The discipline of a corporate implementation, sized to your organisation.
SUMāTO is an IT strategic-planning consultancy and a vendor-independent integrator. We advise on the technology decision and then design, integrate and operate the chosen solution, with the method and the documentary rigour a corporate environment demands, at the scale your operation actually needs.
Book a diagnostic (60 min) → Why select us →We are consulting and integration. Technology is built by the manufacturers, and it is precisely that separation which lets us choose on merit: the solution is selected against your organisation's requirements. The work starts in strategy —what is worth doing and in what order— and ends in operation, which is where a decision proves whether it was the right one. We operate in Colombia and Mexico, with the same method in both countries.
Eight practices, one accountable team.
This page explains how we work. This is what we deliver. Each practice can be contracted on its own or as part of a roadmap, and all of them answer to the same method and the same team.
Strategic consulting
The roadmap for AI, data, cloud and cybersecurity: what to do, in what order, and with what business case. It is where most of the rest begins.
Artificial Intelligence
Enterprise AI integrated into your information systems, in a secure and controlled environment. Voice and text agents, generative AI and video analytics.
Data analytics
Data strategy, BI, dashboards and predictive models, with the engineering and governance that make a figure defensible in committee.
Automation
RPA, BPM and integration to automate processes end to end, independent of the tool and with our own centre of excellence.
Cybersecurity
Zero Trust, identities, monitoring, compliance and continuity, operated in your time zone and your language.
Cloud
Migration, modernisation and FinOps on the public clouds, with cost governance from day one and architecture on your current core.
Managed operation
Infrastructure, cloud and 24/7 support under measurable service levels. This is the stage where a decision proves whether it was right.
Use cases
One hundred and forty-four documented cases across twelve industries: the specific problem, what changes, and the indicator it is measured by.
What implementing in corporate environments leaves behind.
Experience shows in the practices you keep when a project gets hard. These are the six we bring from working where an interruption has measurable consequences.
Architecture before purchase
The requirement is documented before the market is looked at. In a corporate that sequence is compulsory because the purchase goes to committee; we keep it even when nobody demands it.
Written acceptance criteria
What will be tested, and what result counts as acceptable, is agreed before the test is run — not after watching it fail.
Change management
Agreed windows, a rollback procedure prepared, and an explicit decision on who authorises each intervention on production.
Documentary evidence
Inventory, diagrams, signed protocols and a change log. It is what lets a decision be substantiated to an auditor — or to whoever holds the role in two years.
Measurable service levels
Commitments by criticality, with periodic reporting. An agreement that is not measured is not a service level, it is an intention.
Continuity proven
Recovery plans are exercised. A backup never restored and a redundancy that never switched are assumptions, not capabilities.
The method is declared at the start.
We work with five methodologies, and choosing between them is the project's first decision: it depends on whether the scope is defined or has to be discovered first. Each is set out in Methodologies.
Diagnostic
An initial 60-minute session to understand the operation, the problem and what already exists, before proposing anything.
Choosing the method
Enterprise architecture, project management, agile delivery, human-centred design or early validation, according to the problem.
Strategy
What is worth doing, in what order and with what priority, tied to business objectives rather than to the available catalogue.
Design
Architecture and requirements written before product selection, so the purchase answers to the design rather than the other way round.
Integration
Implementation on the existing platform, in stages and with acceptance criteria agreed in advance.
Operation and governance
Administration under service levels, periodic reporting, and review of what was decided when conditions change.
The brand is chosen after the requirement, with the criterion in plain sight.
Independence is easy to claim and hard to sustain. These are the six rules by which we decide which manufacturer enters a proposal — and on which you can hold us to account.
The requirement first
The need is documented before the market is looked at. A requirement written after the product was chosen is not a requirement, it is a justification.
At least two real alternatives
We keep a portfolio across several categories precisely so there is something to compare against. A single option is not a recommendation.
The same criterion for all
Alternatives are evaluated against the same matrix, and that matrix is handed to the client alongside the recommendation.
Total cost of operation
The comparison includes what the solution costs to run, support and renew, not only what it costs to acquire.
Local support and continuity
A manufacturer with real backing in Colombia and Mexico is worth more than a superior datasheet with nobody to stand behind it.
The recommendation in writing
It is recorded with its assumptions, so it can be revisited when the conditions that supported it change.
What is kept, and what is sized down.
A mid-sized company needs the same rigour as a corporate, with a structure proportional to its size. The method is the same; what changes is the size of each piece.
The method is kept
Diagnostic, design before buying, acceptance criteria, change management and documentary evidence apply equally. They are the part that costs no more for being done properly.
The architecture is sized
The same decision, resolved with fewer components: high availability where the business justifies it, and not across the whole estate out of habit.
Shared where sharing works better
Monitoring, service desk and operation are contracted as a service instead of sustaining a dedicated team that does not pay for itself at that scale.
Priority is set on business criteria
When the budget is finite, sequence matters more than scope. The plan says what goes first and what can wait without risk.
Six reasons you can verify before signing.
None of these is a promise about the future. Every one can be checked in the first meeting, in the proposal or in the contract.
Decision and execution in one place
Whoever recommends is who implements and who operates afterwards. There is no consultancy that advises and an integrator that inherits the problem.
Verifiable independence
Ask for the comparison matrix. If the recommendation does not come with the alternatives that were discarded and why, it is not a selection: it is a preference.
Corporate practice at your scale
The method a corporate environment demands, sized for an operation that has no architecture committee and does not need one.
Scope before commitment
What is included, what is contracted separately and the assumptions are written down before signing, not clarified during execution.
One criterion across two countries
Colombia and Mexico with the same method and the same commitments, which matters when the operation crosses the border.
We say no when it applies
If the problem is not technological, or what you need is not what we sell, we say so in the diagnostic. It is cheaper for both sides.
Start with the decision.
In a 60-minute session we review your situation, identify what is worth resolving first, and tell you honestly whether we can help and how soon. If you would rather see work before talking, the use cases show how it applies in each industry.
Book a diagnostic (60 min) →