In the InsightCast episode “Operation and Results in the Day-to-Day Business,” Patrick Rosa, Head of Technology and Operational Efficiency at Grupo Litoral, presents a structured view on how to bring technology closer to the real business, in an operation that combines two distinct segments: solar energy distribution and textile import.

The debate shows that generating results with technology relies on three pillars: proximity to the business, structuring processes before automation, and leadership capable of translating operational challenges into concrete projects.

Where does operational efficiency begin?

Contrary to what many believe, efficiency doesn't begin with technology; it begins with a deep understanding of the processes that drive the business.

During the episode, Patrick emphasizes that implementing technology where there is no structured process is a direct path to waste:

"If we understand the pain points of the business, we can generate those results. If we don't understand, we'll implement technology that doesn't solve anything."

At Grupo Litoral, this meant going beyond the traditional role of IT; the area began to operate with squads dedicated to the areas that generate the most results, so that technology is delivered faster and more aligned with the real expectations of each area.

How can technology be applied in different operational contexts?

One of the most relevant aspects of the episode is the complexity of operating in two segments with such different characteristics: solar panels and fabrics imported from China.

In solar energy distribution, the challenge lies in delivery to hard-to-reach locations, farms on rural roads, and installations in remote regions, with a narrow operational margin that demands efficiency at every stage.

In the textile sector, the identified obstacle lies in the input of product information: the fabrics arrive with data in the Chinese supplier's standard and need to be converted to the internal database, a process that currently still generates delays from receipt to delivery to the customer.

This episode presents two concrete examples that illustrate how technology, when applied to well-mapped processes, can significantly improve results.

Which projects generated measurable impact?

The first was a structural project to stabilize the ERP (Enterprise Resource Planning or Integrated Business Management System), which had been experiencing recurring outages with a direct impact on operations. Clustering adjustments solved the problem and brought the stability that the operation needed to grow without stalling.

The second case involves the more than 200 salespeople at Fotus Energia, each operating through their own WhatsApp. Managing the quality of service on that scale was unfeasible without technology.

The solution was an AI-powered monitoring project that analyzes conversations in real time and delivers insights to the salesperson during the interaction itself, guiding them on how to conduct the conversation with the customer as it happens.

What differentiates applied technology from decorative technology?

Patrick talked about what differentiates successful projects: the technology area needs to move away from the role of resolving existing issues and take on the role of generating new problems, those that only exist because the old problems have been solved.

"There are problems that need to be solved because it's much more interesting to talk about new problems. To start a conversation and say: tell me about one of your pain points, maybe I can help you with technology."

Projects that generate results share common characteristics: a mapped process before automation, genuine proximity to business areas, leadership involved in operations, and technology used as an accelerator, not as a substitute for understanding the business.

Want to watch the full episode?

Listen on Spotify – InsightCast – Operation and results in the day-to-day running of the business #18