RevOps and data intelligence: the Contmatic case

In the dynamic B2B technology market, the pursuit of scale and efficiency often runs into internal operational bottlenecks: decentralized processes, disconnected databases, and cultural resistance to change. Overcoming these barriers requires leadership that combines analytical precision, resilience, and strategic clarity.

In an in-depth episode of the "Women in Tech", Thaís Cano, Commercial Planning Director at Skyone, hosted Elisama Schaitel, Chief Revenue Officer (CRO) of Contmatic Phoenix. With 18 years of experience dedicated to Customer Experience (CX), data, and management, Elisama shared the behind-the-scenes story of a significant organizational transformation: how she rebuilt a support operation from scratch and scaled revenue management by connecting data, artificial intelligence, and people.

Below, we detail the practical and strategic lessons learned from this leadership panel.

1. The trajectory of support for the CRO chair

Elisama Schaitel's professional evolution challenges the traditional model of revenue executive training. Instead of following a direct path through sales or marketing, Li began her career in operational customer service.

With experience in support, Customer Success (CS), and Business Intelligence (BI) coordination, her career path demonstrates that understanding end-customer friction points and mastering data analysis are fundamental skills for leading sustainable growth.

In this position, the CRO's role expands beyond simply closing new deals: it involves orchestrating the entire end-to-end journey, from attracting and pricing to onboarding, retaining, and expanding the customer base.

2. Operational restructuring: reducing the average handling time (AHT) from 4 hours to 4 minutes

Upon taking over operations at Contmatic, Elisama faced a challenging scenario: a monthly volume of approximately 100,000 calls, queues with an average waiting time (AWT) exceeding 4 hours , and a customer satisfaction rate (CSAT) stagnant at around 80%.

To reverse this dynamic without compromising the scale of the company, which manages more than 10,000 clients, it was necessary to act simultaneously on the three pillars of operational management: people (training and alignment), processes (mapping), tools & technology.


The diagnosis and the turning point

The operation suffered from broken work schedules, multiple disconnected systems, and a lack of visibility into operational bottlenecks. The solution involved a detailed diagnosis, talking to customer service representatives, coordinators, product teams, and listening directly to customers.

Based on this diagnosis, a complete CRM migration and workflow redesign were carried out.

The results achieved

Within three months of implementation, the operation's indicators showed a significant change:

These gains were driven by the elimination of duplicate calls (recalls), improvement of knowledge bases, and resolution of root cause issues in products and infrastructure.

3. People management and resilient leadership in times of change

Changing tools and processes is a technical task; altering a team's culture, however, requires human sensitivity and managerial firmness. As highlighted by Thaís Cano, resistance to change is one of the main factors hindering growth in corporations.

The role of resilience

For Elisama, leading the restructuring of a team of over 200 employees required continuous resilience:

• Ability to listen and rework ideas: understanding that setbacks and disagreements are part of the collaborative process.
• Empathetic management: understanding that leading operational positions means managing people and their families, seeking to empower them before making any drastic decisions.
• Detachment from ego: understanding that things don't need to be done in only one way to succeed.

The golden rule of team formation

Both executives agree that one of the biggest secrets to high-performance leadership is hiring professionals who are better than the leader themselves.

Thaís Cano added that insecure leaders tend to stifle talent and create mediocre teams for fear of being replaced. Mature leadership develops people so that operations function autonomously, even allowing the manager to be absent without the business stopping.

4. Data governance: the indispensable foundation for Artificial Intelligence

One of the most critical points addressed in the episode was the mistake of trying to implement Artificial Intelligence solutions without first organizing the infrastructure and data governance.

The frustration of AI projects

Thaís Cano highlighted that many executives pressure their teams for Generative AI projects in search of quick wins,but become frustrated with the results. AI fed with duplicated, non-standardized, or incomplete data generates inaccurate analyses and inefficient automations.

For solutions like the Skyone Studio to orchestrate intelligent workflows, connect APIs, and generate predictive churn or sales analytics, the company first needs to perform data cleansing (data quality) and centralize its data sources.

AI in the commercial sector: replacement or enhancement?

When asked about the impact of AI on Sales and Customer Service teams, Elisama was categorical: Artificial Intelligence acts as an enhancer, not a substitute for human relationships.

• Automating Repetitive Tasks: AI takes over triage, meeting summaries, predictive analytics, and updating records.
• Preserving the Human Essence: empathy, active listening, relationship building, and a deep understanding of the client's pain points continue to depend on the human factor.

5. RevOps and the metrics that really matter

Consolidating a Revenue Operations (RevOps) area unifies Sales, Marketing, and Customer Success data under a single source of truth. Without this centralization, each leader interprets metrics in isolation, hindering executive decision-making.

During the chat, Elisama analyzed the impact and pitfalls of key market metrics:

NPS vs. CSAT

• CSAT (Customer Satisfaction Score): measures immediate satisfaction with a specific service interaction or transaction. It was the central metric used to track the evolution of Contmatic's support.
• NPS (Net Promoter Score): evaluates the customer's overall perception of the brand. It should be analyzed in a segmented way (by plan, account size, or time of the month) to avoid misinterpretations.

The underrated indicator: NRR (Net Retention Rate)

While most organizations focus their efforts on acquiring new customers (New MRR), the most sustainable growth often lies within their existing customer base.

NRR customer base through upselling, cross-selling , and reducing cancellations. As highlighted by Thaís and Elisama, strategic partnerships based on mutual gain (win-win) allow for exponential growth in NRR as the client also grows and perceives value in the adopted solutions.

Transform your data management and scale your operation

The journey presented in the episode demonstrates that aligning People, Processes, and Technology is the path to achieving efficiency and growth. However, for your company to successfully implement Artificial Intelligence agents, optimize cloud costs, and scale operations, having an organized data infrastructure is a prerequisite.

Skyone offers a unique and integrated platform that simplifies your company's digital journey.

• Skyone Autosky: Modernize your ERPs and legacy systems by migrating to the cloud with Zero Trust security and without the need to rewrite code.
• Skyone Studio: Centralize over 400 data sources, automate integrations (iPaaS), and create Generative AI Agents in a governed ecosystem.
• Cybersecurity & Specialized Services: Protect your operation with 24/7 SOC monitoring, WAF, EDR, and qualified technical consulting.

Listen to the full episode on Spotify!

Want to hear all the details, stories, and insights from this conversation between Thaís Cano and Elisama Schaitel? Listen to the episode of the Elas em Tech podcast and get inspired by practical strategies for leadership, CX, and data intelligence!

Written by Skyone