Magalu was founded in the interior of São Paulo, in the city of Franca, in 1957. Today, it is one of Brazil’s largest retail platforms, with more than 40,000 employees distributed across nearly every state in the country — spanning physical stores, distribution centres, customer service teams, technology and offices.
In this context, communication has always been a strategic pillar within the company, underpinning a culture of connection, transparency, and a focus on business results.
More than just a tool, Magalu needed a platform capable of democratizing information, connecting people across different regions, social realities and profiles, and engaging employees around the company’s strategy and culture.
When Magalu went to market in search of a solution, one criterion was non-negotiable: they didn’t want a ready-made model. The company has very particular requirements and as a consequence, needed a partner that was keen to understand their unique challenges and evolve the product together.
That is precisely what they found in Humand. From the very first conversations, the team showed a genuine willingness to listen, understand the context and co-create solutions.
The implementation process involved the platform’s main users from the get-go, as well as Magalu’s technology teams, and an intensive collaboration with the Humand team to define the best path forward. The close, personalized support was highlighted as a differentiator from day one.
Today, Humand is Magalu’s official internal communications platform. Its use goes far beyond a news board:
In retail, speed is everything. The faster the strategy reaches the front line, and the more engaged employees are in executing it, the greater the impact on the company’s results.
Humand helped Magalu build this execution discipline: weekly live sessions, segmented communications by group, chatbots that respond in real time, and an ecosystem that keeps more than 26,000 shop floor employees connected and informed.
As a result, the communications team gained scale and productivity, employees gained autonomy, and Magalu gained the speed to turn strategy into action.
