Sul Finance overcame a centralized architecture and hierarchical dependencies that hindered its technological growth. By adopting an 'AI-First' Operating Model, the company transformed its structure through the creation of autonomous AI-Driven Squads, raising the technical standard and producing more value in the same time without inflating operational costs.
To maintain its competitiveness, Sul Finance identified that incremental optimizations were not enough — a structural change was required. The main challenges included:
— Low Relative Speed: Despite having an operational Scrum/Agile model, hierarchical dependencies slowed down deliveries.
— Throughput Misalignment: The centralized architecture generated a delivery rhythm (throughput) that was not aligned with the rapid business growth.
— Financial Sustainability: The company needed to increase real productivity and business impact to justify salary increases and team growth.
The challenge was to change the team’s paradigm: Artificial Intelligence should not be seen as an optional tool to “work less,” but as the new operational standard to expand individual capacity and solve more complex problems.
A work plan focused on deep organizational restructuring and native AI adoption was deployed:
| ID | Initiative | Objective and Execution |
|---|---|---|
| 201 | ”AI-Driven Squads” Model | Transition from a traditional functional model to autonomous squads (e.g. Core Platform and Growth & Integrations) backed by cross-functional Cybersecurity and Infrastructure functions. |
| 202 | Strict Role Clarity | Separation of responsibilities: the Product Owner defines the “what and why” (business value and impact), while the Tech Lead defines the “how” (architecture) and integrates AI into the workflow. |
| 203 | AI Acceleration as Standard | Using Artificial Intelligence to reduce development times, increase automated testing coverage, improve design quality, and automate repetitive tasks. |
| 204 | New Measurement Matrix | Change in performance evaluation under the premise: “We don’t measure activity. We measure results.” Strict KPIs for speed, quality, and impact were implemented. |
Thanks to this structural change, Sul Finance reached a new level of accountability and the following operational milestones:
— Increase in Speed and Quality: Drastic improvement in lead time per feature and functional throughput, accompanied by an increase in automated test coverage and a reduction in MTTR (Mean Time to Recovery).
— Direct Business Impact: Acceleration in the delivery of features that generate direct revenue and automations that reduce the company’s operational costs.
— Value-Based Culture: A culture was consolidated where team growth is not based on working more hours, but on the ability to use AI to produce more real value.
At Xolvex we transform your technology structure toward an “AI-First” operating model to maximize value delivery from your squads. WhatsApp: +52 33 3773 0000
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