How Converge brought AI into everyday work

Getting the team onto the same page

Converge was already trying to bring AI into the company when we began working together. Some people had jumped in and wanted to see what they could do with it, while others were much more hesitant. Without a full-time person to help the team keep up with new tools and changing capabilities, it was difficult to bring everyone onto the same page.

Meredith wanted people to feel comfortable using the tools available to them, with enough understanding and support to decide where those tools could help. There was plenty of familiar work to start with: putting together proposals, checking a document, preparing for a meeting, or turning a detailed report into something another audience could use. Each gave the team a chance to try AI on a task they understood and judge whether the result was useful.

Why they came to Ruby

A colleague who had received support from Ruby through a small business program with Babson introduced us to Converge. They had found the work helpful and wanted to see how we could help the team build its own AI practice. For Meredith, that meant training that reflected where people were starting from and gave them somewhere to bring questions as they learned.

Working on the tasks the team already handles

Over several weeks, we worked alongside Converge employees in cohorts using Claude and Gemini. Together, we worked on drafting proposals, checking writing, turning reports into materials for different audiences, preparing for meetings, finding useful statistics, and keeping project information up to date. Our goal was to help people get comfortable with the tools and see where they could save real time in their own work.

One exercise that stuck with Meredith was an email drafter in Gemini. We walked through how to set it up, what the prompt looked like, and what it produced, with people trying it themselves and sharing their results. That gave everyone a chance to see what the tool could do and work through questions together before getting stuck on their own.

The cohort projects carried that practice into work that needed more context, from explaining Converge’s services in a proposal to keeping a project’s history useful for the next person who needed it.

Proposals and writing

The proposal builder takes an RFP and supporting materials, then asks questions to help the person preparing the response tailor a draft to the opportunity. It draws on Converge’s service descriptions, format, and writing style so the team has something to work from when putting a response together. The writing style checker supports a different part of that process: it reads a document, flags issues against Converge’s checklist, and explains where they appear so the author can decide what to change.

Reports and meetings

The client repurposing project explored how the team could turn an approved report into a one-pager, summary, or slides for another audience. The research and findings are already there, and the project gives people a way to prepare a first draft while checking that the facts and meaning carry through. Another cohort worked on meeting preparation and follow-up, using project information to help people get ready and meeting notes to prepare summaries for review.

Statistics and project information

The statistics dashboard brought commonly cited facts and information about Converge’s work into a shared place the team could return to for reports, presentations, and posts. The project profile assistant looked at how information could carry through a project from start-up to close-down, with the person responsible confirming details along the way. That assistant was still in development at handoff, and the dashboard also had more work ahead on updates and new submissions.

The take-home packet brought these projects together so people could see what the other teams had worked on and have somewhere to return when they wanted to try a tool or pick a project back up. Each set of notes explained what the workflow needed, how to get started, and what came next.

What Meredith is doing on her own

When we spoke in October, Meredith shared how she had been using interactive artifacts following the Claudecasts that came out of the training. One example was Converge’s quarterly dashboard, which brings together utilization, profitability, and forecasts for team leads. Previously, sharing it meant downloading an HTML file, sending it around, and collecting comments through email or review meetings.

Now she can send a link and let people leave comments in the dashboard without changing it themselves. Team leads can point out something that needs checking or suggest what they would like to see next quarter, and Meredith decides which changes to make. There is less downloading and uploading, less searching for the right version, and less email back-and-forth to gather everyone’s thoughts. That leaves the feedback alongside the information it refers to, where Meredith can review it and decide what to do next. As she described it: “Just being able to collaborate in one space.”

Making the company’s knowledge easier to use

Alongside the training, we helped Converge bring its company knowledge together. After close to ten years in business, the team had history and experience that lived in documents or in someone’s head. Finding earlier work for a proposal or business development meant opening old files and pulling the information together again.

The knowledge management system gave the team a central place to go. We worked through restrictions, questions, and barriers with Converge, helping them think through how the information could be useful to the rest of the company. Meredith described the importance of taking ownership so it would be “a product and a process that we could own”.

What stayed with the team

Good project setup and keeping information organized continued to come up from the training. Meredith was also using interactive artifacts to develop work with other people, track their comments, and decide which suggestions to carry forward. These were practical habits she could keep using as new tasks came along.

Having someone to ask remained part of the value. Converge did not have a full-time person dedicated to this work, and Meredith described Ruby as a resource for questions and problem-solving as the team continued trying things. The support gave people somewhere to turn as they worked out how to use the tools in their own roles.

In Meredith’s words

Meredith spoke about developing the training closely with the team, working around busy schedules, and being available for questions that came up along the way. That is the kind of relationship we want to build: getting to know how people work and helping them feel capable of taking it forward.

What’s next, and what still needs the team

Some of the cohort projects were still taking shape at handoff. The project profile assistant needed more review and team testing, and the statistics dashboard needed further work on refreshing sources and adding submissions. Across the workflows, people still check the information, make writing changes, and bring the experience needed to judge whether a draft is ready to use. The project notes give the team somewhere to pick the work back up and keep improving it.

Could this fit your team?

A useful place to start is a task your team knows well. Bring the people who do it into the conversation, look at the information they need, and agree on what would make a first draft useful enough to work from. If you’d like help working through that, we’d be glad to get to know your team and build alongside you.