7.0 Technology
Technology and management to unlock operational efficiency
Software selection, IT strategy, process optimization and shared services centers, transformation run as a business project, not an IT project.
Languages: Portuguese and English · Focus: efficiency and transformation · Last updated: July 2026
Technology and management consulting is the service that redesigns processes and systems to make an operation more efficient: software selection and optimization, IT strategy, cloud, digital, mobile and outsourcing, program and project management, change management, M&A integration, and shared services centers.
Scope
What's included in PFM's technology and management consulting?
The service covers three fronts: technology, software selection and optimization and IT strategy, processes and management, business assessment, process optimization and shared services centers, and transformation, with program and project management, change management, and integration in mergers and spin-offs.
7.1
Technology
- Software selection and optimization
- IT strategy: cloud, digital, mobile and outsourcing
- System alignment with Brazilian tax reality
- Vendor and technology-contract assessment
7.2
Processes and management
- Business assessment
- Business process optimization
- Shared Services Center (SSC)
- Management indicators and routines
7.3
Transformation
- Program and project management
- Change management
- Integration in mergers and spin-offs
- Team adoption and training
Who it's for
Who is PFM's technology and management consulting for?
The service serves subsidiaries of foreign groups, who need their HQ’s global systems to work alongside Brazilian tax reality, and mid-sized Brazilian companies whose operation outgrew its systems and processes, causing rework, parallel spreadsheets and decisions without reliable data.
Subsidiaries of foreign groups
HQ’s global ERP doesn’t speak Brazilian tax, and the local operation pays for it in rework.
- Localizing global systems for Brazil
- Integration between HQ's ERP and local obligations
- Processes aligned with group policies
- Project communication in English with HQ
Mid-sized Brazilian companies
The business grew, the systems didn’t, and the operation became a patchwork of spreadsheets.
- ERP selection without relying on vendor pitches
- Processes redesigned before automating
- An SSC to gain scale in support functions
- Change management so the team actually adopts it
Comparison
What's the difference between buying software and a structured selection?
Buying software based on a vendor’s pitch shifts project risk onto the company: poorly defined requirements, tax fit discovered too late, and rollouts that blow past budget and timeline. In a structured selection, processes are designed first, requirements guide the choice, and implementation is managed as a business project.
| Criteria | Buying directly from a vendor | Structured selection with PFM |
|---|---|---|
| Requirements | Defined by the software vendor | Gathered from the business's actual processes |
| Brazilian tax fit | Discovered during rollout | Validated as an elimination criterion in selection |
| Total cost | Surprises in customization and licensing | Sized before the contract is signed |
| Team adoption | Resistance and parallel spreadsheets | Change management built in from the design |
| Timeline and budget | No independent project oversight | Program managed with milestones and owners |
Method
How does a technology and management project with PFM work?
The project follows four steps: business assessment of current processes and systems, solution design, future processes and requirements, selection and implementation managed as a program, and change management, so the transformation survives go-live and becomes routine.
01
Business assessment
Mapping processes, systems, pain points and rework, from a business perspective, not just a technology one.
02
Solution design
Future processes redesigned and requirements defined, the objective criteria that will guide selection.
03
Selection and implementation
Structured vendor assessment and rollout program management, with milestones, risks and budget under control.
04
Change management
Communication, training and post-go-live follow-up, the step that separates adopted projects from abandoned ones.
Frequently asked questions
Common questions about technology and management consulting
It redesigns processes and systems to make an operation more efficient: assessing the business, selecting and optimizing software, defining IT strategy, structuring shared services centers, and running the transformation as a managed program, including change management with the teams.
By starting with processes, not vendor demos. A structured selection gathers requirements from actual operations, tests fit with Brazilian tax reality as an elimination criterion, and sizes total cost, licensing, implementation and customization, before the contract is signed.
An SSC is the model that centralizes support functions, accounting, tax, finance, HR, into a single structure serving multiple units or group companies, with standardized processes and service indicators. It cuts cost, increases control, and is a common step in professionalizing middle-market groups.
Technical implementation is the software vendor’s job; PFM acts as an independent program manager: defining requirements, running the selection, managing timeline, budget and risk, and leading change management, representing the company’s interest, not the vendor’s.
They do, once localized: Brazil’s tax layer, electronic invoices, SPED filings, tax calculations, requires integrations and configurations that the global template doesn’t include. PFM assesses fit, designs the local integrations, and makes HQ’s ERP work alongside Brazilian obligations.
It depends on scope, but business assessments typically take a few weeks, and redesigns are implemented in waves prioritized by the highest-impact processes, so the company captures gains along the way, not just at the end of the project.
Related services
Natural complements to this service
4.0
Risk Management
Internal controls and information security designed alongside the systems.
Efficiency that shows up in results, not just the org chart
Schedule a diagnostic conversation. In one meeting, we map where the operation is losing efficiency, and where to start.