Complexity, made to run.

SRFT goes into the operation, finds where it stalls, and builds the system that closes the gap: custom software, automation and applied AI, shaped around your process rather than around a product.

Bring us a bottleneck

The problem

The problem is almost never missing technology.

It is a process that grew by improvisation until improvisation became the way the company runs.

How it shows up

No company decides to work this way. It accumulates.

  1. 01

    One person holds the process

    Somebody knows the right order of things. The week they take leave is the week the company finds out how much that was worth.

  2. 02

    A spreadsheet became the system

    What started as a temporary control now sets price, deadline and priority — and nobody is certain which copy is the current one.

  3. 03

    The same record is typed again

    Once into the quote, once into finance, once into the report. Three times, by hand, every day.

  4. 04

    Growing means hiring

    Every new client needs another pair of hands. Revenue climbs and the margin does not follow.

The path of one orderMonday, 9am
A customer asks for something
Email
WhatsApp
Phone
Someone notes it in a spreadsheetby hand
Re-typed into finance12 fields
Work order openedby phone
The customer asks where it stands3 screens to answer
The whole process depends on someone rememberingand that person takes holiday

How we find it

Nobody finds a bottleneck by reading an org chart. We go where the work actually happens.

  1. 01

    We talk to the people doing it

    Not the ones who describe the process in a meeting. The ones who make it happen every day.

  2. 02

    We follow one order end to end

    From first contact to money in the account. That is where the waiting nobody counts shows up.

  3. 03

    We measure where the time goes

    How many times the same record is touched, how long each step waits, what stops when one person is away.

What it costs, daily

The cost rarely appears on a line of the balance sheet. It appears like this:

  • Your most expensive hours spent on work a system would do unattended.
  • Decisions made on yesterday's numbers, because today's are still being assembled.
  • Mistakes that surface at month end, by which time they are rework.
  • A client waiting on an answer that requires somebody to open three screens.
  • The opportunity nobody reached, because the team never got to it.

Where SRFT comes in

We turn a process that depends on people remembering into a system that runs on its own.

We go into the operation, map where it stalls, and build what resolves it: custom software, automation, or AI applied to your process. You approve the scope before you invest, and the definition of done is your day changing — not a system going live.

SRFTOrder 4471 · running

One system. Each step advances on its own and the state stays visible to the team.

  • Quote approvedtoday, 09:14done
  • Posted to financeautomaticdone
  • Work order openedautomaticdone
  • Field executionon the wayrunning
  • Reportingcontinuousrunning

Capabilities

Six capabilities. One combination.

One of them rarely solves it alone.

  • Software Engineering

    • Web platforms and internal systems
    • APIs and backend services
    • Operational dashboards and reporting
    • Access control and back office

  • Integrations

    • Links between systems that ignore each other
    • ERP and CRM connections
    • Data synchronisation and pipelines
    • Consuming and publishing APIs

  • Automation

    • Routines that today depend on someone remembering
    • Flows across teams and tools
    • Scheduled execution and alerting
    • An end to re-keying and rework

  • Web & Digital Experiences

    • Company sites and campaign pages
    • Portals and authenticated areas
    • A design system of your own
    • Performance, technical SEO and accessibility

  • Artificial Intelligence

    • Agents wired into real processes
    • Search across the company's own material
    • Reading and classifying documents
    • Assisted triage and customer service

  • Technology Consulting

    • Mapping the process and the bottlenecks
    • Designing the recommended solution
    • Scope, priority and timeline
    • Deciding between building, integrating or buying

Method

You see what gets built before you fund it.

  1. 01

    Discover

    A shared understanding of the problem.

  2. 02

    Diagnose

    Bottlenecks prioritised, with estimated impact.

  3. 03

    Design

    A designed solution, with scope and timeline.

  4. 04

    Build

    A solution built and tested.

  5. 05

    Launch

    A system in production, in use.

  6. 06

    Evolve

    Improvement measured, next cycle defined.

In practice

What your team sees, and what your customer gets.

Both come out of the same system: the operation visible to whoever runs the business, and the reply that reaches the buyer at eleven at night, with nobody on shift.

SRFTOperations · team view

  • Running

    3

    active routines

  • In queue

    2

    awaiting approval

  • Last sync

    12:02

    ERP · automatic

Enquiries answered per hourToday · 00h to 23h
00
02
04
06
08
10
12
14
16
18
20
22

respondido pelo sistema encaminhado a uma pessoa

  • ERP integration12:02done
  • Billing routineevery 2hrunning
  • Support triagesince 08:00running
  • Approval queue2 orderswaiting
  • Backup and audit03:00done
The team's view: what is running, what is waiting, and how much of the support load the system handled on its own, hour by hour.

Support · automated

  1. Evening. Is anyone still around at this hour?

  2. I'm here any hour. What do you need?

  3. Has the part on order 4471 shipped?

  4. It left the warehouse at 16:40 and is on its way. Want the tracking number?

    Read from the ERP, no human involved

  5. Yes. Any chance of getting it sooner?

  6. Tracking is in your inbox. Moving the date is the carrier's call, so I've passed it to logistics — they'll reply by 10am.

    Handed off. Not the system's decision

Support answering on its own — and handing on what is not its call to make.

Selected work

Three operations, before and after.

  1. 01Industry · After-sales

    After-sales, out of the spreadsheet

    • Software Engineering
    • Web & Digital Experiences
    Before
    An after-sales operation spread across territories, where every step of a service call lived in a different file.
    After
    After-sales became traceable end to end, across the whole installed base.
    To be confirmed
    Registro do projeto 01
    Ver o dossiê completo

  2. 02Sales · Public sector

    The search that started running itself

    • Automation
    • Integrations
    Before
    Public tenders open in short windows. The routine depended on one person checking the right portal, every day.
    After
    Monitoring became continuous, with no human effort and no missed windows.
    To be confirmed
    Registro do projeto 02
    Ver o dossiê completo

  3. 03Sales · Prospecting

    Territory, turned into a call list

    • Automation
    • Integrations
    • Software Engineering
    Before
    A sales team with defined territories, but no repeatable way to find who to approach inside them.
    After
    Qualified leads began arriving on a cycle, at minimal acquisition cost.
    To be confirmed
    Registro do projeto 03
    Ver o dossiê completo

What changes

The gain shows up in the operation, not in the deck.

We measure what the project set out to improve. If it cannot be measured, it does not get promised.

2h

a day handed back to the team

Hours previously spent on repeated data entry and manual checking.

Source: measured in our own operation

2 days

less before the information lands

The gap between something happening and the person deciding seeing it.

Source: measured in our own operation

3 → 1

times the same record is typed

One entry instead of one per system.

Source: measured in our own operation

Differentiators

Where SRFT makes the difference.

SRFTOperations · team view

What is running, what is waiting, and when the last sync happened.

  • ERP integration12:02done
  • Billing routineevery 2hrunning
  • Support triagesince 08:00running
  • Approval queue2 orderswaiting
  • Backup and audit03:00done
  1. 01

    Diagnosis before proposal

    You get the design of a solution with scope and a timeline. Not a quote for a request nobody validated.

  2. 02

    One accountability

    Interface, system, integration and automation are designed together. There is no boundary for the problem to slip across.

  3. 03

    Delivery means in production

    Done means live, in use and measured. A demo does not count.

  4. 04

    Engineering with reasons on record

    Architecture and decisions are written down. Whoever maintains the system later can find out why.

Engagements

Three ways to start with SRFT.

01Diagnosis

For companies that feel the problem but cannot yet name the fix.

A short immersion in the process. You leave with the bottlenecks prioritised and a recommended solution, with scope and timeline.

Ask for a diagnosis

02Fixed-scope project

For companies that already know what has to ship.

Full build of a defined solution, from design to rollout, delivered in phases.

Bring us a scope

03Ongoing partnership

For operations that change every month.

A dedicated team over time, growing the platform, automating new steps and keeping what already runs standing.

Talk about a partnership

Next step

Bring us something that actually stalls.

The conversation starts with the process, the cost and the constraints. Technology comes after that.

Bring us a bottleneck