The consultancy involved the initial definition of production, commercial, and customer risk management processes, followed by an analysis of improvements for each process. The goal was to develop a final improved model. Interdependencies between areas and processes were considered to identify overlaps or duplications and unify them for enhanced effectiveness and efficiency. Once the improved model was created, it was implemented within the company. Our work was considered complete when each of the improved processes described was successfully implemented. As part of the process of reengineering tasks, the professional organization chart was restructured to align with the new model, and key personnel received training.