identified as priorities, ranging from bid preparation to the planning and management of scheduled, reactive and on-site maintenance, through to invoicing, payments and Customer Satisfaction. For each workflow, we identified stakeholders, responsibilities, decision points, criticalities and opportunities for improvement, defining which stages could be digitalised. On this basis, we developed the criteria for selecting the CMMS and supported the integration of the processes into the software, ensuring that the technology did not dictate the operating model. The result was a formalised, clearer and more scalable organisational framework, capable of transforming previously implicit knowledge into shared processes and practical tools to support growth, control and service quality.