The Challenge

Agromaq Tratores is a regional distributor of agricultural equipment and implements, serving farmers and cooperatives across a growing territory. The company had built a solid foundation through direct relationships with manufacturers like Landini and a committed team of sales professionals. However, as the business grew, the company faced a critical problem: its operations were fragmented across multiple disconnected systems.

Data lived in different places. Financial information came from scattered spreadsheets. Sales activities weren't tracked consistently. The team printed reports to understand cash flow and expenses. There was no single source of truth for customer information, no clear visibility into which products were profitable, and no standardized way to manage the sales pipeline.

"We had everything in pieces," one team member reflected. "We knew we were selling, but we couldn't see the full picture of what was happening financially or operationally."

This fragmentation created real obstacles to growth. The company couldn't make fast, data-driven decisions. Sales targets weren't clearly aligned with compensation. Marketing investments weren't measured. And as the team grew, the lack of systems created bottlenecks and confusion about who was responsible for what.

The company had ambitions to expand—to open new locations, double sales, and professionalize operations. But without integrated systems and clear processes, scaling felt risky. The leadership team knew something had to change.

The Solution

Agromaq's leadership made a deliberate choice: they would invest in building a modern operational foundation. They partnered with Berry Consultoria to design and implement an integrated system that would connect sales, finance, and operations.

The approach was comprehensive. First, they integrated their Alvo CRM system with their Controle financial management platform, eliminating duplicate data entry and creating a single source of truth for customer and financial information. Next, they built a consolidated financial closing process—a single spreadsheet that pulled data from multiple sources, cleaned it, and classified transactions into clear categories (revenue by product, costs, expenses, payroll). This fed directly into a monthly DRE (income statement) and cash flow visibility.

"The integration wasn't just technical," explained a key team member. "It was about changing how we work. Everything had to flow from one system to another, automatically."

But systems alone don't drive change. Agromaq committed to a cultural shift. The team received training on the new CRM—how to log visits, update customer information, and use check-in/check-out features to track field activity. They learned to read the new financial dashboards. And critically, they aligned sales incentives with the new metrics. Sales targets were set clearly: 100,000 per person per month for implements, with a path to 24 tractors annually. Commission structures were formalized in writing, with transparent rules about how performance would be rewarded.

"When everyone understands the numbers and knows exactly what they're working toward, the energy changes," a sales leader noted. "People want to win when the game is clear."

The company also invested in people. They hired additional sales representatives to expand regional coverage. They created an administrative role to handle invoicing, warranty management, and logistics—freeing up the core team to focus on selling and strategy. They developed a detailed guide explaining how non-employee sales representatives would be compensated, removing ambiguity and legal risk.

In addition to internal operations, Agromaq strengthened its external partnerships. They coordinated with regional banks (Sicoob, Banco do Brasil, Sicredi) to accelerate credit approvals for customers. They planned strategic participation in major agricultural events like Expointer, with shared costs across multiple dealers to maximize visibility while controlling expenses. They developed a content marketing strategy—filming customer testimonials and delivery videos to build brand credibility and generate leads.

The Transformation

The results came quickly. Within weeks, the team had real-time visibility into cash flow, accounts payable and receivable, and the top five expense categories—which represented roughly 90% of total spending. This clarity enabled faster decision-making. When the team needed to understand profitability by product line or supplier, the data was there. When they needed to forecast cash needs, they could model scenarios.

Sales execution improved dramatically. With the CRM fully adopted, every customer visit was logged. Every opportunity was tracked. The sales team knew exactly where they stood against monthly targets. The company could see which regions were performing well and where they needed to focus effort. This visibility drove accountability and enabled coaching.

The financial discipline paid off. The company mapped all outstanding loans and developed a strategy to reduce interest costs through early repayment and rate negotiation with banks. They classified financial expenses clearly—separating bank fees from interest charges—so they could track and optimize borrowing costs. They evaluated their tax regime with their accountant to ensure they were structured optimally.

Marketing became measurable. Instead of guessing whether events generated value, Agromaq tracked the cost of each event and the leads generated. They invested in a strategic presence at Expointer, sharing costs with other dealers to reduce individual burden while maximizing exposure. They produced customer testimonial videos that could be used across social media and sales conversations.

Perhaps most importantly, the company created a foundation for growth. With integrated systems, clear processes, and aligned incentives, Agromaq could now scale. New sales representatives could be onboarded quickly because the systems and playbooks were documented. New locations could be added because the financial and operational models were proven. The company could pursue its ambition to expand from one location to multiple locations across the region.

"We went from managing by gut feel to managing by data," a leader reflected. "That's a completely different business."

The transformation wasn't just about numbers. It was about creating a professional, modern organization where people understood the strategy, saw how their work contributed to it, and felt confident in the company's direction. It was about building systems that would support growth for years to come.

Today, Agromaq operates with real-time financial visibility, disciplined sales execution, and a clear operational playbook. The company is positioned to double its sales, expand geographically, and become a leading regional distributor of agricultural equipment. The fragmented, manual processes of the past are gone. In their place is an integrated, data-driven organization ready for the next chapter of growth.