Founded 36 years ago with a focus on technology, Sankhya was born from the partnership between brothers and one of them, Felipe Calixto, speaks from scratch to the top over this trajectory. The experience yields advice to those who think of undertaking or is already undertaking. “Do something with passion that solves a problem. If you focus only on money, it doesn’t come. And remember: you’ll have to grate a lot. Everyone who was successful worked hard.”
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Felipe Calixto recalls the company’s first steps – created in 1989. The initial idea was to develop management solutions to facilitate software adaptations to customer needs.
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At the turn of the millennium came a relevant expansion, with a branch opening in Goiânia. The business worked so well that the place began to rival the matrix. And throughout the first decade of the 21st century, amidst competitors’ movements in Brazil, Sankhya managed to expand even more. By 2010, more than 20 units had already opened.
In 2020, the company received an investment of R $ 425 million, amid GIC’s pandemic, the Singapore Sovereign Fund. Keeping focus on culture, people and customers, the value was used to make purchases of companies that offered complementary solutions.
Now, the brand has over 2,000 direct employees, with about 50 units in operation.
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Innovation
All this size, to maintain innovation, the structure of the company is organized in squads and encourages autonomy. Calixto points out that they are constantly transformed, even physically: “You take a vacation, come back and have already changed the walls and tables.” And it stresses that, to innovate, you must always be aware: “In technology, everything changes very fast.”
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Among the latest innovations is Bia, the company’s artificial intelligence, which has been acting as a co -pilot for customers. The next version, still under development, promises to transform the usage experience. According to him, it will be possible to draw a dashboard on a napkin, take a picture and would generate the visualization.
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And to stay even more up to date, it has the help of their children, who have their own startups. “Not even lunch I have peace,” he joked.
The biggest challenge
Calixto had a hard time delegating. In the beginning, it was centralizing – admittedly – and did from the manuals to the implementation methodology. With support from consulting and learning from Sebrae, for example, it understood that it was necessary to change this dynamic.
“It hurt to see people doing differently, but they will do their way and often the result will come out better than what I would do,” he reflected. Today, he says he has a team that acts better than himself in their respective areas.
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Retirement and Succession
Calixto says he does not plan retirement, but a transition to a more institutional role. And it states that, in terms of succession, their children are not the only quotes: “If they want, they will be welcome, but will compete with other professionals.”
