Every began by diagnosing the firm's central problem: enterprise AI adoption ceiling. Tools had been purchased and access provided, but adoption sat at 5% — a common pattern where procurement substitutes for change management. The missing piece was embedded workflow redesign across both investment professionals and operational staff. The engagement moved through three phases: workflow analysis (identifying specific tasks within front-office deal work and back-office operations amenable to AI augmentation), targeted training on ChatGPT, Claude, and custom GPT configurations, and sustained weekly tracking of adoption metrics with active coaching to maintain momentum. Rather than treating this as a one-time training event, Every sustained engagement through the adoption curve — monitoring week-over-week usage data and coaching teams through the specific workflow transitions that drove sustained behavior change. The result was a firm-wide shift from 5% to over 50% daily active AI usage. Hundreds to thousands of hours were reclaimed across the firm's workforce, with the primary business objective — doubling deal capacity without adding headcount — as the strategic north star for the full engagement.