V.tal overhauls onboarding and reclaims 400+ hours a year

V.tal was growing fast, and knew it would grow faster still. That growth, and the complexity that came with it, demanded a more scalable process, one that could absorb new hiring volumes and a wider range of employee profiles.

Onboarding wasn’t ready for that curve. The process lived in spreadsheets, and the main one had become unmanageable: roughly 100 columns, dozens of rows added every month, no version control, no audit trail. The spreadsheet had grown organically, picking up new fields and controls every time a new need surfaced. Every hire meant another manual update to the file.

The cost showed up clearly at month end. Compiling metrics burned through nearly a full week of work, just to stitch spreadsheets together and turn scattered data into analysis. That was time stolen from the one thing the team exists to do: look after people.

And the process delivered little. It could log a hire, not track a journey. There was no structured survey across the first few months, no communication cadence, no risk indicator to flag when someone was disengaging too early.

The choice of Pipefy came from inside the house. V.tal’s finance team already ran on the platform, and the HR organizational development team saw in it a layer of process and communication cadence that fit onboarding. A license was released for testing.

The barrier to entry was low. With no prior experience on the tool and no IT support, the team built the full onboarding process in a matter of days, using product documentation and public videos. The 100-column spreadsheet became a structured pipe.

From there, the process gained layers the spreadsheet could never support. Tracking today covers the first 90 days, with surveys triggered automatically at defined points in the journey, a messaging cadence that runs with no manual intervention, and AI-driven employee experience analysis that builds personalized integration plans. The team structured a buddy program, giving every new hire a designated point of support, and started monitoring experience indicators with triggers that flag when something needs human attention.

More than 200 automations now run active in onboarding, alongside integrations with hiring and offboarding. Connecting entry and exit opened up analysis that didn’t exist before, like understanding how the quality of integration influences early departures.

The structure was put to the test soon after. V.tal gained scale and complexity, stood up a new data center business unit, and went through a sharp spike in hiring. The process absorbed the volume with no redesign and no parallel controls.

The estimated 400 to 600 hours saved each year trace back to process management. On top of that, manually compiling metrics used to take roughly a week every month, close to 480 hours a year on that routine alone. With the process structured on the platform, tracking became continuous, and that week went back to the team, which now operates more strategically across onboarding and other HR and organizational development programs.

The 200-plus active automations show how granular the process has become. Notifications, surveys, cadence triggers, AI-driven analysis, and phase movements all happen without anyone needing to remember, and that’s what keeps onboarding consistent no matter how many hires come in a given month.

Since the rollout, onboarding has run entirely on the platform. There’s been no partial return to spreadsheets, no parallel controls built on the side.

The model expanded from there. The same team structured offboarding, training, and AI license requests on the platform, and the pattern has shaped how other areas of the company think about their own processes.

V.tal is a neutral digital infrastructure company operating across the Americas. The company runs more than 500,000 km of terrestrial network, connecting 22 million homes passed across Brazil. V.tal today brings together three operations within the group and runs a broad process modernization program, with Pipefy in use across finance, back office, and human resources.