01 — Email automation
CoderConda automates the shared mailbox: a two-week pilot run costs €895, running it afterwards €25 a month, cancellable monthly. Today info@ holds only read or unread, and who is responsible lives in three people’s heads.
Mailbox service@ · Tuesday214 items
139 with a draft75 on the clarification list
214 items, Line at 80 %, 139 with a draft, 75 on the clarification list
02 — The classes
01 — Delivery status
Almost every third message asks about a date that is already in the system. The answer costs nobody a decision, only the looking up, and that is exactly why it is the most certain class: whoever quotes an order number is telling you what it is about.
63 of 63 above the lineSubject: When is order 4471 arriving?
The most certain class is the one where the sender quotes the number.
02 — Appointment request
That somebody wants an appointment is usually in the first sentence. Which appointment is possible is nowhere in the message but in a calendar that belongs to other people. So the draft proposes no time; it prepares everything except the time.
53 of 58 above the lineSubject: Is a slot free next week?
A draft that invents an appointment is worse than none.
03 — Invoice question
An invoice number matches the message to a case with confidence. Whether it is about a reminder, a credit note or a typo is not settled by that, and those three go to different people. Matched, here, does not mean answered.
23 of 42 above the lineSubject: Invoice 2026-118 is wrong
Matched is not answered. Those are two lines, not one.
04 — Complaint
A complaint is easy to recognise and hard to understand: the tone is unambiguous, the facts never are. So it often sits high in the field and still never gets a draft. For this one class it is not the line that applies but a prohibition.
No draft, whatever the lineSubject: This is not what was agreed
A rule beats the number. Here a prepared sentence does damage.
05 — Everything else
Twenty messages a day fit none of the four classes. A subject line reading only “Enquiry” is not a classification job but a reading job. A system without this class still has it; it is just called something else and sits wrongly inside one of the four.
0 of 20 above the lineSubject: Enquiry
A system without a catch-all does not lack one; it hides it.
Mailbox service@ · Tuesday214 items
214 items, Line at 80 %, 139 with a draft, 75 on the clarification list
03 — The line
An overlooked message costs a customer. The two errors do not cost the same, and so the line does not sit where the hit rate is highest. It sits where the cheap mistake is the common one, and that makes the clarification list long on purpose.
Mailbox service@ · Tuesday214 items
139 with a draft75 on the clarification list
214 items, Line at 80 %, 139 with a draft, 75 on the clarification list
Line lowAlmost everything gets a draft. Including what nobody wanted drafted.Line as I ship itA third of the day stays reading work. That is not a remainder, that is the job.Line highHardly a draft is wrong, and hardly one exists. Nothing has been gained.
The rule
The line is not set to the highest hit rate but to the cheapest direction of error. Where it sits is your decision, and it can be moved every month.
A human sends in any case. That is what makes the cheap mistake cheap.
04 — The pilot
The project register on this site holds five cases, and none of them is a shared mailbox. Instead of quoting somebody else’s, there is something better here: two weeks of reading along with your own mail, with numbers at the end. Those are yours even if nothing follows.
What stands at the end2 · 4
Who reads alongNobody except the system. The mail does not leave your building, the pilot runs on your infrastructure, and it is deleted at the push of a button.
What it does not proveTwo weeks are two weeks. A season, a recall or a trade-fair month look different, and what the pilot measures is the normal case, not the worst day.
05 — The price
The usual way is to measure first and name the price after. That has a catch: whoever measures then sets the number. So the other way round. I name the ceiling before I have seen your mail, and the pilot can only lower it. All prices are final prices. No VAT is charged under § 19 UStG.
Which direction
The unitOne shared mailbox. Not per message, not per user, not per mailbox in the building.
06 — The hand
That is neither caution nor a compromise but the precondition for a wrong draft costing four seconds instead of a customer. So these four things are still done by a person, and three of them together take under a minute.
What stays manual4
07 — The objections
Four objections I expect in a first conversation about a shared mailbox, and the third is the one most projects fail on. The answers stand on the right.
“But we have Outlook rules.”
A rule movesA class estimatesFolders stay
You do, and they work. A rule moves a message into a folder; it cannot say how sure it is. That number is exactly what the work is here.
“Then it will not sound like us any more.”
From your sent itemsRead before sendingNo borrowed voice
It sounds exactly the way it does today, because the drafts come from your own sent replies. And because a person sends, no sentence goes out that nobody has read.
“The works council will look at this.”
No per-person statsPresent it earlyPurpose limits in writing
Rightly so, and early. A system that reads mail is subject to co-determination as soon as it makes performance measurable. So this one measures messages, not people.
“Then we will have two inboxes.”
Empty by eveningDecisions onlyOne place, not two
No, a list with an end. A mailbox grows; a clarification list gets worked through and is empty by the evening, because it only holds what needs a decision today.
The long answers
An Outlook rule is an if-then without shades: if the subject says “invoice”, the message goes to the Invoices folder. That is useful and stays. What a rule cannot do is admit that it is unsure, since it either matches or it does not, and in the second case the message sits somewhere nobody looks. A classification returns a measure instead of a yes, and only that measure makes the line in section 03 possible. The folders you have today stay, by the way; they simply get a status beside them.
The worry is fair, because most text generators sound like themselves rather than like the sender. So the drafts here do not come out of a general language model but out of what your company has already replied in the same class: the same formulas, the same length, the same salutation. Where there is no precedent there is no draft either, but an entry on the clarification list. And the last step stays what it is today: somebody reads the text and presses send. Anyone who dislikes the draft deletes it and carries on typing in the same window.
More projects fail on this question than on the technology, and nearly always because it is asked too late. The legal position is uncomfortable and clear: as soon as a facility is capable of monitoring the conduct or performance of employees, the works council has a say, and whether anybody intends to monitor is beside the point. So nothing that points at a person is collected here in the first place: no handling times per employee, no leaderboard, no analysis of who discarded how many drafts. What gets counted is messages, classes and deadlines. That purpose limitation belongs in the works agreement, not in a promise from me, and I put it on the table in the first conversation rather than the week before go-live.
The objection lands on something true: two places where work piles up are worse than one. The difference is that a shared mailbox has no end and a clarification list does. The mailbox holds everything that ever arrived, and the work is finding the few things that matter today. The clarification list holds only what needs a decision today, and once those decisions are made it is empty. That also makes it the most honest measure of whether the whole thing is worth it: if it empties every day, the order works. If it grows over weeks, the line is wrong or the classes do not fit, and either way that is visible rather than a gut feeling.
08 — Appointment
Pick a time that suits you straight from the calendar. I go through with you where your company stands and what is worth doing. No obligation and no sales pressure.
The calendar is hosted by cal.com.
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