Technology that inspires tomorrow

Change seeks to expand specialization and strengthen focus on customers with dedicated leadership Florianópolis, December 2024 - The Group Softplan, one of the largest SaaS technology and digital transformation companies in Brazil, announces a strategic transition in its operations. Starting in 2025, the company will be structured into two autonomous operations, each focused on serving specific markets in an even more specialized way. The operation dedicated to the Private Market segment will bring together the verticals Softplan Construction Industry, Softplan Legal Intelligence and Softplan Operational Efficiency. The operation aimed at the Public Sector will consolidate the company's performance. Softplan in the market for technological solutions that transform public management in Brazil. With over 34 years of experience in these segments, the movement represents a milestone in the history of the Group Softplan and reflects the company's commitment to deepening its specialization, enhancing its operations and strengthening its proximity to customers. For Eduardo Smith, CEO of the Group Softplan, the transition is a unique opportunity to expand the company's impact. "The creation of these autonomous operations allows us to focus even more on each sector of activity and, at the same time, ensure that we continue to put our customers at the center of our decisions. This is an important step in building an even more relevant future for the Group. Softplan.", highlights The new operations will have experienced and dedicated leadership. Ionan Fernandes, current executive director of Softplan Construction Industry, will assume the position of CEO of the Private Market operation. He highlights the great potential of this change for the technology market: "The segmentation of the operation will allow us to further enhance our ability to offer depth, innovation and scalability to the markets we serve. We are ready to expand our impact in the SaaS vertical segments, combining cutting-edge technology and specialization with a strategic focus on results", he explains. The operation focused on the public sector will have Márcio Santana as CEO; he is the current executive director of Softplan Public Sector. For him, the new operating model will allow for an even more assertive approach to the needs of this market. "The public sector demands solutions that go beyond technology. It involves a deep understanding of operational complexities and transformation demands. We are prepared to continue delivering solutions that directly impact the quality of public services in Brazil." Eduardo Smith returns to the Group's board Softplan  After the transition period, which will take place in the first half of 2025, Eduardo Smith will return to the Group's board of directors Softplan, a position he held between 2017 and 2021. He will join founding partners Moacir Marafon, Ilson Stabile and Carlos Augusto de Matos, as well as Kátia Costa, Chairman of the Board, and Carolina Strobel. "This transition marks a new chapter in our trajectory. I am confident that this structuring will further strengthen the legacy of Softplan, allowing each operation to expand its impact in a sustainable and strategic way", says Smith. This movement aims to enhance the results achieved in recent years. Since 2020, the Group Softplan acquired 12 companies and expects to close 2024 with net revenue of R$803 million, achieving a CAGR of 27% in the period between 2020 and 2024.

Santa Catarina-based company makes new acquisition and reinforces inorganic growth strategy to expand its portfolio of solutions for customers. Florianópolis, October 2024 - The Group Softplan, one of the largest SaaS and digital transformation companies in Brazil, has completed the full acquisition of Runrun.it, a Brazilian process and task automation platform for teams. The new move by the Santa Catarina-based company complements the vertical's portfolio Softplan Operational Efficiency that works to promote more effective and automated flows for its customers and operations. With the acquisition of Runrun.it, the Group Softplan has already completed 12 M&As since its founding. The inorganic growth strategy was intensified from 2020 onwards, a period in which 10 of these were carried out. For Eduardo Smith, CEO of the Group Softplan, the portfolio growth is driven by strategic criteria: product complementarity, impact on customer demands, synergy between leaders and speed in technological development. “In our operation, the customer is central to all decisions. During negotiations, we evaluate the impact of each acquisition on the daily lives of users and how our software can be integrated, generating a more efficient flow. Connecting with companies that share our culture and strategic vision is fundamental in this process”, he emphasizes. The Group’s Operational Efficiency vertical Softplan is led by Checklist Fácil, auditing and process standardization software for various operations, areas and segments. The acquisition of Runrun.it reinforces the vision of complementarity, strengthening the presence of the Group's solutions Softplan at multiple stages of our customers’ routines. “The arrival of Runrun.it in our operations represents a significant advance in our strategy of offering solutions that promote operational efficiency. The combination of Checklist Fácil with Runrun.it we not only optimize process management, but also provide our customers with tools that facilitate task automation and collaboration between teams. This integration is essential to meet the growing demands of the market and ensure that our customers have access to solutions that truly add value to their operations”, highlights Rafael Zambelli, CEO of the Group Softplan for Operational Efficiency. The vertical projects net revenue of R$93M for 2024, with a CAGR (Compound Annual Growth Rate) of over 35% between 2022 and 2024. With the acquisition of Runrun.it, this compound annual growth rate rises to 45%, further reinforcing our commitment to solid results and accelerated growth. Runrun.it is a fully Brazilian operation that was launched in 2013, with the main objective of being a workflow management software for teams of medium and large companies. It currently has over 1.200 clients, including Cacau Show, Bradesco, Porto Seguro, DHL, among others. Founded by a group of three entrepreneurs who believed in the digital market since the early 2000s, the company sees this stage as another step in its history. For Antônio Carlos Soares, CEO and founder of Runrun.it, the negotiations with the Group Softplan show the alignment of market vision, organizational culture and strategic vision between both sides. “Since the first conversations, the connection between three relevant points stood out: the desire for a real impact on the customers’ routine, respect for people and what we call intellectual honesty, which reflects the sharing of information in an empathetic and complete way. These three pillars appeared in the vision of both sides, which strengthened the naturalness of the movement”, he reinforces.  

The debate about human capital has long been relevant to high-performance organizations. However, little has been said about a perspective that highlights a valuable and often underestimated asset: social capital. This is not just limited to individual skills, but goes a little further, highlighting relationship and collaboration networks that shape companies. In a context where valuing interpersonal relationships and gender equity are essential for the sustainable growth of organizations, inclusion and diversity boost not only morale, but also financial results. This is where the intersection between social capital and gender equity reveals fertile ground for innovation, creativity and business success. Human capital represents the set of skills, knowledge and experiences that each employee brings to the organization. It is individual strength that drives productivity and performance, shaping expertise and problem-solving capabilities. In contrast, social capital focuses on the relationship networks that form inside and outside the company, based on trust, cooperation and innovation. They facilitate access to information and knowledge, creating an environment conducive to mutual learning and the exchange of ideas. This means that social capital goes beyond individual capabilities, encompassing interactions and connections between employees. It's like an invisible web that connects people, promoting gains such as: Sharing knowledge; Collaboration on projects; Creation of innovative solutions. The term "share capital" is also used in another context, related to the amount that the partners invest in the company at the time of its opening. In this case, it is a contribution of tangible resources, such as money, goods or rights, which are used to finance the purchase of assets, the payment of expenses and the implementation of the organization's activities. In this sense, social capital stands out here as an intangible asset of inestimable value and transcends the individual focus of human capital. The focus is on relationship and collaboration networks within organizations. Do companies really need superstars? With social capital in focus, the search for individual "superstars", that is, those employees who stand out the most, gives way to the appreciation of social cohesion and mutual support as pillars of success. In the TED “Forget the pecking order at work”, Margaret Heffernan, who is an entrepreneur, CEO, author and speaker, highlights that the true effectiveness of a team is intrinsically linked to three key elements: Social sensitivity; Equal distribution of time and participation among members; and Diversity of perspectives. When present, these three elements tend to significantly increase the productivity and innovation capacity of teams. Contrary to the approach that values ​​superstars, the most successful teams are those that demonstrate high social sensitivity among their members. This feeling is characterized by empathy and the ability to understand and respond to the needs of colleagues. When team members genuinely care about each other, there is an atmosphere of trust and collaboration that boosts productivity and creativity. The diversity of perspectives within teams is also a determining factor. The presence of a variety of experiences, skills, and points of view enriches discussions and increases the team's ability to solve complex problems effectively. Women in the market and social capital Speaking of diversity, the presence of women in the job market and, more specifically, in business teams, is intrinsically linked to the concept of social capital and the positive results it can generate. From this point of view, despite the barriers and challenges faced by women, the female presence is not only beneficial, but also fundamental to the financial success and innovation of companies. Research shows that companies owned or led by women tend to have higher levels of financial performance compared to companies led exclusively by men. According to Deloitte data cited in the DIEP in Practice report, there are many advantages to female leadership, such as improving team performance by 17%, the quality of decision-making by 20% and collaboration by 29%. These results are not merely coincidences, but reflections of the diversity of perspectives that women bring to leadership and business teams. The female presence increases gender representation in organizations, enriches the knowledge base and stimulates original thinking. Furthermore, it contributes to the creation of a more equitable and inclusive work environment, which in turn strengthens social capital within the organization. Softplan works on this topic internally. Gender equity in the Brazilian labor market Brazil has seen progress towards gender equity in the labor market in recent years, as reflected in the 2023 Global Gender Gap Report. The country rose considerably in the ranking, reaching 57th position in gender parity, compared to 94th position the previous year. This progress is remarkable, especially considering the global context and the persistent challenges faced by women in many sectors of society. The report highlights a number of factors that have contributed to this progress, including the reduction of educational disparities between men and women, with 117 of the 146 indexed countries eliminating at least 95% of this difference. It is crucial to recognize that achieving gender parity is not only a matter of social justice, but also an economic imperative. The Panorama Mulheres 2023 study, conducted by Talenses Group and Insper, offers additional insights into female representation in Brazilian companies. The data reveals that, although there has been progress, there are challenges to be faced. Women still represent only 21% of board members and 17% of CEO positions in companies in Brazil, for example. In technology, we saw notable advances in the presence of women between 2015 and 2020, with a 60% increase according to data from CAGED. However, women still represent only 20% of the total professionals in this sector. Softplan, in line with this market trend and with the aim of creating a diverse environment, women make up 34,7% of the overall workforce (data from February 2024) and occupy 31% of leadership positions. This represents a 20% increase compared to 2023 and reflects a continued and intentional commitment to promoting equal opportunities. Furthermore, in 2023, 46,15% of our promotions to leadership positions were to women, signaling a significant advance in gender equity not only for the Softplan but also for the entire technology market in the country, which is still very challenging for women. In fact, we currently have three female directors on our board, two on the Executive Board and one on the People Committee. To continue moving towards gender equality, companies must adopt strategies that promote equal opportunities and create work environments where all people can thrive and contribute fully. Which, in the end, results in more prosperous and egalitarian businesses.

New issue highlights the Company's significant evolution in recent years The Group Softplan, one of the largest SaaS and digital transformation companies in the country, has concluded the raising of R$250 million in non-convertible debentures, with a total term of 5 years and remuneration equivalent to CDI + 1,60% per year. The new issue, which represented a significant reduction in the raising cost for the Softplan, was also led exclusively by Banco Bradesco BBI, which had already assumed the position of Lead Coordinator in 2022, when the Santa Catarina-based company raised R$130 million in its 1st debenture issuance. The main objective of this movement is to continue the company's growth, including the expansion of its inorganic growth, through acquisitions of new companies. Since 2020, the Group Softplan has already completed the acquisition of more than 09 companies to expand the portfolio of its four business units: Softplan Construction Industry, Softplan Legal Intelligence, Softplan Operational Efficiency and Softplan Public Sector. For Eduardo Smith, CEO of the Group Softplan, this strategy has proven to be efficient and positive for the health of the operation, making a new round of fundraising a natural path. “With the new fundraising, we will continue to expand our operations in key markets, investing in the verticalization of our services and expanding the offer of solutions to generate even more value for our customers. This strategy generates a virtuous cycle of greater satisfaction for our customers that further accelerates our growth,” he reinforces. In 2023, the Santa Catarina-based company, with over 33 years of operation, achieved a growth of 23%, surpassing a net revenue amount of R$ 653 million. With a good part of 2024 already completed, the Group Softplan expects to close the current year maintaining its accelerated growth rate of 23%, surpassing the R$803 million mark in net revenue. "This fundraising confirms our financial solidity, reinforces our cash position to continue with our acquisition plan in a sustainable manner and highlights the confidence that the capital market has in our evolution trajectory. We remain focused on investing in companies that complement our offer of technological solutions, always maintaining solid financial governance", concludes André Tavares, CFO of the Group Softplan. 

Talking about branding strategies for SaaS businesses means reflecting on a challenge: how to build a reputation and create a connection with customers in a sector with intangible, complex products that are often difficult for the public to understand? And, furthermore: how can brand development keep up with the countless transformations and innovations in the market? The task is not simple. Within the Group Softplan, the starting point was to identify how this distance could be reduced. Here, the process began with direct and continuous contact with the customers themselves, mapping perceptions and needs through interviews and feedback analysis. Thus, it was possible to identify several important aspects, such as the desire for transparency and an authentic connection, attributes that help define the reputation of any software brand, especially in an environment of constant innovation such as that of SaaS businesses. In the same sense, working from questions such as "why?" and "for whom?" helped us reinforce aspects such as the company's mission, values ​​and persona. By starting from these premises, we communicated more than just functionalities: we began to convey values ​​that resonate with the challenges and aspirations of the customers themselves. Defining a clear vision of these aspects helped in reviewing important elements, such as the visual identity and tone of voice of the corporate brand. Key strategies Based on this diagnosis, we developed some key strategies that guided our branding approach. The first of these was the clear identification of the target audience. In the Group Softplan, we define precisely who our ideal customers are. With this, we are able to direct and adapt our speech and define which territories our brand should occupy. With the target audience in mind, we move on to analyzing how to communicate our value proposition, an element that highlights what makes the Group's services Softplan unique and indispensable. While the purpose reflects the brand’s reason for existing – in our case, to promote fundamental transformations in people’s lives –, the value proposition clearly expresses the unique benefits we offer, applying technology and knowledge to simplify processes and management. Creating a coherent visual universe was also essential, as this ensures that the logo, colors and typography reinforce the brand’s values. In our review project, we updated visual elements so that they could be easily identified both in the corporate brand and in the products of our different business verticals. In addition, we brought the visual identity of the solutions closer to that of the corporate brand, with a review of the architecture and endorsement format, evolving from something textual (by softplan) for visual. This further boosts business and adds value to the parent brand. Another important piece is ensuring clear and consistent communication. Recently, the Group Softplan revised its tone of voice to reflect our maturation in communication as well. More inspiring, our tone of voice is connected to the Group's purpose of promoting fundamental transformations in people's lives, while anticipating the pains of the target audience - which is also reflected in the new tagline: "Technology that inspires tomorrow". Customer experience is another essential pillar within branding strategies for SaaS businesses, as each interaction, from the first contact to after-sales support, must reflect the value proposition, in addition to creating a positive and inspiring experience that stimulates strategic thinking. According to McKinsey, improving customer experience can reduce turnover by almost 15% and increase the win rate by up to 40%. We also seek to reinforce our credibility and strengthen our position in the market through social proof, with customer testimonials that show how our solutions transform people's lives, especially in sectors such as the public sector and construction. Adaptability is also a fundamental part of the strategy in this process. With inorganic growth strategies, which are considered recent, we reinforced our positioning by adopting the Group signature, which strengthens the exchange of value between the corporate brand and the products. Finally, the production of relevant and educational content and the creation of a community are practices that we value, such as Visão and the Proud Tech event, where our experts share knowledge, inspiring the market and reinforcing our authority in the sector. Impact on growth and customer loyalty Building a consistent brand brings us closer to the customer and generates strategic results for the business. In a market with seemingly similar offerings, a strong and well-defined identity does not require further explanation as to why it is relevant. After all, visual elements naturally communicate experience and reliability. This presence has a positive impact on attracting new customers, facilitates sales and reduces the cost of acquisition (CAC), allowing the focus to be on innovation and growth. Recognition in the market favors sustainable growth, but the journey is not without challenges: standing out in this environment requires clarity and assertiveness. Therefore, maintaining brand consistency is an important element for recognition and trust. Focus on people In the Group Softplan, focusing on customer experience is a fundamental guideline. Every branding decision is guided by a deep understanding of the people we serve and how we can positively impact their lives. This commitment guides all of our positioning and communication. We also believe that it is essential to maintain a visual identity and message that reflect who we are and what we deliver. We recently carried out a brand review to ensure that this coherence remains solid, connecting our products and our corporate brand in a clear and impactful way. This brand building process reflects our concept of verticalization, which seeks to give depth to the experience, reaching multiple layers. It is also interesting to highlight that the clarity with which we communicate our values ​​is another differentiator. We know that words are important, but the true impact comes when these words are transformed into actions that are noticeable in each interaction. In this way, our purpose is to simplify, optimize and deliver results that speak for themselves. We work with real stories that illustrate the positive impact that our solutions have on society, connecting technology with examples of transformations in the lives of people and organizations, making branding more authentic and inspiring. Based on these premises, we can say that the branding strategies in the Group Softplan They act as a kind of connecting thread between the brand and the real world. Ultimately, we seek to highlight experiences that matter, aligning what we say with what we do. When a client sees how our solutions help with operational efficiency and legal intelligence or improve the construction sector, for example, they begin to see the brand as a partner and facilitator of change. These branding strategies bring more than a passing connection: they transform the perception and relationship with the Group. Softplan. In a world where SaaS may still seem distant, reinforcing this commitment is what really makes the difference.

Every day we are surprised by new developments in the use of Artificial Intelligence (AI), whose application is transforming processes and changing standards in work environments in various sectors. In the field of legal operations, where time, predictability and accuracy are essential, it could not be different. In a short period of time, we have seen several advances, especially regarding access to information and process optimization. Historically, the use of AI in Law dates back to the 1990s and 2000s, driven by advances in computing and legal databases. With the development of natural language processing, machine learning and big data, AI has evolved significantly. This has occurred especially since the 2010s, when its use has become more systematic. Over the last 10 years, AI has significantly transformed the sector, evolving from an experimental tool to an important part of the daily work of lawyers and legal departments within companies. Among the advances, the systems began to perform more complex legal analyses, such as case law research, predicting case outcomes, and supporting the creation of legal strategies. Specialized platforms have emerged to help identify patterns in court decisions and optimize research time. As technology advances, AI becomes more present and essential. A survey released by the National Council of Justice (CNJ) in 2024 showed that there was a 26% growth in the use of AI in the Judiciary in 2023, compared to the same period in the previous year. Integration is a key part of the system Currently, Projuris, a platform of the Legal Intelligence business unit of the Group Softplan, is a successful example of the use of AI in legal operations. The solution, which is the leading software for legal departments and law firms, helps connect different sectors of the legal ecosystem, in addition to accelerating production and avoiding wasted resources. The integration of information in Law is extremely relevant to increase efficiency and transparency in the administration of Justice. By using integrated systems, such as Projuris, it is possible to share data between courts, law firms, prosecutors, defense attorneys, and other parties involved in the process. This possibility ensures, among other things, that important information, such as court decisions, evidence, and petitions, are accessible in real time, avoiding duplication of work, procedural delays, and loss of essential data. In addition, the unification of information allows everyone involved in the process to have a complete and up-to-date view of the cases, facilitating timely decision-making. More time for what really matters Specifically in law firms, we have observed important impacts linked to increased productivity, with the help of AI for tasks such as creating text content. With this tool, lawyers can speed up their writing work, using the insights that this technology offers for defense arguments, appeals, among others. Another important function is the generation of procedural summaries. With AI, the work of reading for analysis, comprehension and conclusion, which could previously take hours, can be done almost instantly. Artificial Intelligence, trained to understand the patterns of the judicial process and supplied with structured data, guarantees high efficiency rates. This way, lawyers and other legal professionals save time on operational tasks and can focus on interpreting and applying legal information in a strategic and careful manner. In legal departments, AI is an ally in strategic decision-making. With the technology developed by Projuris, for example, it is possible to calculate the chances of success or failure of a lawsuit, based on historical data from almost 300 million business processes that feed the system's big data. With this database, the AI ​​is able to indicate when it is worth taking a lawsuit forward, statistically calculating the chances of victory, or when a judicial settlement is the most advantageous way out. The financial impact for companies is enormous. Regulation: uncertainties and challenges As we look to the future, however, we still see some uncertainties. They are mainly due to regulation. Among the main challenges to be overcome, we can mention the definition of legal responsibility regarding what is produced by AI, discussions on copyright and data protection and privacy, in addition to ensuring transparency on how decisions based on algorithms are made, preventing systems from being “black boxes”. The discussion on the subject needs to be broad, so that it can produce clear rules on its use. Currently, a bill (PL) 2.338/2023 that specifically deals with the regulation of the use of Artificial Intelligence in Brazil is being processed in the Federal Senate. After a series of adjustments, the PL, also called the AI ​​Legal Framework, has a vote eagerly awaited. In other parts of the world, important steps have already been taken. In the European Union, which is at the forefront of AI regulation, the Artificial Intelligence Act has classified AI systems into risk categories, stating that systems deemed high risk will be subject to strict transparency, security and quality control requirements. The process of creating this law involved public consultations and the participation of experts in technology, ethics and law, reflecting the EU’s cautious approach to promoting the safe use of AI. In the United States, there is still no federal law on its use. On the other hand, sectoral regulatory agencies, such as the Department of Transportation and the Federal Trade Commission (FTC), have issued guidelines on use, in an approach more focused on encouraging innovation, without establishing centralized regulation, which generates criticism from some sectors due to the lack of standardization. Future of possibilities As we move forward with regulation, it is also possible to envision a huge field of possibilities, and imagine how much AI can further impact legal operations in the future. The interpretation of evidence such as documents and photos, for example, is one of the areas in which technology can evolve, in addition to a greater development of the automation of administrative and repetitive tasks, such as contract analysis, document review, case triage and form filling. Or even for use in less complex situations, to help resolve conflicts efficiently, quickly and accessibly without the need for formal legal proceedings. Given this scenario, among numerous advances, some challenges and a huge field to be explored, there is no doubt that the use of Artificial Intelligence in legal operations is already contributing significantly to improving the judicial system, both from the point of view of the professionals who work in it and from the point of view of society. Likewise, it also seems clear that the next steps in this timeline are promising. The way forward is to continue investing in technology to improve AI tools, as well as their security and transparency.