“
We managed to bring together, in one place, both the budgeting mode and the actuals vs. budget mode. We're already in the third year.
On high-investment construction projects across a 140+ store network, Mitra delivered what the previous market tool couldn't: actuals vs. budget, budgeting and project management in one place, with control going down to the invoice.
We managed to bring together, in one place, both the budgeting mode and the actuals vs. budget mode. We're already in the third year.
For years, Saga's finance ran on spreadsheets. A budgeting model in Excel, refined year after year, dependent on the institutional knowledge of whoever operated it.
Five, six years ago, the network migrated to a market solution. On some fronts, it worked. On the one that mattered, the actuals vs. budget migration across the network, it stalled.
The limitation wasn't about process. It was about the tool itself. It lacked what any experienced FP&A team knows it will need: customization and adaptation to the actual business model.
The tool had a very significant limitation around customization and adaptation. We truly couldn't move forward.
Saga met Mitra already skeptical. Other tools had come and gone, none handled the reality of a 140+ store network.
What changed was flexibility. Mitra works like a spreadsheet, with full room to simulate scenarios, cuts and edge cases, inside a governed, integrated, enterprise-grade platform.
The first real test came exactly where the previous tool had fallen short: the migration of the network's actuals vs. budget control. It worked. For the first time, Saga unified the financial picture of 140+ stores into a single model, with end-to-end governance and visibility.
We were surprised by Mitra. It's almost like Excel, with full room to run all kinds of simulations and edge cases. We tested it first on actuals vs. budget control, and it truly delivered for us.
Once the actuals vs. budget migration was done, Saga moved on to the budgeting module inside Mitra. It is now in its third year of operation, with significant improvements built in during the last cycle. Budgeting and actuals vs. budget came to live in the same place, and the team stopped spending time reconciling spreadsheets and went back to spending it on analysis.
The next step was bringing project management into Mitra, tracking the network's full capital investment within the same flow. The model goes from the top of the main account all the way down to the invoice for each cost. Every CAPEX item becomes visible, traceable and comparable to the original budget.
For a director making decisions on high-investment projects, being able to see the operation from above and drill down to the detail when needed isn't a nice-to-have, it's the baseline of governance.
With Mitra, you start at the main account and keep drilling down until you reach the invoice. You get more confidence in your analysis, plus the granularity we need.
With actuals vs. budget, budgeting and project management in the same model, and control going all the way down to the invoice, the hardest gain to capture on a spreadsheet finally shows up: direct CAPEX savings.
The estimate comes from Saga's own director. For an operation that builds and renovates dealerships across central Brazil, that range translates into significant absolute numbers every investment cycle.
This isn't administrative productivity. This is CAPEX that stops being spent, in a context where every project carries enormous investment volume.
5 to 10% in CAPEX savings is a very meaningful number, especially when you consider that these projects carry enormous investment volume.
On high-investment construction projects across the network.
The entire Saga network on a single planning platform.
Mature cycle, with improvements built in during the previous year.
From the top-level main account down to the invoice for every cost.
We'll show you how Mitra unifies actuals vs. budget, budgeting and project management in one place, with control going all the way down to the invoice on every project.