If you run a law firm, an accounting practice or an architecture studio in Mexico City, you have probably already had the AI conversation internally. Someone wants a budget for licenses, someone else worries about a client file ending up in a public chatbot, and a partner asks the only question that matters: will this actually change how we work, or will we pay for software nobody opens after the first week? This article answers a narrower and more useful question. What does an engagement with us actually look like, day to day, and what determines the price?
We will be specific, because vagueness about scope and cost is how most consulting goes wrong. There is no per-seat list price on this page, and there is a reason for that, which we explain below. What there is, before anything begins, is a written quote scoped to your firm. Nothing starts until you have read it and agreed to it.
The shape of an engagement
Every engagement has the same spine, regardless of profession. It runs in two phases, in this order, and the order matters.
The first phase is one to two months on-site, in your offices. We embed with your firm and train every employee, hands-on, on their own real work. Not a sandbox, not a generic demo deck built for a webinar. We sit with your people at their desks and work through the matters, files and deadlines already in front of them, because that is where a fifteen-year habit actually changes and where we learn how your firm genuinely operates. A license that sits unused is not adoption; a person who has watched the tool handle something real on their own desk is.
The second phase is three months of remote one-on-one reinforcement. Once the on-site block ends and the daily pressure returns, fluency tends to slip unless someone keeps it alive. So your team books one-on-one remote sessions with their trainer whenever a question or a live project comes up. This is the part that decides whether the training holds, and it is built into the engagement rather than sold as an upsell.
Who is in the room
The training is founder-led. That is a deliberate constraint, not a marketing line: it caps how many firms we can take on at once, and it is the reason we keep cohorts small and capped. Small groups are the only way to keep training hands-on rather than a lecture, and a capped cohort means the trainer can actually sit with each person on their own work instead of broadcasting to a room.
The whole firm trains, not a single champion. Partners, managers, associates, analysts and junior staff all go through it, because the value comes from a shared standard rather than one person's private tricks. When everyone works the same way, the firm has a method; when one enthusiast hoards the knowledge, you have a single point of failure who eventually leaves.
What drives the price
There is no per-seat list price because a per-seat price would be the wrong answer to the wrong question. The cost of training a ten-person boutique on a single workflow is not the cost of training a multi-department firm with several teams, mixed-language offices and strict confidentiality requirements, and pretending otherwise just means somebody overpays. A few concrete factors move the number:
- The size of the firm and how many people we train hands-on, which sets the length of the on-site phase.
- How many distinct teams or practice areas are involved, since a litigation group, a tax group and an audit group each need their own real examples.
- Whether the work requires a private or fully on-premise setup, so sensitive material never leaves the firm. That is more involved to stand up than a managed configuration.
- How deep the three-month reinforcement phase needs to be, which depends on your busy-season calendar and how many people will lean on it.
- The language mix, including bilingual delivery for teams that work across Spanish and English.
We scope all of this on a first call, then send a written quote before anyone commits. No packaged tiers, no per-seat surprises, no figure invented to fit a slide. If we think your firm is too small for the engagement to pay off, we will tell you that on the call rather than after the invoice.
What the firm walks away with
By the end, AI is part of how the work gets done rather than a tab nobody opens after week one. Every employee can use it confidently on their own files, not just the early adopters. The firm has one shared, sensible way of working with it instead of a dozen private workarounds, and a written, practical policy on what is safe to put into which tool. Confidentiality is treated as a real constraint throughout: we work within Mexico's LFPDPPP and your professional duty of secrecy, under NDA, and where the work demands it we set up private or on-premise configurations so client material stays inside the firm.
Now the honest expectations. This is not a magic switch, and we will not pretend it is. AI assists, people verify, and people still sign; the judgment your firm sells does not get outsourced to a model, and we train your team to know precisely where the tool helps and where a human must own the result. The first phase is intensive and asks real time from people who are already busy. And the fluency holds because your people built it on their own work over months, not because they sat through a one-day seminar they forget by Friday. If what you want is a certificate to hang on the wall, we are the wrong firm. If you want your team to work differently after we leave, that is exactly what the engagement is built to do.