I'm almost removing my mic, because when I went up, I couldn't see the amount of people. There's a lot of people here. There's about 70, 80 people. I'm almost talking to you without my mic because it's such a nice crowd. It's great to be with you. I know that some people have come from other states and even from abroad to be with us today. We are so honored with your presence here.
As I had already mentioned in other opportunities, we had this idea that I think it's great to do our Investor Day here within our annual clients event, and it's a great opportunity for us, for you, investors, analysts, to get to know our, let's say, our kitchen, you know, to know exactly how our life works with our clients, what the client thinks about us, where are his problems, his difficulties, the opportunities. I believe it's a big success, the format we've had so far, and I hope you are really enjoying it. For you to get to know. My presentation will be fairly quick. I'm gonna tell you what we believe in, our belief. We believe that everyone can grow.
What moves the company on a daily basis, what gives us energy to do such an event with this amount of people, with this amount of companies. I was here at the end of the event, somebody came to talk to us. The guy has just started within a family group from Goiás, BRL 2.5 billion in revenue. Gustavo was telling me, I was in Belém the other day, and I met a guy from retail that I never heard of, and he has BRL 4 billion revenue. Somebody else just came up here to take some pictures and said, "I am a client. I've been with TOTVS for 30 years. I am from PLE. We have the company that exports an essential raw material to create medicine against COVID." Our country is incredible, and it has so many amazing opportunities.
This allows us to have a lot more confidence that everyone can grow. You know, this is what moves our workers. Of course, when we talk about building on a 3-dimension ecosystem, the only way to make this happen is to work together. The view that we have, as many of you have seen in the presentation I made to the clients, really is to become a trusted advisor. This is a very important position, and it makes a lot of sense, you know, when we are talking about small and medium-sized business. The heart of TOTVS, as we've been telling you for many, many years, it's exactly this, small and medium-sized companies. Many times, they don't have the same resource level and even human level in technology to be able to put together complex environments that gather different parts and that need a huge degree of integration.
What they seek, whenever possible, is to find a trustworthy partner who can address their needs from A to Z. This is what we're trying to do. This is our value proposition. You know, as we've said, we've commented a bit earlier, this wasn't our value proposition in the beginning. We didn't even have a way to have such a wide proposition, such as to improve the result of our clients. When we built a three-dimensional journey, we then have the elements for a value proposal, a value proposition that is much bigger. We are working and moving every day to build this. We do this through a combination of 3 dimensions that we've been building. What's our portfolio like? It's a question that you ask yourselves all the time: How far do we want to get to?
This is the width, the depth of products that TOTVS wants to have. We already have a portfolio that is the most important, the bigger portfolio in the market for management, not only talking about back office, but also vertical applications that give us this depth and this adherence within this segment. When a manufacturer client listens to the level of knowledge, and it reflect within their products, this makes all the difference when we are closing a deal and when we are retaining this client. This applies to any other segment that we operate in today within our management. In business proposal, we are working to build the most complete portfolio, and here, this is still a very fragmented market. It's a new market that is growing, but it's still an extremely fragmented market.
Usually, you will find companies that will do a part of what the client needs. Once again, when we talk a small and medium business client, it's very difficult for them to put all these pieces together. The Lexos we have for Business Performance is really to complete this picture that will give the journey from A to Z to our client. The whole issue, you know, of attraction, retention, and dealing with these clients in every possible way, will be available to our clients. In Techfin, Fintech, which I'm sure there will be questions about, talking about the approval that we've had from the Central Bank of Brazil. What we want is to give you a full experience for you as a company with a high level of integration with our products, that is very different from what's available in the market now.
When we look at Safra, Daycoval, very competent banks, very successful banks for companies, the level of experience that is given to people, it's still very old-fashioned. What we want is to provide a totally different journey to this client, having a portfolio that is complete. Of course, this is not gonna happen overnight. It's gonna take time to develop, and it's normal, but that's where we want to get to. Why can we build that, and maybe nobody else can? Because we are focused on SMBs, and this only works for small and medium businesses. A big company usually doesn't need this from the same partner, and even if they needed it, they sometimes are afraid of having it, and the small and medium-sized clients, they aren't.
This gives us intensity and the proximity in the relationship with our clients, and working with them in a different way than any other. We are a big company, we are a sophisticated company, we are the pioneers for good and bad, you know, we have to test many things, many things have to be adjusted. Our learning curve is ahead of any other player in the market, because our regulatory environment and technological environment has changed, and has changed to better, and has improved for people who are joining the market now. Because we have, through that BRL 1 billion investment annually in technology, we have this edge. I know I've run out of time, but I'm gonna continue a little bit longer. What are our objectives? To multiply many times our addressable market.
When we look at what Techfin and business performance adds, we're talking about an addressable market that is 7 x bigger than the addressable market we have within ERP. It's an aquarium that will allow us to grow and grow for many years to come. Of course, we want to increase our competitive advantages. One of the big values that we have is the capacity of renewing retention of clients, and the more we can embrace this client, the more we're gonna have this capacity of retaining our clients. It is essential for us to embrace our clients and, of course, their average ticket grows. We want to lead in every technology. At the end of the day, we want to become the catalyzer and the aggregators, you know, all the technologies, is it cloud? Is it AI? Is it big data?
This trusted advisor role, we understand that we are this vehicle bringing these technologies to the client. Always improve margin. When we're talking about three dimensions from the same client, we're talking about cross and upsell. They have a contribution margin that is bigger. Of course, this is gonna bring us a better bottom line. Of course, you know, we're always looking way ahead. What we're building now, is TOTVS 20 years in the future. We want to lead in clouds, in big data, in AI. We have here some interesting information. The use of cloud has been growing, as you know, for all of us. In the last three years, our cloud businesses has grown 3x .
When we talk about new sales with cloud, we are talking about starting from a basis that is already 180 degrees. We talk about attach rate, penetration of cloud within our base. We are starting at 100 bases, now we're at 140. In big data, some of the initiatives, they are very innovative, that we've been implementing within the company and also within our clients. Even in AI, we have a test volume and practical applications, especially within business performance, that it's amazing. I'm sure TOTVS will be a leader in this business. Moving towards the end of my talk, this journey is transformational. TOTVS in five, 10, 20 years, will be a very different company from what it is today, that it's already very different from what it used to be five, 10 years.
Laercio and the board have always said that management has to add a new fingerprint within the company, and that's what the strategy has been bringing, a new fingerprint, you know? This will take years. 2019, the design. 2020 and 2021, building it. 2022, a lot of testing. 2023, definitely accelerate and converge. What does it mean to accelerate, converge, and integrate? It is to transform three businesses that still have a standalone side, that is very important, including because a part of this new businesses, this new dimension, was built through M&As. To transform everything into a genuinely integrated journey for our clients. Our work will be complete when this figure becomes effectively a reality.
We have advanced a lot, the convergence points and, you know, just the position points have been growing on a daily basis, and we have no doubt that looking into the future, this point of conversion, of overlap, will be bigger and bigger. This was it. Thank you, Maya. I give you the stage.
Morning! I would like to thank you for coming here, those who came in person from São Paulo or from the other side of the city, or they came from other cities in Brazil to join our event. Others came from abroad to be able to participate in the event, and those who are also participating remotely and dedicating some time to be able to see what we're doing. Thank you for your time, thank you for your attention, and I hope you can take advantage of everything. For those who are here in person, this event is for customers. This is a specific track where we work with the Investor Day, as Dennis said. After the Investor Day, you have access, free access to the tracks outside.
You can check the interaction, the prospects, the partners with our teams, and you can also see the company working in real life. Thank you very much. Okay, I'm going to be very brief. It's basically to show you a broad view of the business, and then you can go in deeper. My colleagues will go in deeper. You know that many people already talked to me throughout the years, so I don't want to take up too much of the time talking. It's basically to bring you a few important messages. Okay? The first thing is that TOTVS has never had, if we can actually say this, has never had the privilege of being able to focus only on growth.
It's always been a company that, ever since it was born, also looked at productivity, at profitability, sorry, to be able to support the business. When the attention in the market was not on profitability, the company never lost focus. Our dates, as administrators of the company, it does have the mandate of growth. As well as profitability. We have not lost sight of profitability and sustainability of the business long term. Remind you of some words from the company. In the last 12 months, BRL 4.2 billion in revenues and operational cash of BRL 1.2 billion. These are numbers that reinforce what I just said. When we compare the operational management of the company, in 12 months, this reinforces what I said.
The company looks at growth, as Dennis said, and going into these new aquariums and new businesses and also helping our customers, and it also enhances our opportunity in our market, but always looking at profitability. Out of the three businesses, this message is extremely important for everyone, just to have in mind that the company is diversifying itself in terms of working with its customers, and it's adding different characteristics to its business. We mentioned this last year, but it's always important to remind you of the original business in the company. There's high visibility. The model is proven, and there is a lot of growth potential, but the characteristic is that the reaction is slower.
I say that the companies, they grow first and then they look at the management, and that there is a reaction time according to the market that is slower. They are slower, right. That's part of the nature of the business. This new business, the Business Performance, for example, we bring operations or businesses where the reaction time is much faster. They're more connected to the account, customer's account. The reaction is very fast. On the other hand, this also brings a degree of predictability that is smaller compared to the management system. When we talk about digital commerce, this is according to seasonality, and it's great for us to be able to capture the moments of the market. Of course, this also brings seasonality in the business. The same thing, there's Techfin.
The performance with regard to management, it is in the middle of the way when we look at the business model. When we go into these models of the business, we add these new different models, when we look at management, it's based on profit or recurrence, actually. What is not a recurrence, it's going to get there, so implementation is for you to get to the recurrence. Those who are still based on the licensing model, it's where there's going to be recurrence. Recurrence is the final objective. Business performance also has this characteristics of the characteristics of a recurrence. It's very strong, but there's also something transactional there. GMV, of this capacity of capturing and participating in the growth of our customers as well.
Techfin, on the other hand, is purely transactional. It's business made of transactions. It's completely married to the volume of transactions. This brings a degree of predictability that is smaller. In a scale of predictability, as shown on the screen, it's management, you have the Techfin that I just talked about, characteristics, which I talked about, you are halfway between both. Speed in terms of capturing in these moments of the market, the business performance of the Techfin, they are much faster. We add new features for the company, new capacities and abilities, not only on a daily basis, but as a company, as a business, and for you as well. Over here are some numbers just for us to look at.
When we talk about management, it is a long-term job, and still very low maturity. Now, this has already been mentioned here. The only reason for the explanation of TOTVS growing more than 20%, that was between 2020 and 2022. This is a market that can still bring a growth, and we estimate about BRL 36 billion in terms of business performance. That grew 48%, and there's a potential of multiplying this 11 x, and this is still a new market. Techfin growing 28%, and of course, we know that according to the credit market, there was a negative result in terms of the Techfin markets. It's a huge market in relative terms, in terms of growth as well, when we compare with other markets that we are present in.
This slide over here that Dennis presented in the plenary session, it brings us something that's very important because sometimes we strongly look at something in the business, something of Techfin and performance. Many people look, especially in capital markets, as if it were something mature, a mature business, something that has no potential, but it is a market that still has a lot of growth potential. If we look at Brazil compared to the OECD countries, Brazil is very far from the level of maturity and the average that we see in these countries. It shows that we still have a lot of room for improvement in management. It's always important to remember that. Don't lose sight of it.
Finally, let's remember that an important part of our construction of the new businesses and the reinforcement of our position has been built through partnerships, and you have seen how we are able to be very active in joint ventures and joining forces with other players in the market. The company has always had this. It is a company that works in an open concept, and I think that this is going to be present in the new business even more. M&A also has an important role in the strategy that the company has. Reinforcing or defending the management business and giving greater depth in the vertical solutions, increasing our cross-selling potential or opening up new markets for us. Some examples that we brought from our first forum in 2019, and this strategy was placed and put into action.
Of course, you remember this, but it's important to say, when we talk about Giesecke+Devrient, in our position, which is an example of depth of our presence in certain verticals, Feedz that opens up opportunities, cross-sell, cross-selling and human resources, for example, in our markets, especially in terms of business performance, within Tallos, Lexos, Supplier, and Tail. We have a huge universe, and of course, new business tends to benefit more from M&A because it's still building, and there is a very important role of M&A in building these businesses. We have a lot of M&A involved. The cash flow of the company in the last quarter is quite strong, as you saw.
Of course, this gives us a privileged position to be able to continue these transactions of different natures and purposes, for different roles inside the execution of this strategy in the current moment of the company. The message is: you should probably expect other transactions, and this game is still very strong on the side of the company. Okay? Now let's keep going to Abel and go back to the presentations of my colleagues, and enjoy the day. Thank you. Good morning. Welcome once again, everyone. My challenge today is to show you through numbers, how human capital in TOTVS leverages our strategy and not the opposite. I'm going to spend these minutes with you to show this.
Before I go into the numbers, I think something that is very important, I don't know how much you saw in the first presentation, Dennis showing this, it's very important. It's connected because we design the strategy and the culture, the culture has to fight for it. Over here, it was together. We understood that the culture makes the design strategy feasible. When we look at our purpose, we have our customers that can grow, but there's also society that grows with us, and especially our customers. Especially an internal strength to be able to get to where we want to get. When we rewrite the purpose, is our culture going to help this three D strategy or not?
Valuing good people, this is very common, for the next day, you go into TOTVS and you say, "Oh, these people are great," and how much knowledge, right? How people know what they're talking about here. We can say that we are moved by results, because when you go into TOTVS, you notice how our rituals lead to this. Saying this in our culture is very important because it's not, you know, discordant. Either you take care of people or you focus on results. No, in TOTVS, we do both of these things. We prepare ourselves to do both. When we talk about technology is also everything. It's the last technology, the best technology, and our culture already tells us who works with us. We invest in the technology that makes it feasible, the technology that is for our customers.
The technology that is going to make the customer's life easier, that is going to make them more profitable, and this also helps us to direct things. Why? Because we want long-term relations with our customers, so technology has to make it easier for them. The last two, there were three, that became five, it is the fundamental direction of our strategy, which is collaboration. When we collaborate, we are stronger. Do we collaborate all the time? No, not necessarily. We have moments where each business is moving at its own speed. When we talk about the strength of collaboration, we have this able to run the wheel of strategy. It could be just on the wall, and directions are transformed into behaviors.
There are parts of our performance cycle, part of the development, and then we start rewarding these people who have these cultural directions, and therefore we're able to create this positive cycle. This is extremely important to make the strategy work out, in putting things together with a culture, not moving separately. Going into our cycle, we could always talk about a journey for TOTVERS. It's not something that is completely isolated. Our first point is that we want to become a brand of desire, and since we are moving in this journey and working on the employer brand strongly over the last few years, we have recognized some important things.
There's a recognition of a four point three grade that was three point three years ago, in the last four, which is a site that evaluates employees and employers without any interference of the company, or 700,000 CVs in our talent bank. 700,000 is a lot of people for us to search through in this bank. In 2022, it was more than 20 TOTVERS hired. What happens when they enter the company? First they have an iNPS, which is 98. The TOTVERS say, "Okay, it's all right. It's according to what you're saying." It's a 98 grade when they come on board, and there's 39% of our positions from 2022 being filled in by women and more than 36% by people. This is our work.
This is a diversity and in communication, according to the employee branding and the most attractive companies for students. We put this brand over, we build this brand for talents. It's no use attracting if, you know, the truth is presented, and the truth is presented for the fourth consecutive year amongst the best companies to work in. Over here, I'd like to say something important from the station. In 2022, it was chosen as the best companies to work in the categories of women and ethnic and racial. Our diversity policy, we have already reached manifest and saying who we are and want to be. Making this invitation for everybody at TOTVS, they can be who you can be, and also increasing our pool of talents.
We made the first of our program that was directed, it was people with incapacities. It was called PEC. We just did this. We specifically looked at these people to increase this pool of talents in people with incapacity. In Instagram, in our size and our site, we are . It's no use just attracting, engaging. People have to stay, knowledge has to stay with us. In 2022, we had of reduction in the people who wanted to leave, and we have attrition. We had the employees that left us, excluding the years of the pandemic, and we had 76% of the turnover in the market. We're doing better, not only when we look at our evolution, but when we look at the market movement as well.
Our strategy made 93.6% of the talents stay with us in 2022. Due to many factors, I highlight our long-term incentive program. More than 900 TOTVERS have shares of the company in our program, which people are going to receive this. We also move 8,000 TOTVERS, more than 2,000, some kind of move, either a promotion or some training or something in 2022. This takes us to an average of time of five point seven years in the company. We also increased this average 10%. You probably follow up the numbers that are in the big techs. They're usually one or two years that people remain there. This helps how to keep people at home here. It helps with the evolution. It's no use just retaining.
It's no use just attracting and engaging and retaining. We also have to have people who are ready to work. We have invested a lot in our talent pipeline, in more traditional programs such as the trainee system or the young apprentice, that has been completely reformulated, and it has rates, greater rates of participation from the market. I would like to talk about our own programs. We do it in the same way, but differently. We have 2 programs. One is Speed to Hero, a Start Tech, and a Speed to Hero is specifically to accelerate the tech career. We hire people at a certain level, and we invest in these people's education, and at the end of the program, they're already in a higher level. There's a retention rate of about 91%, and the program, that is important.
We're moving over to the third stage, third Speed To Hero program. Start Tech, that was a challenge that TOTVS proposed. You know that TOTVS maintains the IOS, the Social Opportunity Institute, and if there's people in the market, so many young things in the market, and you have to go into the companies, the positions are not what people are being trained for. We said, "Okay, let's bridge this gap." Let's bridge the gap of people who are ready to work and haven't studied what they need to get into the market. We worked with the TOTVS, and IOS came in with skills, came in with the hard skills, and TOTVS, we became the mentors, teaching people to work. We had more than 400 hours of training.
Almost 100% of the students, they were certified, and we've already placed in the market, in TOTVS, as well as offering it to our ecosystem. 53% of this group, for now, most of them in TOTVS, and we are marketing this model to other companies because we don't want to compete. We want to collaborate and cooperate so that more companies will develop these models, such as Start Tech. When we look at the research, we know that the main reason for you to stay in a company and the main reason for you to leave a company, these are opportunities for growth and development. Thank you, guys. In the TOTVS University line, we have the winning model, which is a model that TOTVS produces the content.
It is recognized for this content, the network defines what it needs to learn and the priority of this content that is going to be placed. We grew 53% in terms of hours versus last year, when we look at TOTVS, it's more than 193,000 hours of training. This content also go to the customers. The TOTVS produced the content, and it's already 2,500 hours in 2022 of training for our customers as well, for them to, t his is what I want to leave you with. I'm now going to call in Jenny, and I'm available to answer questions. Thank you.
Confirmed with Sergio. We have 100 investors online, a much bigger number than last year. I've been talking about the changes we've been doing in distribution. We made adjustments in the franchises, we've changed the services, and we share what's beyond. What we've been doing for sales with data science, we've been exploring the data sciences subject for many years, the franchises, the distribution channels, and we've been doing this backstage work that we've been doing. Now I'm gonna tell you a little bit about it. Things that might be new to you, things that you might still have doubts in about what we've been building. We have a lot of intelligence to show you in all the years of experience that TOTVS has built. We've built many tools to have integration, to have data.
We've also built tools to have a capacity issue. Me being a TOTVS salesperson from, for example, POA, I can see the potential from that client with real data, and this information is available for everyone to optimize and help this process. Going through each one of the tools, we have a tool that it's our own. We have it as a customer success within the market, but we decided to build it because of all the info we have from Brazilian companies within our system. We looked, we thought about looking. We have an Oracle to look at. We have many important tools. We have tools within TOTVS for the success team and the TOTVS team, where we can have the 360 degrees point of view from the client.
If you work with tech, this is available for all resources, all talents, and it helps a lot. Within this tool, and we've built everything, and we've built a lot of information related to our clients, and they can see the client's wide space. Everything that we have from TOTVS, everything that we don't have, and all the opportunities they have. We can value that, put a value in the wide space. To be able to extract all this from this wide space that I commented, these are true information. We've just changed the name of the client because the data is going public. We have information, we can't, of course, talk about the revenue from the client, but we use a very good tool. What products they use, and we also have artificial intelligence to help and provide us with new solutions that have another fit.
It pushes over new playbooks and activities for our client to conduct. This feature, this tool, moves to every dimension of TOTVS. We have a lot of this, so we can identify the opportunities in specific issues, and we can tell which competitor they use and the information of this client within the tool. An important issue is that this data, it stays with TOTVS. This is common in commercial areas, that they take the data with themselves to other company, and we end up losing tracking. This belongs to TOTVS. It's, you know, when you join, when people work at TOTVS, they can access it. We have AI behind this tool. The clients, such like this, they use ABC or cloud solutions.
Within the cloud solution, we started this work, so I can, within my clients, know which one have clients, what technologies they have, and if they have, for example, a technology that it's too old, that it's old-fashioned, and what they need, so then I can approach this client. Gustavo is gonna talk about that, specifically by knowing what infrastructure problems they have. This, for me, is a huge differential. I'm not gonna take a client to sell a cloud solution if they have just bought, for example, many servers. I will talk to clients that need cloud solutions. Artificial intelligence is fully connected in the commercial area. This is something that we don't open up publicly. We've been building that for many, many years. It needs a lot of technical data extraction, but it's already available for the sales force at TOTVS.
We also have migration cases, where there are outside the usual models and people that can generate more income and revenue to TOTVS. This has been done for many years. We've built, a few years back, an index that we call IMG, the maturity and management level that we've built within the product area. Everything that we've been showing you here has a lot of support from the technical areas at TOTVS. We've built it with FIPE, which is the Institute of Research, Economical Institute of Research. We can see what tools they are using. I can compare. This is not a wide space. They already have the TOTVS solution. It's how deep this usage of the tool is. This is available to the client.
They have access to understand and know how they can use the TOTVS technology and compare it to their peers. We have this a lot in production. We have many companies in Brazil that still manages their production through Excel on paper, and the company that automatizes their production has a huge gain. We start comparing this usage of the depth of the tools by the client, so it's available for the sale to the sales force. Our value engineers use it, but the client also accesses it and compares it. They have the TOTVS solution, but maybe they're just using it partially. The more they use our solution, the better the walk-in, the adherence with us in the long term. If they use it in depth, they probably won't change solutions. They won't leave us. You know, they will keep on using it.
We've built this tool with FIPE through a statistics, and this is for us, but it's also for the clients. We have a roadmap of solutions that are made available to the clients. We don't have 100% of our products yet, but we are building it for every TOTVS solution. Within the data as well, which here, everything that the client can do compared to the benchmarking, they can see comparisons with their competitors. All of these are real-time data that is available to this client in depth, and there is an indicator of how much they use the TOTVS solution. Within the tools and all the options that we have, the framework of tools that we have, we have the take rate from this TOTVS client. They invest with TOTVS every year, comparing to their revenue, that we use on a daily basis.
It's used a lot at within our company. It gives the sales force room to advance and using new solutions. They have our product, our solutions, that they don't have a lot of value, as you know, in monetary ways. We have room for us to advance in this client's take rate. The more we advance in the new dimensions, the higher our take rate. When we only had management solutions, we were limited to a specific take rate. The more we join our dimensions, we can provide better solutions to this client. This is also available to the sales force. Last but not least, the indicator of attach rate, which is the amount of clients that have more than one solution from the TOTVS dimension. More and more, we intend to have this cross-sell between the dimensions.
We have the cross-sell between our solutions. For example, somebody that uses us for payroll, but then they use it for capital management. It's a way for us to measure the cross-sell among the dimensions of TOTVS. This is already available. The sales person will know if they have more than one TOTVS solution available. This all becomes a tool used daily for sales people, for services, for client support. It really becomes a data cockpit tool that allows us to be more assertive when we are going to go and sort of attack, you know, this client. I think that was it from me. I will pass the floor on to Gustavo, will be here with you guys. We'll continue with you guys later on. Good morning, guys.
First of all, if you've seen me talk in other events, you're gonna think I'm a little bit, if you think that I'm gonna speak a little bit slower, you're gonna think maybe I'm medicated, but it's not. It's just that I've got some feedback from the translators when I was on stage before, and now I'm going to take it a little bit slower to help them. We have talking about Gartner, and it talks about other clouds, you know, for specific purposes, adopting specific proposals clouds. Because for you to migrate, it has no implications and the value that you have by doing this kind of approach and how you've chosen to do that. In our case, the TOTVS cloud, it's a specific purpose cloud. We don't think about load and having huge service catalogs for cloud for general purposes.
We're always focused on bringing this to our products. Bringing the best possible solution, doesn't matter what mode he's working on, or maybe even with IaaS, our generic infrastructure service is, in general, connected to some specific service from one of our clients. They have ERP solution, a verticalized solution, they need to integrate with other legacy product, with other solution they have there. That can be a complexity for him to get this and hire this from another cloud, they can have this from us. Another important thing to tell you is that in Brazil, such a big country, the telecom theme is very relevant, very important. It can make it not viable, the adoption of cloud services in some regions. We are growing our availability areas, but it has other collateral aspects that are positive to us as well.
It mitigates risks in and other problems, of course, because we have some clients in these availability zones, it gives us a much higher capacity when, if we need it. Something else I want to share with you. Dennis has just commented on that. We had the satisfaction that we'd reached a very good point, that we've grown 3 x in the last three years, that's fruit of this characteristics we told you about. Why have we had this representativeness, this relevance in the client's agenda? Because of all these characteristics. The first one I like to mention, when they hire a cloud service, they talk about service levels for infrastructure. We always deal with that as service levels from the app. It's your system on, working. Well, doesn't matter if it's a component of infrastructure or a component of software that we are offering you.
An interesting characteristics of this issue that our cloud has a specific purpose. Also, we have gain in productivity. As we have a specific purpose, we automate, we offer experiences that will be easier for him to manage, and we do this to support them the way they actually need it. Thinking about real cases of what we've seen in migration cases, the client showing us their growth, growing 30%, 40%, and also cost reduction. They've had huge cost reduction when they moved over to our cloud services. Something else that I wanted to comment with you, I didn't mention this when I had our first talk. We talked about changing the client's experience. We're also doing that in our backstage. We're also doing it from our end.
Here I bring you some numbers from an initiative that we called Digital Cloud Delivery. I got some real cases here. For us to have an implementation, it took us initially 21 days, now four. A migration, it used to take 30 days, now we've been doing it within five days. All the steps that we were able to make much faster to be showed them that the service is available to them, and we made this experience simpler. Without issues, much easier to hire, to really for them to have this from us. Getting a hook from what Apendino just commented. He said that we started this exercise because of cloud, but here we have some very interesting data.
We got a universe of opportunities that we believed were interesting opportunities to explore, to be explored by our commercial teams, to commercialize cloud, and the assertiveness rate that we had in this group was 92%. With those parameters, we'd use data, telemetry. What we have from knowledge from our client, it has provided so many new options to our clients, and we've been able to have a 92% rate of assertiveness and to bring many more businesses to us. I won't advance in that because Latino has already mentioned it, but we've been using everything that we have to look at attributes, the health of our applications, how the system is performing at the client's company, and to allow us to explore the opportunities and share this with the clients and talk it over with the clients.
Another theme that was mentioned, we have intensified this with Gesplan. Why does Gesplan make so much sense to us? It has an obvious connection with extension of functionalities from the ERPs. All our management problems have transactions there and financial transactions, but definitely, all of them have this level of detail, a more professionalized, professional level, and we are practicing that with Gesplan. Doing this with integration, we have been thinking about all the issues. We have also clients in other ERP bases. We're not just talking about opportunities that we can explore in the TOTVS bases. Also, in bases of other products from market ERP. TOTVS, the initial advantage is integration. We've prepared models for integration to happen very simply, very fluidly, without issues. When we are talking about TOTVS, we're talking about using Gesplan as well.
Another thing that I mentioned to you guys, the HR and human capital agenda, human experience that we've been using, XM. I've brought you some examples to share with you of offers that are being launched, taking on the synergy of what we have in the transaction and what we're bringing as proposals for humans, of course, you know, and they're complementing that with acquisitions we made and partnerships we made to strengthen our portfolio. Something interesting that I would like to bring onto your attention, especially as investors on the company, and we've brought a very interesting design for our Feedz, because we've been able to mix products from the TOTVS portfolio and also from the Feedz portfolio with the same look and feel to the client.
I go to a client that used to be Feedz, and I sell another module that has been produced by TOTVS, and he's using that product, he's gonna have a Feedz ID. The same thing goes the other way around. When I sell a Feedz solution to originally TOTVS client, he's gonna have the purity look and feel of Feedz. We have the clients with better understanding, and they are happier. We continue with the strategy of strengthening the huge potential that we have from transactional area, and we have the same competitive position when we talk about HXM or HXM. We are continuously working with product teams. In some agendas, they are permanent. We are always talking about this, so functional evolution, deepening within the functional capacities from the product. It's a continuing agenda doing the modernization.
Of course, adopting new assets, new characteristics that are aligned with what we have in the market, but also revitalizing this and aggregating technology, new technology to products that are already and have been available to our clients for a long time. Talking about customer success, the more participation we have from SaaS solutions and PaaS models within our portfolio, we can substitute the approach for more traditional, more reactive to a more customer success approach. We can approach them, and we can ensure that they use our new solutions and not just reacting to some doubt or some event that he's had. All of this helps us to have very interesting indicators. If we look at for last month, we've grown 13 points in our iNPS.
Last but not least, we're gonna share with you what we've been doing towards data. Regarding data, I would reinforce it not only with the clients, but every time that I'm able to talk about this, all the work that I've been trying to mention, that I've mentioned in cloud and all the possible solutions that we can offer to the clients, they are part of a big journey. We have the transactional data that we've been working on. We can get that data and work on them with the tools that we have available to the correlations and transform that into relevant things to our business. This journey translates that data can be in the client's house, it can be in one of our applications, it can be in a third party.
The context of the event, if we can share this, and whether by using AI or big data, change that into a business model. On our left-hand side, I have an example that I shared with the clients. I don't know if it's got video. Are they showing video? Well, here it's still conceptual. We are gonna have that in different formats in the products, but the idea is for you to have it into any part of a solution, have insights and themes relating to the context that we have, and also having actions. I had a site related to this and what can we do for management and any dimension of the company associated to that insight I've had.
All the products are going to have similar characteristics according to the identity and, of course, respecting the different features that we have in each of them. My time is up, and for me, it was in a slower model. I hope I've helped the translators. Thank you very much. What is our value in terms of segmentation? We're working on these products for them to have, first of all, the best software that you for that segment of the economy you work in. The second thing is the distribution that we have today. It is specialized, and this changes how the customer sees us. If you're a building company, you're going to talk somebody who works in a company, if it's an industry, how do you control this? If it's a distributor, how do you improve this? The stock.
This is the work that we've been doing. They talked about this a little bit, but it is looking at when the companies compare our products with other software houses. In TOTVS, they find somebody that sales, the sales, and that can speak the language that he is communicating in. The second thing is, we have a product for practically all the different segments of the economy, and our products. I'm going to bring one of the segments over here, and then if you want to talk about this individually, what is segmentation for us? Why do we talk about segmentation? I'm going to bring you a case of logistics. This is important information. We're talking a lot about cross-selling, but there are still many opportunities. 59% of our customers use more than one solution, right?
More than 56 customers don't use more than three solutions. We still have lots of opportunities to enhance the number of customers, because we know that our customers grow. They start with an industry and they start with a distribution, then they see an opportunity to start producing the product, and then he makes up an industry, and then there's the retail, and then it's two, three, four, and then there's an importer, and it's really, very common. We have the small and medium-sized companies who are our customers, and entrepreneurs are creative. You have the time to find new opportunities, and having software that helps the company in this journey is definitely much easier. Every time there's an opportunity or an idea for a business, you know, you have to buy things again and start from scratch.
Normally, they're able to do this in the products. We, as a company, we've already talked about this, we've already thought about it in our P&D department, making the customer be able to expand and use his product. Now we have an example of, you know, what is a specialized product? Over here I have the logistics suite. We have invested a lot in it over the last few years. The proposal is to allow any company that is a producer, an intermediate, a distributor, importer, whatever they are, they are connected to the same platform. They are able to, in the first part, they are able to manage the TMS. Something that is not stuck to the ERP. If he has processes in our ERP, like generates a product and in WMS, they want to do it differently.
There is a distribution according to different places, and being able to work with the marketplace in an integrated manner, not having to download it and put this file in other place. If you see how much that delivery costs, and then you signalize this in your network and in a third-party network, you can do this in an integrated manner. You want to know where the products are. You're able to integrate with thousands of platforms, monitoring of trucks or whatever. This should come to this place, and we have the deliveries in the same place. How do we do that? We wanted to create a platform that is uncoupled in terms of management, to be able to connect with the same number of scenarios, and we started specializing segments. When we talk about medication, it is completely different from distributor.
The concept is the same. You're going to have a warehouse, and you're going to be able to do all of this, but the way that you configure it, the way that you control it, the way that you fraction the product changes. Our solutions allow you to do that. They control the norms. If there are any norms, the control of how to do it, the documentation, the best route, the route of a heavier or lighter product, all of this is connected, and connected with our products. They're going to get to the 4.0 logistics. What does this allow?
It allows us to not have great logistics, where they're going to spend a lot of energy to do something that has a big value, and it could be 7%-15%, depending on where you are, and it's not the core in your company. This is part of logistics, and this is where you spend part of your energy, and the product is exactly for you to structure. Something else that we did, this is a software that helps in the management of the order of arrival of the trucks and where the priority is. Extremely depth, really specialized, because those who have great logistics operations, this makes a big difference, and it cannot be a spreadsheet or common sense.
No, it's how are you able to organize yourself internally to be able to address logistics in a faster way, with the lowest cost and in a more efficient manner. Talked a lot about AI. If you have time, I suggest you go to our stand, our AI stand. It's right here next to the exit, so that you can see how it is. AI, for us, is not going to be the replacement of our users or customers. No, it's going to be an entity, or a person, or a service that is going to allow the customer to make the decisions. AI is going to make a decision for the product, so identify the need to buy something, and I'm doing that.
It's going to give us, you all of the arguments that you need to have, and checking if you're going to really buy this product, and we call this the digital personal advisor. The strategy is, if I'm going to work with Brazilian companies and Brazilian, Latin American, now we are enhancing to the digital area, and this is going to be applied where we have worked with different examples and therefore, we have control in terms of logistics and revenues, and we're looking at optimization of routes, of transport. We know this is a process that sometimes can have some preference, or it's just too much work, and you work in a simpler way.
AI, identify the problems, identify that you should send it through this route, or the route that you chose is not the best one, always in the way that it can be supported. The final word is going to come from the user, of course, but there's all of the thinking behind that, so you have support for your decision. Finally, for me, this is very important. How can we do all of this, or how have we done this? We have worked on the stability of the product, and our customers, they use disabled products. A software product that is unstable or has bugs, it really gets in the way of the growth of your company. When you're going to do additional revenues, you're going to build something new, a new customer, your product is not ready.
We have done genuine work trying to reduce the quantity of bugs in the maintenance of customers. The graph that I'm showing you is what we got to in 2022. We had 40% less than what we had compared to 2020. Remember that during this period, we made acquisitions and the strategy of getting things together. The complexity of the product as a whole, we have done some important work trying to reduce the incidences of bugs, problems that customers talked about. This is intelligent rationalization, and we spend P&D with bugs and solutions that provide more value to the customers. When customers are with TOTVS, they will know they want a more stable product, they will support the operations and the things that generate value to them.
We can also use our P&D intelligence without having to add things to the company all the time, generating additions. That's it. Thank you very much. Good afternoon, everyone. I wanted to talk about. Whenever I find it possible, I'd like to start with what we talked about last. I had the opportunity of talking to you at our latest release, at our results. It was a channel that was different. It was online. It's not this great stage, 31 meters squared, 101 feet, with 27 somersaults given by Vompiessa. I want to see how he does that.
At that moment, we were able to share with you our change and our evolution in the strategy of definitely putting R&D as the center of our strategy, but also the place where we would continue to build this dimension. We would continue to expand this dimension, because in R&D, we found not only a basis of technology, of development and technology, and an engineering team with very high performance, the benchmarking of the industry, but the model of the market has used a lot, and two products that were part of CRM, and in fact, leaders in the marketing, which is RD Station and CRM. Since that conversation, that was three and a half months ago, we have been working a lot on the family, and the family has been expanding.
First of all, with Tallos, which is a conversation solution, it's also been presenting chatbots and experience in our system. It offers all of the resources necessary for you to conduct a journey through WhatsApp and conversations. We have a partnership. This is for Shopify in the world, which is the highest commerce platform in the planet, and they made this partnership with us. This gives us a distribution capacity that is very intense and absolute here in Brazil. We also acquired Lexos, which is a very important component in our e-commerce strategy, so it brings an integration with the marketplace. That has a lot of evolution, and we have very strong players such as Magazine Luiza, Mercado Libre, and today, practically all freight players have some sort of modality available with products in the marketplace.
Lexos, not only strengthening our e-commerce suite, but also the capacity of impacting the exposure of the products from all our customers directly in the market. It's a very important technology addition to for us. Exact Sales, that is also an absolute leader in the category of sales engagement, schedules, easier to adopt technology by . During the whole journey of a salesperson, when they need the contact and when you have algorithms to find the best product, technology that is going to help you. Also incorporating not only with the existing solutions, but as we said in the last quarter, bringing big data and 100 million profiles, not only in terms of the transaction, but structured in the web and also with our ERPs. Offline transactions.
It's the first platform market that is able to give you intelligence in the online and offline journey with the volume that we have, according to the channels we have. Exact again, that light that brought the capacity of not talking about AI in the ING form or in the future, things that we are applying and commercializing at this point, that helps us in the half journey and especially in the journey of our customers. Besides that, we also start incorporating this new business performance, how we're achieving with the expertise it has. It's outbound, corporate sales, more complex sales, and it's also strong work in connection with this ecosystem of business performance for everything to continue working, but also the connection, the ecosystem of TOTVS. We're talking about the customers or our franchises.
I'm going to try to talk about each one of them very quickly. The important points of where they position themselves and the important points of each of these capabilities. Besides the acquisitions, in the last three months, we did, for example, the launching of the Advanced plan. Over here, it's very important for us to talk about the importance of the business performance strategy. Not only because of the representation or greatest source of revenue, it's the best results we hear, but there's a learning process, go-to-market creation, effective system, and the launching of Advanced brought us not only great things for the product, but it also gave us greater capacity for performance, to get leads, greater capacity to generate campaigns that follow up the growth and maturity of our customers.
Our customers were thinking about asking for this, and as Advanced was launched, the difficulty that we had, even to retain large customers, it became a new avenue of growth for us. Besides Advanced, Shopify also brings an addition to our portfolio, the capacity of point to the market with a product that is a benchmark product in global industry, but it also brought 120,000 customers from Shopify that are an immediate target for sales or upselling all of our performance. Lexos is integrating very strongly with our customers, and I put the number over here, 47%. Forty-seven percent is the average growth that we see in the Lexos customers after they adopt our platform.
Later on, I'm going to reinforce what we want with all of this, one of the main objectives is to grow, making our customers grow. Every time we see a capability where the success factor is the growth of our customers, this is according to our strategies. Tallos is maybe what we're most proud of in terms of growth and adherence to the customers and doing business through conversations, through WhatsApp. This is something hot in America. All the companies are trying to find solutions like this, Tallos is a very important piece in our creation and construction. These are the engagements. When we talk about AI, this is definitely for us to go into this phase of AI. Recently, we increased the roadmap that we have, this is with the coming of Exact.
We're going to be able to use engines with our own technology. We're going to be able to accelerate this sort of thing.
I recommend all of you to, poder, we have our stand just outside, where you can see a little bit more of each one of this, where you can see an integrated journey from the moment that the client needs to understand more and know more about the clients, to the e-commerce experience. Now that they were saying, how do I create traffic? How do I do it an integrated journey? How can you do that? On one hand, we are expanding our solution portfolio. It should be a piano. I have started to make it very clear that we are still in the building process. This is very intense, and we had a very important, portfolio with many leaders in each categories. But our project is to go beyond that. We also have a capacity of creating new capabilities.
We are moving from single to products. We are evolving from a company that is a single ICP. From a client that makes the decision maker, that has the pains, that makes us have better cycles from many DCPs. We are moving from a unique model, from SaaS, from recurrence, and now to explore many ways and the take rate process, and also for messaging. We are evolving from a go-to-market model, we practice what we talk to, a multiple go-to-market model to capture everything. From agencies, 2,200 agencies that are agnostic, where we have a very strong value issue for many models, channel models.
Many of you have asked about that and have wanted to know how can we mix the secret sauce of R&D, an agile company with a lot of technology within the ecosystem, with the secret sauce from TOTVS that has this flexibility, that allows you to get market share, take rate from the client retention, capture the growth more than any other category, and be resilient. When you have this level of amplitude, this is amazing. I want to tell you all, you know, say hi to all of you, because you're all here. It's a huge challenge that we have to build this new company, but this will allow us to have retention, resilience. That is huge, this huge capacity. I've skipped Magic when I talked about the capabilities, because I wanted to pause for a moment and show you some things.
I think, hardly you've gone to a technology event where they didn't talk about AI. Of course, we are converging in terms of AI technology, where we have message use, we have a lot of computing power, but what's missing? What's gonna be the core of our strategy for the next few months? Of course, you know, not just that, but for the short term, for the long term, to bring applied AI scenarios. Once the novelty has gone, the surprised, and the same way that we built the software, that we did that, in the journey of the marketing professional, we will populate each moment of this journey when you need to understand and create the flow and the best promotion.
You're gonna have AI agents helping you in this space to have AI agents, so that every persona, every function, can be scalable, so that each function can produce more. I brought you an example that is risky, that is live. I was able to show you before I uploaded it, and it worked. We are going to replicate, Sergio said. What have we done? The Magic solution is on top of many AI engines. If we use just ChatGPT, I'm sorry if I'm repetitive here, but how does it work? The biggest part of combination of learning engines and so on. If we are saying, for example, the rain in Spain always falls in the plains. We know that, it's understandable. We are doing the opportunity for you to have full control of the control.
You tell him what he needs to learn. You have an experience of uploads, you click on the files you want, that's what you have to do. Three words, three, you have an icon. This interaction with this agent can be done in many ways, and we can show you here in a way that it's done for the chat. Once it's defined, what's it gonna look like? You're gonna be an agent from the TOTVS Investment Council. Some answers you can provide, they are ready, and they are standard. Here, you tell them what you're gonna do for training, and this training is where you're gonna choose what you want to input, you just input it. You move on from a file within your computer. You got just two files here.
The first one was our last resource, our involving a file. The second one was an audio that I sent yesterday. I'm gonna tell you what the sentence was. You can take a picture of this QR code. It's live, it's working, okay? All the questions that you've always wanted to ask Sergio, for some reason, he didn't answer to you. They will be asked by the bot. Any idea what was the audio I sent? I swear it was just 1 audio, just 1 sentence. Every question, any question about future, please say that we give no guidance. Here you are gonna see this experience. Please test it, ask questions, what was the NRR from the last 3 master? What was the profit? What was the performance? What was the Techfin performance?
You're gonna see within one document, we associate every available mechanism within the internet, but customized for an applied scenario. This was an adaptation. What was the scenario, applied scenario that they were gonna be selling there? People specialized in sales or pre-sales or SDR, when you talk to a specialist, there is a bottleneck. They will update a lot of things, they will then be translated, and they can answer for that person. Where is Theo? Is Theo around? I think he's there, making things work. He is from Florianópolis. He only trains the engine via audio. It can already answer because he's from there, and he's speaking the same way that he does. These kind of answers are coming from the engine, working very easily.
It can be connected to websites, and probably the next Q&A you have will be an answer by the engine. Quickly to finish off, what are we doing as far as integration? The focus, a big part of the effort we are making to build all of this, all these capabilities, there's a lot of effort for integration. We are seeking strong integration, intra-business dimension performance, a huge focus on understanding how we can have synergy for the go-to-market strategy with many opportunities, with the many ICPs we have. We're bringing a huge expert in research and development for efficiency, for monitoring each one of the stages, and with people of engineering, and synergy, and governance, huge governance with the R&D team. We're gonna have billing done, centralized within some of these capabilities.
How can we promote the expansion of the R&D system for us and for clients? They are here, the biggest agencies we have in the R&D system. They're all connected. They are all incentivized to lead this portfolio with the same success we've had with RD Station markets. We are also invested in integration with management, system management. We are studying this. These are points that we already have. An integration with sales and distribution. We have all the incentives normalized between our internal management teams for sales and distribution of the projects. We have more integration with control of our financial results and to manage this, to have you know, to be able to predict, to have predictability, and we end up running into many opportunities of synergy, of technology and products.
Since starting with a centralized agreement with a company that runs SaaS, it's between Tail, R&D, TOTVS. I think we are one of the biggest, if not the biggest, SMB client from Google. The best cloud, it's going to be benefited very quickly. In a very short term, we have a solution exchange that was done as a main player within the business performance evolution. The electronic signature engines that we have that can help these management issues, and everything is happening very organically, very quickly. We do want to create more than just the biggest ecosystem from the categories of solutions that we have for marketing, for sales, e-commerce. We want to become the biggest platform.
What we're gonna have waiting for us to, from an unit that has such a great result, such as this, we are always gonna have three things that will be present in everything that we do. We have an inheritance that is very clear from R& D. Every technology part, every solution, will come connected to a native effort that we have for education, more than a marketing automation solution. R&D educated the country in digital marketing. Exact Sales is the same thing. Tallos is the same thing for data sciences applied to marketing. We're always gonna have an effort connected to this for the ecosystem. We are not exclusive for SMB, but our focus is SMB, small and medium enterprise, SME.
In the widest spends, all our pricing strategy, our product strategy has to do with, so with education, with sociabilities, gonna have a quick approval cycle. We fix on a specific problem that somebody will have, and they are making decisions. They're decision makers. We have quick cycles of interaction, sales and pipelines, and more importantly, all the solutions have a direct impact in the technologies. We have very good technology, good products, but if that doesn't impact on the result of our clients, we won't get that glue that we want for what we want to build.
The result of that, guys, I'll leave it to you as a reflection, is a unit of business to being able to deliver very positive results, not just for growth, for recurring revenue, but projected revenue from the first trimester, but a margin of contribution that is very similar to very well-established businesses. There is a growth machine with all the proof that we need to show, we are gonna have a very relevant dimension. Any comparison of these numbers with their peers, the value is huge. Now I will call Edu to this to talk about Fintechs. Today, we're gonna talk about Techfin, Fintechs. The Techfin has two turbines, we have the Supplier Techfin, we're gonna say how the business is today, we're gonna talk about this future, part of it, for what has been approved by the Central Bank.
It's an essential that will get us closer to this future. As you know, we have a representation of the supplier business with a very strong business purpose, a lot of focus. We found our niche, and we built an invaluable proposal, and we're gonna build strategy, and how we're gonna do that. For the Techfin growth, where it is focused right now to a supplier, a turbine supplier, using the funnel model. The funding model, we're gonna talk a lot about that, making the model more intelligent, just-in-time model. For you who know that funding model, historically, it has a dynamic where you stock funding, then to distribute it, to create this mechanism, has an inefficiency model, and we start designing this new model.
We are building a much more efficient model, which we're calling just-in-time, where we're gonna have a lot of open funding available, and then it will be called on demand, and that's what we're calling optimization of the funding model. Besides that, and even more important, it's preserving the exceptional track record of the company. Here there is a clarity, a strategical clarity that is very strong. If necessary, the company will grow less, but it will prioritize its excellent track record with a very low loss, which we always talk about, the lowest loss in the company when we compare segments. This will strengthen what will be done in the presence of the Supplier. In parallel, at Techfin Turbine, we're gonna have 2 things happening, what we're calling foundation.
From approval of the SCD, we got the permission with exchange, with Itaú, that allowed us to accelerate as much as possible the sustainability tripod from Techfin.
Together with the largest banks, Safra and Daycoval, as mentioned. This is for the building of a portfolio, and it has to be a toothbrush portfolio, something that the customer uses 3 x a day. We're gonna talk about frequency. This expansion of the portfolio is to be supported by two fundamental pillars: funding, and we're going to explain a little bit of the just-in-time model that I just talked about, and what we understand, which is the jewel of the crown, which, or the secret sauce, which is the first model of credit in Brazil, based on P. This is data that we have together with our partner, Itaú. It's data that allows us to make decisions. It's data that nobody else has.
We are accelerating the data agenda, and we also changed the structure, and we put the data science from the Techfin to the new credit area. We received a partner from the bank, and we understood that the focus belongs to data science. Prepare the growth according to these three pillars. That's what we've called the station. Then parallel, as Maya said, considering the profitability, starting to look at some synergies together with the Supplier, synergy in terms of the structure, and we're sharing this with some teams, talking about the financial, the legal area, human resources, but about the business. We're beginning to collaborate. We're having exchange of information between the product areas, the credit areas, and commercial destinations, thinking about new distribution channels for these conversations. These are happening as we speak.
These are important places of synergy, so we don't have unnecessary or redundant structures being created in the company. We're gonna talk a little bit about the model, the secret sauce, which is on the next slide. Right. Going into the view of the future. We noticed that there's going to be growth of the Supplier, and that is basically according to a efficient funding model and also due to the distribution and the exchange of information that we're promoting in terms of products. Naturally, because of the proportion of the two turbines, greater growth will come from the Techfin turbine, JV, because there is a challenge.
Looking at everything that we saw at TOTVS, there is a possibility of creating a portfolio that fits and that addresses all of the needs of the financial services of all the customers from TOTVS. Remember that the Supplier has a lot of focus according to the niche, it's a player, and we're going to add to this proposal value with a portfolio that addresses all of the TOTVS customers, not only in terms of credit, but also in terms of cash management and all other families of products. The growth is going to be boosted by the expansion of the portfolio. In our reading, you have two variables. You have the app that is extremely simplified. Dennis talked about B2C, and I'm going to talk about this tomorrow. Naturally, financial services and in other markets, you have the adoption of certain technologies.
First in B2C, normally it's a young population, and this adoption is going to be. In B2B, as we saw in other situations, it's according to the pyramid, and then it comes to the middle of the pyramid. What is the key secret over here? The obsession that we're going to have in JV, it's to simplify the user's experience. Quick money, a few clicks, and embedded finance with every touch point that we have in the management software. This is something else we're going to have. We're going to have the context for an offer, and this is going to be extremely simple. The second fundamental variable is the relevance.
We're gonna talk through the data for you to have the context and to know the perfect timing of offering at that touch point of the management, the offer that is compatible with what the management data shows. This is going to be based on ERP credit, and we brought Itaú BBA that has been in the pocket for many years, and we're not going to improvise. There are partners who are bringing in with a lot of experience, a company with a lot of experience. They also have their operational team, and they're going to work with this experience, and this is the orthogonal data that I was talking about.
Over here, we have to remember that what makes it beautiful in Brazil and around the world is the combination, the perfect combination of three expertise: the agility, the innovation, the lightness of the TOTVS technology, the intelligence that is going to provide relevance, that will result in increased quality, and that is that we get through the management of data and the expertise. I talked about the touch points, we work together with Gustavo and Marcelo's team, and yesterday we spent a long time talking about this, about touch points, the interactions of the customer navigating, and we're going to generate insights of that customer. This insight is going to allow us to make an offer. Really exploring these touch points that the customer manages, and they recognize this through TOTVS.
What we see in this model, with all of the expertise that Itaú has, credit, strength of the funding of the bank. We're gonna talk about abundance, we're gonna talk about just in time, about the competitiveness of the funding, expertise in terms of products, when we talk about a digital account. We're not reinventing the wheel. We have differentials in our accounts, but the support pillar, Banking as a Service behind us, it comes from Itaú, who is the expert. Finally, maybe the most important part in this whole thing, it's easy to load money, it's difficult to get it paid back. I think the main expertise is the one of risk management, and this is what comes into this new area, so the capital we're adding for JV.
What do we want to try and learn with this portfolio, with this toothbrush portfolio? We want to get coverage and have the breadth that TOTVS has, have several segments and very internalized frequency as well. I think we talked a lot about credit, we talked about the Supplier. The credit naturally is a product. You're not going to hire this every day. It's not a product for everyone. It brings a lot of profitability, but it does not bring by itself the breadth and the frequency that we want to get. The main thing is, this is a consequence of a portfolio of the UX that is extremely simplified, as I said, and several conversations that we had with the customers, and that's fundamental to whoever gives me the money before, you know, paying more, I will do it.
With the relevance of the data, we obtain this main thing, which, you know, when we talk about a digital account, our customers have accounts in 4 or 5 banks. The expectation is that they're going to close these accounts. No, the expectation is to have a lion's share in this relationship. We're going to create the incentives that are necessary so that the TOTVS customers or the TOTVS suppliers, everybody, they're going to have a translational so that the customers will feel the benefits of using the JV for credit and for transactions. What is the translation of these concepts in terms of the portfolio? What is the priority that we have, which is called wave one of the road map?
That we have, this is what we call the vision of Itaú. First of all, it's a digital account. It's genuinely, ERP banking, ERP banking, sorry. What is the differential aspect that the customers realize? It's integration with ERP. The spoiler, tomorrow's presentation, we're going to bring some of our customers to conciliate into one account, you know, just one account. They manage four or five accounts, we're going to bring the effect of productivity and efficiency through the integration with ERP of the whole transaction made through that account, automatically, it's going to conciliate with ERP. This product is for everyone. Everybody will have the financial model and ERP to benefit with this integration.
Sure, we already have a starting point, which is Supplier Pagamento Instantâneo, and it has a great market fit, and it's going to be the first cross-selling for in our digital account. It's going to be an ocean of cross-sell for us to be able to offer credit. The digital account actually gives you the movement, and it shows you what can be left as a warranty, because you can see the daily movement the customer is going through, and this is going to open up opportunity for us to introduce the moving capital, and this is what is higher than post among companies.
The choice of B2B credit has to do with the previous slide, when we talk about our credit journey with more business and longer term, this is products for manufacturing, customers for manufacturing, which is a great sector inside TOTVS, but this is what is going to allow us to navigate in the pyramid and in all the segments that is very representative. This is TOTVS in Brazil, and it's based on the economy, and we need to have credit for the customers in the service segment. That's the rationale, working with the working capital and consigned credit is a business that we operate well. We have three reasons for us to prioritize the verticalized priorities.
First of all, we estimate that TOTVS has a system, 10 million out of the 36 million CLT or people who work. We have a great influence in this world, through partnerships, we found a great fit. We did a series of tests, and we know how to sell, and we can also activate a very interesting thing in our portfolio. More business, and it's also going to be extended. We're going to have a better portfolio, and with the working capital, we're going to expand our portfolio. The management of the portfolio, that's where the market consignation comes in. Gustavo talked about this as well before.
We are very strong in human resources, so the consigned product is something that we can fit into this other ICP, which is the human resources manager, and we can fit benefits, insurance, and there's another pool of cross-selling for a second persona. First, the financial manager, and then the human resources manager. We're also going to move on to a multi-ICP model. Portfolio, as I said, naturally, we're going to have the data key, and this model is called indirect monetization of data. So they get the consent, they bring the data to the data lake in GCP, and this is monetized directly through propension models, segmentation models, and looking at commercial intelligence and pricing as well. Dennis talked about this, and getting to a price per customer that reflects the data that we find in the management model for that customer.
Also the different offers. Comparing with Romário, he's not the strongest or the fastest, but he was a player that was always in the right time and the right place, and we want to have what Romário has inside the area where we make goals in football. We're talking about getting into the business. Because of this, we know when to leave the customer, so we can look at the operational data, and we can understand when sometimes in the credit area, you have to get out before your competitors. Finally, we have the funding intelligence and what changes. Why is this a game changer for JP? Because it brings the funding model, and it's more efficient, it is more abundant and also more competitive.
It's efficient because it's just in time, it is going to be stored and then distributed. When you see that, it's already stored together with a cost, it's abundant naturally because of the strength of the partners. That's one of the reasons why we're having this marriage with Itaú, it's going to be infinite funding in quotation marks, competitive because it's more competitive with the supplier or the fintechs and other areas of the market. Having said that, we preserve, as I said last year, it's always good to remember the principle that JP is going to have in autonomy and freedom. It's not a contract obligation, right? This is a privilege that we have in terms of Itaú. It's not an obligation.
This comes up once in a while, and JP can and should look for funding in the market. This is a sacred principle, our relationship with our partners, and JP should maximize its financial results, trying to find funding wherever it is favorable or as favorable as possible. Finally, here in my reading, I think this is the most important thing. This is with access to what Itaú is going to do with the portfolio.
This is what Dennis said. We're going to preserve the beauty of the asset-light model, which is light, which is fast. In practice, it supports itself because it has low regulation and you have an APT license, direct credit. This is what the central bank offers. This is to provide new things so that the new entrants can get benefits in terms of the new regulation. Also, we're talking about asset-light, providing the or protecting the FIDC model. We're going to preserve the previous model that the operation ready shows it's very high. The third thing is self-sufficiency and funding. Over here, we have zero dependency on the management business to provide funding for the operation.
It is self-sufficient, and this is a very important point because you're going to have all of the growth necessary without depending on the dimension. We want to get integrated with the dimension, but we want to have the funding dimension. We want to be integrated to that, and then looking at the very low risk model. We estimate that about 2%, we consider the subordination that we have in the current model and the coverage. How safe the current portfolio is. And we have the complete portfolio, and this is with the fintech feel. This is what we understand. That's one of the differentials, and especially the main one we obtained with the society we have with Itaú.