Success stories

A company in the automotive sector with a national network of dealerships needed to boost the parts business, but the challenge was not only in diagnosing opportunities: it was in transforming strategic guidelines into concrete execution within daily operations. The management was reactive, with low traceability on commitments and without established follow-up routines.

INDIGO designed and implemented a commercial activation program aimed at a prioritized group of dealers, combining diagnosis, institutional alignment, field execution, a monitoring platform, and periodic reports. The model was organized into three management levels —daily, weekly, and monthly— with clear responsibilities for each actor and level.

A sustained operational dynamic was established with greater visibility over network management, better coordination among stakeholders, established monitoring routines, indicators for decision-making, and a methodological basis to scale the model to the rest of the network.

A leading company in the sector needed to transform the economic-financial information of its network of distributors into a useful management tool to detect risks and identify opportunities. The network had data, but lacked an executive reading that would allow understanding the real situation of each distributor and the overall picture.

INDIGO developed an executive report on Business Analysis integrating consolidated income statements, analysis by distributor, sales and margin evolution, marketing expenses, absorption factor, and working capital. Classification criteria were applied to segment distributors based on performance, warning signs, and commercial evolution.

The management obtained a consolidated view of the network with comparable criteria among distributors, identification of early warning signals of risk, detection of opportunities by business unit, and an objective basis for opening differentiated strategic conversations with each stakeholder.

A leading company in the sector needed to design a program to strengthen the continuity, professionalization, and future sustainability of its network. The network integrated very different organizations: corporate groups, family businesses, distributors with a strong dependence on the founder, and various levels of formalization. The challenge was to build a model that anticipated continuity risks and organized succession and governance processes.

INDIGO designed a program structured in stages: diagnosis and segmentation of distributors, definition of a framework of best practices, executive awareness workshop, annual diploma with academic support that included an applied executive thesis for each distributor, individualized implementation roadmap, and follow-up.

The program allowed for the identification of continuity and succession risks, segmentation of distributors by organizational maturity, raising awareness among owners and successors, and building a scalable initiative to elevate the standard of continuity and governance across the entire network.

A network of dealerships needed to strengthen the technical capabilities of their service teams in maintenance, diagnostics, mechanical, electrical, and electronic systems, safety, efficient driving, and technical delivery. The challenge was to organize training that was not only theoretical but also applied to the real work of the service.

INDIGO supported the design, planning, and execution of technical training by combining in-person and virtual modalities. The program included the production of educational materials, preparation of vehicles and tools, performance evaluation of participants, results reporting, and impact measurement.

The network obtained more prepared and updated technical teams, with better diagnostic capabilities, greater professionalism in service attention, and training directly applicable to everyday work.

A leading company in the sector needed to ensure that its network operated with consistent after-sales standards. The challenge was to ensure that these guidelines were not just left in manuals but became real practices within each service point. The network operated with very different realities, sizes, and levels of maturity.

INDIGO developed a consulting and training process aimed at the implementation, maintenance, and certification of after-sales standards. The work combined process diagnostics, action plans by dealership, in-person and virtual consulting, customer service training, pre-certification, certification, and monitoring of key indicators.

Greater operational homogeneity was achieved in the network, visibility over the progress of each dealership, traceability of evidence and action plans, and a methodological basis to sustain continuous improvement. The standards transitioned from being a documentary framework to functioning as a concrete management tool.

A company in the sector needed to improve the consistency of its commercial experience across a network with different levels of development. The challenge was not just to train salespeople: it was to organize the way each point managed sales, served customers, recorded information, and followed up on opportunities. Business practices were heterogeneous among points in the network.

INDIGO developed a consulting and training process to implement sales standards. The work included process assessment, diagnosis by point of sale, action plans by dealership, training of sales staff, follow-up, precertification, and final certification with evidence recording.

The network achieved more aligned business criteria, clearer and verifiable sales processes, better indicators to measure progress and deviations, and greater brand capacity to manage the commercial quality of the entire network.

A company needed a tool to visualize the progress of its standards programs, share evidence, assign responsibilities, and provide follow-up. Management relied on scattered files, emails, and isolated spreadsheets, which made coordination between the brand, consultants, and the network difficult.

INDIGO implemented and managed an online collaborative platform with profile access, dashboards of indicators, checklists by program, evidence recording, action plans with assigned responsibilities, activity history, and support through a ticketing system. Available from computer, tablet, and mobile phone.

The management of standards ceased to rely on isolated documents and began to operate as a visible and traceable process: centralized information, greater control over evidence and compliance, indicators available for decision-making, and organized support for network users.

A Latin American agricultural implements company needed to make an organizational leap to compete in more demanding markets and expand its regional presence. It had products, technical knowledge, and a track record, but faced typical growing pains: dependence on the owners, underdeveloped areas, lack of scalable administrative structure, unplanned marketing, and non-integrated systems.

INDIGO designed a comprehensive solution that combined organizational and strategic diagnosis, design of the required organizational model, structuring of areas, business plan, institutional marketing and positioning, technology and management indicators, support in human resources, talent search, and strategic networking to open opportunities in Latin America.

The company built organizational capabilities typical of a larger-scale company: a more professional organization, better operational support, greater visibility over management, stronger commercial materials, and a broader network of opportunities to grow outside its home market.

A family dealership needed to organize its structure, improve daily management, and reduce the owners' dependence on operational decisions. The company sold and had a track record, but operated with informal practices: unsystematic sales follow-up, overloaded administration, low traceability in after-sales, and systems used partially. The problem was not a lack of effort: it was a lack of structure.

INDIGO implemented a comprehensive management service with a Key Account responsible for coordinating the relationship and articulating specialists by area. The service included organizational consulting, process improvement, recruitment for critical positions, partial management outsourcing, institutional and commercial marketing, CRM implementation, Odoo organization, dashboards in Monday, and AI agents for commercial and administrative assistance.

The dealership began to operate with greater structure, better data, and less improvisation. Management had access to dashboards, regular meetings, clear responsibilities, and systematic follow-up. The subscription functioned as a professional extension capable of providing consulting, technology, marketing, AI, and human resources according to monthly needs.

A truck dealership needed to organize its internal management to improve efficiency, profitability, and customer service. The operation was demanding—sales, technical service, spare parts, warranties, claims—but much of it depended on key people, manual solutions, and systems used partially. The company had grown without its management structure growing in the same proportion.

INDIGO proposed a comprehensive subscription with monthly Key Account management, initial focus on after-sales and spare parts indicators, improvement of administrative processes, recruitment for critical positions, dashboards in Monday, enhancement of Odoo usage, AI agents for tracking claims and appointments, and automations with n8n.

The company consolidated a clearer management structure: greater visibility over after-sales, reduced tracking losses, better coordination between the workshop and spare parts, more professional communication with customers, and less dependence on key individuals.

A consumer goods company needed to consolidate its structure to improve efficiency and professionalize the management of people, clients, and data. The company had grown, but that growth generated complexity: more areas, more salespeople, more administration, more orders, and a greater need for coordination. Many areas operated in a fragmented manner, with a strong dependence on key individuals and manual reporting.

INDIGO implemented a comprehensive service agreement with a Key Account responsible for the service. It included organizational diagnosis, design of priority processes, recruitment of commercial and administrative profiles, staffing for temporary positions, partial outsourcing of HR and administration, marketing for campaigns and commercial communication, control dashboards, support in Odoo and CRM, and AI agents for data analysis and report generation.

The company shifted from a reactive management approach to a more organized and sustainable structure. It accessed consulting, technology, marketing, AI, and human resources in an integrated manner, under a single responsible party, without inflating costs or multiplying suppliers. Internal capacity was built progressively.

A company needed to implement Odoo as a management system to organize internal processes, integrate information, and prepare for a more traceable and scalable operation. The main challenge was not to install a technological tool: it was to implement it with business criteria, in stages, with clear responsibilities and validation criteria that ensured progress without losing control of the process.

INDIGO estructuró una implementación en tres etapas: Discovery & Blueprint (análisis de procesos, mapeo de flujos, definición de módulos); Configuration & Build (instalación, parametrización y migración de datos); y Testing & Go-Live (pruebas, ajustes, capacitación y puesta en marcha). Cada etapa contó con criterios de aceptación definidos.

An orderly implementation was achieved with an approved blueprint, defined modules, operational workflows, trained team, and go-live under controlled conditions. The technology transitioned from being an installed platform to a concrete management tool connected to the actual way the company operates.

A dealership needed to make a leap in operational efficiency, information quality, and responsiveness across all its areas. A large part of daily management relied on manual tasks, scattered information, and unintegrated processes. The real challenge was not to incorporate artificial intelligence: it was to build an organized foundation so that AI could generate real value.

INDIGO designed a Foundational AI Model starting with processes, not technology. A comprehensive diagnosis was conducted, repetitive tasks and friction points were identified, and a base architecture was designed with 7 specialized AI agents by area (sales, post-sales, spare parts, administration, customer service, marketing, and management), automations with n8n, integration via APIs, and a roadmap for progressive implementation.

A structured and scalable technological foundation was built to incorporate AI throughout the dealership with a business rationale: reduction of manual tasks, improved data quality, faster response times to customers, and greater operational control for management.

A transportation company needed to improve the operational efficiency of its operations, especially in fleet maintenance, workshop, and spare parts management. It had experienced teams but needed to transform that experience into a clearer, measurable, and sustainable management system. The operation was reactive and relied on individual efforts rather than established processes.

INDIGO designed a Program of Operational Excellence structured in three areas: general management (structure, responsibilities, indicators, and economic control), spare parts management (KPIs, stock, ABC analysis, inventories, and traceability), and service and workshop management (shift planning, scheduling boards, work control, and rework management). Each area was evaluated through compliance items with three possible states.

The operation shifted from a management approach based on daily reactions to a more organized and measurable system: greater clarity of roles, better tracking of indicators, increased control over stock, improved service planning, reduced improvisation, and greater traceability in the workshop.

A private health institution needed to organize its organizational structure and prepare for a phase of improvement and sustained growth. It faced challenges typical of an evolving institution: unclear functions, processes that required greater definition, and areas that needed better coordination. The challenge was not to solve an isolated problem, but to build a clearer organizational foundation for making decisions in an orderly manner.

INDIGO proposed the product "Required Organization," consisting of three components: a future organizational chart with a medium-term horizon (including intermediate transition organizational charts), mapping of key management processes, and a Master Plan (roadmap by stages and priorities). The process included interviews with directors and internal stakeholders, a validated diagnosis, and a final presentation to the Board of Directors.

The institution obtained a clear picture of the organization it needs to build: current structure diagnosed, functions and critical areas clarified, future organization projected with transition stages, key processes mapped, and a master plan as a concrete tool to guide the Board's decisions.

A technology agribusiness needed to evaluate international growth alternatives in strategic markets in Latin America. It was already operating in different countries but needed to answer specific questions: Is it better to continue with distributors or open a subsidiary? Which markets justify a direct investment? What economic results can be expected? The company needed to shift from a general commercial perspective to a comprehensive business analysis.

INDIGO developed a strategic expansion analysis that combined an assessment of the potential of each agricultural market (productive area, level of technology, commercial channels), export analysis, competitive intelligence by country, comparison of subsidiary versus distributor, estimation of costs for a proprietary commercial structure, and sales projections under different scenarios.

The company was able to transform a commercial concern into a strategic decision supported by data: priority markets identified, competitive dynamics understood by country, economic viability of an owned structure evaluated, and a complete business case to decide where to grow, how to enter, and what investment to justify.

A family-owned company in the agro-industrial sector needed to organize key aspects of its internal operations, especially regarding the coexistence between family, business, and daily management. It had a strong history and family ties but faced common challenges: informal communication, a mix of family and work conversations, excessive use of non-institutional channels, and a lack of rules for sensitive topics.

INDIGO supported the process by surveying the family dynamics, preparing foundational materials, and facilitating two key meetings: one to agree on an internal communication policy and another to agree on the initial regulations of the Family Council (objectives, members, frequency, model agenda, and handling of sensitive topics). Minutes were prepared to document commitments.

The family business moved from informal conversations to clear and documented institutional agreements: organizing internal communication, clearer separation between family and work issues, and the establishment of the Family Council as a formal dialogue space. The work laid the groundwork for future conversations about succession and professional development.

A consumer goods company was going through a phase of operational expansion that required filling key positions in different parts of the country, but it did not have a sufficiently developed internal HR structure to support the volume and speed required. The pains were typical: critical vacancies unfilled, team overload, difficulty in finding profiles in different locations, and lack of follow-up after onboarding.

INDIGO developed a comprehensive solution for Recruitment, Staffing, and HR Outsourcing. The work began with a complete organizational assessment, definition of profiles by area and zone, search and selection of candidates (sales, supervisors, administrative, operational, logistics, and middle management), incorporation of an integrated HR implant into the operation, temporary outsourcing of processes, and technological tools for traceability.

The company achieved coverage of critical positions in different locations, increased speed in the search processes, better definition of profiles, reduction of internal overload, support in onboarding and initial follow-up, and foundations for professionalizing human capital management.

An automotive importer operating in Latin America needed to build and strengthen its human resources structure to support a phase of regional growth. It had to fill key positions in various areas, countries, and business units (network development, sales, aftersales, spare parts, administration, and marketing), but it required speed, industry knowledge, and operational capacity to manage resources while consolidating its own internal structure.

INDIGO designed a human capital solution tailored to the automotive business, combining four components: specialized recruitment with knowledge of importers and networks; staffing with resources assigned to cover operational needs during the transition; management implantation to work from within the operation; and temporary outsourcing of HR processes. Technological tools were incorporated for vacancy traceability, candidate pipeline, and dashboards for critical positions.

The importer was able to advance with its regional operation without being hindered by the lack of internal HR structure: coverage of critical positions with specialized search in the automotive sector, operational continuity through INDIGO's own resources, greater traceability over searches and incorporations, better coordination between countries, and progressive transfer of capabilities to the internal team.