The Challenge
A $40B private equity firm had AI tools available firm-wide but couldn't move past 5% adoption — the classic enterprise ceiling where tools are purchased, training is minimal, and real workflow integration never happens. Without meaningful AI usage across front-office deal teams and back-office operations, the firm couldn't capture the productivity gains needed to double deal capacity with its existing headcount.
What They Built
Every embedded alongside the PE firm's team to run a structured AI adoption program across both front-office deal professionals and back-office operations staff. The engagement moved past tool procurement into workflow redesign — identifying tasks amenable to AI augmentation, training teams on ChatGPT, Claude, and custom GPT configurations, and tracking adoption week over week. The result: a shift from 5% to 50%+ daily active AI usage, with hundreds to thousands of hours reclaimed across the firm.
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.
