Processes & Value Creation

Processes &

Value Creation

Implement sustainable transformations to get the most out of your operation and improve value generation. Review the processes, organizational structure and management method with a focus on increasing results and competitiveness.

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Main benefits:

  • Achieving strategic objectives and sustaining a continuous flow of value delivery: Adopt a management and operating model that enables strategic objectives and improves the company's competitive capacity in a constantly evolving environment.
  • Improving operational efficiency and productivity: Review the organizational structure and implement improvements in processes and work methods with a focus on reducing waste and increasing efficiency in the use of resources.
  • Reducing costs and expenses and sustaining the savings generated: Implement a sustainable plan to reduce costs and expenses, as well as initiatives to maintain gains in the long term.
  • Strengthening the culture of responsibility and 'ownership': Improve awareness of the activities to be performed and responsibility for results. Create a sense of ownership within the team and strengthen a collaborative environment for improved performance.
  • Improved performance monitoring and control: Implement fact- and data-based assessment practices to strengthen the decision-making process. Structure performance indicators, service level agreements (SLAs) and management rituals.

Examples of Completed Projects:

Shared Services Center-CSC for Holding with 3 highway assets.

We developed the CSC governance and operation model to serve 3 highway concession assets, sized the teams and documented process flows and sub-processes, procedures and other documents. We operate in all activities such as: Finance, accounting, purchasing, personnel department, contract administration, PMO, IT and others. With this project, the client standardized and centralized service provision activities and created a sustainable basis for continuous improvement, cost reduction and risk mitigation.

Organization and Processes in Infrastructure Holding with highway and sanitation assets.

We developed Honding's governance and operating model and its relationship with its subsidiaries. We document process flows and subprocesses, procedures and other documents. The main activities were: Strategic management, investor relations, controllership, monitoring and control of subsidiaries, contract administration, purchasing, finance, accounting, personnel department and others. With this project, the client gained greater visibility of its processes in an integrated manner and defined a model for a future IPO at B3.

P2P Process in a Toll road concession in the State of São Paulo.

We diagnose the P2P (Procure-to-Pay) purchasing process and recommend improvements to reduce costs and mitigate risks. We develop process and sub-process flows, policies (purchases, purchases and payments), procedures and implement improvement actions. We monitor the effectiveness of actions and the results of processes through performance indicators. With this project, the client improved process productivity, reduced costs and strengthened internal controls with a positive impact on the team's culture.

Organization and Processes in a Multinational operating in the renewable energy sector

We develop the company's governance and operating model for its operations in Latin America and document process and sub-process flows, procedures and other documents. The main activities were: Commercial, contract administration, logistics, risk management, purchasing, finance, accounting, personnel department and others. With this project, the client gained greater visibility of its processes in an integrated manner and created a sustainable basis for continuous improvement, cost reduction and risk mitigation. We support internal control audit cycles as a second line.

Main deliverables:

Organizational Model and Process Architecture

Organizational structure, Team Dimensioning and

Roles and responsibilities

Performance indicators and goal breakdown

Policies, Workflows (BPM), Service Level Agreements (SLA) and Procedures

Value Creation Plan

(PA 100 days and PA 365 days)

 Assistance in the implementation phase and change management

Our Proposal

  • Step 1 - Diagnosis and preparation of the value generation plan (PA 100 days and PA 365 days): We carry out a careful strategic and operational diagnosis, identifying gaps, waste and risks. We recommend improvements with an estimate of the potential for cost reduction (R$) and other benefits, such as improved internal controls, clarity of roles and responsibilities, and efficiency in the use of resources. We prepare a value generation plan (PA 100 days and PA 365 days) with definition of priorities, strategic alignment and implementation rules.


  • Step 2 - Definition of the Management and Operation Model: Based on best corporate governance and process management (BPM) practices, we recommend the management and operation model that enables strategic objectives and facilitates the deployment of goals. This model includes: detailed assessment of the potential for integration between areas or changes in structures; process architecture; definition of roles and responsibilities; organizational structure; team sizing; requirements for people, processes, technologies and governance; performance indicators; service level agreements (SLAs); management rituals; policies, workflows, process robotization initiatives (RPA), among others.


  • Step 3 - Implementation and change management: We provide assistance in the implementation phase and in the change management cycle. We strengthened the communication process and carried out training during the transition period to the new Management and Operation Model. We support improving the level of awareness of the activities to be carried out and responsibility for the results. We strengthen the sense of ownership in the team and a collaborative environment to improve performance. We monitor the implementation of the value generation plan in Performance Improvement Committees. We carefully monitor results, monitor indicators and analyze trends.

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