Cases

Commercial Aviation

01

Post-Merger Integration

BPI has played a crucial role in identifying and capturing synergies between two airlines that have recently become part of the same controlling group. We have implemented a collaborative governance process with managers from both companies, focused on making the most of synergies within the stipulated timeframe. This effort resulted in a significant increase in revenue through the integration of routes and sales channels, as well as a significant reduction in costs thanks to economies of scale and greater bargaining power with suppliers.
Road transport

02

Spend Optimization

BPI applied Zero-Based Budgeting (ZBB) to 13 bus companies belonging to a large national group that were suffering from declining margins, stagnant revenues and rising costs. During the project, we trained more than 100 managers and identified more than 50 opportunities to optimize and cut expenses. This effort not only fostered a culture of austerity, but also resulted in a 15% increase in EBITDA, achieved through cost reduction without compromising management and operation.
Education

03

Organizational Structure Review

The COVID-19 pandemic has severely challenged a private higher education institution, which has seen an increase in student delinquencies and dropouts, necessitating an urgent adjustment between revenues and expenses. BPI found that 70% of spending was directed to personnel, well above the industry average. To rectify this, we conducted a comprehensive organizational restructuring. The intervention included the analysis of the productivity of the teams, the implementation of automations, salary harmonization and hierarchical restructuring. This approach not only stabilized the institution's finances but also significantly elevated operational efficiency.
Telecommunications

04

Management for Results

An internet services and fiber optic data transfer company had great growth plans, however, it suffered from low maturity in its management. BPI took action, implementing the Balanced Scorecard to define goals and key indicators, monitoring the development in the company's routine. We established short, medium and long-term goals, which were broken down into specific operational objectives, with dashboards for each manager. As a result, the company was able to achieve more efficient capital allocation, completed key projects, and achieved a significant improvement in its operating margin, driving its sustainable growth.
Agribusiness

05

Turnaround

Facing a financial crisis with high levels of short-term debt and continuously negative gross margins, a publicly traded company in the agribusiness sector saw its survival threatened. We made it our mission to restructure the company, conducting crucial negotiations with banks and suppliers. As a result, we obtain the extension of payment terms and the granting of significant discounts on debts. This immediate relief in cash flow allowed the company to stabilize with a strengthened financial structure, emerging from the crisis with a new outlook and a solid foundation for the future.
Highway Concessionaire

06

Spend Optimization

A highway concessionaire in São Paulo was facing financial challenges with costs and expenses far exceeding those of its competitors. BPI intervened with the application of Zero-Based Budgeting, carrying out a detailed analysis and re-evaluating all the company's expenses and projects. This rigorous process allowed for a significant reduction of 12.9% in operating costs, increasing cash flow. These crucial savings enabled the concessionaire to meet all the mandatory infrastructure investments required by the concession agreement, consolidating its position in the sector.
Road Control

07

Spend Optimization

A road control company (radars and urban signaling) was facing margin corrosion due to rising costs and expenses above net revenue growth. BPI implemented Zero-Based Budgeting, establishing a culture of austerity and greater knowledge of budgeting by managers. The project created an environment conducive to innovative ideas for optimizing spending. Suppliers were replaced, processes were changed and automated, the organizational structure was revised, and lower priority activities were eliminated. The result was an optimization of 6% of the expenses worked.
Security

08

Spend Optimization

A provident fund of a national state-owned company was dealing with expenses that exceeded the collection of the management fee, forcing it to cover the deficit with withdrawals from the administrative fund. Faced with this untenable situation, the board turned to BPI to find ways to reduce spending without compromising the organization's structure. BPI has identified more than 20 initiatives to increase efficiency, including reviewing benefits, reducing travel, closing open positions, and eliminating low-priority activities. As a result, expenses were reduced by 15%. In addition, BPI fostered discussion on the need to increase the fund's collection, leading to the implementation of new strategies for this purpose.
Retail

09

Spend Optimization

An e-commerce of supplements in Judicial Reorganization faced operational difficulties due to the lack of cash generation and restricted access to credit. BPI implemented Zero-Based Budgeting, evaluating and prioritizing the entire spending chain. Together with the client, the minimum level necessary to maintain operations was determined, eliminating non-priority increments. The result was a 19% reduction in expenses, providing cash breathing space and allowing the company to generate its Isolated Production Unit (UPI).

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