Product engineering · Marketing execution

We build your product.
We put your marketing
into action.

For companies with software to build, systems to integrate, a stalled project or campaigns to run: we take on the delivery and answer for it.

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Problems Appfy has already solved.

See all cases

Large pharmacy chain
Merging two pharmacy chains without ordering anything twice.
See the case
Hotel groups
Updating the system without stopping the kitchen mid-dinner.
See the case
Global furniture retailer
Big companies don't buy by card.
See the case
Global furniture retailer
Money in the account, order waiting for a ruler and a pen.
See the case
Ticketing platform
Move the back office without closing the box office.
See the case
Large toll-tag company
Thousands of partners in one portal, each seeing only their own.
See the case
Large US bank
An offer can't wait 5 days for a ticket.
See the case

Where work stalls, we take it on.

Product

Build, integrate or unblock.

Custom software for how your business runs. For example:
– automate a manual step, like typing again into your management system what came in by WhatsApp or email;
– connect systems that don't talk to each other today, like your online store and your finance system;
– build a portal for your customers or resellers, or pick up a project that stalled halfway.

ScopeWhat the first version must let someone do.
ImplementationThe system, connected to what you already use and to your data.
TestsChecked against what was agreed as done.
Release preparationReady for real use.
HandoverTo the people who will operate it.

See how it starts

Marketing

From offer to live campaign. We run it.

An offer, a page and ads that bring each interested person to whoever will answer them. For example:
– launch a new service with an offer, a page and ads;
– ads and short videos that send interested people to your WhatsApp;
– organise how you answer quote requests, from first contact to a sales conversation.

OfferWho it is for and why it is worth it.
PageOne page that explains and leads to a conversation.
CreativeAds and short videos that share one identity.
CampaignsLaunched, tracked and adjusted.
Follow-upFrom inquiry to a commercial conversation.

See how it starts

30 minutes to choose where to start.

A conversation with us
A free, no-obligation 30-minute video call: you tell us what is blocked and what already works.
Action Map
After the conversation, you get a one-page Action Map: up to three priorities and the first stage we propose. The Action Map is yours to keep.
Execution proposal
What we would do if you choose Appfy: scope, timing, investment, responsibilities and acceptance.

When you book, you answer a few questions, then pick a time or suggest days for a person to confirm.

Book a free conversation

Nothing is stored before you agree. After that, only Appfy sees your answers, and you can ask us to stop at any time.

What you receive after the conversation

Action Map

Example

Mid-sized building-materials distributor

Context

The confirmed problem and the result you want.

Orders arrive on WhatsApp and are typed again into the management system. The goal: enter each order only once.

Up to three priorities

For each one: the problem today, the first step and a result you can see.

Today
WhatsApp orders retyped into the system.
First step
Bring WhatsApp orders straight into the system.
Expected result
Each order entered once, with no retyping.
Owner: Sales
Today
The online store shows outdated stock.
First step
Connect the store to the system's stock.
Expected result
The store shows only what is in stock.
Owner: Stock
Today
Quote requests go unanswered.
First step
Organise the reply up to the sales conversation.
Expected result
Every request answered with a next step.
Owner: Customer service

First proposed stage

What to do first and how to know it is done.

WhatsApp orders go straight into the management system.

Acceptance A day of real orders entered with no retyping, checked by the sales team.

Outside this map

Replacing the management system.

Still open

Who checks the orders at the end of the day.

Next decision

Proposal for the first stage
More evidence first
Stop here

The map is yours whether or not you accept the proposal. It carries no price and no implementation promise.

Action Map

Example

Language school with two branches

Context

The confirmed problem and the result you want.

People ask about classes on social media and by message, and many go unanswered. The goal: bring each interested person to a trial class.

Up to three priorities

For each one: the problem today, the first step and a result you can see.

Today
The offer for the new classes is unclear.
First step
Say who each class is for and what it includes.
Expected result
A clear offer for each class.
Owner: Management
Today
Ads lead to a profile, not to a page.
First step
One page per class, with ads that lead to it.
Expected result
Each interested person lands on their class's page.
Owner: Marketing
Today
Messages go unanswered for days.
First step
Organise the reply up to the trial class.
Expected result
Every message answered the same day.
Owner: Front desk

First proposed stage

What to do first and how to know it is done.

A page and ads for the new classes, with every message answered in one place.

Acceptance Two weeks of ads running, with every message answered and logged, checked by management.

Outside this map

Replacing the enrolment system.

Still open

How much to spend on ads each month.

Next decision

Proposal for the first stage
More evidence first
Stop here

The map is yours whether or not you accept the proposal. It carries no price and no implementation promise.

Illustrative example with a generic business. Your Action Map carries your own context.

Case by case: the problem, what Appfy did and the gain.

Large pharmacy chain

Merging two pharmacy chains without ordering anything twice.

A large pharmacy chain bought another one, with 391 stores. With one day of delay in the information, the same medicine could be ordered twice.

The problem: The stores bought would now get goods from the buyer's warehouses. Without seeing what was already on its way, their system could order it all again. Estimate: 391 stores × R$170k in sales a week × 1% ordered twice (assumption) ≈ R$660k a week in idle stock.
What Appfy did: Appfy connected the two systems without replacing what worked: every order got a number, like a tracking code, and the calculation now subtracts what is already on its way.
The gain: The stores bought are now supplied by the buyer's operation. Planning, warehouse and store follow the same order, and the store's check goes back into the next calculation.

Scene 1 of 8The company
One chain bought another, and 391 stores changed supplier.
A large pharmacy chain bought another one. The buyer's warehouses would now supply the stores it bought: like connecting one restaurant's dining room to another's kitchen.
Scene 2 of 8The problem
Every order went through many hands before it left.
Every night, a team checks the sales, and the system works out what each store needs and splits the stock: about 4 to 5 hours. Then come boxes, picking and the tax invoice.
Scene 3 of 8The problem
The risk: ordering again what was already on its way.
Example: the store orders 100 and the warehouse has already set aside 80. The store's system only sees this a day later and orders the 100 again, like shopping without checking the pantry.
Scene 4 of 8The choice
Keep what works: add two controls.
Appfy fitted the new stores into the operation that already worked. Every order got a number, like a tracking code, and the calculation now subtracts what is on its way.
Scene 5 of 8What Appfy did
“Accepted” does not mean delivered.
The two chains used different codes for stores and products, like two languages. Appfy translated between them and named every step of the order: filling only part of it is not an error.
Scene 6 of 8What Appfy did
The invoice releases the truck, and the store closes the loop.
The truck only leaves once the government authorizes the tax invoice. At the store, whoever receives it checks boxes and invoice, and that check goes back to planning.
Scene 7 of 8What changed
Everyone looking at the same order, by the same number.
Now whoever plans sees what has already left before ordering again. Planning, warehouse and store follow the same order by the same number, like a tracked parcel.
Scene 8 of 8And in your company?
Restocking, or merging two companies? Start with what is on its way.
If you restock, have merged two operations or connect a new system to an old one, Appfy starts with what is already on its way. Start with a free 30-minute conversation.

Hotel groups

Updating the system without stopping the kitchen mid-dinner.

In a hotel restaurant, an update can leave everything switched on and still the order never reaches the kitchen.

The problem: In the restaurants of several hotel groups, every server was created one by one, with the settings repeated for each group, and a server switched on did not guarantee the order reached the kitchen. Estimate: 20 restaurants × 1 hour of dinner stopped × R$6k an hour (40 bills of R$150) ≈ R$120k for every update that stalls (figures: assumptions).
What Appfy did: Appfy built the path updates take from scratch: a written recipe sets up every server, in each hotel group's own setup, always in the same steps, and the last step checks that the order goes from table to kitchen. The team got the manuals.
The gain: Every new version follows the same steps, and replacing a server means setting up another from the recipe. In one test update, the system was down for about 2 minutes. In testing, the checks caught two “done” that were not done, before they reached the restaurants.

Scene 1 of 8The company
From table to kitchen, the order has to arrive right.
Hotel groups run a till and kitchen system in their restaurants: the waiter enters the order, the kitchen sees it on screen, the bill is split and the receipt prints.
Scene 2 of 8The problem
A light on did not mean the order was getting through.
Every server was created one by one, like cooking every dish from memory, and the settings were repeated for each hotel group. A server switched on did not guarantee the order reached the kitchen.
Scene 3 of 8The goal
Done is when the order goes through, not when the server switches on.
Appfy took on the path that brings every new version to the servers. The goal: the same steps every time, like a conveyor belt, and done only when an order makes the whole trip.
Scene 4 of 8The choice
Instead of fixing each server, set up a new one from the recipe.
Appfy wrote a recipe for each type of server. Every new version gets a new recipe: new servers are made from it and take the place of the old ones, which are switched off.
Scene 5 of 8What Appfy did
Every new server sets itself up when it starts.
When it starts, the new server follows a script: it fetches the instructions, installs the versions and starts the system. The database got a step of its own, and the team got the manuals.
Scene 6 of 8What Appfy did
In testing, the checks caught two false “done”.
In one test, four servers had their light on, but only half the swaps had finished. In another, the system was still on the old database. The checks caught both before they reached the restaurants.
Scene 7 of 8What changed
Every update ends with one question: did the order arrive?
Now every version follows the same steps, replacing a server means setting up another from the recipe, the team has a manual in hand and the last question is always the same: did the order arrive?
Scene 8 of 8And in your company?
Updating systems while you are open? First define what done means.
If the operation cannot stop, Appfy writes every step, checks them one by one and finishes on the customer's path, not on the light being on. Start with a free 30-minute conversation.

Global furniture retailer

Big companies don't buy by card.

Whoever picks the chair is not who approves it, and every purchase goes through the company's own system.

The problem: A global furniture retailer sells to companies through a portal with a tailored catalogue. But the client only approves purchases in its own system, and without a link someone types every cart again. Estimate: 1,000 orders a month × 15 minutes retyping each (assumptions) = 250 hours a month, more than one full-time employee.
What Appfy did: Appfy took on the connections behind the portal: the cart goes back into the client's purchasing system, the manager approves it there and only then does the order go to the retailer. And it reorganized those connections without taking the portal offline.
The gain: The employee chooses in the catalogue and comes back with the cart, the manager approves where they always have, and order, delivery and invoice are checked before paying. Nobody types the order again.

Scene 1 of 8The company
A tailored catalogue for each company.
A global furniture retailer also sells to companies and governments, through a portal with a tailored catalogue for each client. But in a large company, whoever asks is not who approves.
Scene 2 of 8The problem
The cart was in one place; the rules, in another.
The catalogue sat on the retailer's portal; the buying rules, in the client's system, where the manager approves and the invoice is checked. Without a bridge, someone types it all again.
Scene 3 of 8The goal
Choose in the catalogue, approve in the company's own system.
The goal: connect the catalogue to each client's purchasing system, the management system large companies use. The employee goes in through it, chooses as in a shop and comes back with the cart.
Scene 4 of 8The choice
The main rule: a cart is not an order.
The cart that comes back from the catalogue is only a proposal. Once sent, it becomes a request and waits for the manager. Only after approval is the purchase order created; if the manager refuses, nothing is ordered.
Scene 5 of 8What Appfy did
From catalogue to invoice, an exchange of envelopes.
The two systems swap messages like envelopes: the catalogue opens, the cart comes back, the order goes out and the retailer confirms delivery. At the end, order, receipt and invoice are checked before paying.
Scene 6 of 8What Appfy did
Changing the tyre while the car is moving.
Appfy's part was what nobody sees: the catalogue's connections to clients' purchasing systems, reorganized with the portal live, without changing anything for buyers.
Scene 7 of 8What changed
The manager approves where they always have.
Now the employee starts and ends the purchase in the company's system, the manager approves where they always have and the retailer only gets the order after approval. Nobody types the order again.
Scene 8 of 8And in your company?
Selling to large companies? Get into their purchasing system.
If large companies or the government buy from you, a good catalogue is not enough: it has to talk to the client's purchasing system. Start with a free 30-minute conversation.

Global furniture retailer

Money in the account, order waiting for a ruler and a pen.

Each paid order only moved once someone found its number on the bank statement, one by one.

The problem: A global furniture retailer sells online to companies, with high-value orders paid by bank transfer. To release each one, an employee laid the order list next to the bank statement and linked the two with a ruler and a pen, with mistakes and sometimes losses. Estimate: 150 orders a day (between 100 and 200) × 3 minutes to find each one on the statement = 7.5 hours a day, one full person just checking; for 4,000 orders a day it would take 25 people (minutes: assumption).
What Appfy did: Appfy automated the check: the system reads the bank statement every 5 seconds, and each new transfer sets off the check. It finds the order number in the description and checks that the amount is exact. If it matches, the order becomes paid and the customer gets an e-mail; if not, each case goes to its own place. Everything is recorded for accounting.
The gain: Checking became automatic, and selling more no longer takes more people checking. Estimate: from 100–200 orders a day by hand to 4,000–10,000 a day, and up to 20,000 on some days. A paid order moves on without waiting for anyone.

Scene 1 of 8The company
Huge orders, paid by bank transfer.
A global furniture retailer sells online to companies, with huge, high-value orders. The company pays by bank transfer and writes the order number in the description.
Scene 2 of 8The problem
Two printouts, a ruler and a pen.
An employee laid the order list next to the bank statement and, with a ruler and a pen, linked each order to its transfer. Only then did they mark the order paid in the system.
Scene 3 of 8The problem
Every order waited its turn under the ruler.
By hand, they managed 100 to 200 orders a day (estimate), with mistakes and sometimes losses. The money was already in the account, but the order sat still until someone found its number.
Scene 4 of 8The goal
The goal: the money lands and the order moves.
Connect the bank account to the orders: find each transfer on its own, check number and amount and release the order at once, at any volume, with no one holding a ruler.
Scene 5 of 8What Appfy did
The statement, read every 5 seconds.
The system reads the bank statement every 5 seconds, and each new transfer sets off the check. Right number, exact amount: the order becomes paid and the customer gets an e-mail.
Scene 6 of 8What Appfy did
No match? Each case goes to its own place.
Paid too much: the order is paid, the excess is recorded and the customer gets an e-mail. Without the right number or amount, the order waits; unpaid after 15 days, it is cancelled.
Scene 7 of 8What changed
From ruler and pen to thousands of orders a day.
Estimate: from 100–200 orders a day by hand to 4,000–10,000, and up to 20,000 on some days. A paid order moves on by itself, and accounting has everything on record.
Scene 8 of 8And in your company?
Does your team still check payments by hand? Connect the bank to your orders.
If someone compares statements and orders to release a sale, Appfy connects the bank to your system, and each exception goes to its own place. Start with a free 30-minute conversation.

Ticketing platform

Move the back office without closing the box office.

A ticketing platform needed room to grow without taking down the site where the public buys.

The problem: The site the public sees and the back office, with accounts, payments and emails, ran together and needed to grow. Estimate: 1 hour stalled when a show goes on sale × 2,000 tickets an hour × R$200 (assumptions) ≈ R$400k in stalled sales.
What Appfy did: Appfy moved only the back office to the cloud, left the site where it was and put a door with a doorman between them, which also holds back floods of requests. Payments and emails went into queues that retry and alert the team when something fails.
The gain: For buyers, the site is the same and stays online at peaks. Behind it, each part grows on its own, the data sits in a closed area, the door blocks bots and floods of requests, and whatever fails alerts the team.

Scene 1 of 7The company
Storefront and back office in one building.
A platform sells tickets for shows and events. The site the public sees and the back office, with accounts, payments and emails, ran together, like a shop and its stockroom in one building.
Scene 2 of 7The problem
Growing without going down, and without letting bots in.
The platform had to handle more people at once, stay online and block floods of requests and bots. With everything in one building, growing one part meant growing it all.
Scene 3 of 7The choice
Only the back office moves building.
Appfy moved only the back office to the cloud: accounts, payments, events and emails. The site stayed where it was, and between the two a door with a doorman checks the key of every message.
Scene 4 of 7What Appfy did
An email that fails does not vanish: it alerts the team.
Whoever buys a ticket gets an email. Now that message joins a queue, like a ticket number at a counter, and goes out in turn. If it fails, it retries; if it keeps failing, it alerts the team.
Scene 5 of 7What Appfy did
One account, with several ways in.
Appfy organized the accounts: one per person, several ways to sign in with accounts they already use, no password stored on the platform and a log that records every sign-in and sign-out.
Scene 6 of 7What changed
On screen, nothing changes; behind it, it grows safely and stays online.
Buyers stay on the same site, which stays online at peaks. Behind it, each part grows on its own, the door blocks bots and floods of requests, and whatever fails alerts the team.
Scene 7 of 7And in your company?
Has your platform outgrown itself? Move only what needs to move.
Changing systems does not have to be all or nothing. Appfy first draws what stays and what moves, and how the two parts talk. Start with a free 30-minute conversation.

Large toll-tag company

Thousands of partners in one portal, each seeing only their own.

Fuel stations, car parks, drive-throughs and car washes: the owner, the finance person and the operator of each one come in through the same door.

The problem: The partners that accept a large toll-tag company's tag needed one portal, where each person signs in alone and sees only what is theirs. Estimate: 3,100 partners × 1 access request a month × 20 minutes of support ≈ 1,000 hours a month, the work of 6 people (requests and minutes: assumptions).
What Appfy did: Appfy built the portal around access: what each person sees, kept apart from what they can do, bulk user sign-up and the areas for sales and disputes.
The gain: The partner is registered once, in a group, and each person signs in already seeing only their own sites, their own sales and their own menu. First access and password changes stay with the person.

Scene 1 of 8The company
Four businesses, one way in.
A large toll-tag company is also accepted at fuel stations, car parks, drive-throughs and car washes. These partners needed one portal to see the sales paid with the tag.
Scene 2 of 8The problem
Very different people through the same door.
Through the same door would come the company's staff and each partner's owner, finance person and operator. Each one could see only their own, like a key to their own room.
Scene 3 of 8The goal
First, get right who comes in and how.
The portal started with access: user groups, sign-in and password recovery. Partners already registered came into the portal, but only operate once enabled, like a badge that has to be activated.
Scene 4 of 8The choice
Seeing is one thing; being allowed to act is another.
Appfy split access into two parts: a map of the businesses a person sees and a profile of what they can do. Each group joins one map and one profile.
Scene 5 of 8What Appfy did
Nine paths, from sign-up to menu.
One example: the administrator puts a person in a group and they inherit the group's permissions. At first access, they change the password, pick the business and see only their own menu.
Scene 6 of 8What Appfy did
A doorman checks the rules at every sign-in.
The rules are checked at every sign-in. Appfy drew two options, an in-house doorman or a ready-made cloud service, like running your own front desk or outsourcing it, and the architecture evolved with the project.
Scene 7 of 8What changed
Each person signs in and sees only what is theirs.
Now a person is registered once, in a group, and signs in seeing only their own sites and their own menu. First access and password changes do not depend on anyone at the company.
Scene 8 of 8And in your company?
Many different people in one system? Start with access.
A portal for resellers, clients or partners? Appfy separates what each person sees from what each person can do first. Start with a free 30-minute conversation.

Large US bank

An offer can't wait 5 days for a ticket.

At a large bank, changing an offer took 3 to 5 days: everything went through a ticket.

The problem: In a large US bank's discounts and offers programme, every new offer or change became a ticket for support, with a 3-to-5-day turnaround, because only the technical team touched the data, directly in the database. Estimate: 200 offer changes a month × 4 days of waiting ≈ 27 offers always stuck in the queue, and 200 developer hours a month at 1 hour each (changes and hours: assumptions).
What Appfy did: Appfy built the console that put campaigns in the manager's own hands: they create and change offers and upload lists in batches, and the system applies them on its own. Behind it: the screens, the part that saves the data, the number summaries and the sign-in.
The gain: Managers create and change their own campaigns, with no ticket and no developer: what took 3 to 5 days now depends only on them. The technical team leaves the change queue.

Scene 1 of 7The company
Offers in front, a queue of tickets behind.
A large US bank runs a discounts and offers programme. Customers see the offers; behind them, every new offer or change became a ticket for support.
Scene 2 of 7The problem
Changing an offer took 3 to 5 days.
Discounts, coupons, merchants, lists, users: every change became a ticket for support, because only the technical team touched the data, directly in the database. Each one waited 3 to 5 days.
Scene 3 of 7The goal
The goal: managers run their own campaigns.
Take the manager out of the queue. For that, a console with a sign-in and one area for each task: view and edit an offer, search customers and merchants, and a dashboard.
Scene 4 of 7What Appfy did
The front and the back of the console.
Appfy did both ends: in front, the manager's screens; behind, the part that fetches the offer and saves the change, with nobody touching the data directly.
Scene 5 of 7What Appfy did
Campaigns in batches, applied on their own.
The manager uploads a whole list at once, and the system applies it on its own, in batches. Automatic routines summarize the numbers for the dashboard, and one sign-in opens everything.
Scene 6 of 7What changed
No ticket: managers change their own campaigns.
Now the manager creates and changes their own offers, with no ticket and no developer. What waited 3 to 5 days depends only on them, and the technical team leaves the change queue.
Scene 7 of 7And in your company?
Does changing an offer take days? Put control in the hands of whoever decides.
If every change to a price, offer or record becomes a ticket, Appfy builds the console so whoever decides can do it alone. Start with a free 30-minute conversation.

Appfy has delivered projects for companies such as

Capital One
FLEETCOR
Conube

One founder. Five AI employees.

Alexsandro leads the operation and answers for every delivery. The AI employees work on operations, engineering, marketing, research and teaching.

Alexsandro Freitas is the founder and CEO. Sam, Gilfoyle, Zoe, Reed and Drew are AI employees: artificial intelligences working under his direction. The six portraits are brand representations, not photographs of live work.

Zoe, AI employee, in a navy suit and cream shirt.

Sam, AI employee, in a cream shirt and khaki trousers.

Reed, AI employee, in a navy shirt and khaki trousers.

Alexsandro Freitas, Appfy’s human founder, in a navy jacket and cream shirt.

Gilfoyle, AI employee, with glasses, in a cream shirt and khaki trousers.

Drew, AI employee, in a navy blazer and cream trousers.

Alexsandro FreitasCEO · final human decisions
SamChief of staff · operations & coordinationAI employee
GilfoyleEngineering, infrastructure & securityAI employee
ZoeMarketing, brand & creative directionAI employee
ReedResearch, sources & evidenceAI employee
DrewEngineering methods, teaching & coursesAI employee

ZoeMarketing, brand & creative directionAI employee
SamChief of staff · operations & coordinationAI employee
ReedResearch, sources & evidenceAI employee
Alexsandro FreitasCEO · final human decisions
GilfoyleEngineering, infrastructure & securityAI employee
DrewEngineering methods, teaching & coursesAI employee

Questions before the conversation

How does the free conversation work?

It's a 30-minute video call with us, free and with no obligation: you tell us what is blocked and what already works. Then you get a one-page Action Map with up to three priorities and the first stage we propose, and an execution proposal with what we would do if you choose Appfy. If it is not a fit, we say so. To book, use “Book a free conversation”: you answer a few questions and, at the end, pick a time or suggest days for a person to confirm.

How much does it cost?

We don't publish prices. The conversation is free. The investment comes in the proposal, together with scope and timing, after the Action Map, because it depends on the process involved, what already exists, the systems that need to talk to each other and how the result will be checked. A smaller first scope is also possible. If you need a figure before talking, a person can help on WhatsApp.

Is it really free? What's the catch?

Yes, it's free. The 30-minute conversation has no cost and no obligation, and the Action Map stays with you. Payment only comes with a scoped proposal you accept. If a paid diagnostic is ever needed, we first explain what it includes, what it costs and its limits. The free conversation never turns into a charge without your agreement.

Do you guarantee results?

We don't promise results. What is agreed in writing in the proposal, including the acceptance criterion, is what we deliver. The acceptance criterion is the agreed check that shows the work is done.

We already tried and it didn't work.

That helps. Before choosing any solution, we look at how the work happens today and what was tried. If what you have already solves it, we say so plainly; the Action Map may even recommend no technical work. In the conversation, it helps to tell us what you tried and where it stopped.

How much of my time does it take?

The first step is a 30-minute conversation. If a project follows, the proposal sets the effort, the schedule and the time it needs from your team: usually access, decisions, information and sign-off from a named person. No project happens without some effort on your side, and we don't estimate hours or weeks before the scope is set.

What if we need changes along the way?

Changes follow the scope and acceptance terms agreed in the proposal: each one gets a written impact assessment and is done only after your approval. We don't promise dates for a change before that assessment.

Is my company too small? Who needs to be in the conversation?

Company size is not a filter. Who decides and how the purchase works are things we cover in the conversation itself, and anyone involved in the decision can join.

Will you replace my team or our tools?

No. We work with your existing team and with what already works. The work starts from your problem, and the scope is your decision.

Can't we do it internally?

Doing it internally is a legitimate choice, and the Action Map may recommend exactly that. The conversation is useful either way: after it, you get up to three priorities and the first stage we propose.

What data do you need? Will we depend on you?

At first, only a description of how the work happens today, or an example without personal data. Don't send passwords, customer data or full exports from your systems. In a project, handover, support and who keeps access and data are agreed in the proposal.

Do you have proof or cases? Any marketing cases?

Yes. This page tells seven projects Appfy delivered, without the companies' names: the problem, what Appfy did and the gain. Each case shows an estimate of what the problem cost, with the calculation in view. The cases published so far are product engineering work.

What do you do? Do you also do accounting or legal work?

Two services: product engineering (building, integrating or unblocking software, for example to automate a manual step) and marketing execution (offer, page, creative, campaigns and follow-up). We don't offer accounting or legal services at the moment.

Do you do marketing?

Yes. Marketing is one of our two services, and we run it: the offer, a page, ads and short videos that share one identity, campaigns that are launched, tracked and adjusted, and the follow-up from inquiry to a sales conversation.

Who does the work: people or AI?

Both. Alexsandro Freitas is Appfy's founder and answers for every project. Sam, Gilfoyle, Zoe, Reed and Drew are AI employees, artificial intelligences working under his direction, and the final decision is human. The “Ask a question” chat on this page is Zoe, an AI employee: her answers come from an AI and may contain mistakes.

We build your product. We put your marketing into action.

Problems Appfy has already solved.

Merging two pharmacy chains without ordering anything twice.

Updating the system without stopping the kitchen mid-dinner.

Big companies don't buy by card.

Money in the account, order waiting for a ruler and a pen.

Move the back office without closing the box office.

Thousands of partners in one portal, each seeing only their own.

An offer can't wait 5 days for a ticket.

Where work stalls, we take it on.

Build, integrate or unblock.

From offer to live campaign. We run it.

30 minutes to choose where to start.

A conversation with us

Action Map

Execution proposal

Prepare for the conversation

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What happens next

Case by case: the problem, what Appfy did and the gain.

One chain bought another, and 391 stores changed supplier.

Every order went through many hands before it left.

The risk: ordering again what was already on its way.

Keep what works: add two controls.

“Accepted” does not mean delivered.

The invoice releases the truck, and the store closes the loop.

Everyone looking at the same order, by the same number.

Restocking, or merging two companies? Start with what is on its way.

From table to kitchen, the order has to arrive right.

A light on did not mean the order was getting through.

Done is when the order goes through, not when the server switches on.

Instead of fixing each server, set up a new one from the recipe.

Every new server sets itself up when it starts.

In testing, the checks caught two false “done”.

Every update ends with one question: did the order arrive?

Updating systems while you are open? First define what done means.

A tailored catalogue for each company.

The cart was in one place; the rules, in another.

Choose in the catalogue, approve in the company's own system.

The main rule: a cart is not an order.

From catalogue to invoice, an exchange of envelopes.

Changing the tyre while the car is moving.

The manager approves where they always have.

Selling to large companies? Get into their purchasing system.

Huge orders, paid by bank transfer.

Two printouts, a ruler and a pen.

Every order waited its turn under the ruler.

The goal: the money lands and the order moves.

The statement, read every 5 seconds.

No match? Each case goes to its own place.

From ruler and pen to thousands of orders a day.

Does your team still check payments by hand? Connect the bank to your orders.

Storefront and back office in one building.

Growing without going down, and without letting bots in.

Only the back office moves building.

An email that fails does not vanish: it alerts the team.

One account, with several ways in.

On screen, nothing changes; behind it, it grows safely and stays online.

Has your platform outgrown itself? Move only what needs to move.

Four businesses, one way in.

Very different people through the same door.

First, get right who comes in and how.

Seeing is one thing; being allowed to act is another.

Nine paths, from sign-up to menu.

A doorman checks the rules at every sign-in.

Each person signs in and sees only what is theirs.

Many different people in one system? Start with access.

Offers in front, a queue of tickets behind.

Changing an offer took 3 to 5 days.

The goal: managers run their own campaigns.

The front and the back of the console.

Campaigns in batches, applied on their own.

No ticket: managers change their own campaigns.

Does changing an offer take days? Put control in the hands of whoever decides.

One founder. Five AI employees.

Questions before the conversation

We build your product.
We put your marketing
into action.

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