30+ years. Management that transforms. Results that last.
We are steered by what we find and guided by what you need: from a systemic view, we identify the opportunities and initiatives whose benefits and value stand up to scrutiny, to reach results that are specific to your organisation.
Management best practices · Leadership development · Risk management · Lean Six Sigma · IPMA · PMBOK · Agile · Scrum · FLEKS · ISO/ABNT · COBIT · COSO · OKR · RICE · etc.
* Results verified in contracts and completion certificates. Clients not named for confidentiality.
The problem
In most operations we assess, the technical diagnosis already exists: in a report, in an action plan, in the supervisor's head. What is missing is the predictable management cadence that turns it into routine: clear priorities, a short control interval, reliable data and leadership that holds people to what was agreed.
That is the gap value leaks through: cost above what is necessary, capital locked in inventory and working capital, CapEx that lands late, projects that consume capacity without moving a single indicator, quality problems, bottlenecks and so on. BWBP does not hand over an opinion and leave; we install the routine in the field, with the people who will run it after us.
Eight symptoms. One common cause: the management system.
Value levers
Our work moves at least the drivers below. In the pre-diagnosis we tell you which one delivers the most value for your project or operation, and how much.
Cost does not fall by decree. It falls when the operation is run on short-interval control and measured with data finance recognises.
Same asset, same team, more output, once the bottleneck is managed and the field standard exists in practice. Capacity recovered is investment deferred.
Organisations are people: all the work that creates value is theirs. And they depend on governance, aligned to the activities and properly enabled.
Too many projects at once is not excess ambition: it is the absence of a portfolio. Without cadence, the board gets surprises instead of forecasts.
Scope
None of them gets solved on its own: a project slips because of the process, the process jams because of the people, and the whole portfolio slides with it. That is why the pre-assessment looks at all six.
Core practice areas
Ten practices. None sold on its own: the pre-diagnosis defines the combination that moves your result.
Operating cost rationalisation and reduction, Lean Six Sigma, asset preservation and maintenance (MRO), cycle-time reduction and OTIF, organisational restructuring.
Supply coverage, purchasing and procurement (DPO/DPO terms), working capital optimisation, inventory and warehousing, sales and operations planning (S&OP).
PMO implementation, portfolio selection and balancing, financial cadence and predictability, capital-goods programme management, EVM.
Formal organisational maturity assessment, BSC-linked strategy deployment, governance structures and leadership mentoring.
Process efficiency and mapping, shared-service-centre design, customer service engagement and effectiveness, visual management.
Risk management system, ISO 9001, ISO/IEC 17024, ISO 21500, data-protection implementation, technical-contractual review and change leadership.
Competency mapping and development tied to pay, certification preparation and in-company training.
CapEx and OpEx optimisation, budgeting and management of investment programmes, EPC/EPCM, Revit/MEP with IFC interoperability for Brazil's BIM mandate.
In-company development of managers, leaders and supervisors. Standalone modules or closed courses.
Innovation portfolio aligned to ProPDI/ANEEL, IT governance, AI across the product lifecycle and service automation.
Method
A systemic model of engagement that can be modularised into phases. You validate and decide whether to continue at the end of each one.
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02
03
administration, operations, projects, programme, portfolio
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05
Approaches
The choice follows the nature of the work, the industry sector, the complexity, the type of company (PMGE, SPE, EFE, PPP), the investors, the contracting route (direct purchase, auction, concession) and the sphere: public, private, government, mixed, NGOs. Not the consultant's preference.
Sectors
The same operating discipline, calibrated to the reality of each sector.
Productivity, availability and cost per tonne.
Management cadence in continuous plants and maintenance cost.
Investment portfolio, ProPDI/ANEEL and field operations.
Programme governance and regulated service indicators.
Operating cycle, asset availability and cost per move.
OTIF and field-service performance across a national network.
Lean, short-interval control and standardisation.
CapEx budgeting, EVM and engineering programme management.
Alignment of projects with clinical and administrative processes.
Auditable governance and formal delivery capacity.
Response time, availability and churn reduction.
Procurement, working capital and plant productivity.
Teaching, courses and management.
Project portfolio for organisational transformation.
Proof
+15% maintenance performance
National field-service contract across 7 states, with 49 technicians and 8 supervisors. We installed measurement bulletins, action plans and HSE discipline; performance became properly measured, with a 15% gain on the same cost base.
Scope · Maintenance productivity and MRO · Visual management · Field standardisation
63 projects across 9 hospitals
Maturity mentoring across a network of university hospitals. Projects were realigned to strategic objectives, and the formal organisational-maturity products were delivered and accepted.
Scope · Project alignment and structuring, strategic and operational linkage with mentoring and guidance. PMO function.
95% less downtime
A 40-workstation CAD engineering environment: downtime and plotting costs reduced, and around 1,060 hours of training delivered at very low investment. Estimated gain of USD 60k/month.
Scope · Asset availability · Standardisation · Competencies
Self-assessment
Eight questions, two minutes. You see the result immediately, no sign-up.
Four-point scale per question. Immediate result, from 0 to 100.
Your score
0 / 100
Received. We will send the full pre-diagnosis within one business day.
Discuss on WhatsAppAbout
Better World with Better Projects
BWBP is a business consultancy based in Curitiba, Paraná, Brazil, working across Latin America and the Portuguese-speaking world, dedicated to driving operational and management excellence into tangible financial results.
The name says projects, and that is deliberate: projects are usually where the result shows up first. But a project never arrives alone. In practice the work covers six fronts: projects, processes, people, programmes, portfolio and products. This is because a project slips because of the process, the process jams because of the people, and the whole portfolio slides with it. Clients who hire BWBP for a project almost always end up moving at least three of those six.
It has been operating since 2009, with a track record of serving market-leading companies in search of transformation. The story, though, begins in 1995, with KLT Net (sold to Zas/Terra) and Trivium: internet solutions and consulting.
The difference is the technical bench: professionals with more than 15 years of experience, which brings immediate credibility and secures the transformation needed to create value.
Our experience spans sectors and disciplines such as cost optimisation, engineering, maintenance, operations, shared services, capital goods, innovation, supply chain, healthcare, technology, warehousing, organisational development, portfolio, programmes, projects and competencies.
What sets us apart
The market is saturated with promises and jargon. What sets BWBP apart is resilience and mastery in execution and management.
Our projects are tailored to deliver results, all of it validated with leadership and team, defined, accelerated and with knowledge transfer. The legacy that secures continuity after we leave.
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We do not offer off-the-shelf solutions looking for problems. Projects are designed to order to deliver specific operational and financial results on an accelerated timeline, focused on what your organisation actually needs to reach its full potential.
02
The project starts from a clear, inspiring objective. We work alongside you to articulate a goal that acts as a call to action for the whole workforce: you set the destination, we make sure you reach it.
03
Our consultants bring, at minimum, decades of consulting success across a wide range of industrial sectors. That earns immediate credibility with your people and accelerates results against the baseline.
04
Continuous proof of value. We do not demand long, rigid contracts: we would rather prove our worth week after week, alongside your finance team, measuring every gain and securing the value created.
05
Visual, participatory methods secure engagement at every level of the company, in a bottom-up storytelling style. The team understands and contributes quickly to designing the solutions, and that sense of ownership sustains the result after the project closes.
06
No prescriptions: we make it happen, with an active stance and the removal of barriers at the point of execution. The Operations Management System (SGO) shows the causal link, improvements are sustained and extended, and the organisation's culture changes for good.
Frequently asked
The pre-diagnosis is free and delivers a reading within days. During field implementation the result is measured week by week; in most contracts there is measurable movement within the first 90 days, in the unit finance recognises.
With it, always. Competency transfer is a contractual deliverable, not a by-product: the routine is designed with the people who will run it after we leave.
It depends on the prize the pre-diagnosis finds. The free pre-diagnosis exists precisely to size that prize honestly before any commitment.
If your company runs CapEx and OpEx, needs to transform to meet demand, has to reshape its structure or processes, or works with initiatives, innovation, products (goods or services), projects, programmes and portfolios, then you are already on our radar. We have worked in sectors including mining, steel, oil and gas, water and utilities, ports, logistics, manufacturing, capital goods, healthcare, the public sector and international bodies, telecom and agribusiness. The management discipline is the same; the calibration for each sector is not.
Yes. A conversation of roughly 30 minutes with our team: we introduce BWBP, run an initial enquiry into your organisation and its problems, and identify where we could help. No obligation and no sales sequence: just getting closer and seeing whether we can be useful.
There is no single ideal model: the best choice between remote, on-site or blended (hybrid) consulting depends on the client's profile, the project scope, the available budget, the complexity and the expected results.
Talk to BWBP
Thirty minutes with the people who will run the work. At the end you receive a report showing your starting and current position against best practice. If the prize is not big enough, we say so.
Received
Received. We reply within 1 business day.
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