The firm had purchased Copilot licences across the organisation but had not yet started training. Rather than begin with training, they commissioned a Discover engagement first.
The Discover work took three weeks. It involved structured interviews with fee earners across tax, audit and advisory, mapping the tasks that consumed the most unrecoverable time each week. Three workflows emerged as clear priorities. The first was the monthly client management report: a recurring task that took the team six hours per cycle, drawing on meeting notes, emails and spreadsheet commentary. The second was the preparation of engagement letters, which were being drafted largely from scratch despite following predictable patterns. The third was internal knowledge retrieval: junior staff spending time searching for precedent documents and past advice scattered across a fragmented SharePoint structure.
None of those three workflows came up in the initial licence conversation. Two were invisible to management because the time cost was distributed across junior staff who had not been asked about their workload.
The Design stage took those three use cases and built a phased enablement plan: which team first, which Copilot features to cover, what success looked like for each workflow and in what order the rollout would run. The Enable stage built specific training sessions around each workflow rather than running generic feature demos.
