, which extends the no-code toolset so business users can build agents, not just applications, through a conversational interface. The second is the Unlimited plan, effective May 1, which removes per-user, per-workflow, per-application, and per-API-call pricing in favor of a fee set by organizational scale. I analyzed the pricing move when it was announced. Orlando was the first chance to hear customers describe living inside it.

The standing assumption among enterprise buyers is that customer-day keynotes are curated advocacy: the vendor selects its happiest references, the stories are rehearsed, and the analytical value of a recap is low. The selection bias is real. Creatio chose these nine companies, and nobody walks on stage to describe a stalled rollout. But the bias does not erase what the stories share, because the vendor curated for enthusiasm and accidentally curated for a mechanism.

That mechanism is gravity. Howdens Joinery, the kitchen supplier that sells to trade builders through a network of roughly 950 depots in the United Kingdom and dozens more in France, described it most precisely. Micky Woolridge, director of core systems and development, explained that after moving to the Unlimited plan, the platform started attracting use cases that previously could never justify their own procurement. A contracts division doing significant annual volume had been running on a document management system with a workflow engine bolted on top. Under Unlimited, it simply adopted the documents application already inside Creatio. While Woolridge waited to go on stage, the French business called asking whether it could come aboard too, since the marginal license cost was now zero.

Vikaas Younis, chief information officer of Emeria UK, the European property management group, told the same story from the consolidation side. Emeria came off a Salesforce implementation that was underperforming during a hyper-growth phase, brought 1,200 users and 1,600 residential management companies onto Creatio, and has since decommissioned roughly a dozen sizable satellite systems. The business is about four times the size it was at implementation, and Younis described an ambition to make the platform the system of experience and intelligence sitting across every business line's databases of record.

The consolidation stories followed the same arc. Tonya Moore of S.P. Richards, the American wholesale distributor, described replacing both ServiceNow and Salesforce with a single platform so sales, service, and marketing finally share one customer story. Claudio Ranaudo, global chief sales officer at PSI Software, inherited a conglomerate of more than a dozen entities with almost no pipeline visibility and stood up territory management, account planning, and cadence in under a year.

The agent stories were where the specificity lived. Sureserve Group, which services social housing across the United Kingdom with thousands of engineers in vans, built an AI agent that converts unstructured resident scheduling notes, the kind that read avoid the school run, into structured inputs for its dynamic scheduling engine, cutting failed visits. Astana Motors, the Central Asian automotive dealer group, has 23 agents in production, including a financial control agent that audits payment terms and a call analyzer that eliminated two to three hours of daily call review per sales manager. Drew McMonigle, chief technology officer of Lake City Bank, walked through document intake agents and a forward bet that customers will soon want to open accounts through whatever AI assistant they already use, which means the bank must expose its own agents rather than wait.

And then there is the compounding story. Banco G&T Continental started with 15 workflows during the pandemic and now runs 300, with an expansion into the group's insurance arm underway.

On company size, the stage evidence ran from community and regional banks through 8,000-employee Howdens to MetLife's Brazil operation, Pearson's Brazil business, and a transformation leader from Nasdaq speaking on AI adoption. BNI, the global referral networking organization, may be the most instructive scale story: 11,500 chapters across 77 countries supported by a central team of about 40, with 400 trained field users extending the platform locally. Meena Srinivasan, BNI's chief digital officer, described flipping localization on its head, letting regions configure their own experience rather than queueing behind a central bottleneck.

The vertical spread was equally deliberate: banking and credit unions, insurance, manufacturing and distribution, kitchen and building supply, automotive retail, property management, social housing services, education, and membership networks. Creatio has been building industry-specific agent fleets, and I covered the banking agent suite when it launched in February. Tomy Han of Volition Capital, an investor in the company, argued on stage that verticalization is no longer optional, because as the cost of writing software collapses, domain depth becomes the only defensible moat. Whether or not you accept the venture framing, the buyer-side implication holds: a mid-sized organization's workflows are too specific for generic AI use cases, so pre-built industry depth is what shortens time to value.

So why do these companies choose Creatio? Listening across all nine stories, the answer is not a feature. It is the removal of the question. For 20 years, every new use case inside an enterprise had to clear an economic gate: more seats, more storage, more API calls, another return-on-investment memo for a problem affecting 50 people that would never beat the problem affecting 500. Andy Zambito, Creatio's global chief sales officer, made the commercial argument explicitly, and Sean Cantwell of Volition Capital supplied the structural one: when agents supplement a workforce, seat-based pricing stops describing where value is created, and labor budgets, which dwarf software budgets, become the addressable spend.

A buyer should sit with the second half of that sentence longer than the room did.

When the per-use-case gate disappears, procurement stops being the checkpoint where dependence gets examined. Banco G&T Continental went from 15 workflows to 300 in five years. Emeria is removing the very satellite systems that would have been its fallback. Howdens watched a division adopt the platform between a coffee break and a stage call. Each of these is genuine value, delivered fast, and each one deepens a dependency that no longer passes through anyone's approval process. Unlimited pricing is set by organizational scale, which means the renewal conversation will eventually be about how much of your operation the vendor knows it runs. To be fair to the buyer's options, Creatio kept its per-seat Growth and Enterprise tiers, so this concentration is chosen rather than imposed. Creatio, for its part, is absorbing inference costs under a flat fee at exactly the moment investors on its own stage noted that the marginal cost of software delivery is rising for the first time in the category's history. Both sides of this contract are making a bet.