The AiM Bootcamp
Eight working sessions across six to eight weeks. A structured assessment of how your firm actually works, what AI is worth against it, and one working proof of concept built on your own files — with your people at the keyboard, not ours.
What it is
Deliberately the same piece of work for every firm, so nobody has to guess which tier they need before anyone has looked at how they operate. It ends with a firm quote for whatever should happen next — or a recommendation that nothing should.
The test is whether your own person can run it unaided, watched.
What it is not. Not a report we go away and write. Not a licence sale — where a subscription is worth buying we name which one and what it costs, and you buy it from the vendor with no margin to us. Nothing you already pay for is cancelled without your written confirmation. And it is technology consulting, not accounting, legal or tax advice.
What you receive
Yours whether or not anything follows. If an engagement ends early, you keep everything produced up to that point and fees settle pro-rata — the same terms as any other engagement.
We follow one job end to end — how it arrives, what has to be collected, who touches it, where it is filed, how it reaches your client — then write it up and send it back with one question attached: did we get this right? Where two people file the same work differently, the map records that as a design requirement, so nothing built afterwards depends on somebody changing how they already work.
What your current environment can already do, what a paid licence would actually add, and where the subscriptions you already pay for overlap. The limits sit in the same document rather than a footnote — see what this will not do.
Every “I do this every time” gets written down in your own words as the sessions run, then scored on what it costs you now, how feasible a fix is, and what it is worth. It comes back in three tiers — do next, worth doing but not yet, and considered and not recommended, with the reasoning. What was ruled out is what makes the first list worth reading.
Before anything changes we record where the time goes on each named recurring task — who does it, how often, how many minutes — priced at a rate you set rather than one we suggest. At the end we time the same tasks again on real work, keep measured figures apart from estimated ones, record anything that got slower, round down, and run the fee and licence costs in the same table. The last line is a net number.
One real piece of your work running in an environment you own: a structured document library with metadata columns, one client’s files moved in and named properly, retrieval that works, and an external share link sent the way your own client would receive it. It counts as delivered when the person who will run it day to day does all of that unaided and watched.
A written scope and a firm number — not a range. Any file migration is capped in writing, and metered work such as processing a scanned archive is priced as a separate optional line. If the recommendation is that nothing further should be built, that is what the document says.
The eight sessions
Eight of them, two to three hours a week, over Teams, with the last one in person where distance allows. The engagement runs six to eight weeks and is paced to your calendar rather than to a fixed end date, so where a week is short two of these run together.
We teach one distinction: which tools can see your own files and which cannot. Then we map a single job end to end on screen while you correct it, and record how long your named recurring tasks take today — before anything changes. That baseline cannot be recovered later, which is why it is first.
We confirm on screen which Microsoft 365 plan you are on, from the admin centre rather than from memory or an invoice description. Every subscription gets logged the same way: cost, seats, renewal date, what it is for. The rest of the session is the security baseline, and for each setting, what it protects against and what it does not. Version history and a recycle bin are retention, not a backup product.
We map the professional obligations you already have onto these tools, and state the residual risks before you find them yourself. Your firm’s one-page AI use policy is written with you rather than handed to you. The proof of concept is chosen against criteria applied out loud, in front of you.
The session is spent on the tools already on your invoice — how to scope a question so the answer comes back usable, and how to check it before it goes anywhere. It sits deliberately before any conversation about buying a licence, and nothing is bought without your approval in writing.
The person who will run this day to day builds it, hands on the keyboard: the site, the document library, the naming rule. Then a metadata column, so the same files can be viewed more than one way and people who file differently do not have to settle on one system. Sync is set up in the same session, so files still open from File Explorer.
The files for one of your clients move into the new structure, renamed as we go, with the originals left in place until the copies are verified. Whatever AI tool you already use is run side by side against the new one, so nothing that works is cancelled before its replacement holds up.
You run the search on your own files, and nobody from Atlas touches the keyboard. The email work happens on your real mail: a long thread summarised, outstanding items pulled into a chaser, a reply drafted for you to edit into your own register. What you change in that draft is what writes the instructions for a working agent — plain English, dictated by you. The session closes by re-timing the tasks that have actually changed.
In person where the geography allows. Your own person takes the keyboard for three tasks — a search, a filing, an external share link — with no Atlas hands on it and no prompting. Whatever they cannot complete is recorded, not coached over. The six deliverables are handed over, the value summary among them, with anything that got slower still in it. The next step is priced as a firm number, so you can decide — including deciding against it.
Before you sign
These are in the assessment document too, not just on this page. A firm that lives in spreadsheets should hear about the spreadsheet limit before signing, not in month three.
Who this is for
Next step
Half an hour, about your firm rather than about us. If we do not think an assessment would pay for itself at your size, we will say so on the call.