FROM STRATEGY TO EXECUTION
Project management that turns complexity into clarity.
AIO brings together sales, planning, costs, risks, contracts, people, execution and decisions in a platform developed with your team — respecting the reality of your company.
Managing new builds and renovations? Meet AIO for construction projects →TECHNOLOGY ADAPTED TO THE PROCESS.
NOT THE PROCESS ADAPTED TO TECHNOLOGY.
PROJECT
Historic Building — Phase 2Restoration and modernisation68%
PROJECTED MARGIN12.4%↗ +1.8 pp
RISKS / GRC
3 critical 5 warning 12 monitored
COSTS
BudgetForecastActual
SCHEDULE
DECISIONS72 awaiting approval
AIOPROJECT INTELLIGENCE01 / VISION
AIO — ARQUITETURA INTEGRADA ORGANIZACIONAL
One single story for every project. From the first estimate to the last decision.
The platform connects what was sold, what is being built, what changed, what threatens the result and what needs to be decided now.
Company→Portfolio→Project / Site→Project line→Request / Task
AIOSINGLE CONTEXTPLATFORM CAPABILITIES
Depth where management demands it. Simplicity where operations need it.
Explore the functional pillars planned for AIO. The structure below shows the complete product vision, but each implementation is prioritised together with your company.
01
SALES & CONTRACTING
From opportunity to contract, preserving the memory of the negotiation.
The company understands not only what it sold for, but how it reached the price, which assumptions were made and which risks were born in that negotiation.
- Register of opportunities, tenders and bids
- Sales pipeline with win, loss and a mandatory reason
- Scope structured in lines / light WBS
- Versioning of proposals, specifications, drawings and attachments
- Estimate with materials, labour, equipment and markup (BDI)
- Multiple estimate versions with a change trail
- Proposed × negotiated × contracted value × change orders
- Line-by-line negotiation with assumptions and trade-offs
- Approval levels for discounts and commercial terms
- Conversion of the won opportunity into a project / site
PROSPECTINGPROPOSALNEGOTIATIONCONTRACT
02
ASSUMPTIONS & CHANGES
What was assumed no longer stays hidden in e-mails.
Commercial and technical assumptions get a validity date, an owner, potential impact, a link to risk and evidence of their origin.
- Formal register of assumptions
- Validity, origin and owner
- Assumption → risk link
- Change requests (Change Control)
- Prior analysis of scope, schedule, cost and margin
- Approval or rejection history
03
ESTIMATE & MARGIN
The estimate stops being a snapshot. It becomes the baseline.
Each project line connects cost breakdown, contracted budget, commitments, financial execution and expected result.
- Detailed cost breakdown per line
- Materials, labour, equipment and services
- Markup (BDI), overheads, contingency and margin
- Comparable estimate versions
- Price history and justifications
- Planned, current and final margin
04
BUDGET · COMMITTED · ACTUAL · FORECAST
The focus shifts from “how much have we spent?” to “how much do we believe it will cost to finish?”.
A living financial view that combines budget, commitments already made, costs incurred and the projection to completion.
- Original budget per line
- Committed but not yet spent
- Actuals by period
- Monthly or milestone-based rolling forecast
- Forecast at Completion
- Automatic variance in value and percentage
- Tolerance limits and alerts
- Projected margin at completion
BUDGETR$ 10.0M
COMMITTEDR$ 6.8M
ACTUALR$ 5.2M
FORECASTR$ 10.9M+9.0%
05
PLANNING & EXECUTION
From the contracted scope to the work happening on site.
- WBS per project and work front
- Schedule, milestones and dependencies
- Planned × actual
- Percent complete
- Request backlog
- Prioritisation by impact and urgency
- List, Kanban, Gantt and calendar views
- Requests linked to budget and risk
06
SITE & EVIDENCE
A phone for those doing the work. Enough information, nothing more.
- Site diary
- Record of incidents and constraints
- Photos and evidence
- Completed activities
- Site conditions
- Checklists
- Raising requests on the spot
- Quick approvals and pending items
07
GRC AS THE BACKBONE
Risk is not an isolated screen. It runs through budget, contract, supplier, schedule and decision.
A risk record can be born in the proposal, follow the project, trigger actions, materialise impact and stay linked to the final result.
- Probability × Impact matrix
- Inherent and residual risk
- Financial, technical, regulatory, weather, supplier, labour and heritage categories
- Owner and response deadline
- Mitigation plan
- Materialised risk → issue / event
- Impact on cost, schedule and margin
- Acceptance and decision trail
- Discovery risks specific to restoration
08
DECISIONS & APPROVAL LEVELS
Who decided, why and with what information available.
- Formal decision log
- Context and rationale
- Owner and date
- Approval levels by value, discount or impact
- Supporting documents
- Link to risk, change, contract and forecast
- Executive decision queue
09
ISSUES & ACTION PLANS
A risk is what might happen. An issue is what already needs a response.
- Record of the materialised problem
- Financial, operational and schedule impact
- Action plan
- Owner and deadline
- Escalation
- Evidence of resolution
10
PHYSICAL & FINANCIAL SCHEDULE
Physical progress and financial behaviour in a single view.
- % planned × completed
- Planned × actual cost
- Expected × actual revenue
- Progress measurement and invoicing
- Signals of cost growing faster than progress
- Completion projection
11
CASH FLOW & SCENARIOS
Anticipate cash needs and test hypotheses before they become a problem.
- Expected inflows and outflows
- Receipts, retentions and advances
- Future commitments
- Brazilian cost indices (INCC, IPCA, CUB) and contract indices
- Price adjustments
- Sensitivity scenarios by input or schedule
- Simulated impact on margin
12
CONTRACTS & CHANGE ORDERS
The contract stops being a filed PDF and becomes part of management.
- Main contract and subcontracts
- Term, price adjustment, retention and guarantees
- Obligations and critical dates
- Change orders in preparation, negotiation and approval
- Origin and rationale
- Link to risk, change and evidence
- Impact on schedule and revenue
13
TEAMS & PROJECT HR
Capacity, cost and allocation in the context of the project.
- Employees (CLT), contractors (PJ), outsourced and freelance
- Hourly cost by engagement type
- Allocation by work front / line
- Availability
- Skills
- Configurable labour charges
- Real cost comparison by engagement type
14
SPECIALISTS & SUPPLIERS
Partners’ track records become company knowledge.
- Reusable pool of specialists
- Restorers, stonemasonry, joinery and other specialties
- History per project
- Punctuality, quality and performance
- Supplier score
- Financial and operational risk
- Delivery capacity
15
MANAGEMENT BY EXCEPTION
Managers shouldn’t have to hunt for problems. AIO should point to where attention is needed.
Alerts and signals come from configurable rules and from the relationship between cost, schedule, risk, contract and execution.
- Forecast above tolerance
- Deteriorating margin
- Critical risk without a plan
- Expired assumption
- Request without budget
- Change order executed without approval
- Contract close to price adjustment
- Critical supplier running late
CRITICALAlfa Project forecast +11.2%
WARNING3 risks without an owner
DECISIONR$ 420k change order awaiting approval
DEADLINEContract price adjusts in 22 days
16
DASHBOARDS BY ROLE
The same data. Different levels of decision.
- Executives: consolidated portfolio
- Manager: project, forecast, risks and actions
- Estimator: cost breakdown, versions and assumptions
- Finance: cash, measurements and commitments
- Site: tasks, requests and evidence
- Client: optional read-only portal
17
AUDIT & IMMUTABLE TRAIL
No relevant change has to disappear in a silent UPDATE.
- Append-only log for critical events
- Changes to value, schedule and scope
- Who changed it, when and why
- Related document, risk and decision
- Versioned audit reports
- Evidence of delivery and accountability
18
AUTOMATED REPORTS
Information delivered at the pace of management.
- Margin per project
- Forecast and variances
- Risks by severity and owner
- Change orders and decisions
- Cash flow
- Pending actions
- Periodic executive summary
- Automatic delivery by e-mail
19
KNOWLEDGE BASE
The experience of one project helps the next one.
- Lessons learned
- Historical costs
- Recurring risks
- Productivity
- Change orders
- Variances
- Search by context
- Internal benchmark
20
INTEGRATIONS & SECURITY
AIO as a management layer, without requiring everything to be replaced.
- Future integration with ERP, finance, BIM and BI
- E-signature and documents
- Multi-company and multi-portfolio
- Access by role and hierarchy
- Logs and traceability
- Backup and versioning
- Security by project context
AIO FOR CONSTRUCTION PROJECTS · GREENFIELD & BROWNFIELD
From the budget to the 3D model, with the client following along.
For new builds and renovations, including buildings in operation: budget, schedule with progress measurement, a 3D model with 4D progress and a Transparency Portal where the owner follows everything.
- Budget
- Planning and Control
- 3D model (BIM)
- Transparency Portal
▶ Explore the building in 3D
THE STORY DOESN’T DISAPPEAR
Projects are not made of tasks alone. They are made of decisions.
AIO’s central timeline rebuilds the business reasoning behind every result.
Client request
Price reduction on a critical line of the proposal.
Assumption recorded
The client will supply the scaffolding.
Risk created
Scaffolding availability affects schedule and cost.
Decision approved
Executives accept the condition within the defined approval level.
Risk materialised
The assumption doesn’t hold on site.
Forecast updated
Impact built into the cost at completion.
Change order requested
Event, evidence and rationale stay linked.
03 / INTELLIGENCE
AI APPLIED TO CONTEXT
Organised data allows better questions.
Artificial intelligence acts as an analysis layer over the company’s structured information. It helps find signals, trends, inconsistencies and relationships — without replacing human accountability for relevant decisions.
AIO / EXECUTIVE ASSISTANT
› Which projects need immediate attention?
3 projects account for the main warning signs.
- Alfa ProjectForecast +11.2% and margin falling for 3 cycles.
- Downtown Restoration2 critical risks without completed mitigation.
- Omega ProjectR$ 780k in change orders awaiting approval.
ONE PLATFORM. DIFFERENT EXPERIENCES.
The right information for every level of responsibility.
EXECUTIVES
From the portfolio to the detail without losing where each number came from.
Revenue, margin, forecast, cash, critical risks, change orders, pending decisions and the health of each project.
R$ 128MContracted revenue13.1%Projected margin6Pending decisions4Projects needing attention
PROJECT MANAGER
One project. One context.
Budget, committed, actuals, forecast, schedule, risks, requests, contracts, suppliers and action plans.
+4.2%Forecast variance72%Physical progress8Open risks11Actions in progress
ENGINEER / SITE
A phone to record what happens where it happens.
Requests, evidence, photos, incidents, checklists, tasks, quick approvals and access to the context needed.
New incidentAdd photoOpen requestComplete activity
FINANCE
Cash flow and commitments within the project.
Progress measurements, receipts, costs, future commitments, forecasts and financial exposure per project.
R$ 3.4MReceivableR$ 2.1MCommitted38 daysAverage termR$ 480kRetentions
ESTIMATING
Cost breakdown, revisions and assumptions preserved.
Versions, line-by-line negotiation, cost breakdown, margin, assumptions, documentation and approval history.
V.04Current version18Assumptions6Negotiated items14.8%Proposed margin
04 / IMPLEMENTATION
DEVELOPED WITH YOUR COMPANY
Your team’s knowledge becomes management architecture.
AIO starts from a solid technological and functional base, but processes, rules, indicators, approval levels and experiences are defined from the reality of your organisation.
Understand
Map processes, controls, pain points, decisions and existing information.
Structure
Define data, flows, responsibilities, approval levels, indicators and integrations.
Build
Develop the digital experience in cycles, prioritising value and fit.
Evolve
Measure real use, listen to the team and keep adding improvements.
AIO — ARQUITETURA INTEGRADA ORGANIZACIONAL
No relevant variance without an explanation.
No relevant risk without an owner.
No relevant decision without a history.
Technology to turn experience into process, process into information and information into better decisions.
INTEGRATION, NOT REPLACEMENT
AIO doesn’t need to replace what already works.
ERP, accounting, payroll, purchasing, BIM and specialised systems can keep doing their jobs. AIO acts as a central layer of project management, governance and intelligence.
ERPFINANCEBIMDOCUMENTSHRPURCHASING
AIOMANAGEMENT + GRC + INTELLIGENCEEXECUTIVESMANAGEMENTSITEAUDIT
THE FIRST STEP IS UNDERSTANDING HOW YOUR COMPANY WORKS.
Let’s turn experience into process,
process into information and information into better decisions.
The platform is built in stages, prioritising the points with the greatest impact on operations and management. We reply in English, Portuguese or German.
WhatsApp +55 (12) 99754-7177 · [email protected]