Not every controllership project starts with a problem. A cybersecurity company in São Paulo, operating nationwide with revenue of R$ 993 thousand a month, was efficient and had no cash issues. Even so, money was being left on the table.
The challenge
The operation didn't have a major tax problem, but some lines in its cost structure were reducing the operating margin. The impact reached about 7% of gross margin.
The warning came while reviewing the 2025 results, when the numbers were compared with the 2026 budget.
How Vispe worked
The team analyzed the current tax planning, invoicing, registered activity codes (CNAEs) and the structure of the products and services sold. Early in the work, training patterns emerged in what was delivered, which could justify splitting the product between training and consulting.
The proposal was to add a training activity code, or one tied to the sale of educational material, so that each invoice would be split between consulting and training. All with the necessary legal backing, setting the proportions very conservatively.
The main obstacle was validating the idea with the client's tax specialists and getting their view on whether it could be put into practice.
The results
- Tax savings: about R$ 45 thousand a month, reaching R$ 315 thousand for the year, since the plan doesn't cover the full year.
- Operating margin: up 3% on an operation with R$ 990 thousand in monthly revenue.
The accounting and financial close didn't change, because the client's processes already worked very well. The gain came in cash generation, which opened room for investments in productivity and operational efficiency.
What changed
With the monthly savings, the client is investing in technology that will considerably reduce a recurring cost. And it's doing so safely, because the tax savings themselves can absorb the investment. An operation that was already efficient became even more so.