WEBVTT

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In today's episode, where to start

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with AI in your company?

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Hello, everyone. Welcome to

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another XMACNA podcast. I'm

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Gustavo Fechus. Today we're here with

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Daniel Valladares, whom I thank

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very much for his courage, patience, and

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companionship. We have been discussing

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weekly important topics regarding

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the world of artificial intelligence,

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its interfaces, its

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technical and social implications, and so on,

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every week we've chosen a

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different angle to develop

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our reflections here. Well, today,

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Daniel, I'd like to invite you to

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reflect on the following hypothesis.

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Let's imagine I have a company that

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here in 2026, when we're recording this

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content, still resists

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the times using

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notebooks for credit, paper clips and

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other processes suited to the age of the

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Aztecs, Mayas, and Incas, right, with

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all the technology that of course those

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peoples developed in their time, but which

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is already technology that, let's agree,

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considering today's technological age, we

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live in and experience, maybe

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there have been some changes since then.

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Here. Well, given...

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I was going to say those were techniques...

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Vintage, but I think it even predates...

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Even vintage itself.

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Vintage is the concept, so to speak,

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anachronistic for, you know, this

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understanding, but debates

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aside, let's imagine a company

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that hasn't yet noticed the

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implementations and efficiencies that

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AI brings to the whole operation, right?

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And someone has come across

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our current provocation. We've

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talked a lot about where to start

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with AI. Let's imagine someone

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convinced or open to being convinced

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that they should start, but hasn't yet. There's

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a company with its various departments. Well,

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well, if someone asked you where to

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start, Daniel, how would you

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advise this person? I understand that

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part of our audience who are already ahead

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on this topic may also

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relate to your

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contributions as well, please.

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Well, I’d click the link here in the

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description, call Hermes, and that's it,

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thanks a lot for tuning in.

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Don't say that,

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it's great to have you here, that's it.

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Alright.

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No, jokes aside, man.

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I would start by analyzing my

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process and understanding where I have

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today

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bottlenecks, right? Where I have

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the possibility to remove what is

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repetitive, you know? What I have seen

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here, and I think a big part of the

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process comes from having a well

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qualified foundation, right? Because

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a lot of people have been talking about

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"automate everything," right? There are proposals

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that are really attractive, actually.

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Quite eye-catching in that sense. But

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what no one tells you is that it doesn’t

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do any good to have a

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great tool, to have a Ferrari

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of automations, if you have a

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bad foundation, right? It's the same as

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taking a Ferrari and putting water in the

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gas tank, right? For sure

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it won't work. So, the idea

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here, I think the first step is

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exactly

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to map the process and understand how

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your company is operating today,

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right? How is your flow of

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information inside the company? And

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why do I say this? Because the

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From there, it's possible that you'll be able to

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qualify your processes and understand

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which are the entry points, which

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are the exit points, right? And map

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the actual operation there, right? And based

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on that, you'll be able to have a structure

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that you can use to apply automation and

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artificial intelligence at that point

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that is a priority for you, right? And I

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I say this because... it's striking, right?

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Especially in the past few months,

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I don't know if it's because my algorithm

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feeds me a lot of things, but

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a lot of people are talking about... use the

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bot to handle your WhatsApp service,

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WhatsApp, which is a move we've

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already started, actually, some years ago

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right, Gustavo? Back when we still didn't

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talk about artificial intelligence, we

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were already talking about

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digital employees for you to put

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in your WhatsApp. These days, that's just

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the beginning of the process, it's just one thing,

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right? But we have the possibility to

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apply

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artificial intelligence to support

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decision-making, to do analysis

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of data, to map and predict

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possibilities, right? So, to understand,

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for example, the possibility of churn.

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before that churn really happens and

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you can act preventively

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to keep that client of yours, right? So,

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that's the way I see it, okay? I think

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the first step here now is, well,

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we've just had a huge wave of

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artificial intelligence, of automation,

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all very cool. And now the step is

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to look inward and say, okay, what do we

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really need to do here?

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What actually needs to be automated, where

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there’s an opportunity here to improve our

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results, to generate more revenue

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by automating this specific process,

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right? Or to improve our results

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with data prediction, right? So I think

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that's the point. First

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look inside, to understand which

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processes there are. I understand that, talking

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about it like this, Gustavo, maybe even,

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for me, it even seems simple, right?

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Saying I’m going to look inside and

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map the processes. But I notice that

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sometimes, talking to the client,

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especially those you mentioned at the

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start, who are still used to

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notebooks and pencils and BIC pens,

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for these cases, sometimes it's even more

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complex, because they say:

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"Okay, it's all here in my notebook,"

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Right? So, how do we categorize

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this, right? For example, there are

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clients I see that every year or

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every six months, their workflows

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in sales are like starting

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the company from scratch again, because they

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have to go back to the very beginning,

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they don’t have their data

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structured in a system where they can

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just press a button and say: "Hey,

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guys, new season happening here

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for us to sell, right?" So, the first

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step is to understand how this

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process is today, to see where the

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entry and exit points are, and where we

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are losing leads, where the losses are

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happening in the workflows, so we can

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organize everything in a way that

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makes sense and brings results,

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right?

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>> Good, Daniel, just a quick defense of

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the Bic pen here, okay? I think it’s

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a very useful tool. But when you

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say the first thing

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Daniel, well, is to understand what is the

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workflow so you can qualify your

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process, have a deeper understanding

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of how things happen today,

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because sometimes we are

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obviously, already in an operation

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Outdated, and everything just happens as if it were

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natural, right?

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I understand it's hard work to do

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that. And this is where another matter comes in,

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which is the qualified dialogue that we

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offer in consulting format

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so we can make this move

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together with the client, together with the

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decision maker, together with every department,

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and each leadership, because let's imagine

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a company and its operation, right?

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This often leads to some kind of

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organization tied to some department

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like marketing, customer support,

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sales, operations,

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customer success, after-sales, financial,

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administrative, basically all these

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departments. You can start wherever you want,

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right? There is room for improvement

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and efficiency gains for all

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sizes,

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tastes, and types, right? We've already seen this

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happen many times in different

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structures, with small, medium,

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and large companies, and in our other companies

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too, in all these departments, with no

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exception, right? Sometimes this

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problem seems unclear or not well defined,

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Daniel? And I think that part of our

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process involves qualifying the

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understanding of a process that

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will inevitably be changed. If you don't

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change it, the world will

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change it, right? Because

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we've been seeing out there

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anyway, the growth of a wave that

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doesn't go back to the sea, right? No,

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we're here positioning ourselves

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even in a qualified and

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technical way to do this type of

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monitoring in the most diverse

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processes. So we already have

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varied experiences with different sectors

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and industries,

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precisely working on a

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redefinition of operations. It doesn't mean

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we're going to make a revolution and

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starting tomorrow, no, it isn't

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miraculous. It hurts and takes effort, right?

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Looking at your own

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operation and eventually discovering

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things, for example. And the

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notebook is also a metaphor. And the

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B pen, which is a metaphor too,

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because sometimes you have in your

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operation,

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anyway, different software that

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don't communicate well or don't communicate with each other,

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right? Processes from departments that don't

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talk to each other, so all of this we

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We also experienced it ourselves.

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It’s something we went through. So what we

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are talking about here is also

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about being open to a new culture of

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data management, right? Of

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process management based on

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artificial intelligence. It’s not about the

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magic of AI. In reality, it won’t

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just show up and do something

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miraculous. We have to build it together,

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and understand your processes and your

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operation to see how, where, and

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where to start. Because it’s true

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that the ball is round — we can

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define a point to start from, so that we

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can move forward. There are so many

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cases we have, right, Daniel? Of

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clients who start with us, for

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example, by solving customer service and

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then evolve with us into the development

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of software made specifically for, you know,

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exclusively, a level-three product,

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and so on. It’s rare that we

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start with developing

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a level-three product, right? We start

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by wanting to know the following: Look, when

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the client looks for you on Google today,

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are you visible or

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are you invisible? Because even that,

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obviously, is being redone.

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At this historic moment, isn't that right?

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SEO rules have been, obviously,

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aligned

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and in many ways, replaced

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by the new search industry of

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search engines, right, EO, AEO, whatever

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we prefer to call it, so that

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the automation of the process or of

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any process demands from us, right,

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Daniel? And it's in this sense that we

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have also positioned ourselves in the market,

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with a deep understanding of the

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main problem the client faces or of the

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problem they want and are able

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to begin approaching solutions for.

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What we've experienced is that

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this approach involves

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active listening and brings significant results

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as well. I'll give

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an example, Daniel, if you allow me,

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from the Redigir platform, which

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is actually a somewhat old example, right?

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We've already spent over a year

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since we implemented a solution there for correcting

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essays, right? The Corrigir platform,

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the Redigir platform is another company

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in our group, in the education sector,

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that corrects essays. We implemented

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an AI that, at the end of the correction by the

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teacher, I mean, it doesn't

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It came to replace him: it reads the comments

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made by him in the body of the text and

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writes the final note to the student, which

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used to be a task done by the

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grader. This reduced grading time by 30%

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for each essay, and

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increased the perception of quality by 27%

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for the student, my end client. I

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now grade on the platform something between

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2,000 and 3,000 essays per day. So you

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can imagine how much time we

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have saved globally, right? With a

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tool like this, which is a tool

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meant to understand a process and apply a

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solution developed specifically

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for this operation. So

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it's just an analogy, right? In the sense of

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saying that just as we

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have experience in knowing

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the business process deeply and

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developing a solution made for this

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optimization, we invite those who

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have listened up to here to go talk

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to Hermes, right? There's a link here at

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the end of the episode through which you

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can already start interacting with the

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best attendant, you'll already have had the

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experience of chatting right here, in fact,

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in writing and by audio too, if you

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prefer. Take it from here, Daniel.

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Man, there are two points in what you said

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that I think are really important to

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highlight here, which are, first,

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efficiency. I think that’s an

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important first aspect to

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look at, because it's not just

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automation for the sake of automation, it's not

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about deploying AI just for the sake of it, but

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to bring efficiency to the process, right? As

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you said there, you reduced, I mean,

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you improved your

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customer experience by 30%, right? So,

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how do you have those numbers? How

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do you know that? Because we

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can bring in data and analyze a

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huge amount of data in a

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short period of time, right? That makes us

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make quick decisions. So, I think

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the first aspect here is exactly

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this point of being able to bring

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more efficiency to the process. And

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besides that, there's also the matter

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of what’s being called the

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'agêntico', which is the agent

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increasingly taking on the role of

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taking actions inside systems, within

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this interdisciplinarity, which

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was actually the other concept I

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wanted to mention and I had

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forgotten here. But this point about

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Interdisciplinarity.

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We have seen more and more that

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it's this movement of looking at

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the processes and understanding how

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everything has been happening. You even have

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improved internal communication processes,

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right? And again, this comes back

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to the question of efficiency, right?

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Because, for example, we were here

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in one of the cases we were

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analyzing, at first it was an

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automation and implementation focused on

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sales and marketing. Then we

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identified that there was also potential

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to involve the CS team as well.

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There was also potential for us

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to involve administrative and financial,

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right? So, there are a number of processes.

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You see that, with just a small

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move, we brought together, in an

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interdisciplinary way, several areas. And then it's

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like this: I solve a single point

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there in sales, then there’s another

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point in marketing, another in CS.

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When you look at the whole picture,

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man, we eliminated hours of

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work that used to be

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operational tasks. And I'm not even saying

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this will lead to letting someone go,

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quite the opposite, as you even

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you described in your brokers' process,

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but we managed to improve the

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productivity of these people, right? So,

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the team you have today, if they

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produce X, with this efficiency factor,

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they will produce 2 or 3 times more, right? And

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then I ask our

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guest here. If your team today,

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if your current team started from

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tomorrow producing twice as much, what would be your

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revenue in 2 months, in 3

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months, in 1 year, right? Where will your

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business go, you know? So I think that

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this, actually, is our analysis, right?

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Because sometimes when we talk about

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automation, sometimes due to lack of knowledge,

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the person will just look and say: "Wow,

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"that's a cost." In fact, there is a cost

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involved, right? We're not philanthropists

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here, right? But the point is, if your

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if we get your team to produce

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two or three times more, what is your

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result, right? So I think that, and with

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certainty, the result is better,

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vastly superior to the investment,

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right, which is made in this process, which is a

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it's a continuous process, but you will

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start there and make it, right,

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give that start already supporting you in generating

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results, right?

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>> Very well. So, I think Daniel,

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if someone doesn't know where to start,

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we know, right? Start with us here

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at XMACNA. Our process will

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>> together with your leadership, in every area of

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your company, understand the points of

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optimization, and we already have off-the-shelf products

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ready and products to be

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developed for your operation with

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exclusivity at prices that are unbelievable

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like in comic books. Isn't that how people in the 19th century

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used to say, Daniel? Exactly.

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Exactly.

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>> So, to sum up, here is our

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00:19:56.799 --> 00:19:59.039
invitation for you to talk to Hermes.

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There's also a link below that

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00:20:02.320 --> 00:20:04.760
puts you in touch with our team.

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Our huge thanks for your

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00:20:06.320 --> 00:20:08.320
audience and to you who have followed us

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00:20:08.320 --> 00:20:10.799
so far, help us share

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00:20:10.799 --> 00:20:13.120
this content with anyone else who might

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be interested in this topic. Thank you and

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see you next time.

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>> Thanks, everyone.