Two tracks: mapping and prioritizing what’s holding up your operations, or training your team to build on its own. You come away knowing what to do, in what order, and what isn’t worth touching.
Left out: supplier registration. Low volume; it waits, with the reason written down.
Illustrative example
Process automation consulting is the work of understanding how your operations really run, measuring where the team’s time is lost and deciding what’s worth automating and in what order, before spending on building anything. Ours is built on three commitments.
Sincron IA is a process automation consulting firm for mid-sized and large companies. We’re based in Brazil and work with clients remotely, with on-site visits arranged when the work calls for them. If you don’t know where to start, the starting point is Automation Discovery: in 2 to 4 weeks, it delivers a map of your operations and a prioritized plan.
The process on the org chart is almost never the real one. The people who know where the flow gets stuck are the ones doing the task every week, and we talk to them, not just to leadership.
The systems you already use, the size of your team and how much change your industry can absorb per quarter all shape the recommendation. No ready-made model applied the same way to everyone.
The wrap-up isn’t a presentation: it’s you knowing what to do, in what order, and what was left out, with the reason in writing.
Most companies come to us with the same line: “we know things could be better, but we don’t know where to start.” From there, the path splits in two, and choosing wrong costs months.
We step into your operations to understand where work gets stuck, how much that costs in people’s time and which processes are worth the effort. In 2 to 4 weeks, it ends with a prioritized plan and a proposal with scope and price, not a report that ends up in a drawer.
Once it’s been decided that the in-house team will build, the bottleneck is no longer the plan: it’s capability. We design a custom program for your team, based on the routines and systems they already use.
One point applies to both tracks, and it’s less about method than a consequence of how we operate: the people who make recommendations here also have to live with them. Besides client projects, Sincron builds and runs its own software, with subscriptions, support and the maintenance bill arriving every month. That changes the kind of recommendation that comes out of a Discovery or a Mentoring program.
They sound alike, but they’re three different things. The free assessment is a quick, automated online read; Discovery is the consulting engagement, led by people; implementation is the build.
| Free assessment | Discovery | Implementation | |
|---|---|---|---|
| Who runs it | You, online | Our team, with the people who run each process | Our team, with a demo every week |
| How it works | Four questions about one process, with the result on screen | Context conversations, a 15-to-20-minute questionnaire and an on-site day | Weekly cycles, tested on real data from your operations |
| Duration | About 2 minutes | 2 to 4 weeks, from the first conversation to the plan | First process live in 2 to 6 weeks |
| What you get | A first read on where the opportunities are | A prioritized process map, a roadmap in waves and a scoped, priced proposal for wave 1 | The process up and running, with a health dashboard, documentation and training for the people who run it |
| Cost | Free | By proposal, with scope and price fixed before we start | By proposal, at a fixed price |
| Next step | If it makes sense, a WhatsApp conversation with the result in hand | Decide on wave 1 and who will carry it out | Measure the result and pick the next process |
One doesn’t require the other. You can go from the free assessment straight to implementation when the process is already clear, and the Discovery proposal can be carried out with whoever you choose.
It isn’t a question of budget or digital maturity. It’s a simple question, and companies almost always know the answer before they talk to us.
The team is lean and already stretched thin, and nobody is available to take on a new project. Discovery produces the plan and the proposal, and the building goes to whoever has the people for it.
DiscoveryYou have people with a technical or analytical profile who know the operation but have never run an automation project from start to finish. That’s the classic case for mentoring.
MentoringThe process is clear, the problem has a name and the decision has been made. Consulting would be an extra step: go straight to implementation and save a cycle.
Process automationSelling consulting to someone who doesn’t need it is easy, and it ruins the relationship later. Here are three situations where the right path is a different one, and where to find it.
If the question is still “is there anything worth automating here?” it makes no sense to hire anything. The free assessment, online, answers that in about 2 minutes.
Take the free assessmentWhen the pain is the volume of customer conversations (repeated questions, triage, after-hours queues), what solves it is an agent answering with context.
See AI agentsConsulting adds a cycle before building. If the deadline is tight and the process is already clear, that cycle is pure cost: better to go straight to implementation.
See process automationThey apply to Sincron and to any other firm you’re considering. A firm that fails these four tests usually delivers a polished report that nobody uses.
Be wary of anyone who arrives with the solution already picked before seeing your operations. Technology gets decided after understanding where the time goes, not before.
A plan where everything is worth doing is a sales list. A good firm points out what stays out and writes down why.
Ask what it keeps running in production, not just what it has recommended. Whoever pays the maintenance bill recommends differently from someone who only delivers the report.
Duration, who from your team takes part and what you get at the end, in writing, before you sign. And the plan has to be something you can carry out with whoever you choose.
“The team came out of the mentoring automating processes in-house. Today we no longer depend on outside help for n8n.”
The free assessment is a quick, automated read: you answer four questions online, in about 2 minutes, and get a first indication of where the opportunities are. Discovery is the consulting engagement: 2 to 4 weeks of work led by people, with access to those who run the process, real documents and operational numbers. The free assessment helps you decide whether it’s worth talking; consulting helps you decide what to do.
It depends on the track. Discovery takes 2 to 4 weeks from the first conversation to the delivery of the plan, and what weighs most on the timeline is the availability of the people who run each process. Mentoring has no fixed length: the program is designed after the scoping call, at the pace your operations can handle.
It’s priced by proposal. The amount depends on how many processes and departments are in scope and how many people take part. The proposal comes with scope and price fixed before we start, and hiring the consulting doesn’t commit you to hiring the implementation. The first conversation is free, and so is the free assessment.
No. Both tracks end with you knowing what to do and free to do it with whoever you want, including your in-house team or another vendor. The material produced is yours. Tying consulting to a mandatory implementation tends to bias the recommendation.
The people who run the process day to day, without exception: they’re the ones who know where the flow really gets stuck. Beyond them, someone with the authority to decide on priorities and budget.
This work makes the most sense for mid-sized and large companies, where there’s already volume, a team dedicated to the process and more than one system involved. We’re based in Brazil and work with companies remotely, with on-site visits arranged when the work calls for them. In very small operations, the cost of mapping usually outweighs the gain, and we say so before selling anything.
That’s a legitimate conclusion, and it happens. A poorly defined process, low volume or unavailable data are real reasons not to automate, and finding that out in a consulting engagement is much cheaper than in the middle of an implementation. You come away with the reason documented.
Yes, and sometimes that’s the best setup: Discovery defines what to do and Mentoring prepares the team to execute. But the most common sequence is to first understand what the operation needs and only then decide whether the in-house team will build.
The first conversation is free and serves one purpose: understanding where you are and telling you which of the two tracks makes sense, or whether neither does.
