Strategy only creates value when the operation sustains it.
We help companies align organization, operations, and technology to unlock execution, reduce waste, and sustain value with more consistency.
Operational predictability for logistics and customer service, with lower cost and higher productivity.
Governance and execution discipline to capture synergies and cut costs post-merger.
Intelligent, AI-driven replenishment to cut inventory coverage and grow sales.
Governance and shared services structured to sustain global expansion with control and productivity.
We are an operations and process efficiency consultancy.
We work in contexts of greater organizational and operational complexity, when a company's internal functioning starts to compromise results, predictability, and responsiveness.
We help companies unlock their execution capacity.
We identify what's holding things back, reorganize critical structures and operations, and build ways of working that are more efficient, predictable, and coherent with the value the business needs to sustain.
Turning efficiency into results requires acting on more than one layer of the business.
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When a company's internal structure loses coherence with what it needs to deliver, the operation starts accumulating friction, rework, slow approvals, diffuse responsibilities, and little visibility into what's actually holding execution back. We work to reorganize how areas, decisions, and workflows connect, making the internal operation clearer, more fluid, and able to sustain value consistently.
01Diagnosis of organizational friction
We identify where structure, approvals, handoffs, low visibility, and misalignment across areas start to compromise execution.
02Governance and decision-making design
We reorganize criteria, forums, and decision flows to reduce delays, rework, and loss of operational fluidity.
03Redesign of critical processes
We work on processes that have lost touch with how the company actually operates and now generate errors, delays, and waste.
04Alignment across areas, roles, and responsibilities
We clarify who decides, who executes, who depends on whom, and how the operation actually coordinates in practice.
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A meaningful share of a company's results can be lost to bloated structures, inefficient processes, poorly distributed costs, and low clarity on where the biggest performance levers are. We work to reorganize costs, resources, routines, and operational structures, turning efficiency into a concrete impact on margin, cash, predictability, and economic discipline.
01Economic-operational diagnosis
We identify where costs, structures, and processes are draining results without generating proportional value for the business.
02Cost and expense transformation
We work on expenses, contracts, routines, and structures to increase economic discipline and reduce waste.
03Structural efficiency design
We reorganize operations and administrative structures to improve margin, predictability, and resource use.
04Cash, asset, and resource performance
We support decisions on working capital, assets, centralization, outsourcing, and more efficient operating models.
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In more complex operations, results depend on how well demand, planning, supply, logistics, service, and execution connect. When these parts don't work in sync, the company loses margin, speed, and responsiveness. We work to make critical operations smarter, more predictable, and more responsive, better connecting planning with operational reality.
01Demand intelligence and planning
We improve the connection between forecast, capacity, supply, and operational response to reduce imbalances and increase predictability.
02Supply and inventory strategy
We review policies, parameters, and replenishment dynamics to reduce stockouts, excess, and tied-up capital.
03Operations and logistics network design
We support the design of operations that are more efficient, connected, and coherent with cost, lead time, and service level.
04Procurement and strategic supply
We work on purchasing, sourcing, and critical supply chains to increase visibility, efficiency, and responsiveness.
Technology is a means, not an end.
Clavê treats technology and AI as levers for efficiency — not as a default answer, but as the consequence of coherent operational design. We step in where automation amplifies real gains, where data unlocks decisions, and where AI reduces repetitive effort to free up human intelligence for what matters.
Automation of critical processes
Eliminating rework in recurring operational workflows.
AI applied to operational decisions
Forecasting demand, supply, prioritization, and customer service.
Data as infrastructure
Data architecture coherent with the operation, not parallel to it.
Systems that support the design
Technology chosen after the operational design, not before.
Results in real contexts
of operations, structure, and growth.
Operational predictability for logistics and customer service
Redesign of service and distribution workflows to reduce cost per order and gain capacity without adding headcount.
- → Lower operating cost
- → Productivity gains
- → Greater SLA predictability
Governance and execution post-merger
Integration discipline to capture synergies, stabilize critical operations, and sustain value after consolidation.
- → Structured integration plan
- → Synergy capture
- → Lower recurring cost
Intelligent, AI-driven replenishment
Forecasting and replenishment model applied to the supply chain to cut inventory coverage and boost in-store availability.
- → Less tied-up capital
- → More sales from avoided stockouts
- → Data-driven decisions
Global governance and shared services
Shared services center and governance structured to sustain international expansion with financial control and productivity by country.
- → Replicable governance model
- → Administrative productivity gains
- → Global visibility
AI applied to the sales force
AI tool to help the sales force prepare and conduct more qualified commercial conversations with physicians.
- → More efficient visits
- → Less reliance on technical support
- → Expansion to other regions
Logistics network redesign
New logistics network and footprint balancing cost, SLA, and emissions across a complex network of branches, distribution centers, and B2B/B2C operations.
- → 20% reduction in logistics costs
- → +18 p.p. in deliveries ≤ 72h
- → 23% reduction in CO₂ emissions
Strategic procurement structuring
A more strategic procurement function with transparency, governance, and consistent criteria in a highly complex supplier operation.
- → 26% reduction in annual cost
- → 7 new contracts negotiated
- → More consistent criteria
Product repositioning
Connecting research, experience, and value proposition to turn financial management into predictability and trust for physicians.
- → +22,000 physicians projected in 12 months
- → Healthy use of early payment (1.5%–3%)
- → NPS ≥ 80
Shared services
Shared services center to centralize corporate functions and expand service capacity with efficiency and consistency.
- → 85% customer satisfaction
- → 81% employee satisfaction
- → 20% EBITDA
If your operations
are holding back
your strategy,
call Clavê.
Tell us about your context. We'll respond with an initial read on what may be holding back execution, structure, or cost — and where a longer conversation makes sense.