Technology that inspires tomorrow

In recent years, the public sector has expanded its digital services for citizens. The 2020 pandemic accelerated this trend, driving the modernization of bodies such as Courts of Justice, Public Ministries and Public Defenders' Offices. This transformation aims to improve the efficiency of public services and facilitate access for the population. Historically, the Information Technology areas of these organizations have adopted project management models that prioritize the delivery of defined scopes, with deadlines and teams limited to specific demands. However, the growing need for agility has driven the transition to product management. In this context, the concept of Business-to-Government (B2G) gains relevance, highlighting the importance of product management in offering innovative solutions to the government. As a Product Manager working on B2G products, my focus is to deliver solutions aligned with the needs of end users. Unlike the B2B sector, where there is a structured sales funnel, product management in the public sector requires the adoption of metrics and tools adapted to this ecosystem. Day-to-day life of Product Managers in the public sector Interactions with customers begin after the contract is signed, when the first contact occurs with the management group, formed by employees responsible for implementing the product. From this point, insights are gained into the needs of end users, allowing an initial understanding of the workflow. To prioritize the backlog, we use the RICE (Reach, Impact, Confidence, Effort) matrix, ensuring that decisions consider both contractual requirements and user needs. This prioritization occurs continuously, following the evolution of the product and established contracts. In the development cycle, we apply experimentation, prototyping and usability testing techniques with pilot groups. We collect quantitative and qualitative data to measure adoption and define improvements to product functionality. Example of RICE matrix With these premises in mind, we apply to pilot users, for example, experimentation techniques, prototyping, conducting usability tests for new functionalities. We also constantly collect quantitative and qualitative data on the journey they use, as adherence increases. Based on the metrics collected, we can define whether the main or additional features of our user's journey need to be improved. Example of quantitative insights with information from the user journey in organizing tasks using the MixPanel tool Example of using the INDECX tool for qualitative information about the product or functionality Product triad delivering efficient results Product management in the public sector requires a collaborative approach, integrating the technical team, user experience team and customer. This ongoing interaction strengthens strategic alignment and clarity about product evolution. The product roadmap is shared with the client to ensure transparency and predictability in deliveries. Softplan has established itself as a reference in the digital transformation of the public sector, generating positive impacts for citizens. Solutions such as the Justice Automation System (SAJ) provide efficiency and speed in public services. As Product Manager at Softplan, I contribute to the management of products aimed at the public sector. An example is the SAJ Defensorias, whose task panel was developed after business study and technical analysis based on the product triad. This panel centralizes daily activities, prioritizing tasks to be performed immediately and organizing completed ones for future reference. SAJ Solution Softplan Our goal is to offer intuitive and efficient products that meet the daily demands of public defenders and contribute to improving the provision of services to society. Defender's task panel in SAJ Defensorias Digital initiatives in the public sector have great potential for growth, driven by product culture. Digital transformation is irreversible and will continue to evolve to meet society’s expectations for more agile, efficient and transparent services.

Technical skills are important, but are they enough to ensure business growth and innovation? Imagine two professionals with the same level of technical knowledge. Both are proficient in the most advanced tools, follow industry trends, and have impeccable resumes. But while one can lead teams, solve complex problems, and adapt quickly to changes, the other finds it difficult to collaborate, innovate, and deal with unexpected challenges. What sets them apart? The corporate world is constantly changing. Companies are redefining their relationships with employees, reinventing delivery methods, and taking on an increasingly strategic role in society. Technology, a fundamental part of this equation, impacts not only business processes, but also the skills required of people. Is simply mastering new skills enough? In a scenario of rapid and unpredictable change, the way we think, adapt, and relate to each other can be as decisive as technical knowledge. It is in this context that behavioral intelligence gains prominence. More than a set of isolated skills, they represent a collective direction, aligning attitudes and behaviors that drive sustainable growth and strengthen the organizational culture. In the Group Softplan, behavioral intelligence is part of the business strategy. We define the behaviors we want to encourage in employees, connecting them to the company's present and future plans. The result is a culture that values ​​human development as a driver of innovation and continuous evolution. What are behavioral intelligences? Behavioral intelligences are the capabilities that guide attitudes, decisions and interactions in relationships in the work environment. They influence how an employee reacts to challenges, how they learn, listen, collaborate with the team and conduct their professional routine. They are different from technical skills, as they include attitudes, values ​​and ways of behaving, individually and collectively. Differences between skills/competencies and behavioral intelligence While technical skills concern knowledge applied in a given area, behavioral intelligence involves the ability to adapt, continuous learning and interact with different contexts and challenges. Studies on the future of work, such as the World Economic Forum's "Future of Jobs Report 2025", indicate that behavioral skills such as critical thinking, collaboration and flexibility will be increasingly essential to deal with rapid market changes. In other words, a person may have in-depth knowledge about a topic (technical skill), but their behavioral intelligence manifests itself in the way they apply this knowledge, such as solving problems, communicating and working in a team. Behavioral intelligences, therefore, are deeper and more intrinsic, while skills and competencies refer more to the execution and combination of knowledge. Behavioral Intelligence vs. Emotional Intelligence Among the various capabilities that influence attitudes and behaviors in the workplace, emotional intelligence is one of the best known. However, it is part of an even broader field: behavioral intelligence. But what is the difference between them? Emotional intelligence is one of many essential human skills for dealing with everyday challenges and interactions. The growing debate about well-being and mental health reflects a real need: we rarely learn to develop this intelligence at school, at work, or even at home. In adulthood, however, it becomes essential to know how to manage emotions, deal with different perspectives and face complex situations, including in the professional environment. This ability to understand and regulate one's own emotions—and to relate empathetically to others—is what defines emotional intelligence. How can a company develop its employees' behavioral intelligence? Although it is not as tangible as technical skills, behavioral intelligence can be developed. To do so, it is necessary to create a process, with contexts, rituals, recognition and learning paths. Some steps are important in this journey: Have a clear purpose Developing behavioral intelligence requires intentionality. Planning, coherence between discourse and practice, consistent stimuli and an environment that favors learning and development are necessary. For the adoption of behavioral intelligence to generate a real impact, it is essential that companies integrate them strategically and with a clear purpose. Defining which behavioral intelligences will be developed For behavioral intelligences to truly be a strategic differentiator, companies need to identify which ones make sense for the business context. After all, what skills are essential for employees to drive the organization's results? And before that, what are the expected results? This definition must consider both the current needs and future challenges of the company. To achieve this, tools such as structured interviews, feedback cycles, individual development plans, performance evaluations and self-assessments can be used. Furthermore, it is essential that expected behaviors are communicated from the selection process onwards, ensuring alignment between organizational culture and talent. Declare behavioral intelligences These are people who deliver value through production capacity. Therefore, when declaring which intelligences need to be strengthened, the company is signaling where it wants to direct this collective potential. Thus, when talking about the development of behavioral intelligences, the organization declares which direction should be followed according to the culture and corporate objectives. This movement allows individual development to be aligned with business objectives. By making the desired intelligences explicit, the company creates clarity, directs development programs and encourages people’s engagement. This directly impacts performance, productivity and retention, as people connect, feel a sense of belonging and perceive value in the journey they are taking within the organization. Investing in technology Technology has made it possible to personalize and scale development. Learning platforms, artificial intelligence and data make it possible to identify gaps, recommend content and monitor trajectories. However, it is essential to ensure that this personalization does not limit learning possibilities to what has already been demonstrated as an interest by the employee. The challenge lies in creating experiences that broaden horizons and encourage the acquisition of new skills, going beyond predictable recommendations. Measuring results Tools such as performance evaluations, formal and informal recognition programs, individual development plans and training are essential to generate consistency and measure progress in the development of behavioral intelligence. More than measuring progress, it is essential to analyze how these skills impact the company culture, collaboration between teams and business results. After all, the development of behavioral intelligence must be an ongoing process, aligned with the organization's challenges and strategic objectives. What are the main challenges in developing behavioral intelligence? The development of behavioral intelligence comes up against cultural, strategic and structural factors. Without clarity, coherence and context, companies and employees tend to repeat patterns that limit collective progress. Resistance to change (by companies and employees) Resistance to change is one of the main challenges in the development of behavioral intelligence. Employees often interpret certain behaviors as fixed personality traits, making adaptation difficult. This may reflect emotional and cultural barriers that can impede professional growth. When companies impose new behaviors without providing adequate context or support, change becomes even more challenging. So this is not the ideal path. To overcome this resistance, it is essential to promote an environment that encourages continuous learning, offering clarity on the importance of behavioral intelligence for individual and organizational development. Lack of planning and strategic choices Developing behavioral intelligence requires a clear vision of the future. To do this, companies need to define where they want to go and which skills will be essential on this journey. Without structured planning, development can become scattered and misaligned with organizational goals. Lack of coherence in objectives It is common for companies to declare collective values, but maintain individual incentive mechanisms. This creates inconsistency and disconnection. Therefore, the best path is to invest in tools that offer individual insights, but also guide employees and leaders on how much they are aligned with the behavioral intelligence and company goals. Skills and behavioral intelligence of the future According to the most recent report by the World Economic Forum (The Future of Jobs Report 2023), some skills are becoming increasingly relevant in company strategies, even if they are not yet so common in the day-to-day work of teams. This shows that organizations are concerned about preparing for the transformations that are already underway in the world of work. Among these skills on the rise are knowledge of artificial intelligence and big data, which, although not yet widely mastered, are receiving significant investment in training programs. When they are part of strategies, these skills tend to occupy a central place, indicating that companies recognize their crucial role in the near future. Another skill that is gaining ground is leadership with social influence. This ability to engage, inspire and mobilize people is increasingly valued, especially in a scenario that demands more collaboration and collective protagonism. For many companies, developing leaders with these characteristics is as important as investing in technical skills. In addition, organizations have been paying more attention to areas such as: Design and user experience (UX); Sustainability and environmental responsibility; Marketing and digital communication; and Information security. All of these areas are, to some extent, included in development plans, even though they are not yet part of the daily reality of many teams. These trends indicate that the future of work requires a balanced combination of technical skills, analytical thinking and relational intelligence. Developing people who know how to continuously learn, interpret data, use technology to drive innovation and relate with empathy will be essential for any organization that wants to thrive in the coming years. Softplan In the technology sector, where changes are constant, behavioral intelligence is a competitive differentiator. The Group Softplan has clearly defined where it wants to go and what behaviors are necessary to achieve this. Five years ago, the company declared an inorganic growth strategy and aligned its intelligence with this future. One of the main examples of this action is the Projuris Heroes case, a platform created with a focus on the customer and protagonism, which allows the exchange of knowledge between users of the solution. The project was born and developed based on the intelligence of "focus on the customer" and was recognized at Conecta, an internal event of the Group Softplan that values ​​initiatives aligned with culture. Another example is one of the most promoted intelligences in the company: the growth mindset. This concept, developed by psychologist Carol Dweck, refers to the belief that skills and competencies can be developed through continuous learning and practice. In the corporate environment, this intelligence is essential, as it encourages experimentation, resilience in the face of challenges and the constant search for innovation. Companies that cultivate this mindset create a culture that values ​​evolution, driving both individual growth and that of the organization as a whole. In the Group Softplan, this principle is reflected in the commitment to people's development. Learning is seen as a collective journey, and the company invests in initiatives that strengthen this mentality, such as Transforma Educação, the Group's learning hub. Softplan, which has already impacted more than 2.300 employees with more than 80 courses. In 2025, this commitment will gain even more structure with the first performance evaluation cycle based on behavioral intelligence, consolidating the connection between learning, growth and professional development. In the Group Softplan, we believe that the future is made with knowledge, collaboration and adaptation. Developing behavioral intelligence is not just a differentiator – it is the key to transforming challenges into opportunities and guiding people, teams and businesses towards a better future.

Is the customer really at the center of your company's decisions? In today's market, it is not enough to offer a good product or service – the difference lies in the genuine connection with those at the forefront of the business. Companies that deeply understand their customers' pain points and transform these needs into concrete solutions create value in a sustainable way. Prevision, for example, we learn this in practice. As a construtech focused on Lean Construction, we were born to solve a real problem in civil construction: the lack of physical and financial predictability in works. Throughout our journey, we realized that putting the customer at the center goes far beyond meeting demands – it means thinking like the customer and understanding their context so that we can evolve together. In this article, we explore what putting the customer at the center means in practice and how this commitment can generate real business impact. Customer-centered: what does it mean in practice? Putting the customer at the center is a daily exercise in empathy and perception, which requires not only understanding their needs, but also seeing the market and solutions through their eyes. Thinking like the customer is a starting point to truly understanding their needs and creating solutions that make a difference. When a construction manager says he needs physical and financial predictability, for example, it is not enough to create a reporting tool. It is necessary to understand how they make decisions, what information really makes a difference in their day-to-day lives and how we can make their routine more efficient. Putting the customer at the center is a movement of active empathy, which requires more than knowing your audience: it is essential to make an effort to feel their pain, understand their context and constantly validate whether what is being proposed really makes sense. According to the Customer Loyalty Engagement Index (CLEI) study conducted by Brand Keys in 2024, customers who perceive that their expectations are met are six times more likely to continue buying from a brand, in addition to being more willing to pay higher prices. This means that customer centricity goes far beyond a concept: it is a commitment that requires consistency, adaptation and continuous validation. However, turning this vision into practice is not a simple task. There are challenges that need to be addressed to ensure that this approach is, in fact, part of the company's culture and strategic decisions. Challenges of putting the customer at the center One of the biggest challenges is ensuring alignment between discourse and practice. If I sell a product, I need to deliver it with quality and consistency. It seems simple, but it requires structure, investment and a well-prepared team. Growing with quality requires investment, an aligned team, strategic decisions and a lot of validation, which can be a challenge for many companies, but it is worth it. From the beginning, we learned in practice that validating the solution with customers is not optional, but essential. One of our biggest learnings was realizing that well-intentioned features may not generate the expected impact if they are not created with those who will actually use them in mind. Therefore, we adopted a principle that we follow to this day: always validate, always listen, always adjust. Another big challenge is competing with cheaper solutions, even when we know that the value of what we do is much higher. However, the greater the investment in delivering value, the greater the customer loyalty. Proof of this is the Brand Keys study, which highlights that retaining a customer costs up to 16 times less than acquiring a new one. Prevision also confirm that putting the customer at the center works. Our NPS of 73 and satisfaction score of 9,4 are not just metrics — they reflect a close relationship and a real commitment to our customers. This translates into higher retention, organic growth, and a committed and united team that wears the shirt with pride. How do we put the customer at the center of decisions? It all starts with the why. And that why needs to be anchored in a real impact on the customer experience. That's what drives us every day. Putting the customer at the center is not a goal, it's a daily commitment. Every conversation, every feature, every solution is born from the purpose of transforming real challenges into opportunities. When the customer grows, we grow together. And that's how we build a sustainable future for our business. Develop a purpose and have a consistent culture Prevision, we know a very real pain in the construction industry: the lack of physical and financial predictability in projects. We feel this problem up close and we transform frustration into purpose. More than developing software, we are committed to helping construction companies make safer and more efficient decisions. Growing sustainably goes beyond the desire to expand; it is essential to solve a real market need, and not just an internal perception. Therefore, the company's purpose must be aligned with the concrete pains of customers and be incorporated into the organizational culture on a daily basis. When this commitment becomes part of the essence of the business, the culture of putting the customer at the center is strengthened in the long term, ensuring consistency and direction. This is what allows the company to continue growing, even in the face of the most complex challenges. Have people from the market on the service team To offer high-level support and truly put the customer at the center, it is essential to have a team that understands their challenges in depth. This means going beyond friendly service and ensuring that professionals have the technical knowledge to understand the customer's pain points and offer assertive solutions. In Prevision, for example, many employees are civil engineers who have already experienced the problems that they now help to solve. This allows us to not only offer technical support, but also act as strategic partners for our clients, anticipating needs, suggesting improvements and ensuring that each feature of our platform generates real value in the day-to-day work of the projects. Promote proximity Foster proximity with clients, whether through regular meetings or events. It may seem simple, but it is during these meetings that new opportunities may arise, whether to solve a new problem or improve solutions. A practical example of this proximity is Café Prevision, a moment that connects construction companies and customers from the same region to exchange experiences, strengthening empathy and understanding of our customers' daily lives. Listen with humility Before making any decision, listen to the customer openly and without bias. Visits, interviews and direct observation are important practices. Even with previous experience in the sector, we can never assume what is best for the customer without asking them directly. Active listening, which is a communication technique that consists of listening carefully to what another person is saying, needs to happen without judgment. Feedback is gold! Providing channels for customers to share suggestions and contribute ideas is not only a good practice, it is an essential strategy for evolving continuously and in line with market needs. In Prevision, we believe that listening to our customers is one of the pillars of our growth. Therefore, we maintain an open platform where they can suggest improvements and new features, directly influencing our development roadmap. With a base of approximately 20 thousand users who experience the challenges of the sector on a daily basis, we have the opportunity to capture valuable insights that go beyond the company's internal vision. This process allows us to anticipate needs, improve our solutions and deliver even more value to our products. How the customer-centric concept is applied in the Group Softplan? The incorporation of construtech Prevision to the Group Softplan was a milestone. We went from a team of 100 people to being part of a structure with more than 3 employees. For this integration to be positive, we maintained an essential focus: culture and purpose. The decision to integrate the Group Softplan was made based on the alignment of values. We found a company with the same vision of putting the customer at the center, in addition to a strong cultural alignment. We continue to take advantage of opportunities to improve our solutions. At the last Construsummit, for example, we identified another important pain point: in addition to planning, our customers needed support in cost management. This motivated us to develop a new product, scheduled to be launched in June 2025. For the future: Customer Committee We are advancing even further in our commitment to putting the customer at the center. To this end, we are structuring a Customer Committee, a strategic initiative that will have the direct participation of those who understand the challenges of the sector best: our own users. The idea is for these customers to act as advisors, helping to guide decisions, validate paths and contribute to our long-term vision. More than listening, we want to build together, ensuring that each evolution of the platform is aligned with the real needs of the market. Because, at the end of the day, putting the customer at the center is a daily choice, a genuine commitment and a path to generating real impact. With each conversation, each visit, each functionality created, we reaffirm this mission alongside those who are on the front lines, transforming challenges into opportunities and driving the entire sector into the future.

More than once in my career I have come across this scenario: a .Net application frequently showing high response times. This high latency can have several causes, such as slow access to an external resource (a database or an API, for example), CPU usage reaching 100%, disk access overload, among others. I would like to add another possibility to the previous list, often overlooked: ThreadPool exhaustion. I will briefly show how the .Net ThreadPool works, and code examples where this can happen. Finally, I will demonstrate how to avoid this problem. The .Net ThreadPool The .Net Task-based asynchronous programming model is well known by the development community, but I believe that its implementation details are poorly understood - and it is in the details that the danger lies, as the saying goes. Behind the .Net Task execution mechanism there is a Scheduler, responsible, as its name suggests, for scheduling the execution of Tasks. Unless explicitly changed, the default .Net scheduler is the ThreadPoolTaskScheduler, which, as the name suggests, uses the default .Net ThreadPool to perform its work. The ThreadPool then manages, as expected, a pool of threads, to which it assigns the Tasks it receives using a queue. It is in this queue that the Tasks are stored until there is a free thread in the pool, and then start processing it. By default, the minimum number of threads in the pool is equal to the number of logical processors on the host. And here's the detail in how it works: when there are more Tasks to be executed than the number of threads on the host, pool, the ThreadPool can either wait for a thread to become free or create more threads. If it chooses to create a new thread and if the current number of threads in the pool is equal to or greater than the configured minimum number, this growth takes between 1 and 2 seconds for each new thread added to the pool. Note: Starting with .Net 6, improvements were introduced to this process, allowing for a faster increase in the number of threads in the ThreadPool, but the main idea still remains. Let's look at an example to make it clearer: suppose a computer has 4 cores. The minimum value of the ThreadPool will be 4. If all the Tasks that arrive quickly process their work, the pool may even have less than the minimum of 4 active threads. Now, imagine that 4 Tasks of slightly longer duration arrived simultaneously, thus using all the threads of the pool. When the next Task arrives in the queue, it will need to wait between 1 and 2 seconds, until a new thread is added to the queue. pool, and then leave the queue and start processing. If this new Task also has a longer duration, the next Tasks will wait in the queue again and will need to “pay the toll” of 1 to 2 seconds before they can start executing. If this behavior of new long-running Tasks continues for some time, the clients of this process will feel slow for any new Tasks that arrive at the ThreadPool queue. This scenario is called ThreadPool exhaustion (or ThreadPool starvation). This will occur until the Tasks finish their work and start returning threads to the pool, enabling the reduction of the queue of pending Tasks, or that the pool can grow enough to meet the current demand. This can take several seconds, depending on the load, and only then will the slowdown observed previously cease to exist. Synchronous vs. asynchronous code It is now necessary to make an important distinction about types of long-running work. Generally, they can be classified into 2 types: CPU/GPU-bound (CPU-bound or GPU-bound), such as the execution of complex calculations, or I/O-bound (I/O-bound), such as database access or network calls. In the case of CPU-bound tasks, except for algorithm optimizations, there is not much that can be done: you need to have enough processors to meet the demand. However, in the case of I/O-bound tasks, it is possible to free up the processor to respond to other requests while waiting for the I/O operation to finish. And this is exactly what the ThreadPool does when asynchronous I/O APIs are used. In this case, even if the specific task is still time-consuming, the thread will be returned to the pool and can serve another Task from the queue. When the I/O operation is finished, the Task will be requeued and then continue executing. For more details on how the ThreadPool waits for I/O operations to finish, click here. However, it is important to note that there are still synchronous I/O APIs, which cause the thread to block and prevent it from being released to the pool. These APIs - and any other type of call that blocks a thread before returning to execution - compromise the proper functioning of the ThreadPool, and may cause it to exhaust itself when subjected to sufficiently large and/or long loads. We can therefore say that the ThreadPool - and by extension ASP.NET Core/Kestrel, designed to operate asynchronously - is optimized for executing tasks of low computational complexity, with asynchronous bound I/O loads. In this scenario, a small number of threads is capable of processing a very high number of tasks/requests efficiently. Thread blocking with ASP.NET Core Let's see some code examples that cause threads to block pool, using ASP.NET Core 8. Note: These codes are simple examples, and are not intended to represent any particular practice, recommendation, or style, except for the points related to the ThreadPool demonstration specifically. To maintain identical behavior between examples, a request to a SQL Server database will be used that will simulate a workload that takes 1 second to return, using the WAITFOR DELAY statement. To generate a usage load and demonstrate the practical effects of each example, we will use siege, a free command-line utility designed for this purpose. In all examples, a load of 120 concurrent accesses will be simulated for 1 minute, with a random delay of up to 200 milliseconds between requests. These numbers are enough to demonstrate the effects on the ThreadPool without generating timeouts when accessing the database. Synchronous Version Let's start with a completely synchronous implementation: The DbCall action is synchronous, and the ExecuteNonQuery method of the DbCommand/SqlCommand is synchronous, so it will block the thread until the database returns. Below is the result of the load simulation (with the siege command used). You can see that we achieved a rate of 27 requests per second (Transaction rate), and an average response time (Response time) of around 4 seconds, with the longest request (Longest transaction) lasting more than 16 seconds – a very poor performance. Asynchronous Version – Attempt 1 Let’s now use an asynchronous action (returning Task ), but still use the synchronous ExecuteNonQuery method. Running the same load scenario as before, we have the following result. Note that the result was even worse in this case, with a request rate of 14 per second (compared to 27 for the completely synchronous version) and an average response time of more than 7 seconds (compared to 4 for the previous one). Asynchronous Version – Attempt 2 In this next version, we have an implementation that exemplifies a common – and not recommended – attempt to transform a synchronous I/O call (in our case, ExecuteNonQuery ) into an “asynchronous API”, using Task.Run. The result, after simulation, shows that the result is close to the synchronous version: request rate of 24 per second, average response time of more than 4 seconds and the longest request taking more than 14 seconds to return. Asynchronous Version – Attempt 3 Now the variation known as “sync over async”, where we use asynchronous methods, such as ExecuteNonQueryAsync in this example, but the .Wait() method of the Task returned by the method is called, as shown below. Both .Wait() and the .Result property of a Task have the same behavior: they cause the executing thread to block! Running our simulation, we can see below how the result is also bad, with a rate of 32 requests per second, an average time of more than 3 seconds, with requests taking up to 25 seconds to return. Not surprisingly, the use of .Wait() or .Result in a Task is discouraged in asynchronous code. Problem Solution Finally, let's look at the code created to work in the most efficient way, through asynchronous APIs and applying async / await correctly, following Microsoft's recommendation. We then have the asynchronous action, with the ExecuteNonQueryAsync call with await. The simulation result speaks for itself: request rate of 88 per second, average response time of 1,23 seconds and request taking a maximum of 3 seconds to return - numbers generally 3 times better than any previous option. The table below summarizes the results of the different versions, for a better comparison of the data between them. Code VersionRequest Rate ( /s)Average Time (s)Max Time (s)Synchronous27,384,1416,93Asynchronous114,337,9414,03Asynchronous224,904,5714,80Asynchronous332,433,5225,03Solution88,911,233,18 Workaround It is worth mentioning that we can configure the ThreadPool to have a minimum number of threads greater than the default (the number of logical processors). With this, he will be able to quickly increase the number of threads without paying that “toll” of 1 or 2 seconds. There are at least 3 ways to do this: by dynamic configuration, using the runtimeconfig.json file, by project configuration, by adjusting the ThreadPoolMinThreads property, or by code, by calling the ThreadPool.SetMinThreads method. This should be seen as a temporary measure, while the appropriate adjustments are not made to the code as shown above, or after appropriate prior testing to confirm that it brings benefits without performance side effects, as recommended by Microsoft. Conclusion ThreadPool exhaustion is an implementation detail that can have unexpected consequences. And they can be difficult to detect if we consider that .Net has several ways to obtain the same result, even in its best-known APIs – I believe motivated by years of evolution in the language and ASP.NET, always aiming at backward compatibility. When we talk about operating at increasing rates or volumes, such as going from dozens to hundreds of requests, it is essential to know the latest practices and recommendations. Furthermore, knowing one or another implementation detail can make a difference in avoiding scale problems or diagnosing them more quickly. Tech Writers. In a future article, we will explore how to diagnose ThreadPool exhaustion and identify the source of the problem in code from a running process.

Technology in the public sector optimizes tasks and facilitates access to services in various areas. What is the basis? The automation of processes, which offers citizens a better service experience, clarity about public actions and engagement with the government, regardless of the sphere, favoring participatory and transparent management. However, this process goes beyond the simple adoption of tools: it requires the integration of systems and the consolidation of an infrastructure that ensures the secure and intelligent flow of data. The task is not simple. On the one hand, we see advances such as the Gov.br platform, which already connects millions of Brazilians to digital services, and the digitalization of the Justice system, which has modernized processes and reduced barriers. On the other hand, many municipalities still deal with fragmented systems and a lack of clear strategies, which limits the application of technology. Understanding these contrasts is the first step to transcending operational impacts and transforming the relationship between governments and citizens, connecting real needs to efficient and accessible solutions. The role of technology in the public sector Technology is redefining the relationship between governments and citizens, transforming public services into more accessible experiences aligned with society's expectations. Discussing this transformation is essential to understanding how innovation impacts people's quality of life and strengthens trust in institutions. In the Group Softplan, we closely follow the technological revolution in the Brazilian public sector. The experience accumulated over more than three decades allows us to state that digitalization is more than a future alternative, but rather the basis for a new public management model. An example of this is our Justice Automation System (SAJ), implemented at the Court of Justice of São Paulo (TJSP) in 2013. Among the figures, the average length of a legal process fell by 24% between 2015 and 2022. In the same period, the rate of response to cases in the information stage increased by 28,5%, when compared to the average from 2010 to 2014. Check out other figures in this article published in CNJ Magazine. Services that previously depended on slow and bureaucratic structures can now be carried out quickly, saving time and resources for both citizens and managers. Digitalization goes beyond operational efficiency, as it creates conditions for governments to act more strategically, making it possible to identify demands with greater precision and allocate resources more intelligently. Current scenario: examples of success and challenges Technology has reshaped the public sector in ways that previously seemed distant. In Brazil, some examples are indisputable. The National Digital Government Strategy, updated in 2024, sets ambitious goals to position the country as a global reference in digital transformation by 2027. In practice, this initiative seeks to expand the offer of digital services, increase integration between systems and promote more transparent and efficient public management. The impact of this plan can already be seen in initiatives such as the Gov.br platform, which centralized thousands of digital services and, today, serves more than 150 million Brazilians. Recognized as the most accessed government website in the world, according to the website Similarweb, Gov.br represents an integration model that can inspire other initiatives. In addition to simplifying access to public services, Gov.br promotes digital inclusion by bringing together in a single environment services that previously required face-to-face interactions or fragmented systems. However, its implementation faced significant challenges, such as adapting legacy systems, training servers and overcoming cultural barriers to ensure the engagement of users and public bodies. Gov.br is a major step forward, but it raises an important question: are we taking advantage of the full potential that this digitalization can offer? If we look at the global scenario, countries like Estonia show how technology can transform public services into something functional and accessible. There, practically everything can be resolved online, from medical consultations to company registrations. The model is supported by a highly integrated digital infrastructure, based on solutions such as a unique digital identity and interoperability between systems, which guarantee agility and security in processes. In Brazil, adapting successful practices from Estonia requires considering the economic, social and cultural differences between states. Furthermore, it is necessary to consider the difference in geographical size between countries. After all, while Estonia has a smaller and more homogeneous population, Brazil needs to deal with inequality in internet access and regional diversity. However, some initiatives can still be adopted, such as a single digital identity, which could be initiated in regions with greater technological infrastructure and later expanded to other areas. This process, of course, would require a well-structured - and realistic - implementation. Interoperability between systems, another striking feature of the Estonian model, is also feasible in Brazil, but it depends on investments in technological integration and planning to unify existing platforms. Softplan has contributed to this transformation with solutions such as SAJ, used in several courts across the country. These practices reinforce the potential of technology to overcome regional and sectoral challenges, promoting greater efficiency and accessibility throughout Brazil. Despite some advances in the digitalization of public services, there are still major challenges to be overcome, especially in municipalities that lack digital strategies. Most cities operate with fragmented systems, such as isolated software for payroll, purchasing control and tax management. These systems, often developed independently, do not communicate with each other, generating rework, data inconsistencies and delays in decision-making. In healthcare systems, technological fragmentation is an obvious challenge. One example is the e-SUS AB electronic medical record, adopted only by some Brazilian municipalities. While some use their own systems, the rest still rely on paper forms, which will need to be digitized later. The lack of integration forces healthcare professionals to switch between different systems to record information about a single patient, such as appointments, vaccinations and tests, increasing the risk of incomplete data and making analysis and strategic decision-making difficult. This reality reflects a gap between the potential of technology and the experience that citizens feel on a daily basis. To overcome this challenge, it is essential not only to digitize, but to ensure that the systems are useful in practice. This contrast between what has already been achieved and what still needs to be done leads us to deeper reflection. What prevents more consistent progress? What barriers do we still need to overcome for technology to reach its true capacity to transform public services? The main obstacles to digitalization in the public sector There are several structural, cultural and management challenges that directly affect the efficiency and impact of digital initiatives in this sector. As mentioned, one of these obstacles is system fragmentation. According to data from the 2022 Digital Government Map, 78% of municipalities with more than 200 inhabitants still do not have a structured digital strategy, resulting in technologies that are not integrated and that end up being underutilized. Many of these municipalities also lack basic infrastructure, such as payroll and purchasing control systems, making it difficult to advance to more sophisticated solutions, with automation and artificial intelligence. Another factor that impacts digital transformation is the human factor: it is necessary to engage employees and train them to operate tools - which is not always easy. Unlike the private sector, where incentives such as bonuses and promotions can accelerate change, in the public service motivation needs to be built with clarity of purpose and direct involvement of teams. Consequently, projects that could bring significant results end up being limited by the absence of trained teams or by cultural resistance to technological changes. Overcoming cultural resistance requires the creation of strategies that combine good communication with opportunities for growth and improvement in the public sector. Training programs should be accompanied by initiatives that demonstrate the impact of new technologies on day-to-day work, showing how they can reduce and facilitate repetitive tasks, in addition to improving the quality of service. It is also essential to involve employees in the planning and implementation processes of new tools. Information exchange and collaboration between sectors is important to identify resistance in advance and adapt projects to the real needs of a sector. Data security and privacy also appear as major obstacles, especially because public services absorb a lot of sensitive information - and technology is not always able to prevent its exposure. This concern has already led bodies such as the Federal Court of Auditors to recommend more robust data protection and governance policies, especially in the context of advancing artificial intelligence. Along with these factors, there is also the issue of financing and resource management. Turning technology into reality requires financial investment, which can still be a major obstacle for many municipalities and states. Although there are credit lines and federal initiatives to support digitalization, such as those made available by the FINISA program — Infrastructure and Sanitation Financing, not all managers are able to access these resources efficiently. Often, there is a lack of planning or even technical knowledge to prepare projects and ensure that resources are applied to tools that will have a significant positive impact. Furthermore, the management of technological resources itself is a challenge. The decentralization of initiatives and the lack of clear governance result in wasted resources and the acquisition of technological solutions that do not meet the real needs of public bodies. Trends and opportunities for governments in the coming years If strategic planning is the foundation for overcoming challenges, it also serves as a starting point for identifying and exploring the opportunities that arise with digital transformation in the public sector. Brazil, with all its diversity and scale, has a unique window of opportunity to adopt technologies and models that have already proven effective in other contexts, while adapting these innovations to its own needs. I highlight here some of the main opportunities for the public sector in the coming years. Expanding the use of artificial intelligence (AI) Artificial intelligence, especially generative intelligence, opens up space to automate repetitive tasks, improve citizen service and process large volumes of data, such as court documents or administrative reports. Pilot projects already show how AI can be applied in areas such as process triage and natural language chatbots. In the Brazilian context, the implementation of AI can benefit from public-private partnerships for the development of specific solutions. AI can be used to monitor data in areas such as health, education and public safety, creating predictive systems that anticipate demands or identify problems before they become critical. One possible path is to invest in training public servants to operate these tools and develop skills to interpret the results generated, ensuring that the technology is aligned with the strategic goals of each sector. Investments in information security With increasing digitalization, data protection and cybersecurity become priority areas. Creating dedicated teams and implementing efficient data governance policies are opportunities to mitigate risks and reinforce confidence in the use of technology. In Brazil, the application of security strategies involves the creation of regional security operations centers (SOCs) that can monitor and respond to incidents in real time. Furthermore, it is essential to strengthen legislation on data protection and train servers to deal with digital security practices. Promoting the use of public data The analysis and strategic use of public data offers the potential to generate insights that improve decision-making, optimize resources and create new economic opportunities. Transparency and controlled access to data can also stimulate innovation in the private sector, in areas such as insurance and risk analysis. The integration of public health, education and security data makes it possible to map areas of greatest vulnerability and prioritize investments. Municipalities with limited resources can create consortia to share technologies and data analysis experts, reducing costs and expanding impact. Making open data available can stimulate innovation in the private sector, encouraging the development of solutions that benefit both government and society. Improving the citizen experience Projects that integrate services and reduce bureaucracy, such as Gov.br, demonstrate how technology can positively impact the lives of citizens. The trend is for future initiatives to focus on even more personalized and accessible services. The next step in Brazil is to increase the personalization of services based on citizen data, offering more specific and accessible services. An integrated digital health system could send personalized alerts about vaccination campaigns or pending medical appointments, improving adherence to public health programs. The creation of mobile applications with functionalities adapted to local needs helps to expand the reach of services, especially in rural areas or areas with less access to the internet. Technological sustainability Digitalization also brings opportunities to reduce operational costs and environmental impacts, as is already the case with digitalized legal processes. To expand this logic to other sectors, it is necessary to encourage the use of green technologies, such as low-energy servers and cloud-based solutions. Projects that digitize physical files, such as property registries or medical records, generate significant savings in the long term and also reduce the waste of resources. Furthermore, promoting the reuse of technology equipment in good condition, such as computers and tablets, in schools and community centers contributes to both sustainability and digital inclusion. Strategies for planning the use of technology in the public sector Overcoming the challenges of technology in the public sector inevitably requires well-structured strategic planning. Without this, the adoption of tools and systems runs the risk of being limited to specific responses to immediate problems, without promoting lasting transformations. In the public sector, planning must be thought of in an integrated and continuous way. And for this to happen, we inevitably need to start by defining concrete goals, establishing objectives that can be monitored and measured over time. In the case of the Gov.br program, for example, clear goals were defined from the beginning: consolidate government digital channels, create a unique digital identity for citizens and increase the offer of digital services. These simplified objectives ensured team focus and buy-in from different government agencies throughout the project. In the municipal context, this practice can be adapted. City halls and regional consortiums must define indicators that reflect the impact of actions, such as reducing queues for in-person appointments or increasing the number of digital processes. Another essential element is the integration of systems and the use of shared platforms, which allow easy access to data, promote resource savings and make implementation more agile. Hands-on: strategic planning for the use of technology in the public sector The first step in planning the use of technology in the public sector is to carry out a detailed diagnosis. It is necessary to evaluate the existing infrastructure, such as hardware, which software the entity already uses, analyze how they connect with others and more technical aspects related to data security. It is also necessary to map administrative processes to identify bottlenecks and inefficiencies. Listening to civil servants and citizens helps us understand which demands really need to be prioritized. With the diagnosis completed, planning can begin based on the information and data obtained. Defining clear objectives, setting goals, and organizing a roadmap that details the project steps are the next steps. Organizing workflows and responsibilities avoids delays and waste. In addition, deadlines and budgets must be calculated, taking into account costs, human resource requirements and execution times. To monitor progress and correct possible deviations, it is essential to establish performance indicators, such as the increase in digitalized processes or the reduction in waiting times for services. These metrics depend on the type of sector. Focusing on awareness-raising and use of new resources reduces errors and promotes efficient adoption of tools, contributing to the success of initiatives. Training should be carried out as often as necessary. To maintain operational efficiency, periodic updates must be considered in order to keep up with technological and regulatory changes. Budgets for support and expansion of solutions are essential, as are policies that ensure the continuity of projects, regardless of changes in management. Innovate with purpose Digital transformation in the public sector must be guided by tangible objectives, connecting technology to the concrete needs of society. Each advance needs to be aligned with improving services, administrative efficiency and meeting real demands. Innovating with purpose means structuring solutions that directly impact the lives of citizens, promoting easier access to services and optimizing public management. Systems integration, data analysis and the use of secure technologies make governments better prepared to make strategic decisions. When used in a planned way, technology transforms the relationship between governments and citizens. This generates results such as greater transparency, reduced inequalities and improved use of resources, with positive impacts for society as a whole.

Mapping risks, prioritizing actions and aligning strategies with the intelligent use of financial data: these are some of the pillars that a Corporate Risk Matrix can offer to companies seeking more assertive decisions and sustainable management. In 2024, the Group Softplan took a strategic step by implementing its own matrix, led by the internal audit area. The tool provided a broad and integrated view of risk factors, guiding decisions and reinforcing the commitment to governance and business sustainability. By transforming financial information into strategic inputs, the matrix allows us to understand how different risks can impact the health and continuity of the business. Thus, it becomes an indispensable tool for guiding actions focused on strengthening corporate governance and achieving organizational objectives. But how, in practice, does this resource become part of the organization's day-to-day? To answer this question, Visão Softplan spoke with Tatiana Leite, Internal Audit Manager of the Group Softplan, who shared the details of the implementation, the challenges overcome and the lessons learned when consolidating the matrix as a strategic foundation. The role of the Corporate Risk Matrix in business management A Corporate Risk Matrix is ​​a strategic tool that identifies, assesses and classifies the risks that can impact a company's objectives. According to Tatiana, the matrix allows "to look at an institution and identify the relevant risks that can prevent the company from achieving its strategic objectives". The analysis includes factors such as financial, operational and regulatory risks, organizing them into levels of impact and probability. This is presented in a risk matrix, with areas in red, orange, yellow and green, indicating the level of attention that each risk requires. Tatiana exemplifies the importance of the matrix by stating that, in a technology company like Grupo Softplan, a corporate risk may be the perception of modernization of its products. "Although we have modern products, the risk needs to be constantly monitored. If, at some point in the future, our products lose their perception of modernity, this could directly impact our ability to attract new customers," she explains. The matrix, therefore, is essential for prioritizing the organization's efforts and making more informed decisions. In addition to providing clarity about the organization's vulnerabilities, it contributes to the alignment between strategies and available resources. As Tatiana comments, "the matrix allows the company to see its limitations and know where to invest to reduce vulnerabilities." Thus, it becomes a foundation for corporate governance and sustainability. Aligning strategic decisions and organizational vulnerabilities Understanding risks in a structured way and using them to guide strategic decisions is a challenge that many organizations face. The Corporate Risk Matrix, in addition to identifying vulnerabilities, helps to align strategies, promote internal integration and strengthen governance. In the Group Softplan, the implementation of the tool demonstrated how structured risk analysis can generate positive impacts on different fronts of the organization, as Tatiana explains through the benefits mapped below. Strategic and conscious vision Prioritizing organizational challenges and defining clear paths are important steps to achieving strategic results. Tatiana states that the matrix allows you to “look in the mirror and know what needs to be done to achieve objectives”. In practice, the tool guides investments and actions, aligning decisions with previously established goals. Improvement in resource allocation By classifying risks by impact and probability, the matrix promotes more efficient management of organizational resources. “The matrix helps, for example, in assessing whether it is worth investing in a system or hiring a supplier considering the associated risks”, explains Tatiana. As a result, the use of resources becomes more targeted, reducing waste and expanding benefits in priority areas. Integration of areas and processes The process of building the matrix encourages collaboration between sectors, by involving managers and teams in a collective effort. According to Tatiana, in the Group Softplan, “the work involved the consistent engagement of managers and teams, facilitating the construction of the matrix and demonstrating the importance of collaboration in different sectors of the company”. The truth is that this interaction favors more fluid communication and more aligned objectives between departments. Prevention and proactive management Identifying risks before they become concrete problems is one of the most strategic benefits of the matrix. Tatiana explains that, in the Group Softplan, "the tool brought to light risks that were already known, but which are now in a graphic and measurable dimension". In this way, the organization is able to adopt early measures, prioritizing actions and ensuring greater security for the continuity of operations. Support for decision-making Strategic decisions become more consistent when based on concrete data. As Tatiana highlights: 'The objective is to allow the company to decide based on evidence and clear prioritizations'. The matrix not only reduces uncertainties, but also directs safer choices that are aligned with long-term strategic planning. Creating an efficient Corporate Risk Matrix To implement a Corporate Risk Matrix, it is necessary to structure clear steps that combine detailed analysis and collaboration between areas. In the Group Softplan, the first step was to secure the support of senior management. “Alignment with the CCARF (Compliance, Audit, Risk and Finance Committee), the Executive Committee (COMEX) and managers was essential to ensure sponsorship of the project,” explains Tatiana. Support from leadership allowed the work to be prioritized by all areas involved. Defining a methodology adjusted to the company’s reality was another essential step. Tatiana emphasizes that “it is not necessary to hire expensive consultants, but to have adequate references that allow us to build something adapted to the organization.” The methodology, developed in partnership with a specialized consultancy, brought flexibility and customization to internal needs. The next step involved mapping the organizational chart and identifying the most relevant stakeholders for the project. “It was important to map the organizational chart and select managers and strategic directors for interviews,” highlights Tatiana. Individual meetings with leaders and board members also helped identify risks in different areas. Corporate risks were organized into pillars such as compliance, strategy and operations, in addition to being assessed in terms of impact and probability. “The risks were assessed to prioritize the most relevant ones and direct the necessary actions”, explains Tatiana. Workshops with managers and stakeholders were held to validate the matrix and adjust perceptions about the risks. “We held workshops to ensure that the risks were correctly dimensioned”, says Tatiana. In addition, periodic reviews were incorporated to keep the matrix aligned with internal and external changes. Engaging teams, prioritizing agendas and consolidating information: the challenges of applying the Matrix Applying a Corporate Risk Matrix faces challenges related to engaging people, prioritizing agendas and consolidating information. Tatiana explains that one of the biggest challenges is gaining the attention and commitment of teams. “It is not always easy to ensure that everyone involved has time to participate in meetings or produce support materials”, she highlights. Another challenge highlighted is the difficulty in transforming subjective information into concrete and organized data. During the project at Grupo Softplan, several topics were studied and needed to be grouped into risks according to the different work fronts. "This stage required careful analysis and collective effort to structure the data in a logical and understandable way", explains Tatiana. The variation in perceptions between the areas was also a challenge in the process, since risks considered serious for some sectors did not have the same weight for others. Maintaining the project in the long term is another challenging point. Tatiana points out that, in previous experiences, the lack of continuity caused matrices to lose relevance over time. "Often, companies start the work with enthusiasm, but fail to update it as day-to-day life consumes priorities", she states. Therefore, the creation of periodic review processes and the integration of the matrix into the routine of managers are essential to avoid forgetting. In addition to the support of corporate governance bodies, in our case CCARF, as a guardian of the topic of risks together with our Board of Directors. It is worth highlighting that it is necessary to promote clear and transparent communication about risks without generating alarmism. Tatiana explains that the Group Softplan opted for explanatory meetings instead of isolated reports. "Our goal was to present the risks in a didactic way, avoiding misinterpretations or unnecessary concerns," he concludes. These challenges reinforce the importance of a planned and collaborative approach to successfully apply the matrix. Implementation in practice: the Group's experience Softplan The Group's experience Softplan in creating the Corporate Risk Matrix brought important lessons about the process of implementing this tool. Tatiana highlights that one of the most relevant points was the engagement of leaders, which helped to ensure the success of the work. "Aligning the matrix with the strategic objectives of senior management was crucial to obtaining support and directing efforts correctly", she states. Another point highlighted was the importance of involving different areas of the company to map risks comprehensively. According to Tatiana, "the work included more than 30 meetings with managers and teams, in addition to workshops to validate the results". The collaboration ensured that risks were identified accurately and organized in a clear and practical manner. The need to adapt methodologies to the particularities of the business was another learning experience. Tatiana explains that the Group Softplan had specialized support. "The consultancy helped build a model that met the company's needs, without relying on generic or overly complex solutions," he says. The flexibility in using tools, such as spreadsheets, also proved efficient during the process. In addition, it is important to remember that maintaining the matrix depends on continuous planning and periodic reviews. "Our plan is to review the risks every six months, ensuring that the matrix reflects the company's reality and supports strategic decisions," he explains. By adopting this frequency, it is possible to monitor changes in the market and adjust the focus on priority areas. The Group's experience Softplan The implementation of the Corporate Risk Matrix reinforces a fundamental lesson: knowing the business risks is essential for safer and more sustainable decisions. By structuring this tool in a way that is aligned with the company’s reality, it was possible to transform information into strategic intelligence, strengthening governance and anticipating challenges. More than a theoretical model, the matrix has become part of the Group’s day-to-day activities, allowing risks to be managed proactively and guiding investments with greater assertiveness. This structured view of risks and opportunities not only strengthens the Group Softplan, but it also serves as inspiration for companies seeking to increase their management maturity. The path to robust governance involves the ability to transform challenges into strategies and uncertainties into concrete actions. And this is the difference between reacting to the market and anticipating it.