One of the 10 largest companies in the real estate development segment, operating in several segments and relevant presence in the Southeast, North and Northeast regions.
ROI showing a significant drop in recent years due to the real estate market crisis in Brazil.
Operating Cash Generation well below the need for the operation.
A drop of more than 30% both in the volume of launches and in the PSV of the initial year of the project compared to the previous year.
High indebtedness, unbalanced capital structure.
Operational gaps resulting from acquisitions with different business models.
Constant changes in structures (matrix x hierarchical) without definition of form of action (Corporate x Branch).
Structure with low span of control and many intermediate levels (Managers, Coordinators, etc).

Review of the Organizational Structure
Activity Analysis
span of control
Average Remuneration Analysis
POBZ

Organizational structure
Proposed structure based on the company's product cycle (36 months: design, launch, construction and delivery)
Modeling was used considering: service provision (Shared Services Center), matrix, corporate
POBZ : 22% reduction in G&A and 33% in head count