Cases / Digitize and modernize the business

Connecting processes for better control

Clara · Salvador, BA

Illustrative case study with a fictional character and hypothetical amounts.

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Two people working on blue laptops at a round table, focusing on teamwork and technology.

Capital soughtR$95,000

Planned own fundsR$25,000

Total budgetR$120,000

01 / The challenge

What needs to change.

A company tracks orders in spreadsheets and wants to connect sales, inventory and finance. Its project starts with the process causing losses, not a software purchase. Migration, data cleaning, training, security and support are budgeted. Results are measured through fewer errors, time saved and reliable information rather than treating a software licence as an automatic productivity promise.

change processes and measure benefits as well as buying technology.

Capital is part of the plan. Before seeking funds, the owner organizes the problem, compares alternatives and identifies spending that can be delayed, reduced or met from own resources. The presentation should distinguish verified facts from execution assumptions.

02 / Use of funds

The budget,
line by line.

Each line connects to purpose and execution evidence.

Configuration and integrationR$54,000

Migration and data qualityR$24,000

Training and rolloutR$18,000

Security and initial supportR$24,000

TotalR$120,000

Nominal example amounts. Actual costs, fees, taxes and contracting expenses need to be determined for a real transaction.

03 / Staged execution

Milestones before
the next step.

Hypothetical 12-week assessment schedule. Actual timing and conditions depend on the project.

01 · Weeks 1–4

Map processes and data

R$23,750

Portion of capital sought associated with this stage’s plan. Actual release depends on contracts, conditions and the financial provider.

02 · Weeks 5–8

Test with a small group

R$42,750

Portion of capital sought associated with this stage’s plan. Actual release depends on contracts, conditions and the financial provider.

03 · Weeks 9–12

Roll out with training and metrics

R$28,500

Portion of capital sought associated with this stage’s plan. Actual release depends on contracts, conditions and the financial provider.

04 / Instrument and rights

Capital has
clear corresponding rights.

Debt / loan

The example instrument is a structural assumption. Actual terms need identified parties, amount, currency, remuneration, term, costs, responsibilities, default events and exit conditions. Receivables require checks of existence, ownership, restrictions and prior assignment. Equity and conversion depend on corporate structure and required acts.

KEZS organizes technology and intermediation. It does not assign a score or decide whether an investor should accept this risk. Diligence is independent and capital may suffer partial or total loss. Applicable providers need to be identified before contracting.

What to verify.
What to monitor.

Documents

Process map and current problems
Proposal with scope and service levels
Security, access and export plan

Risks to discuss

Migrating inconsistent data into the new system
Staff not adopting the process
Supplier dependence without an exit plan

Metrics

Time to process an order
Inventory or billing errors
Total monthly solution cost

05 / The takeaway

More clarity to
build and assess.

The study shows how a need becomes a budget, stages and criteria. It does not demonstrate approval, completed funding or business results. A real transaction may require structural changes, further information and different terms. The method’s value lies in making questions visible before committing capital.

Integrity and traceability records help preserve versions and confirmed events. They do not replace verification of documents and financial confirmations. Participant privacy should be preserved even when a project presentation is public.

Questions to help
take the next step.

Understand what to prepare, compare and monitor.

What is the first step for this project?

Start by working to change processes and measure benefits as well as buying technology. Connect the purpose to a budget and verifiable milestones before negotiating terms.

Which documents help assessment?

Process map and current problems; Proposal with scope and service levels; Security, access and export plan. Share only necessary information with authorized participants and verify the submitted version.

Which risks need attention here?

Migrating inconsistent data into the new system; Staff not adopting the process; Supplier dependence without an exit plan. Each funder performs their own assessment; KEZS provides no score or approval guarantee.

Can a newly opened business organize the project?

Yes. The model considers businesses of every size from their first day of registration. Limited history requires other evidence. A project does not guarantee approval or funding availability.

Can the project amount vary?

Planning examples range from R$2,000 to R$20 million. Budgets should reflect actual needs and available own funds. Terms and contributions depend on the transaction and participants.

How do I monitor capital use?

Agree on milestones, responsibilities, documents and metrics. Separate forecasts, available cash and confirmed financial events. Technology supports history without guaranteeing business outcomes or payment.