Projects where technology delivered real results

The operator managed customer self-service (usage queries, payments, plan changes, support) through a 10-year-old legacy BSS platform. Traffic spikes during billing dates caused system outages affecting hundreds of thousands of simultaneous users. Average response time was 8 seconds in the mobile app, and deployments required 4-hour overnight maintenance windows with direct service impact.

• Mobile app response time reduced from 8s to under 800ms
• Availability during billing peaks: from 94% to 99.8%

The company's electronic invoicing platform ran on on-premise infrastructure with end-of-life technologies, generating growing obsolescence risks, high maintenance costs, and limited scalability to handle the transactional volume peaks typical of the supermarket business. Day-end closings, high-demand periods, and mass promotions placed significant pressure on existing infrastructure, causing performance degradations at critical moments for business operations. The dependency on physical hardware also made it difficult to implement security improvements and patches within required timeframes.

• Automatic scaling capability during transactional peaks without infrastructure team intervention
• Significant improvement in system response times during day-end closings and peak demand periods

The company managed inventory, orders and logistics with disconnected systems: an on-premise ERP, a legacy e-commerce platform and manual Excel-based demand planning processes. The lack of real-time stock visibility caused frequent inventory stockouts and estimated annual sales losses in the millions. The consumer experience was inconsistent across physical and digital channels.

• Inventory stockouts reduced by over 70% in 6 months
• Stock synchronization time between channels: from 24h to under 2 minutes

The multinational's health retail division operated on an on-premise Oracle SOA Suite platform supporting critical distribution center processes: order management, supplier integration, supply chain flow orchestration, and warehouse system communication. This infrastructure presented growing risks of technological obsolescence, high maintenance costs, and difficulties scaling during peak demand periods. Incident response times were lengthy, and the dependence on physical hardware created vulnerabilities in operational continuity.

• Elimination of technological obsolescence risk associated with on-premise hardware
• Improved system availability with native high-availability architecture on OCI

The operator's enterprise clients had to manage their services, check account balances, request support, and make contract changes exclusively through in-person or telephone channels. This model generated high volumes of traditional channel interactions, long resolution times for simple requests, and a negative service perception among corporate segment clients. The operator lacked a modern self-service platform that would allow customers to autonomously and securely manage their services.

• Over 40% reduction in call center volume within the first 6 months
• Average resolution time for simple requests reduced from 48h to under 2 hours

The institution operated with a 15-year-old monolithic core banking system built on on-premise technology. Deployment cycles took weeks, production incidents were frequent during maintenance windows, and integrating new digital channels required months of effort. The IT team dedicated over 60% of its capacity to corrective maintenance, blocking any innovation initiative.

• Deployment cycle reduced from 3 weeks to under 4 hours
• System availability improved from 97.2% to 99.5% annually

The bank's accounting team depended on manual processes to generate auxiliary reports: data extraction from on-premise systems, Excel-based transformations, and cross-validations that consumed days of team effort. The lack of automation increased the risk of human error, made it difficult to meet regulatory deadlines, and limited the team's ability to respond quickly to internal and external audit requirements. Data was fragmented across multiple sources without a centralized repository or a reliable integration process.

• Report generation time reduced from 3 days to under 2 hours
• 90% automation of the extraction, transformation and loading process

The bank managed international wire transfer operations through manual processes and point-to-point connections with international correspondents, without a standardized integration layer. This approach generated operational risks, made it difficult to onboard new correspondents, limited real-time transactional traceability, and did not meet the security and audit requirements demanded by local and international financial regulators. Each integration was ad hoc, which increased the time and cost of onboarding new correspondent partners.

• New correspondent onboarding time reduced from weeks to under 3 days
• 100% transaction traceability with auditable real-time logs

The bank's insurance contracting process was entirely branch-based and dependent on executive management in person. This created significant friction in the customer experience, extended product activation times, and limited the institution's ability to scale insurance sales without proportionally increasing its commercial workforce. Additionally, the internal systems supporting insurance management operated in isolation, without standardized integration APIs, which hindered any digitalization initiative for the process.

• Insurance contracting time reduced from 3 days to under 10 minutes
• Digital channel adoption for new policies exceeded 60% within the first 90 days

The operator's field commercial force managed orders and sales through disconnected tools: spreadsheets, legacy mobile applications, and informal communication through non-integrated channels. This generated inconsistencies in applied prices and promotions, limited real-time pipeline visibility for management, and an inefficient work experience for field sales reps. Order cycles were slow, error-prone during data entry, and difficult to reconcile with the operator's backend systems.

• 50% reduction in average time to capture and confirm an order
• Real-time pipeline visibility for regional and national management