0%
Average robot availability.
CLIENT CASE · DELIVER, THEN CONVERT · ROBOTICS AS A SERVICE
A stopped robot puts the contract at risk: availability rose from 91% to 98.5% and renewal from 70% to 92%.
A company operating 260 service robots by subscription in hospitals, shopping centers, and hotels, with 40 employees and R$11 million in annual revenue, had searched for a maintenance and support manager since May. Technicians joined, but tickets waited for travel, parts were unavailable, and average availability was 91%—visible in every client reception area. In six months, Leverage Now introduced triage, service levels, and preventive maintenance, then converted restored trust into expansion: 70 additional robots and 27% more monthly revenue.
- Industry: Service robotics, subscription.
- Focus areas: Deliver, then Convert.
- Engagement: Six months.
- Reference product: Leverage Unlock.
91% → 98.5% average robot availability
Evolução registrada em seis meses.
ANONYMIZED CLIENT CASE. Metrics reflect progress recorded during the stated project period.
Highlighted results
4.5 days → 10 hours
Mean time to repair.
0%
Tickets resolved remotely.
0%
Preventive maintenance completed on schedule.
0%
Renewal of annual contracts expiring during the period.
3.7 → 4.6
Robots per customer.
260 → 330
Installed robots.
0%
Largest customer's share of revenue.
28 → 61
NPS.
R$910K → R$1.16M
Monthly revenue.
Os indicadores refletem a evolução registrada no projeto durante o período informado.
Starting point and challenge.
An engineer, support technician, and implementation technician had been hired, but the operation lacked triage, service levels, and regional parts inventory. Only 15% of tickets were resolved remotely; the rest waited for travel, leaving robots stopped for an average of 4.5 days. The client's own customers saw the downtime.
The challenge
Expansion also stalled. The commercial expansion manager role remained vacant, and selling a fourth robot to a customer with three depended on leadership while poor support undermined confidence. The largest customer represented 18% of revenue, close to the key-client risk limit.
The four methodology areas and five risks pointed to this priority sequence: Deliver, then Convert.
APPROACH
From prioritization to execution.
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Diagnosis and prioritization
We measured all four methodology areas. New demand came through referrals, new sales converted well, and retention declined because of support. Tickets lived in technicians' WhatsApp accounts, making a telemetry-connected ticketing system the first initiative.
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Visibility and triage
Automatic robot alerts opened tickets, remote triage began within 15 minutes, severity determined service levels—with critical incidents targeted within 8 hours—and dashboards tracked availability by customer and robot. A senior engineer led on an interim basis until the manager joined in month three.
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Field operations
We established critical-parts inventory in three regional hubs, technician parts kits, monthly preventive maintenance with checklists, remote software updates, a knowledge base for the 20 most common failures, and customer training for basic restarts.
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Second wave: expansion
Customers received monthly availability and usage reports. Occupancy above 80% triggered an expansion opportunity, supported by a standard additional-robot proposal, tiered discounts, renewal review 90 days before expiry, and an expansion manager hired in month four.
What changed during the period.
Remote triage and nearby parts reduced repair time from four and a half days to ten hours, while more than half of tickets no longer required a technician visit. The 98.5% availability rate became evidence in monthly client reports, and renewals rose by 22 points. In the second wave, occupancy triggers revealed where fourth and fifth robots already made sense. The installed base grew by 70 robots, mostly within existing customers, while the largest customer's revenue share fell to 14% without losing a robot.
What changed in practice.
Antes
- Before
- Support manager role vacant since May; tickets in technicians' WhatsApp accounts
- Repair in 4.5 days; 15% resolved remotely
- No parts inventory; preventive maintenance on 30% of robots
- Expansion depended on leadership and stalled behind poor support
- 70% renewal; largest customer at 18% of revenue
Depois
- After
- Telemetry-connected ticketing, triage within 15 minutes, and manager in role
- Repair in 10 hours; 55% resolved remotely
- Three parts hubs and monthly preventive maintenance on 100%
- Occupancy trigger, standard proposal, and expansion manager
- 92% renewal; largest customer at 14%
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