Modernization, integration and scale delivered under a Taking management model that connects business vision, technical consistency and clear metrics.
Technical signs that slow the pace of growth.
Wrong choices that can delay or kill time-to-market.
Next year's roadmap will be the same as this year's.
Taking does not operate as an outsourced vendor. It operates as an extended internal team:
We follow 3 pillars that make the difference in your operation.
A map of the client's problem made of field assessment, mapped gaps and structured recommendations.
30-day Agile Clinic: 58 gaps mapped, 71 recommendations for a national payments platform.
Discovery, architecture, build, quality and evolution under one contract and one squad. Taking answers for the deliverable, not just for the people allocated.
For a leader in corporate benefits, a single squad sustained regulatory, Data Lakehouse, cloud migration and DRP modernization. 2.5 billion records under Bacen.
Squad assembled in days, not months. People aren't sourced when the contract closes — they're already in-house, with prior experience in critical projects.
Some clients need a diagnosis before they know what to ask for, some already know what they want to build, and some need a team to sustain the operation for years.
When the problem isn’t clear enough to become scope yet. In an Agile Clinic format, Taking maps gaps, defines indicators and delivers structured recommendations.
A national operation with a critical 15-day process held up by one person. We mapped variables, dependencies and indicators no one was measuring — the basis for the data pipeline that followed.
When the scope is defined and the client wants accountability for the deliverable. Taking comes in with discovery → design → build → quality → evolution under a single contract.
Two logistics-sector leaders were exchanging information via spreadsheet and email. Taking integrated the systems via the EDI X12 + VAN standard and delivered end-to-end traceability.
When the product is already in production and needs a squad to sustain and evolve the accumulated repertoire.
A fintech built an Automation CoE on UIPath with Taking. The project became a permanent structure sustaining automations at scale in the financial sector.
Proprietary GenAI supporting context, backlog and architecture — embedded in the method, not a separate product.
Leadership takes part in the business conversations at every stage.
AWS, Azure, GCP and Oracle OCI. The choice comes out of the Diagnosis.
A financial institution with a high volume of credit approvals, regulatory exposure and pressure for efficiency.
Manual credit interviews, an operational bottleneck, risk of inconsistency between interviewers, LGPD exposure.
A voice LLM combining Whisper (transcription) and TTS (synthesis), automatic extraction with cross-validation of inconsistencies, humanized interviews keeping tone and pace, and auditable trails under LGPD.
50% reduction in operating costs. A fluid experience for the applicant.
A company under Bacen regulation, with billions of records across multiple sources and tight deadlines for regulatory deliveries.
Growing demands from the Central Bank and growing data volume. Without robust governance, traceability and auditing were compromised.
A dedicated squad for regulatory work. Data Lakehouse build. Cloud migration. DRP (Disaster Recovery Plan) modernization.
2.5 billion records processed with integrity. Bacen compliance ensured. Scalable infrastructure ready for audits.
The Easter operation accounts for ~50% of Mondelez's annual target in Brazil — a short decision window, hundreds of supermarkets.
Point-of-sale execution data scattered across photos, emails, portals and manual reports. Delayed analyses and pricing/supply decisions made with incomplete information.
A unified Data Hub consolidating all sources. RPA + ETL for automated ingestion. Integrity validation. Dashboards on the same day as collection.
236 supermarkets consolidated. 2x higher profit than the previous year in the Easter operation. End of manual rework.
A digital payments platform in a regulated environment, with fast growth and operations distributed across teams.
Low process visibility, recurring internal conflicts, no indicators. Areas with divergent interpretations of priority.
A 30-day Agile Clinic. End-to-end diagnosis of the flows, definition of key indicators, prioritization rules. Structured recommendations for processes, rituals and roles.
58 gaps identified · 71 recommendations structured · In 30 days.
They're people contributing to the dynamic, suggesting — not just executing.
A growing B2B AgTech, with low internal turnover but technical maturity below the pace of the business.
Raise the seniority of the quality teams. Hiring directly took months. An employer brand tied to agribusiness, not to technology.
Allocation of senior quality analysts. A specialist consultant ran an assessment of the area and defined evolution indicators. A test-automation PoC with AI, unfolded into a project.
Zero turnover among those allocated. AI PoC validated and in production. A clear medium- and long-term vision.
Yes. As a squad managed by scope, with discovery → design → build → quality.
Both. Legacy modernization, integration with existing systems, new builds, and scalable digital platforms.
No. Taking answers for the deliverable; the internal team keeps the business direction.
Agnostic. AWS, Azure, GCP and Oracle OCI (official partnership). The choice comes out of the Diagnosis — environment analysis, consumption sizing, existing international contracts and security requirements.
As a cross-cutting layer — it supports discovery, requirements definition, architecture and engineering. It’s not a separate stage or a separate product: it’s embedded in the delivery cycle.
We work with a multi-technology portfolio. The squad composition is defined by the stack and the context of your operation, not by the vendor’s menu.
Published cases cover benefits under Bacen, fashion e-commerce, consumer goods (food), fintech and payments, financial services, agro-industrial credit, logistics, mobility, agribusiness and e-commerce.
Taking operates in regulated environments. The corporate benefits case under Bacen processed 2.5 billion records in compliance. The financial services case applied LGPD to credit interviews with audio AI.
We reply within one business day to schedule the conversation. No proposal, no charge, no pitch. If it doesn't make sense for Taking, we'll say so in the meeting.
30–45 minutes. No charge, no proposal, no pitch.
Technical and business team from Taking — not a generic SDR.
You leave with a preliminary read of your scenario — and a clear decision to move forward, dig deeper, or stop.
Received. Taking will be in touch within one business day to schedule the conversation.
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