Microsoft Copilot at Scale: How Allegis Group Achieved ROI With 18,000 Users

We already invested heavily in data governance, privacy and security. We also had an AI Center of Excellence that validated our approach through an early pilot. Readiness isn’t just about technology—it’s about confidence in your foundation and your ability to execute. TGS helped us scale both securely and effectively.

Preparing the Data and the Organization

Q: What role did TGS play in data preparedness and change management?

Ryan (TGS): On the data side, we helped Allegis Group audit SharePoint and OneDrive environments to understand which data existed and with whom it was shared. That visibility is critical before introducing AI.

For context, Allegis Group consists of a network of specialized companies united by the shared objective of fostering meaningful opportunities for both individuals and organizations to develop and succeed. So from a change management perspective, we partnered with adoption leads across Allegis Group’s companies to understand how each organization approached change. We then provided communication strategies and content tailored to those different models. The result was an environment—and a workforce—ready for Copilot.

Solving Real Workflow Challenges

Q: What business challenges were you aiming to solve with Copilot?

Leticia (Allegis Group): We had two primary goals. First, we wanted to automate time-consuming, repeatable tasks so our people could redirect that capacity toward higher-impact work. Second, we wanted to provide the tools to help our people operate more efficiently.

Copilot helps free teams from administrative burden so they can focus on strategic thinking, relationship building and complex problem-solving—things only humans do well. Because our workforce already runs on Microsoft 365 and Azure, Copilot met people where they already work. The timing also aligned with our enterprise agreement renewal and the maturity of generative AI.

Microsoft Copilot Results: 150,000 Hours Saved Across 18,000 Users

Q: Where did adoption grow fastest?

Leticia (Allegis Group): We currently have about 10,000 Microsoft 365 Copilot users and another 8,000 using Copilot Chat. Adoption took off fastest in everyday productivity scenarios—meeting summaries, email drafting and document creation.

Across those 18,000 users, we’ve saved approximately 150,000 hours so far. That time has been redirected to higher-impact work like strategic thinking, relationship building and problem-solving.

We also saw strong role-specific use cases emerge. Recruiters use Copilot for candidate prep and submittal packages. Sales teams use it for prospecting insights and QBR preparation. Marketing uses it for first-draft content. Developers embraced GitHub Copilot, cutting testing cycles from two months down to as little as three days in some cases.

What surprised us the most was how quickly people discovered their own use cases once they started experimenting. We track all of this through Power BI dashboards, so the ROI is very real.

Scaling With Confidence

Q: How did TGS help Allegis Group feel confident expanding Copilot at scale?

Ryan (TGS): We took an enterprise-first approach, but we started with the individual companies under Allegis Group. Each company had its own licensing models, governance considerations and adoption goals. We worked closely with stakeholders to understand those individual strategies and then unified them into a single enterprise plan.

Enablement was equally important. We had to scale training just as effectively as the technology itself. We focused on role-relevant training that met users where they already work and could be deployed broadly without adding operational complexity. That combination gave Allegis Group confidence to move forward in a secure, sustainable way.

Governance as a Business Enabler

Q: What were your biggest governance and risk concerns as you scaled?

Leticia (Allegis Group): Our primary concerns revolved around person and business data protection, AI bias, and overall organizational risk. We aimed to make governance operational, not theoretical.

We built an enterprise registry of AI systems and ranked them by level of risk. That allowed us to conduct proactive bias audits, accelerate remediation and assess vendors before procurement. Governance became a business enabler, helping us move faster.

What Enterprises Should Know Before Scaling Copilot

Q: What should organizations consider before enabling Copilot for large groups?

Leticia (Allegis Group): First, assess whether you have the internal capacity and expertise to manage deployment at scale. We leaned on TGS for security configuration, training, office hours and change management so our internal teams could stay focused on running the business. A strong partner can significantly accelerate time to value and reduce risk.

Ryan (TGS): It’s also critical to take a people-first approach. Address fear and resistance through education. Help people understand how AI accelerates their growth rather than replacing them. AI fluency requires individual ownership—people have to engage with it, not just attend training. Gamifying usage and reinforcing learning can make a real difference.

Beyond Productivity: Innovation and $1.5M Cost Savings

Q: What early outcomes are emerging beyond productivity gains?

Leticia (Allegis Group): Copilot has become a foundation for more sophisticated AI solutions. For example, our translation assistant, ALTA, reduced translation time from days to minutes while maintaining 90% to 95% accuracy, saving us about $1.5 million in vendor costs.

Another example is our consultant PTO balance calculator, which achieved 100% accuracy and reduced case closure time from 31 hours to 13 minutes. That improved compliance, employee experience and trust in AI across the organization.

For us, Copilot isn’t just a productivity tool—it’s a platform for innovation.

Lessons Learned

Q: What would you do differently if you could start over?

Leticia (Allegis Group): I would invest even more in leadership education upfront. AI is different from other tech rollouts. Leaders can’t just endorse it—they need to be hands-on users themselves. Their fluency sets the bar for everyone else’s adoption and impact.

I’d also recognize earlier that ongoing engagement is critical. People don’t absorb everything in one training. Leadership modeling, office hours and gamification made a huge difference.

Driving Copilot ROI in Your Enterprise

Q: What should other organizations do to produce similar results within their business?

Ryan (TGS): We’re here to help customers adopt Copilot by treating it as a move toward the frontier of how work gets done. Our focus is really on making Copilot work safely and effectively at scale. So this means aligning readiness, governance and user adoptions so that organizations can move quickly and with confidence. That approach helps customers get beyond experimentation and turn Copilot into a consistent, everyday way of working.

Final Takeaway

Allegis Group’s experience makes one thing clear: Successful AI adoption isn’t about deploying technology. It’s about aligning readiness, governance and human confidence. Copilot delivered value because it was built on a strong data foundation, enabled by operational governance, and reinforced through leadership engagement and ongoing change management.

With the right foundation and partner, Copilot moves quickly from experimentation to an everyday way of working—driving measurable ROI, accelerating innovation and equipping the workforce to operate with greater confidence and impact.