AI-powered Service Desk, nationwide Field, Asset Management and Governance under a single desk. Taking answers for SLA, XLA, save and avoidance, and goes to the root cause so the ticket stops coming back.
Hybrid environment, nationally distributed fleet, contractual SLA. ITSM or ESM already running — ServiceNow, Desk Manager or yours. Above 100 users, or fleets with stores, clinics, datacenters and offices across multiple sites.
What we do. Friday the vendor leaves. Monday the Taking badge starts. In 6 months we map process, database, SLA and XLA KPIs, automations and channels. Assessment built into the contract.
The transition becomes an entry point. Taking works while it learns the house.
What we do. Save and avoidance in the monthly book with calculation memo. In month 6, if the operation reduced positions, the client chooses: discount or more scope within the same budget.
Instead of cutting people, the operation grows in scope without growing the bill.
What we do. When a ticket repeats, we stop. On-site survey. Documentation in the knowledge base. A known error becomes an automatic solution on the next ticket.
The more the operation matures, the fewer tickets appear.
What we do. Head of Digital Workplace and CEO in the client's direct chain. A critical decision doesn't wait to escalate through the commercial layer.
A structural problem is solved in hours, not in minutes-of-meeting over weeks.
Service Desk at the center. Fronts connected by single governance and shared ITSM.
The layer in direct contact with the user, from the first ticket to the L3 specialist.
L0 and L1. Multichannel chatbot + IVR (WhatsApp, Teams, Portal, Telegram). FCR on first contact. Agnostic to ITSM and ESM. Handover to a human with guaranteed history.
On-site in +4,500 locations. Dedicated, shared, resident or roaming models. Microcomputing, infra, telecom and CCTV. Backup for absences and vacations.
Specialized L3. OS (Windows, Linux, Unix, macOS), database, networks and security, storage and backup, virtualization and cloud (AWS, Azure, Oracle, VMware, Citrix).
The layer running underneath: asset, infra, security and the projects that evolve the environment.
Full lifecycle with ESG. ITSM ↔ CMDB integration. The agent opens the ticket already knowing the age of the user's machine.
NOC monitors infra (link, server, database, cloud). BOC monitors business (ERP, BI, app). End-to-end observability.
Pentest, continuous vulnerability analysis, awareness and SOC + SIEM 24x7 with intelligent event correlation.
Legacy retrofit, large-scale rollout, certified cabling, technical survey, maturity assessment and CCTV.
The AS IS rollout has a defined pace. Each quarter, a clear delivery. Month 6 is not the end of the rollout. It's when the evolution cycle begins.
CAPEX → OPEX the client stops tying up capital in depreciating assets and starts paying a fixed monthly fee per device in use.
Centralized management with a real-time inventory dashboard for the contract manager.
Models available in partnership with Acer: Mini PC · Aspire Go 15 · Travelmate · Travelmate P6. Other brands and configurations as needed by the client.
The AS IS rollout has a defined pace. Each quarter, a clear delivery. Month 6 is not the end of the rollout. It's when the evolution cycle begins.
Process mapping, database, categorization, priority (Impact × Urgency). ITSM workflow. Improvement plan. SLA and XLA KPIs.
Team analysis. L1 upskilling. Start of support with FCR. New book. WhatsApp, Teams, Portal channels live. ITSM and chatbot integration. L1 automations.
FCR rises. Effective multichannel. Productivity goes up. Satisfaction goes up. AS IS vs. current operation. Field reduction. 50/50 gain sharing.
Two connected desks. Distinct focus.
Keeps the operation predictable, with SLA met and crisis contained.
SLA, capacity, backlog, vendor performance.
Crisis (T0 to T6), communication, demand, relationship.
Leadership · Coordination · Ticket Manager · Service Delivery Manager.
Increases FCR, reduces recurring tickets and matures the experience.
Service quality, gamification, satisfaction.
Knowledge base, automation, indicators (SLA + XLA + OKR).
Executive books and insights for decision-making.
One of the largest hyperscale datacenter platforms in Latin America. Sustaining of sites SP02 (São Paulo) and TB01 (Tamboré).
Zero downtime. Immediate response to physical and logical incidents. RMA management and field replacements. Environment ready for expansion.
17 takers 100% dedicated, 24x7. Physical server interventions (disk, memory, power supply, FAN, battery, backup). Fluke certification of fiber and UTP. Link provisioning. Rounds, alarms, infrastructure. Dedicated coordinator and operations manager on-site 2x/week.
2,856 hours/month operated. Downtime reduction. Certified environment, ready for expansion. 10/10 satisfaction scores on specific calls.
Credit bureau with over 60 years in Brazil. Critical microcomputing for internal IT and business users.
ITSM (ServiceNow) under the client's responsibility. 1,200 tickets/month, 800 eligible for L1. 98% contractual SLA. Need for local presence.
PUC + SPOC with 4 on-site takers (1 senior, 2 mid-level, 1 technical lead). Monday to Friday, 8am to 6pm, in Barueri. Taking operational management. Infra and equipment 100% the client's. Technical SLA and XLA measured month by month.
September/2025: 606 tickets resolved. 65% requests, 35% incidents. FCR 99.5%. SLA 99.1% over a 98% target. NPS 9.0 (August/2025).
National leader in jewelry retail. 266 Vivara + 180 Life across the country. Accelerated opening and remodeling cycle.
New store operating standardized from day one. Stable connectivity and CCTV across hundreds of malls simultaneously. Speed without compromising quality.
Roaming Field by region. Connectivity and rack: structured cabling, switches, patch panels, NVR/DVR, primary and secondary links. CCTV and security: WI-FI cameras, alarms, sensors, panic buttons, sirens, electromagnets and buzzers in the vault. Store front: POS, payment terminals, desktops, notebooks, thermal printers, pinpad, scanner, ambient sound.
Deadlines met in accelerated cycles. Total standardization across units. Continuous post-opening sustaining with national scalability.
One of the largest fashion retailers in the country. Expanding fleet: POS, mobile devices, workstations.
Assets without control and inconsistent history. Low automation in distribution, support and updates. High service time for stores. Senior L2 doing L1 routine.
Field + Lifecycle Management. SCCM, Intune and MDM automated. Full asset cycle (purchase, installation, operation, maintenance, update, certified ESG disposal) centralized in the ITSM. L2 reallocated, with three Taking L1s onboarded at the start.
Unified view of the lifecycle. Proactive identification of obsolete machines generating recurring tickets. Reduced service time. Senior doing what needs a senior. The operation grew to other fronts in the following months.
The operation doesn't stop. On Friday, the current vendor ends; on Monday, the Taking team takes over. In parallel, during the first six months, we run the full assessment: process, database, KPIs, automations and improvement plan. The assessment is built into the contract.
Taking is tool-agnostic. We operate on ServiceNow, Desk Manager, BMC Remedy or any ITSM/ESM platform already deployed at the client. If you prefer, we run the operation on our stack.
SLA measures the technical service, response time and ticket resolution. XLA (Experience Level Agreement) measures the end user's experience of the service. The two indicators can diverge: a ticket may close within the contractual deadline and still leave the user dissatisfied. We measure both because solving both is what keeps the operation sustainable.
Save is savings generated and delivered to the client (example: consolidating idle licenses). Avoidance is cost avoided (example: a service performed with internal resources within hours, instead of a separately contracted project). Both are reported month by month with a calculation memo.
Every twelve months, we assess the operation. When Taking reduces positions through automation or efficiency gains, the gain is split equally. The client decides whether to convert it into an invoice discount or an expansion of scope within the same budget.
Coverage is nationwide, with more than 4,500 locations served. The model is designed by context: for retail with distributed stores (Vivara and C&A cases), we work with roaming technicians by region. For mission-critical datacenters (Scala case), a 100% dedicated 24x7 operation.
HaaS replaces hardware purchase with a fixed monthly fee per device in use. Maintenance, antivirus, backup and configuration are included. Technology renewal happens every 24 or 36 months, with no new investment. In case of failure, there's spare equipment to ensure continuity. At the end of the cycle, disposal is done with certified data sanitization and compliance with environmental standards. We operate in partnership with Acer, with flexibility for other brands as the client needs.
The minimum term is 24 to 36 months. Twelve months don't allow the operation to mature: in the first half, Taking is learning the house and deploying improvements; measurable gains come from the twelfth month onward. The assessment built into the contract offsets the extended duration.
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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