AI Turns Websites Into Adaptive Sales Engines

Digital marketing has a blind spot.

The industry has become extraordinarily adept at funneling persuasion before the click, but once those hard-fought-for clicks happen, the user experience often collapses into something generic, static, and strangely indifferent to everything that came before.

“Right now when a user goes to Facebook or Google, we see very personalized ads for us,” Ankur Goyal, the CEO and Co-Founder at Fibr AI, told PYMNTS. “But when we click that ad, both of us go to the same landing page and lose all the context.”

For Goyal, that discontinuity is not a minor inefficiency but a structural flaw that can erode the value of the entire acquisition apparatus digital marketing was built on.

Hyper-personalized digital targeting followed by one-size-fits-all websites is not due to a lack of desire from brands for better outcomes. It’s a consequence of how the web itself was built. Websites are largely static, modified through labor-intensive development that can’t realistically generate bespoke experiences at scale.

The modern web, in effect, loses valuable information at precisely the moment it should become most useful.

Fibr’s approach to solving the challenges of an asymmetrical digital marketing experience is to use AI agents to reshape a site in real time, aligning the post-click environment with the signals that drove the visit.

Bridging the UX Disconnect

Fibr, which has built an “agentic web experience layer,” is set on not just preserving that pre-click context but on activating it in a post-click environment.

Its system ingests contextual signals such as where a visitor came from, what they searched, which advertisement they engaged, and more and modifies elements of the website in real time to align with that information.

“Our goal is to have different content for everyone that is specific to the intent they are coming from,” Goyal explained, noting that his firm’s ambition is commercial, not editorial.

“We are not in publishing. We are very aware we are still marketing. Our eventual goal and KPI for a brand success is still conversions … getting them more leads, getting them more revenue,” he added.

The company typically begins client relationships with controlled experiments, dividing traffic between existing pages and AI-modified experiences.

Making Websites Context-Aware

Fibr’s early adopters are not, as one might expect, fast-moving consumer brands. Instead, the company has found traction among institutions better known for caution than experimentation. Banks, credit unions, healthcare providers and telecommunications companies form the core of the company’s customer base.

These sectors share two characteristics: complex customer motivations and high economic stakes per transaction. A personal loan, for example, is rarely an abstract purchase. It is tied to a life event, an unexpected expense, a wedding, or a consolidation of debt. The digital journey often reflects that specificity long before the applicant reaches the lender’s site.

“We tap into the intent and make sure that the landing page shows contextual cues,” Goyal explained, noting that this could be anything from showing a picture of a married couple before a wedding or a golfer before a trip.

Such tailoring is not merely aesthetic. By aligning the site’s message with the visitor’s expressed need, institutions can shorten the psychological distance between inquiry and application.

“What it does, is because now it’s connected content, people click apply and go into the form,” Goyal said.

A Memory System for Marketing

Still, operating in regulated industries introduces obligations that consumer brands can sometimes avoid. Financial and healthcare organizations must ensure that personalization does not compromise compliance or data governance.

Fibr addresses this by isolating each deployment.

“We create separate instance for every customer … we mask everything before it goes to LLM and unmask it when it comes back,” Goyal explained.

The company also employs what it calls a “Human in the Loop” structure, requiring approval from marketing and compliance teams before experiences go live.

“In regulated industries, you have to stop the agent at certain point, let the human take over, and then run it again,” Goyal added.

Looking ahead, Goyal envisions Fibr becoming more than an execution engine. He wants it to serve as a repository of institutional knowledge, preserving lessons from campaigns that might otherwise be lost to staff turnover or organizational change.

“We are putting in feedback loops, learning loops, so that for everything that we do, we have a learning and we have a brain,” he explained.

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