Business and technology consulting
Strategy turned into operations, data, and growth.
Zero&Co brings together business strategy, processes, data, and technology to turn complex challenges into viable, responsible, measurable solutions.
From decision to implementation, with senior leadership and specialists brought in for each challenge.
Where to start
What is your challenge today?
No one looks for a consulting firm asking for “data architecture.” They reach out because something is not working. Choose the challenge closest to yours.
An idea becomes a business when someone tests the economics, shapes the narrative, and builds the first version.
Strategy and processes
- Strategic validation and feasibility
- Business model and pricing
- Financial projections
- Roadmap to launch
Technology and data
- Functional prototype or MVP
- First operating systems
- Data collection foundation
- Go-to-market and first customers
Stalled growth is rarely caused by a lack of effort. It comes from a lack of focus and reliable data.
Strategy and processes
- Business and process assessment
- Business model and margin review
- Growth and channel strategy
- Goals and metrics
Technology and data
- Decision dashboards
- CRM and relationship journeys
- Automation for operational bottlenecks
- Integration of current systems
A manual process is not only slow—it is where errors live and information gets lost.
Strategy and processes
- Process mapping
- Redesign and standardization
- Governance: who owns what
- Prioritization by return
Technology and data
- Automation of repetitive workflows
- System integration
- Purpose-built internal tools
- Documentation and training
A number no one trusts is not information—it is an argument. Build the foundation first, then make the decision.
Strategy and processes
- Definition of the metrics that matter
- Source mapping
- Ownership for every number
- Review cadence
Technology and data
- Data architecture and a single source of truth
- Data quality and governance
- Decision dashboards
- Automated data collection
Technology without judgment becomes a cost. The first task is deciding what not to do.
Strategy and processes
- Technology maturity assessment
- Where technology pays off—and where it does not
- Prioritization by return
- A phased roadmap without a single big-bang change
Technology and data
- Integration of what already exists
- Data foundation and metrics
- Automation of repetitive work
- Applied AI only where it makes a difference
A product does not start with a screen. It starts with the decision it needs to improve and the people who will use it.
Strategy and processes
- Product strategy and minimum scope
- User journey
- Revenue model
- Success criteria
Technology and data
- Technical architecture
- Functional MVP
- Instrumentation and data analysis
- Evolution roadmap
Impact without measurement becomes a claim. With metrics and data, it becomes evidence for funding.
Strategy and processes
- Theory of Change
- Output, outcome, and impact indicators
- Information governance
- Accountability strategy
Technology and data
- Data collection tools
- Data foundation and automation
- Monitoring dashboards
- Reports for funders
Relationships with many parties are not managed through conversation alone. They require process and records.
Strategy and processes
- Stakeholder mapping and prioritization
- Engagement strategy
- Institutional communications
- Listening and response workflow
Technology and data
- CRM for partners and funders
- Contact journey automation
- Records and traceability
- Relationship dashboards
Business, technology, and responsibility are not separate conversations.
A solution only holds up when it can answer five questions at once. Treating them separately is how projects die in presentations.
- Does the business case work? Economic viability before ambition.
- Can the team operate it? Executable within the structure that exists today.
- Is the technology appropriate? Matched to maturity, not fashion.
- Is it responsible toward those it affects? Risks, stakeholders, data, and inclusion.
- Can it be measured? Evidence over time, not only at delivery.
Two practices that work together
Business consulting and technology consulting at the same table. Each practice delivers value on its own; together, they cover the entire path—from assessment to a working operation.
Business Strategy and Transformation
Where to go, with which model and process, and how success will be measured.
- Assessment and strategic planning
- Business models
- Financial and operational feasibility
- Process design and efficiency
- Governance
- Growth strategy
- Go-to-market and positioning
- CRM and relationship strategy
- Goals and metrics
- Partnerships and ecosystems
- Institutional and multistakeholder communications
- Customer journeys
Responsibility within the practice
Social, environmental, and reputational risks are part of the assessment. Governance, stakeholders, and accountability are part of the design—not an appendix added later.
Technology, Data, and Automation
What turns a decision into a routine that runs, measures, and does not depend on someone remembering.
- Technology maturity assessment
- Data architecture
- System integration
- Process automation
- CRM implementation
- Dashboards and data analysis
- Digital platforms and products
- MVP development
- Applied artificial intelligence
- Data governance and quality
- Security and access control
- Responsible use of data
Responsibility within the practice
Responsible data use, accessibility, information traceability, and an assessment of the consequences of every automation and model.
We don't start with the tool. We start with the problem, the process, and the decision that needs to improve.
From essential to intelligent, in the right order.
Every organization starts on a different step. We map where you are today, what can create value now, and what makes more sense in the next stage.
Presence and operations
For organizations still handling everything manually and needing the fundamentals to work well.
- Institutional website or landing page
- E-commerce and payments
- CRM and records setup
- Automation of the most repetitive workflows
Data and decisions
The step that supports all the others—and where we have the deepest experience.
- Integration of data sources
- A single, reliable foundation with history
- Metrics and decision dashboards
- Governance: quality, access, and responsibility
Applied intelligence
When the foundation is solid and decisions can become systems.
- Forecasting and prioritization models
- AI applied to real processes
- Decision and monitoring platforms
- Architecture that grows without rework
Sustainability, Responsibility, and Impact
It runs through every project as a decision criterion—and can also be engaged directly as a specialized practice.
Risk and governance
Social, environmental, reputational, operational, and data risks are considered alongside financial risks.
- Materiality: what truly matters here
- Social, environmental, and reputational risks
- Governance, decision rights, and responsibilities
- Responsible use of data and AI
Processes and stakeholders
People affected by a solution take part in its design—and the relationship flow becomes a process, not a good intention.
- Stakeholder mapping and engagement
- Digitized participation workflows
- Accessibility and inclusion
- Transparency and accountability
Indicators and evidence
Financial, operational, social, environmental, and institutional results measured with the same rigor.
- Theory of Change when it adds value
- Output, outcome, and impact indicators
- Automated, traceable data collection
- Monitoring, evaluation, and reporting
Also available as a dedicated practice
When the need begins here, these are the engagements we lead from end to end.
- ESG and sustainability strategy
- Social and environmental risk management
- Social responsibility programs
- Multistakeholder engagement and communications
- Impact measurement
- Theory of Change
- Indicators and dashboards
- Reporting and accountability
- Digitization of social and sustainability programs
- Governance for impact initiatives
Management and Technology Infrastructure for Impact
Institutes, foundations, nonprofits, impact businesses, and social investment teams often sustain complex operations with improvised tools. This offer addresses that gap: the same engineering used to structure fintech data, applied to organizations that need to manage programs, raise funds, and demonstrate results.
Finance and administration
- Revenue and expense organization
- Budget monitoring
- Accountability processes
- Approvals and alerts
- Management dashboards
Fundraising and relationships
- CRM for donors, partners, and funders
- Fundraising pipelines
- Relationship automation
- Grant and opportunity management
- Segmented communications
Commercial management
- Offer design
- Sales pipeline
- Proposals and follow-ups
- Targets and forecasts
- Sales automation
Programs and participants
- Participant records
- Journey tracking
- Attendance and engagement
- Management by cohort, program, or territory
- Evidence collection
Impact measurement
- Theory of Change
- Output, outcome, and impact indicators
- Data collection tools
- Data foundations and dashboards
- Reports for funders and boards
Twenty years of implementation—across businesses, foundations, and public agencies
Sustainability and impact work is not an earlier chapter of our consulting practice. It is where we learned to navigate multiple stakeholders, complex governance, limited resources, and qualitative data—exactly what transformation projects demand.
Brands, institutions, and projects
From context to evidence
Senior leadership takes part in the assessment, strategic decisions, and solution architecture—not only the kickoff meeting.
Strategy before tools
Technology is chosen after the problem, process, and desired outcome are clear.
Responsibility from the start
Risks, data, stakeholders, accessibility, and impact are considered from the beginning.
Indicators from day one
Every project defines what will be measured, where the data comes from, and who owns it.
Technology matched to maturity
The solution must fit the structure, investment capacity, and current stage.
Implementation over presentation
The work does not end with an assessment. We help make the process, tool, and operating routine work.
Senior leadership at the table
The partners participate directly in critical decisions and solution design.
Four entry points, each with a defined scope and outcome
Instead of open-ended “custom consulting,” four offers with clear timelines, scope, and deliverables.
Integrated Assessment
An assessment of strategy, processes, technology, data, risks, market, and indicators.
- Priority map
- Recommendations
- Transformation roadmap
Transformation Deep Dive
Focused work on a defined challenge: growth, CRM, automation, data, or business model.
- Focused assessment
- Solution design
- Roadmap or prototype
Build and Automate
Implementation of processes, integrations, dashboards, CRM, automations, or digital products.
- Working solution
- Documentation
- Training and adoption support
Impact Management and Data
Theory of Change, indicators, collection tools, data foundations, dashboards, and accountability.
- Operating measurement system
- Monitoring dashboards
- Reports for funders
Three ways into the work
Businesses and brands
Growth, efficiency, data, technology, sustainability, and relationships with customers and stakeholders.
Institutes, foundations, and social organizations
Management, fundraising, digitization, monitoring, governance, and impact measurement.
Entrepreneurs and new ventures
Strategy, business model, product, MVP, go-to-market, and the first operating systems.
Two partners at the table, a network behind them
No project is handed off to a junior team. The partners take part in the assessment, decisions, and architecture—and the right specialists join for each challenge.
Nelma Zero
Twenty years structuring, communicating, and evaluating projects for businesses, institutes, foundations, and public agencies. Strategic planning, institutional development, partnerships, governance, and impact evaluation.
Specialist network
Strategy, creative, design, engineering, data, legal, and operations. Specialists join according to each project's challenge—the right team for the problem, not the team that happened to be available.
Fabio Beider
Eighteen years in software engineering and data platforms. He currently leads data and machine learning platforms at a Brazilian fintech—supporting credit decisions, fraud prevention, and analytics under strong governance and compliance. Three years at Microsoft.