How to accelerate digital solutions

HOW TO ACCELERATE
DIGITAL SOLUTIONS
TO WIN IN THE NEW NORMAL
Copyright @ 2020 Bain & Company. All rights reserved.
Any use of this material without specific permission of Bain & Company is strictly prohibited

Context for these materials
• COVID-19 is a humanitarian crisis and a global challenge. In this interconnected world, we have seen the virus spread
rapidly, and we are still gathering information to understand both its cause and its impact
• We are grateful for the businesses, governments, non-profits, and individuals around the world that are working to
protect those that are sick or in danger of becoming so and “flatten the curve”
• There is a lot that is still unknown about COVID-19; these materials are an attempt to shed light on what we know so
far to help businesses make informed decisions
– The top priority for all businesses is to protect the safety and health of employees and customers, for which there are WHO, CDC, and
other national guidelines
– Bain is not an expert on epidemiology and containment policies, however given our 45+ years of experience advising companies during both
economic booms and busts, we are committed to spreading accurate and timely information to reduce the unknowns for businesses
and business leaders
• Our focus is to enable companies to make rapid and practical decisions; with a global pandemic that is rapidly
spreading and changing, now is not the time for detailed decision making; the need for speed and the right directional
strategy outweighs the need to get intricate details right, and we are committed to helping business leaders navigate the
path forward

1COVID situation and our
perspective on the new normal
2How to leverage digital solutions/
initiatives to win in the new scenario
Agenda

Source: Johns Hopkins University updated at May 07th – Data up to May 06rd . Statista for lockdown measures - updated Apr 07th
A health and humanitarian crisis unlike any experienced
Lock-down measures present across the globe
~60m
~47m
~67m
~65m
~1.3bn
~306m
~130m
~44m
~49m
~57m
~150m
Inhabitants
No
Lockdown
Light
restrictions
Medium
restrictions
Strong
restrictions
Legend
~3.5-4bn
of people impacted by
lockdown
~11m
~83m
Number of people affected by lockdown
COVID19
Countries in different stages of cases evolution
Cases double
every 4 days
Cases double
every 2 days
Cases double
every 3 days

Note: 1Baseline projection on Feb/20; 2Baseline projection on May/20; 32018 growth vs 2020 Post-COVID projection. Non durable goods include grocery stores, drug stores, gas stations among others; Durable goods include apparel and sports, furniture,
appliances and consumer goods, department stores.
Source: LCA GDP Growth projections; WTTC; FGV, Cielo
Significant impact
Legend
Low impactSevere Impact
Tourism Manufact. Transport
& storage
Construc-
tion
Retail &
CPG
Energy &
water
Financial
Services
Mining Agriculture
Trend varies by product
category, for example:
Non durable goods: +6% rev
Durable goods: -26% rev
COVID19 COVID-19 crisis hit all sectors, but at different levels

COVID19
Different industries in Brazil will have different recovery
curves, but all should take long
• Groceries

How digital solutions can accelerate recovery and retool organizations for the
trends that are shaping the new normal?
2. Accelerate
through recovery
3. Retool
for new world
1. Protect and
ensure continuity
Business
cycle

Source: Bain survey, (N=2.131), Q1: Which of the following options best describes your situation during the Coronavirus pandemic?, Q2: How long do you think it will be before restrictions related to the Coronavirus pandemic are lifted and life is mostly
back to normal (e.g. the threat of Coronavirus is reduced significantly, restrictions on movement are no longer necessary, businesses are re-opened)?
of respondents in partial
or total isolation
25% are in total isolation
85% 40%
of respondents expect it to
last more than 3 months
50% between 1-3 months
Slowing the spread itself disrupts many aspects of life, and for much
longer than anticipated

Activities:
Pre-Covid
Now
Hour spent per day
breakdown
Daily necessity
Sleep, eat,
personal hygiene
etc.
Work and study
Meetings, learning,
finish work tasks
along or
collaboration
Indoor
entertainment
Mahjong, spend
time with family
Indoor exercise
Yoga, push ups
Outdoor
activities
Exercise, jogging,
social gathering
Source: Bain survey, (N=2.131)
Digital
entertainment
On mobile, laptop,
TV and gaming
devices
Transport
Public or own
transportation
Change in time
(Now/Pre in %)
11%-23%-46% 47%31%22%-53% 23%
Others
Talk,
organize,
etc.
Customers in isolation spend their time very differently

Many have been pushed into digital channels to meet essential needs,
accelerating adoption
Source: Bain survey, (N=2.131)
First attempts during the epidemic (in the last 4 weeks) (% of respondents)
Work from home
softwares
21%
Pay for online
entertainment
16%
Watch live broadcast
through mobile
44%
Social e-commerce/
Community groups
12%
Buy indoor fitness
equipment
3%
Try online banking
40%
Buy groceries online
17%
Order a meal through
an app
27%
Online education
courses
29%
Online medical
consultation
11%
!! !! !!
!! !!
!!Essential needs

Delivery suppliers and e-commerce are receiving new users with the crisis;
High NPS signals continuity of these relationships
Source: Survey Bain Brazil, (N=2.131), Net Promoter Score: How likely is it that you would recommend our company/service to a friend or colleague? The scoring for this answer is most often based on a 0 to 10 scale.
% of respondents attempting for the first time, or significantly increasing use during the last 4 weeks

Most consumers expect to be economically hindered, specially in low
income groups
Note: Low income considers households with total income lower than R$2,078 per month; Mid income considers households with total income between R$2,078 - 10,390; High income considers households with total income higher than R$10,390, Q1:
How much do you expect Coronavirus will impact your household income?
Source: Bain survey, (N low income = 731, N mid income = 1,118, N high income = 282, N total = 2,131)
Expected financial impact (as % of respondents)
70%
of respondents expect
reduced household income

Note: 1) Superfluous categories: restaurants, travel, beauty. Important categories: education, home maintenance, fitness; Net spending reduction =% says will spend less -% says will spend more. 2) Default is considered to be a delay greater than 90 days
in payment. Source: April 16 Bain & Co. survey. N = 2,131; Expert interviews, News clipping, Bain & Co. analysis
Retail
Apparel, Footwear and Optics
Education
Higher Education
Real Estate Rental
Commercial/Residential
Higher rate of
late payments in
mar/20 vs. mar/19
Higher rate of
late payments in
apr/20 vs. apr/19
Default2 expected
in 2020
Default expected by
real estate agencies
in 2020
25% 71% 11% 30%
Many are already facing difficulties standing for financial commitments

Some changes in prioritized Elements of Value will persist in the new normal
Quality
Inwardly-focused value Outwardly-focused value
Social impact elements
Life-changing elements
Emotional elements
Functional
elements
Significant reprioritization
Informs
Design/
aesthetics
Sensory
appeal
Makes
money
Reduces
risk
Organizes Integrates
Attractive-
ness
Fun/
entertain-
ment
Therapeutic
value
Wellness
Rewards
me
Nostalgia
Badge
value
Affiliation and
belonging
HeirloomMotivation
Self
actualization
Provides
hope
Self
transcenden-
ce
Moderate reprioritization
Reduces
effort
Avoids
hassles
Reduces
cost
Variety
Provides
access
Simplifies
Saves
time
Connects
Reduces
anxiety
Likely to persist in the “New Normal”
(vaccine and/or infections close to zero)
Source: Consumer interviews
Scan or click here for
more info on Elements
of Value

Some consumers shifts will likely accelerate and deepen due to the current crisis,
while some have yet to be proven
Acceleration in
online channels
and digital
content, not only
products
Increase in
social media
engagement
Out of home
behavior during
recovery still
affected by
safety concerns
Increased focus
on health &
wellness
Increasing
importance of
social
responsibility and
local community
support
Heightened price
sensitivity drives
down-trading in
price-ladder and
private label
options
Clear consumer trends The jury still out
Shift to at home
consumption of
goods and
services
(including
entertainment)
Flexible work
environment
Everything
digital
Flight to
Value
At home
consumption
Health &
safety
Social
responsibility
Income disparity
gap and risk
perception
differences will
drive behavior
and preferences
divergence
Polarization of
preferences

We see various digital enablers to win in the new normal
Data & Analytics
Harness the power of data from
proof of concept to production
using cutting edge analytic
techniques
Digital marketing
Find and convert customers
using the full power of data,
analytics, creative and customer
experience
Design/build
Create products and services
that exceed evolving
expectations, through human
centered design
Automation
Capture efficiencies and
effectiveness through the power of
automation and machine
intelligence
New ways of working
Set values and principles that guides
work and how to engage with
customers (includes agile practices,
like scrum, but also values)
New business innovation
Unlock business value via modern
technology strategies, systems and
delivery capabilities
Enterprise technology
Unlock business value via modern
technology strategies, systems and
delivery capabilities
Partnership ecosystem
Access the unparalleled network
of technology partners and
thought leaders
Scan or click here
for more info on Bain
Vector

Today we will focus on 3 digital winning solutions for the new normal
Leveraging data&
analytics to make better
decisions in uncertain
times
Powering automation
to become more
efficient and deliver more
value
Understanding the
customer and adapting
rapidly the value
proposition

To win in the new normal, companies must leverage multiple sources of data, robust
analytical tools and a “test & learn” approach for the most relevant decisions
Broad and robust data sets:
Deep understanding of each customer individually and
the context using multiple sources of data
Effective modelling:
For each decision, understand what information is relevant
and how to use it – right analytical tool and technique
Test & Learn:
Develop dynamic process to test hypothesis and
continually improve recommendations/decisions
1
2
3
4 Scaling:
Engage key people on
the decision and
implementation
process to capture
results (change
management)

Fraud Analysis
Demand Forecasting Pricing
Credit EvaluationCollections
Digital Marketing
Predictive
Maintenance
Offer & Promo
Improvement VS
manual forecast*
EBITDA
improvement*ROI increase*
Revenue increase
potential*
Note (*): According to results obtained with clients
of reduced loss* Credit growth on
attractive loans*
Growth in Cash
collection rate*
50%24% 50% 14%
2.5x40%of EBITDA potential*
5 p.p13%

Collections
Growth in Cash
collection rate*5 p.p
Fraud Analysis
Demand Forecasting Pricing
Credit Evaluation
Digital Marketing
Predictive
Maintenance
Offer & Promo
Improvement VS
manual forecast*
EBITDA
improvement*ROI increase*
Revenue increase
potential*
Note (*): According to results obtained with clients
of reduced loss* Credit growth on
attractive loans*
50%24% 50% 14%
2.5x40%of EBITDA potential*
13%

It is very important to understand the DNA of the customers as well as their life
moments
Shopping behavior
Customer propensities
towards shopping
Open/click rate
Shopping missions
Product categories
Preferred channel
Coupon usage
Store tracking
Average purchase ticket
Avg # of products in the basket
Source: Bain experience
Raw data Processed data
Life moments
Related to family
and career
Newly single
Pregnancy
Back to school
Marriage
New job
Moving to new house
Transactional
Data collected
during interactions
Searching products
Products bought
In-app clicks
Shopping transactions
Credit card purchases
Loyalty points redeem
N O N E X H A U S T I V E
Environmental
Data collected from
other sources
3rd party cookies
Facebook likes
Customer surveys
Social media posts
Geolocation
History in other retailers
Descriptive
Informed profile and
demographics
Gender
Age
Style
Address
Marital status
Contact information
Income level
Credit card number
Attitudinal
Preferences, opinions,
desires and sentiments
NPS insights (sentiment)
Opinion about product features
Social media sentiment

For each decision, there will be an ideal level of personalization
Global/unique01
Segmented02
Customized03
Personalized
04
Hyper-personalized
05
Customers receive identical offering communications – specially focused on
brand positioning (e.g.: Covid social impact campaign, mass channels
communications)
Customers receive a curated offering and promotion based on their shared
behaviors with a wider group of customers (e.g. channel assortment & promo, client
segment offer & pricing)
Customers select and customize their individual promotions (e.g. the product itself
and / or discount type) from a curated list (open or closed)
Customers are sent the most relevant set of live promotions based on their
individual behavior
Customers receive unique promotions, where the constituent elements (product,
offer type, offer depth, timing etc.) have been tailored based on their individual
behavior
+ -Personalization level Offering & promo example

Target groups Control
Customers
Create campaign variations Measure to generate insights
Campaign A
10% off
Prod. A
10% off
Prod. N
…10% off
Prod. A
Experimentation is then crucial to test and enhance the personalisation engine
iteratively; the right data and analytical tool are key to yield best results
10% off cat. A 20% off cat. C20% off cat. A
…
Hi Ted! [Humor]
Hi, Ted!
[Product]
…Hi, Ted!
[Humor]
• Measuring by incrementality
– Incrementality is about measuring the
incremental lift in KPIs vs. representative
control groups for each campaign
– It is useful to measure campaign’s success
and point out most effective variants
• Enablers for incrementality
– Companies have to keep different control
group levels (e.g. baseline) in order to
measure incrementality
> For some KPIs, companies have to hold
control group without contact for months
– Attribution of top and bottom line metrics
at the customer level is also a key enabler
> E.g.: campaign costs (operations,
creative, paid ads) and outcomes (# sales,
revenue)
…
Test with target customer segments
1
Goal: increase
margin
offering
premium
Variables:
product
offered, image
showed
Campaign B
2
Goal: drive
revenue
offering 2nd
category
Variables:
discount level,
category
offered
Campaign C
3
Goal:
generate
awareness of
new collection
Variables:
layout, text
and image
showed
Experimentation starts soft for pilots, but some enablers are needed to scale it up
Different analytical
experiments can be used
depending on context and goal
(e.g. Multivariate test,
Multi-Armed Bandit,
Group Balancing)
more info on Test for
Results

Even simple levers as layout and subject line can yield significant sales uplift
R E S T A U R A N T C O E X A M P L E
Creative layout
• Traditional (text on top and food image below)
• Traditional + module for food images below
• Food-first (food image on top and text below)
3 creative layouts types:
Subject line
• Tone (humor, straightforward, etc.)
• Focus (product taste, quality, etc.)
• Deal mention (mentioned or not)
10 subject lines with variations of:
Offering
• Product type (main course, side dish, etc.)
• Product quantity (1-4 meals, boxes, etc.)
• Incentive type (% off, $ off, free dessert, etc)
• Incentive depth ($1-10 off, 20- 40% off, etc)
17 offerings with variations of:
Source: Bain experience
+9%
+16%
+10%
Sales uplift vs control group (%)
Avg. weighting of winning option by customer segment

Applying advanced analytics to optimize Digital Marketing can lead to
higher sales uplift and lower investment levels Scan or click here for
more info on Digital
Marketing
Channel P&L
ROI per channel and
campaign
Spend distribution
per channel
Test performance
versus control
Overall performance assessment and easy visualization through dashboards
Affiliates: Profit per partnerText: ROI vs Impr. Share Shopping: Pricing comparison Profitability per audience
Channel specific deep dives (examples)
EcommerceCo Case Example
+5 to
10%
+45 to
50%
cash marginEstablished a culture of testing, which
made it possible to find opportunities in all
marketing channels
~50% Increase in ROI
(not ROAs) revenue

Customer experience is rapidly gaining relevance in the business context
Higher customer
expectation
Experience as a
key differentiator
Direct impact on
the bottom line
Technology-
enabled solutions
The options are becoming increasingly clear, the "how" is harder than the "what"

Routine customer episodes with up to 40%
failure rate in digital
Reduced physical channels and surge in contact
center volumes and wait times (up to 30x)
Digital adoption matter now
more than ever and it can be
achieved following three main
steps
Prioritize new customer
moments of truth and
assess their impact on
experience and cost
Re-design selected
episode in a fully virtual
yet pragmatic way
Align cross-functional
teams to priorities and
implement quick wins
2 31

Journeys are prioritized based on customer experience and
cost impact
Financial and
operational
metrics
48%
Digital channel
usage
vs. 53%
for NPS leader
67%
Interactions are
“Right First Time”
vs. 72%
for NPS leader
More time to
complete episode
19 minutes vs. 15 minutes
for NPS leader
25%
Leader:
-5
-10
-15
-20
-25
Move moneyJoin the bank
Deposit/with-
draw money
Engage
and reward
Keep money
and data safe
Open
checking
account
New
credit
card
Digital
onboard-
ing Pay bills
Check
balance
Transfer
to FF
Money
deposit
Money
with-
drawal
Manage
credit
limit
Redeem
rewards
POS
decline
Replace
lost/stolen
cards
Resolve
a fraud
-5
-3
-6
more info on
Competitive NPS
positioning

The combination of both assessments will allow you to take decisions that will
reduce cost while accelerating digital
Example initiatives
Reduce unit cost
Simplify, automate and digitalize
end to end customer episodes
Shift mix
Accelerate digital adoption putting the
customer in control with ability to self serve
Reduce quantity
Eliminate bad and
avoidable volume
• Auto status updates reducing inquiry calls
• Digital application submission reducing
incomplete forms and rework
• AI-based tailored campaigns to increase
digital adoption
• Digitally-enabled tools
• AA/AI augmented actuarial model and
pricing engine, automated UW engine and
straight through processing
• Simplified and automated processes
• Workforce scheduling to optimize
productive time
• Labor mix optimization

Customer experience is prioritized by identifying the
moments of truth of the journey
Customer
Need
Manage my savings Manage my wealth Own a home
Accelerate Digital Service
Maximize digital sales
Scan or click here
for more info on

Customer experience is prioritized by identifying the moments of truth of the
journey
frequency
Potential to delight (%)
Product
availability
Product
change due to
unavailability
Product
search in
app
Seafood
Fresh
Food
Time
waiting in
line
Product
return
Loyalty
program
Login
Payment
methods
Wine
section
Online
touchpoints
Offline
touchpoints
Routine stock up Event stock up Fill inCustomer
Need
Seafood
Fresh
Food
Payment
methods
Potential to annoy (%)

After prioritizing the customer episodes, redesign the selected journeys
Deep customer ethnography used to identify
customer needs and preferences
The new fraud experience will come down to
five “big rocks”
Proactive and immediate notification
Rapid and seamless authentication
Effective, friendly interactions
Same day refunds with no hassle
Minimal spend disruption
B A N K C O E X A M P L E

In parallel, Agile teams setup around the episodes accelerate results
through continuous improvement of the experience
I need a Credit Card to enable my purchases
Onboard Use Solve Issue Cancel
Episode Owner
Integrated processes and policies
Ensure experiences are backed by
effective, efficient, compliant operations
Measurable outcomes
Revenue creation, cost avoidance,
customer satisfaction, customer
adoption, and quality
Cross-functional resources
Business, IT, digital, data, designed to
fix, improve, and transform experiencesFunctions
Design/
Cx
Ops
Channels
CVPs
Products
Sales &
Mkt
IT Network
Infra-
tructure
Experts
Episode: My card was declined by fraud
Scan or click here
for more on Agile
from Bain & HBR

Problem: Limited growth in application users
Solution: Deployment of improved customer in-app
registration
50% increase
in first deposit rate at eWallet co
4x increase
in in-store e-commerce purchases in pilot
stores at Fashion Co
Fashion Co
Problem: Declining store productivity and inefficient
inventory management
Solution: Deployed an application that provided a
seamless and decentralized checkout experience
Problem: Declining sales and inefficient supply chain
management
Solution: Deployment of improved web & mobile
sites, order tracking dashboard, and leads
management system
130% over target
in consumer orders at Industrial Co
eWallet Co Industrial Co
Accelerating the improvement of customer experience will bring significant results

Pandemic challenging past beliefs of
automation
But thinking tactically – not grounding
automation in business process redesign
Automation being elevated as key
initiative to adapt to new environment
What we
are seeing
Questioning current ways of working
due to work from home and business
continuity issues

Before the crisis
Over 1 million
knowledge-based
jobs globally expected to
be replaced by automation
and AI in 2020
Of all current jobs
could be automated
to some degree
US Healthcare industry
alone has saved $100B+
annually by automating
administrative work
Automation is changing how companies operate and people work
1M $100B+50% 88%
Of all job losses in last
three recessions took
place in routine, highly
automatable jobs

E X A M P L E S
P h a r m a R&D
H o s p i t a l Procurement
B a n k i n g Loan processing
I n s u r a n c e Claims management
D i s t r i b u t o r Supply chain
C h e m i c a l s Sales
H o t e l s Customer service
H e a l t h c a r e
p r o v i d e r
Finance
R e t a i l
Support clinical testing for vaccine development, accelerating data entry
Support 10x surge in PPE order volumes, balancing orders and inventory in real time
Process 50x surge in loan applications due to US CARES act
Process 300-400 FMLA claims per day, including assisting with claim
creation, validation, approval/denial of requests, and customer notification
Use process mining to analyze supply chain impacts real time and react more quickly
Process 10x surge in order intake volumes for hand sanitizers
Support overwhelmed contact center staff access data remotely and speed up calls
Support claims and revenue cycle management after dental office furloughs 60% of staff
Screen ~1M job applicants to quickly fill 100K jobsHR
Companies are turning to automation across the value chain amid the pandemic

Automation enables 24x7x365 execution,
in a fraction of the cost
66% lower error rates through automation
Multiple benefits are driving adoption of automation
Enhanced performance and quality
Greater customer responsiveness
Up to 85% of data automatically
generated to improve visibility of
operational status
Increased ease of generating data
and improved decision making
Up to 35% savings can be achieved
through automation
Lower costs
35% of global financial services players
have seen 2%–5% increase in topline
growth due to automation
Revenue growth

While automation benefits are significant, delivery can fail easily
Organizations often fall short of
their expected cost savings
There are a number of commonly observed pitfalls among organizations
whose automation programs under deliver
43%
of organizations fail to achieve their
automation cost savings target
• Thinking too tactically and/or lack of overall digital vision
• Over-stating business case, focused only on cost savings
• Picking the wrong process
• Lack of leadership buy-in and/or involvement
• Organizational fears/insufficient stakeholder management
• IT resistance or not involved early
• Deployment taking too long/waterfall instead of agile
• Unclear governance (IT, Functions, BUs)
• Need to simplify, standardize and reengineer processes to realize value
• Underestimating skills and talent neededSource: Bain Automation Survey 2019 (N=809)

The winning approach should focus on the broader digital transformation, with a
strategic roadmap and driven by the delivery of tangible results
Identify automation opportunities Support execution Build capabilities
• Proof of concept/value
• Pilots
• Project plans for scale deployments
• Software and implementation
partner selection
• Impact on talent
• Communications planning
• Change management
• Setting up governance, including
Automation Center of Excellence
• Training your teams to identify and
execute automation opportunities
• External best practices
• Identification and prioritization of
automation use cases
• Deployment of tools to assess what can
be automated
• Sizing potential savings from automation
• Diagnostic of existing
automation programs

An important first step is to size potential cost savings from automation and prioritize
where to focus automation efforts
Survey business
function leaders
Assess processes
across main functions
Identify automation
opportunities
Size potential cost savings to set goals and prioritize
where to focus automation programs
• Finance
• HR
• Supply chain /
Procurement
• Operations / Service
delivery
• Compare current
automation levels to
peer benchmarks for
each process
• Answer several key
questions:
– How do our automation
efforts compare to those
of our peers?
– Are we saving as much
as we could be with
automation?
– Where in my organization
does it make the most
sense to deploy
automation?
– What key implementation
structures lead to
deployment success?
– How does our usage of
various automation
technologies compare
with our peers?
R E C O M M E N D E D A P P R O A C H

Example output: Finance’s savings potential in the short term is ~R$XM. Closing,
accounting, and planning processes have the greatest gains
Total
13
1,6
Note: Respondents = 17 (Finance).
Source: Internal research (Pathfinder); Benchmark; Bain Analysis.
Finance and HR processes include payroll processing, cash management, accounting closing & consolidation, among others

Example output: Automation benefits go beyond cost; faster and more time-
saving gains are more relevant. However, there are challenges in implementing
Note: Respondents = 17 (Finance).
Source: Internal research (Pathfinder); Benchmark; Bain Analysis.
Top pain points to implement new automation
technologies in the organization
Faster processes
2
3
5
4
1
Freed up staff to do
higher value work
Better financial controls
and lower risk
Direct cost savings
(FTE reduction)
Indirect cost savings
(Eg, via increased
accuracy of processes)
Top benefits obtained with new automation
technologies
1
2
3
4
5
Insufficient budget or
resources
Lack of centralized
coordination (eg.,
Automation CoE)
Executive leadership
team is not fully bought
into automation
IT department not
able/willing to support
further automation
Lack skills/capabilities
needed to support
further automation
Cost-related benefits
Benefits related to
efficiency and quality
Scan or click here
for more info on
Automation

Going forward…
Get daily news from Bain on COVID-19 (and other topics) on our Linkedin page
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Access all Bain material on COVID-19 by accessing our website
www.bain.com/insights/topics/coronavirus/
Stay tuned for more webinars in the coming days
Get in touch to discuss individual actions for your company

Livia Moura
Partner, South America
Livia.Moura@Bain.com
THANK YOU!
Luiza Mattos
Luiza.Mattos@Bain.com
Ives Moraes
Ives.Moraes@Bain.com
Contact us
if you would like to discuss further

How to accelerate digital solutions

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