Lean AI SDLC: how CI&T is reinventing agility in Ways of Working Jun 17, 2026 A man wearing glasses intently watching a computer screen. Learn more
What your AI deployment partner should be telling you. And what it means if they’re not. Jun 24, 2026 That gap is the whole game. It is where transformation happens, or doesn’t. And it is the part that can’t be bought off the shelf, because it lives inside your people, your data, and your processes. So the question is not which model you bought, it’s whether the people building your harness are telling you the truth about what it takes to make a deployment successful. Learn more
Volkswagen of America Selects CI&T as Digital Agency of Record Jul 20, 2025 CI&T is a global technology transformation specialist, has been named the Digital Agency of Record (DAOR) for Volkswagen of America, Inc. Learn more
Increasing DEV Power with Augmented Coding Oct 28, 2022 Technological approaches and resources accelerate tasks associated with software development and maintain the quality of actions. This is Augmented Coding. Learn more
Client Everywhere Turning Investment Aspirations into Reality Developing a system built with the client experience at the core Learn more Focus on leading the market, no being the market leader Recently, traditional banks have began to feel the effects of changing consumer behaviour, who now compare their banking experiences to tech companies such as Amazon, Netflix, and other giants.Challengers and fintechs are trail blazing, constantly adding new technology, methodology, fast delivery, and understanding of customer behaviour. Today, financial companies need to understand this change, otherwise, they cannot serve their existing customers competitively, and will slowly lose their market share. Vision Enable the user so that they can be the investor they want to be To meet new expectations and consumer needs with agility and technology, our client, a financial service company with about 80 million account holders, decided to accelerate its investment product arm and regain its dominance in the financial market. Challenge Investigate clients’ problems, deeply A quick look inside revealed the bank’s deployment of new investment products was long and inefficient. The company's C-Suite, inspired by urgency, began changing internal processes, legacy systems, and the culture of the teams.Silos had to be broken down, critical business issues had to be resolved, the teams' DNA had to be agile and, above all, the end client had to be at the centre of this overhaul. Solution Orchestration and Scalability The first change was adopting a more agile model, striving to deliver differentiated experiences for customers. With restructured multi-disciplinary development teams, the resulting product surpassed simply a technical solution. The culture was also shifting for the better. The new multidisciplinary team structure aimed to deliver value along the customer journey, supported by agile practices of the business teams. While not foreign to tech teams, the new multidisciplinary structure inherently changed how 400 people worked, for the better. Additionally, the use of metrics aimed at capturing insight into customer needs and satisfaction became a requirement, with short deployment cycles to understand if the product delivered more value to the consumer. Teams with multiple competencies were formed by uniting marketing, customer relations, human resources, and others, using a squad strategy, working with integrated executives who set the business objectives, aligned to the goals of the financial institution. New customer-focused indicators became part of the goals of the superintendent and directors of investment and pension products. Results Our Impact Partnered with CI&T, the investment arm of the FinServ giant was able to remodel and accelerate its processes, in addition to acquiring thousands of new customers, impacting and increasing monthly transactions.A calculation at the end of the project revealed greater efficiency and an increase of millions in the investment fund per month.At the end of the first year of work, the partnership delivered 39 new initiatives versus 6 the previous year. That’s a 5x increase in delivery capacity. Learnings 1 Focus on Results Constantly look for success metrics 2 Multidisciplinary Teams Cognitive diversity is necessary 3 Client Listening They know the problema complexity 4 Short Cycles Fail fast learn faster 5 Limited resources Chose what really matters