Last November, seven product managers at ServiceTitan started using Earmark. It was a pilot - small, unofficial, the kind of thing that usually stays a pilot.

Twelve months later, 118 people use it. Not just PMs - it spread across Product, CS, Design, and Engineering, the core of their R&D org. And here's the part I care about most, in the words of their own year-in-review: every new seat came from a teammate showing someone else what Earmark could do. No rollout. No procurement-driven deployment. No account manager working the org chart. Word of mouth, one meeting at a time - 7 to 42 to 66 to 90 to 118.

"An absolute game changer for productivity in product management. I'm in meetings 6–7 hours a day, and keeping track of what happened is impossible. With Earmark, I know that whatever happens I have a record of what was discussed — even if we forgot to 'hit record in Zoom' (which happens all the time)."

— Juliette Armour, Group Product Manager, ServiceTitan

It wasn't a one-off. Over at EverHealth, the same shape: 11 active users became 64 across nine brands in the family - DrChrono, Updox, CollaborateMD, GoodTherapy and more - a 5.8× jump with, as their engagement report flatly states, no top-down rollout. Monthly meeting volume went from 32 to 1,081. The teams pulled themselves in.

That pattern is the most important thing I've learned building this company. It's not luck, and it isn't a growth hack. It's a design decision we made on purpose, and a bet about what actually earns expansion.

The design decision most B2B tools get backwards

Most enterprise software treats "who gets to use this" as a control problem. Seats are provisioned by an admin. Access is a lever the buyer pulls. Expansion is something the vendor's sales team has to go manufacture - book the meeting, justify the ROI, negotiate the next tranche of licenses.

We built Earmark so anybody can invite anybody, anytime. By design.

To a traditional SaaS person that sounds almost careless. You just... let seats spread, uncontrolled? Yes. Because the friction that "seat management" removes for a buyer is the exact friction that kills organic adoption for everyone else. Every gate between a happy user and their teammate is a place where the spread stops. When someone finds a tool genuinely useful in a meeting, their instinct is immediate and human: pull the other people in. The worst thing we could do is answer that instinct with a provisioning workflow.

So the invite is one click, available to everyone, and it works in the moment the value is obvious - usually mid-meeting, when a colleague watches a ticket get written and asks how did you already have that?

It spreads inside one person first

Before Earmark jumps from person to person, it colonizes a single person's week. One EverHealth user described the whole motion in three sentences:

"I started using it for one weekly meeting. Now it's in everything - customer calls, ops standups, 1:1s. I notice when it's not there."

— Survey respondent, Customer Experience, EverHealth

Land in one meeting. Expand across a person's whole calendar. Then it jumps to the team. By the time a colleague sees it, they're not watching a demo — they're watching someone who now runs their entire week through it and would feel the loss if it vanished.

That "keeps me present" quality is what makes people want it in the room in the first place:

"It literally helps me focus on the meeting itself rather than trying to write things down. It keeps me in the present."

—Anya Singer, Group Product Manager, ServiceTitan

The only thing that spreads is something people actually feel

None of this works if the product is merely neat. Internal referenceability - one colleague vouching for a tool with their own credibility on the line - only happens when the thing delivers daily, essential value. That's the bar the whole model rests on, so it's the bar we obsess over.

The pain it removes is specific, and one EverHealth PM named it exactly:

"I'd leave a meeting with twelve things in my head and an hour to turn them into something my team could act on. By Friday half of them were gone."

— EverHealth product manager, evaluation interview

Close that gap and the numbers move in a way you can't fake. At EverHealth, 91% of surveyed users said they'd feel a loss without Earmark - against the Sean Ellis product-market-fit benchmark of 40% - and 55% said they'd be very disappointed. At ServiceTitan, 67% said very disappointed and 100% said at least somewhat. Both teams report a median of well over three hours a week returned per person; two-thirds of the ServiceTitan PMs put it at five-plus.

"Most of my time is in conversations - I don't get to do deep work. Earmark saves me right there, in the meeting."

— Scott Burns, Senior Product Manager, ServiceTitan

The reason people trust the output enough to build on it — rather than treat it as a rough draft — is the part that turns a demo into a habit:

"The output lands close enough to ready that I trust it. I'm tweaking tone, not rebuilding the document — that's the difference between a tool I use and a tool I rely on."

— Survey respondent, Product, EverHealth

At EverHealth that showed up as a 4.7 out of 5 rating on generated artifacts, with 91% saying the output needed only "a little" cleanup. At ServiceTitan it shows up as a 90% copy rate — nearly everything Earmark creates gets pulled straight into the work.

"It captures ticket ideas so nothing slips through the cracks — and saves me time generating updates for the people who need them."

— Amanda Taylor, Senior Product Manager, ServiceTitan

What the seat count is really measuring

The most committed users take it somewhere I didn't even design for:

"I like having one solution that can record any/all meetings regardless of who owns that meeting or what platform they're on. I have a Claude agent that scans my Earmark transcripts multiple times per day to extract action items and issues I need to monitor. I can just give my full attention to whoever I'm talking to."

— Derek Browers, Group Product Manager, ServiceTitan

That's the actual product - not "time saved" as an abstraction, but the return of the work only they can do. When the ServiceTitan team was asked where the recovered hours went, the answer wasn't "more meetings." It was customer discovery, vision and strategy, deeper analytical work, and thinking time - the part that gets cut first.

The catch - and why I like it

Land-and-expand-by-design isn't a free lunch. It's a forcing function pointed straight back at us.

A sales-led expansion motion can paper over a mediocre product for a while; a good rep can talk an org into seats the product hasn't earned. Our model can't. There's no rep in the middle keeping the number climbing on momentum. If Earmark stopped being genuinely useful, the invites would simply stop - and the seat curve would flatten in a way no quarterly push could hide.

I find that clarifying. Seven became 118, and eleven became 64, because real people kept deciding, unprompted, that a colleague should have this too. EverHealth's own summary of the year was three words: from novelty to necessity.

That's not a growth tactic that worked. That's the product telling us the truth - and it's the only kind of growth I trust.