100% of Bacen’s requirements were delivered in 4 months, with 17 teams working in parallel.
DOMVS iT developed a Squad as a Service model to accelerate compliance with Open Banking in a highly complex financial operation, coordinating various fronts without compromising the pace of business.
Integrated squads for seamless compliance
Central Bank compliance required more than just technical skill: it called for cross-departmental coordination and a steady delivery pace. We structured shared squads to implement each requirement with governance and on schedule.
Squads aligned with the client's culture
We assemble hybrid, multidisciplinary teams that work integrated with internal teams, featuring collaborative management and continuous performance monitoring across each vertical.
Coverage of the seven business verticals
The squads were distributed across Digital Account, Backoffice, CS, Acquiring, Credit, Moip, and Digital Commerce, ensuring that regulatory requirements were implemented across all fronts without any gaps.
Bacen deadline met with governance
Through coordinated planning and execution, we implemented 100% of the requirements within the specified timeframe, without impacting the customer experience or ongoing operations.
Context
A financial and digital payments company needed to adapt its operations to the requirements defined by the Central Bank for Open Banking. The initiative spanned different business areas and required sufficient technical capacity to advance within a regulatory schedule that could not be postponed.
Challenge
The adaptation was not concentrated in a single system or team. The requirements impacted 7 operational verticals, including Digital Account, Backoffice, Credit, and Digital Commerce. It was necessary to rapidly scale delivery capacity and coordinate multiple dependencies without losing governance over a critical regulatory project.
Solution
DOMVS iT developed a Squad as a Service model capable of allocating specialists across the various fronts based on the demand of each vertical. In total, 17 teams worked in a coordinated manner on the program, with continuous monitoring of capacity and the deliverables needed to meet Bacen’s timeline. The model made it possible to direct technical expertise to different parts of the operation without requiring the creation of a separate structure for each specific need.
What changed for the business
A regulatory compliance delivered on time in a highly complex operation.
Within four months, all requirements for the initiative were implemented in accordance with the regulatory timeline. The operation successfully mobilized 17 teams across seven verticals without compromising coordination among the various fronts. The result was 100% in compliance with Bacen’s requirements by the deadline, while preserving the capacity needed to keep the business’s other initiatives moving forward.
- Capacity distributed among the fronts. Specialists began to be assigned according to the needs of each vertical throughout the project.
- Multi-team governance. The program acquired a common structure to track progress and dependencies among the different fronts.
- Regulatory deadline met. The company completed the planned compliance within the four months established for the initiative.