Mobility Centro is the result of an ambitious integration of five different companies that today form a united team of 700 professionals. With a DNA focused on service excellence, the company is in the process of evolving towards a centralized and professionalized talent management model.

“We wanted information and knowledge to be assets of the company, not just of the manager. Management has understood that managing a company of 700 people requires effective tools to exploit information to make better strategic decisions.”
‍_{Daniel, Director of Human Resources at Mobility Centro}

“The key to success has been to be on the side of managers at all times. With the project developed together with Fresh, we have transformed theory into an attractive daily practice, making sure that each leader feels that they have real support to guide their team to the new Mobility space.”
_{Sophia, Talent Project Manager at Mobility Centro}

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After integrating five different structures, Mobility Centro set itself the challenge of professionalizing its talent management processes from scratch. The main objective was to replace informal conversations focused solely on the task with a shared culture of development aligned with the group's vision.

To achieve this, RR. HH. needed:

• Centralize management: Go from five independent companies to a single operating company of 700 people with unified evaluation and performance processes.
• Empower the manager: Provide guidance to accompany leaders, many of them without previous experience in these systems, so that they could manage their teams autonomously and effectively.
• Strategic visibility: Ensure that management had real data about the team's potential to manage resources more effectively.

The implementation of Talent Booster It will be the catalyst for converting management strategy into daily operational actions, with a constant push from the HR team. HH. and a total commitment from the board.

• Cascading objectives: The success of the project lies in having landed the top-down strategy. Management first transferred its objectives and held 1:1 conversations, allowing the rest of the organizational levels to replicate the model in a natural and aligned way.
• Values translated into action: The company's core values (collaboration, spirit of improvement) were identified and translated into concrete evaluable behaviors within Booster, ensuring that all leaders speak the same language.
• AI support: The artificial intelligence of Talent Booster acts as a copilot for the manager, helping them to prepare conversations, record feedback and manage development plans without feeling alone in the process.
• Change marketing: Under the 'Mobility Talent' concept and a spatial theme, RR. HH. has led powerful internal communication to engage managers, removing barriers and generating enthusiasm for the tool.

Mobility Centro is building the foundations of a high-performance organization, achieving visible mentality changes in record time:

• 700 employees integrated under a single culture of feedback and performance evaluation.
• 100% management involvement, who were the first to adopt the system of cascading objectives to set an example for the rest of the organization.
• Real change in leadership style: Managers have gone from only discussing technical objectives (sales) to genuinely worrying about the growth and needs of their employees.
• Technological scalability: With Booster integrated into Teams, the company already plans to extend the use of practical webinars and asynchronous monitoring throughout 2026 to consolidate the autonomy of its leaders.