In January 2023, an internet provider in Ceará had revenue of about R$ 280 thousand a month. It was growing, but growing without structure. There was no financial control, margins were poor, cash was always tight and bills were starting to run late.
The goal at that point was simple and urgent: not to drown in more problems.
The challenge
Growing without financial control has a perverse effect: the more the company sells, the more complex the operation gets, and the harder it is to know whether growth is generating money or consuming it. In this client's case, data, processes, routines and a management culture were all missing, and all of it with tight cash, which left little room for error.
How Vispe worked
What made the difference was focus. Instead of trying to fix everything at once, the work concentrated on the bottleneck, the 20% of actions that drive 80% of results.
From there, the company went through a transformation on several levels: strategic planning, repricing and repositioning of the offer; a new chart of accounts, financial statements and indicators; a new ERP; and, finally, an M&A thesis, with the acquisition of competitors.
When the numbers were organized, several lines of inefficiency, unmeasured investments and expenses that didn't contribute to results came to light. Costs weren't simply cut: much of the spending was reallocated to other lines to speed up growth.
The results
Three years later, in January 2026, revenue was about R$ 500 thousand a month.
- Revenue: about 2x.
- Valuation: about 2x.
- Return: R$ 93 thousand invested in consulting, against R$ 6.4 million added to the valuation.
- EBITDA margin: there were swings, but in some 12-month windows the margin grew as much as 400%.
- Closing: now happens in the first week of the month.
The qualitative gains followed: predictability, clarity, organization, higher equity value and a higher level of management, governance and routines.
What changed
The result can be summed up in one sentence: a company that is worth twice as much and bills twice as much, without having to work twice as hard. The provider stopped being just an operation, became an asset, and joined the equity game.