AEO & AI's impact on websites

AI is changing how people find you and its actually not scary, just new. Time to adapt, not panic.

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The AEO Edition

Let's deal with reality, not the hype

AI isn't taking over your website's job, it's just moved it further down the funnel. The brands that show up are the ones being real, being current, and showing up in the places people actually talk. That's not magic. That's just work we already know how to do.

I recently watched a video series from Webflow on AI and AEO (Answer Engine Optimisation) and how they're reshaping the market right now. The series is Flow TV - The AEO Edition, it's free, you just need to register to watch. Worth watching, but if you want the short version, here are the ideas that stuck with me, pulled together from across all four videos.

One thing I'll say upfront: this wasn't a hype reel. The people speaking, including Webflow's own executives, came across as conscious and flexible about AI rather than hype-train types, which made the insights easier to trust.

Your website's job has changed

The biggest shift across the whole series: people are increasingly using AI to research products before they buy. I've noticed I do this myself.

That changes what a website is for. It's moving from being the first point of interaction to being the final piece in the research puzzle. People ask an AI to look around the web, compare other brands, form a picture of you, and then go to your site to see if what the AI is saying about you is true, or just a bunch of BS.

So your site is no longer where people start. It's where they verify. Which means it needs to back up the story AI is already telling about you — and that story is built elsewhere.

AI trusts brands that connect like a spider web

Where is that story built? Everywhere else. Marketers are looking for a new playbook to make their brand sound familiar to AI, and the pattern that works is a spider web: connections and mentions spread across different parts of the internet; LinkedIn, Reddit, Facebook, industry publications, communities.

Tied to this, marketing is becoming more P2P — people to people. Genuine human and community connections matter more than before, because the more you're mentioned and appreciated by real people in real places, the better it is for how AI sees your brand.

Try this: ask Claude or ChatGPT, "What do you know about [your brand]?" Or if you want to get more specific: "What are the top 10 brands for [your profession] in [your area]?", then talk with the AI about why you're not in the top 10, or why you're ranked 6th and not 3rd. I did this with Harvey and honestly the response was eye-opening — it showed a couple of gaps in how we show up online that we wouldn't have spotted otherwise. Takes two minutes, and tells you exactly what AI knows about you.

Write for a 60-word question, not a 3.5-word Google query

The average Google search query is about 3.5 words: "best CMS tool", while the average prompt to an AI assistant is closer to 60 words: "what's the best CMS tool that works with React and is friendly for low-technical users?"

That changes what your content needs to answer. The old approach of optimising around keywords is giving way to being more human on your site by answering full, specific, conversational questions the way you'd answer them for a person, because that's literally how the questions arrive and how AI looks for these answers now.

Webflow's own content team has even started working backwards from this — building content by thinking about what people might actually type into a prompt, rather than what they'd type into a search bar.

Simpler structure wins — for machines and humans

When Webflow redesigned their own homepage with AEO in mind, the lessons were surprisingly simple:

  • Cutting back JS-heavy transitions, like carousels with more than 4 elements, made the site better for both people and AI.
  • Straightforward structure and direct answers beat clever ones.
  • llms.txt wasn't worth it. Putting that energy into actual content was.
  • Schema helps by telling the AI what each page represents and what it should expect when crawling it 

The pattern here: most of what makes a site AI-friendly is also just good, accessible web design. There's no secret machine-only layer.

Don't set and forget

One simple practice that stuck with me: pick a topic on your site each month and update or enhance it. AI systems (and people) reward content that's current. One stat that makes this concrete: around 83% of the content AI cites was updated within the last year. Stale pages barely get a look in and they work against you now that your site's job is to verify. 

Where that leaves us

AI hasn't replaced the website, it has changed its job. Be mentioned widely by real people in real places, write like a human answering a real question, keep the structure simple, keep the content fresh, and every so often, ask the AIs what they think they know about you. The answer might surprise you.

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Maintain current ownership and governance

🟢
  • Harvey is 100% owned by the Smallchua Family Trust. Rebecca Smallchua is our sole Director.

Share templates, documents, insight into business for good

🟢
  • We’ve officially made all our policies and procedures publicly available here along with our past and current impact reports — sharing our lessons, tools, and insights openly. Something we’ve wanted to do properly for years and glad we finally got it sorted.
  • Maintain B Corp score from 134.1 with workers included
🟢
  • No change here. We’re up for recertification next year and looking forward to exploring the new B Corp standards. We shared our experience of recertification from the previous year here.

We’re exploring profit share, and employee ownership models with the team

🟠
  • Team feedback indicates a preference for a profit-share model rather than equity, as it is simpler, clearer and easier to manage. While there is no urgency from the team, there is interest in defining the approach in more detail. Our informal research also shows that many organisations find equity schemes complex and often less motivating in practice. What people value more is being paid properly, doing meaningful work and a healthy, supportive culture.

Be climate positive at work and at home

🟠
  • We don’t track our CO2 emissions, rather we take a much more general and high emissions view. However, this year, we didn’t donate to the environment (see above) so we can’t say we countered our CO2.
  • We continue to choose Hub as our office space for co-working who are Carbon Neutral Certified. Our overall carbon emissions are mostly contributed by our technology usage and we haven’t got a very detailed view on what that is and how to offset it.

To be updated: Donate 5% revenue to the environment

🟢
  • We delivered this as $55k of pro bono service to RIAA who are the leading industry body in Australia and New Zealand dedicated to aligning investment capital with a healthy society, environment and economy. We believe where you invest — and how you choose to use your money — has a powerful impact on people and the planet.
  • Going forward our plan is to commit 50% of profits to invest in clean tech enterprises and/or donations to charitable organisations fighting climate change.

Re-use, recycle and manage dangerous waste

🟢
  • We continue to implement our hazardous waste policy and are on a continuous learning and improvement journey.
  • We repair damaged hardware and minimise purchasing of new equipment.
  • Personally we're all Facebook Marketplace fans.

Advocate for sustainable business

🔴
  • We only did one small action this year supporting Business for 75. A coalition of organisations calling on the Australian Government to commit to at least a 75% emissions reduction target by 2035, because strong climate action is essential for Australia’s future — and good for business.
  • Sarah also personally contributed to B Local Melbourne in various ways running events and engaging the community.

Protest and boycott important issues (Australia Day, Melbourne Cup)

🟢

Buy with intention from local and discriminated groups

🟢

We continue to be intentional about our suppliers as outlined in our policy and report the details in the Community section of the report.

To be confirmed: Invest $20k in impact businesses and $20k of pro bono time

🟠
  • $0 impact investment. Over $55k 100% pro bono time.
  • We did not invest in impact businesses this year as we dedicated significantly more to probono & amazing discounts, and we didn’t have free cash on hand to do the investment.
  • We will be better at managing our impact allocations  — including impact discounts, cross-subsidies, pro bono work, donations, and investments in impact businesses or climate ETFs. 
  • The major pro bono contribution was  $55k of additional free services to RIAA who are the leading industry body in Australia and New Zealand dedicated to aligning investment capital with a healthy society, environment and economy. We believe where you invest — and how you choose to use your money — has a powerful impact on people and the planet.

Begin a Reconciliation Action Plan

🔴
  • We again looked into starting a RAP this year, but with the administrative requirements for a business of our size, we decided to focus our efforts on taking meaningful action instead outlined in our Community chapter here.

All staff spend 75%+ of their time on clients

🟠
  • Spent 66% of our time on clients. 
  • Our forecasting/financials is based on 65%, but our target is obviously higher to give us a buffer. We are happy with 66%, but will continue to aim to increase this.
  • The 34% broken down into 23% operations, 8% business development, 3% learning. Slightly more on ops, less on learning & business development (Sales/Marketing) than FY24.
  • We spent less time on admin, impact reporting, marketing, formal training & recruitment, and more on client admin, team activities, onboarding and self-learning on projects.

Regular, honest check-ins about how we feel

🟢
  • Stand ups, development sessions, watercooler chats, impact updates and more.

Targeted and clear personal growth, if we are better our clients will be

🟢
  • Continued with our personal goal setting questionnaires that ask the big questions of where we want to go and how we’ll get there. Also lots of accountability check-ins. 

Improve and increase capability across team 

🟢
  • Raising our emotional health levels through a leadership development program with Global Leadership Foundation.
  • Expanding output skills: Market research, Web design, content & copywriting, strategy & development and automation strategy.

9 day fortnights, with option for 4 day weeks

🟢
  • 60% work 9 day fortnights, 30% part-time hours, 10% standard working hours.

Gradually grow the team to 7 people

🟢
  • We ended the year getting ready to onboard our 7th team member in July 2025.
  • In FY24/25 Alex joined us as Senior Designer (Brand & Digital) and Simon Hoye came on board as Head of Technology.

No destructive clients. Revenue 10% Good, 65% Great, 25% Amazing

(Here’s what the classifications mean)

🟠
  • No destructive clients. Revenue breakdown: 6.5% Good, 59% Great, 33% Amazing
  • We were well under on Good and over on Amazing which improves impact and puts pressure on us financially. We’re now managing allocation more carefully each month.

Client survey metrics

  • 100% good value for money. (3 / 5 value for money (1 - ‘could charge less’ and 5 - ‘could charge more’)
  • 8 / 10 likely to recommend
🟢
  • All metrics are on or over target
    • 3.5 / 5 value for money
    • 8.5 / 10 likely to recommend
    • 82 NPS

$1.03m revenue (Up by 23% from FY 23/24). Ambitious, we know!

🟠
  • $916,460 - +10% YoY but under our of +23%,
  • The main reasons we didn’t hit target were scope creep and overruns as well as exceeding the Amazing impact discount.
  • Maintain B Corp score from 134.1 with workers included
🟢
  • We officially re-certified in November 2023, and are pleased to report we achieved the same score (to the decimal point). Wild! We shared our experience of recertification here.
  • Share templates, documents, insight into business for good
🟠
  • We haven't done this publicly, but when people have asked, we have shared. And we're sharing a series of things as part of this impact report.
  • Maintain current ownership and governance
🟢
  • Harvey is 100% owned by the Smallchua Family Trust. Rebecca Smallchua is our sole Director.
  • Re-use, recycle and manage dangerous waste
🟢
  • We continue to implement our hazardous waste policy and are on a continuous learning and improvement journey.
  • We repair damaged hardware and minimise purchasing of new equipment.
  • Personally we're all Facebook Marketplace fans.
  • Be climate positive at work and at home
🟠
  • We don't track our CO2 emissions, rather we take a much more general and high emissions view. However, this year, we didn't donate to the environment (see above) so we can't say we countered our CO2.
  • Advocate for climate change / inspire sustainable living
🟢
  • We hosted a panel event on Zero Emissions Day in September 2023, along with our friends at Portable, where we interviewed industry experts on the opportunity to engage with community and work towards a more sustainable future. Recording here.
  • Donate 5% to the environment
🔴
  • We didn't make the donation this year as we're revisiting our impact giving model - more details here
  • Invest $20k in impact businesses plus $20k of pro bono time
🔴
  • We delivered some pro bono time but dropped the ball and had no official measurements in place.
  • We also did not invest $20k in impact businesses, and are reviewing this goal going forward. In the last 12 months, our three Impact Investments all lost their value (Whole Kids, Pronto Bottle & Kester Black). While it's not great, we accept this is part of ambitious investing, and each had their own challenges that they couldn't quite overcome.
  • Buy with intention from local and discriminated groups
🟢
  • We continue to be intentional about our suppliers as outlined in our policy and report the details in the Community chapter of our report.
  • Protest and boycott important issues (Australia Day, Melbourne Cup)
🟢
  • Yes and yes!
  • 9 day fortnights, with option for 4 day weeks
🟢
  • 80% work 9 day fortnights, 40% part-time hours, 10% standard working hours.
  • Improve and increase capability across team
🟢
  • Raising our emotional health levels through a leadership development program with Global Leadership Foundation.
  • Expanding output skills: Market research, Web design, content & copywriting, strategy & development and automation strategy.
  • Targeted and clear personal growth, if we are better our clients will be
🟢
  • A new process for 360 feedback, plus personal goal setting questionnaires that ask the big questions of where we want to go and how we'll get there. Also lots of accountability check-ins.

Client survey metrics

  • 3 / 5 value for money (1 - 'could charge less' and 5 - 'could charge more')
  • 8 / 10 likely to recommend
🟢
  • 3.4 / 5 value for money
  • 9.2 / 10 likely to recommend

No destructive clients. Revenue breakdown: 17% Good, 59% Great, 24% Amazing

🟠
  • No destructive clients.
  • Revenue breakdown: 17% Good, 59% Great, 24% Amazing (A little over on Good and under on Great, but on target for Amazing - which is most important, so we're happy with that)
  • All staff spend 80%+ of their time on clients
🔴
  • Spent 64% of our time on clients (under). Due to team changes (recruitment, onboarding and offboarding) and extra investment in training, personal development and community engagement (e.g. B Local), we did not hit this target. On reflection, we will think 80% is too ambitious and we'll be revising to 70% going forward.
  • Regular, honest check-ins about how we feel
🟢
  • Stand ups, development sessions, watercooler chats, impact updates and more.

$994k revenue (Up $211k on FY2223)

🔴
  • $833,588. Revenue was up 6% YoY. Midway through the year, we adjusted down our target to $879k as team growth / services shifted. The main reasons we didn't hit target were scope creep and overruns, both of which we're trying to manage better with process improvements.
  • Maintain B Corp score from 134.1 with workers included
🟢
  • We applied for our B Corp re-certification at the end of this financial year and are pleased to report we achieved the same score (to the decimal point). Wild!
  • Share templates, documents, insight into business for good
🟠
  • We haven't actively done this publicly, but when people have asked, we have shared. And we're sharing a series of things as part of this impact report.
  • Maintain current ownership and governance
🟢
  • Harvey is 100% owned by the Smallchua Family Trust and Rebecca Smallchua is our sole Director.
  • Re-use, recycle and manage dangerous waste
🟢
  • We continue to implement our hazardous waste policy and are on a continuous learning and improvement journey.
  • We repair damaged hardware and minimise purchasing of new equipment.
  • Personally we're all Facebook Marketplace fans.
  • Donate 5% to the environment
🔴
  • We fell short here, we didn't make the donation. More details here.
  • Advocate for climate change / inspire sustainable living
🟢
  • Be climate positive at work and at home
🟠
  • We don't track our CO2 emissions, rather we take a much more general and high emissions view. However, this year, we didn't donate to the environment (see above) so we can't say we countered our CO2.
  • Protest and boycott important issues (Australia Day, Melbourne Cup)
🟢
  • Have a RAP, engaged stakeholders and implemented more change
🔴
  • Due to competing priorities and limited time (no lack in desire) we de-prioritised our Reconciliation Action Plan as we want to do it meaningfully and have the capacity to follow through. However, we took a few first steps outlined here.
  • Buy with intention from local and discriminated groups
🟢
  • We continue to be intentional about our suppliers as outlined in our policy and report the details in the Community chapter of our report. We took it one step further this year with a public call to pledge to audit suppliers in this campaign www.supplier-impact.com
  • Invest $20k in impact businesses plus $20k of 100% pro bono time
🟠
  • We delivered some pro bono time but dropped the ball and had no official measurements in place. We also did not invest $20k in impact businesses because of the reduced revenue with Becky on maternity leave.
  • Sarah personally donated her photography equipment valued at around $7,500 to empower a content and brand producer in the Solomon Islands.
  • 9 day fortnights, with option for 4 day weeks
🟠
  • 40% work 9 day fortnights, 40% part-time hours, 20% standard working hours.
  • Improve and increase capability across team
🟢
  • Elevated our tool nerd level. See here.
  • Expanding output skills: Market research, Web design, strategy & development, video editing, and automation strategy.
  • Targeted and clear personal growth, if we are better our clients will be
🟢
  • Lots of on-the-tools growth, structured learning through weekly Lunch 'n Learns and Intro to Programming at RMIT.

No destructive clients. Revenue breakdown: 15% Good, 60% Great, 25% Amazing (Here's what the classifications mean)

🟢
  • No destructive clients.
  • Revenue breakdown: 10% Good, 66% Great, 25% Amazing
  • All staff spend 70%+ of their time on clients
🟢
  • Spent 71% of our time on clients (over by only 76 hours).

Client survey metrics

  • 3 /5 value for money
  • 8 / 10 likely to recommend
🟢
  • 3.4 / 5 value for money
  • 8.8 / 10 likely to recommend

Maintain current revenue

🟠
  • Revenue down 16% YoY
  • Regular, honest check-ins about how we feel
🟢
  • Stand ups, development sessions, watercooler chats, impact updates and more.
No items found.
22 Bricks
ABCH
Abundant Water
ACSI
ALCA
Anantaya Jewellery
Artist Engineering
ATEC
Australian Garlic
Bank Australia
B Lab ANZ
bobby
ButterNut
BZE
Campervan Rental Guide
Certification O
Chaulk
City of Melbourne
Clean Focus
Client Fabric
Clockwork Films
Common Ground
Compass Studio
CPSN
Curated with Conscience
Cyclion
Dog & Bone
Envirotecture
Evee
Farm My School
Fellten
Firesticks
Fresco Secco
Gewürzhaus
Global Leadership Foundation
Goodtel
Green Collar
Hagens Organics
Hara
Hey Doodle
HINU
iDE
Interspan
Jasper Coffee
Jaunt
KingPump
KOSI
Lee Christison
Love Tribe Yoga
Lumen
LVL UP
LVLY
Maine Wellness
Marnie Hawson
Merry People
MIIROKO
Milkcan
MK Local Foods
Nexa Advisory
No Lights No Lycra
North West Guadalcanal Association (NWGA)
OBG
One Small Step
Orange Ninja
Pacer Digital
Parliament of Victoria
Peninsula Hot Springs
Pixii
Portable
Possible
Prisma Legal
ReCo
Responsible Investment Association Australasia
Shadowboxer
Strongim Bisnis
Studio Schools Australia
SupaGarlic
Thankyou
The Next Economy
The Salvage Yard
The Sociable Weaver
THL Tourism Holdings Limited
Tierra
Time
Whole Kids
WIRE
Yarrow Build
No items found.
22 Bricks
ABCH
Abundant Water
ACSI
ALCA
Anantaya Jewellery
Artist Engineering
ATEC
Australian Garlic
Bank Australia
B Lab ANZ
bobby
ButterNut
BZE
Campervan Rental Guide
Certification O
Chaulk
City of Melbourne
Clean Focus
Client Fabric
Clockwork Films
Common Ground
Compass Studio
CPSN
Curated with Conscience
Cyclion
Dog & Bone
Envirotecture
Evee
Farm My School
Fellten
Firesticks
Fresco Secco
Gewürzhaus
Global Leadership Foundation
Goodtel
Green Collar
Hagens Organics
Hara
Hey Doodle
HINU
iDE
Interspan
Jasper Coffee
Jaunt
KingPump
KOSI
Lee Christison
Love Tribe Yoga
Lumen
LVL UP
LVLY
Maine Wellness
Marnie Hawson
Merry People
MIIROKO
Milkcan
MK Local Foods
Nexa Advisory
No Lights No Lycra
North West Guadalcanal Association (NWGA)
OBG
One Small Step
Orange Ninja
Pacer Digital
Parliament of Victoria
Peninsula Hot Springs
Pixii
Portable
Possible
Prisma Legal
ReCo
Responsible Investment Association Australasia
Shadowboxer
Strongim Bisnis
Studio Schools Australia
SupaGarlic
Thankyou
The Next Economy
The Salvage Yard
The Sociable Weaver
THL Tourism Holdings Limited
Tierra
Time
Whole Kids
WIRE
Yarrow Build

No items found.
No items found.
22 Bricks
ABCH
Abundant Water
ACSI
ALCA
Anantaya Jewellery
Artist Engineering
ATEC
Australian Garlic
Bank Australia
B Lab ANZ
bobby
ButterNut
BZE
Campervan Rental Guide
Certification O
Chaulk
City of Melbourne
Clean Focus
Client Fabric
Clockwork Films
Common Ground
Compass Studio
CPSN
Curated with Conscience
Cyclion
Dog & Bone
Envirotecture
Evee
Farm My School
Fellten
Firesticks
Fresco Secco
Gewürzhaus
Global Leadership Foundation
Goodtel
Green Collar
Hagens Organics
Hara
Hey Doodle
HINU
iDE
Interspan
Jasper Coffee
Jaunt
KingPump
KOSI
Lee Christison
Love Tribe Yoga
Lumen
LVL UP
LVLY
Maine Wellness
Marnie Hawson
Merry People
MIIROKO
Milkcan
MK Local Foods
Nexa Advisory
No Lights No Lycra
North West Guadalcanal Association (NWGA)
OBG
One Small Step
Orange Ninja
Pacer Digital
Parliament of Victoria
Peninsula Hot Springs
Pixii
Portable
Possible
Prisma Legal
ReCo
Responsible Investment Association Australasia
Shadowboxer
Strongim Bisnis
Studio Schools Australia
SupaGarlic
Thankyou
The Next Economy
The Salvage Yard
The Sociable Weaver
THL Tourism Holdings Limited
Tierra
Time
Whole Kids
WIRE
Yarrow Build
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