Nannai Resorts is one of Brazil's most renowned luxury resorts, offering unique lodging experiences in destinations such as Muro Alto on the coast of Pernambuco, as well as exclusive properties in Fernando de Noronha and other locations, reflecting its commitment to hospitality, nature, and memorable experiences.
At Nannai, every detail of the operation, from the luxurious bungalows with private pools and sophisticated cuisine to the wellness and entertainment activities, is designed to provide a unique experience for guests.
Nannai is part of the Meira Lins Group, which operates in various sectors, including hospitality, power generation, the financial market, and livestock farming.
This multi-business structure brought a new strategic challenge to the group: consolidating financial and operational information from all companies into a single management platform.
Managing a complex with this level of service and diversity of operations requires more than just good technology: it demands an integrated vision, reliable processes, and consistent data capable of supporting strategic decisions for growth, especially during a period of rapid expansion.
The strategic challenge: consolidation, expansion, and modernization.
Prior to partnering with Oracle, the group had been using TOTVS solutions for over 20 years, with independent systems such as Protheus and CMNET.
Each company operated in its own environment, which made financial consolidation of the group difficult.
The Board of Directors began to demand:
- Consolidated financial statements (cash flow, income statement and balance sheet of the group)
- Standardization of processes
- Scalability for new units
- A global platform prepared for future expansion, including international expansion.
In addition to consolidation, another critical factor drove the change: Nannai's expansion.
After two decades operating primarily from its Muro Alto unit, the group initiated a strategic growth move, with new operations in Fernando de Noronha and Milagres.
The decision was clear: to structure the technological environment at the start of the expansion and not try to "turn the ship around while it's moving" in the middle of growth.
Oracle's choice as a global technology provider
During the search for a new solution, the group evaluated market alternatives, including continuing with existing systems and other ERP, PMS, and POS platforms.
One of the Council's premises was clear: the new solution should be global, scalable, and less traumatic to implement.
It was in this context that Oracle NetSuite + Oracle Symphony and Oracle Opera Cloud emerged.
The evaluation process involved all areas of the company. The decision was not exclusively technical. IT was responsible for the technological analysis, but the final decision was shared with leaders from marketing, accounting, procurement, and other strategic areas.
This governance model ensured:
- Collective commitment to change
- Eliminating the culture of "blaming the system"
- Total focus on moving forward, regardless of the challenges.
The project began in 2023, with a formal decision made at the end of the year. The first go-live occurred in April 2024, initially in the group's non-hotel businesses, an intentional strategy to validate the solution in less complex environments before implementing it in the hotel industry. Full operation was launched in January 2025.
ROI and long-term vision
The investment approval did not come from a pre-defined budget, but from a detailed ROI study.
The group compared:
- On-premise infrastructure costs (servers, backup, storage, technology refresh every 4 years)
- Costs of legacy solutions
- Investments in licenses and maintenance
The projected ROI was between 4 and 7 years, considered perfectly acceptable within a 20-year strategic vision for Nannai's growth.
More than just reducing costs, the change represented economies of scale, standardization, and technological preparedness for the future.
The challenge of integrations and the turning point with Active
Despite the excellence, technology, and robustness of Oracle NetSuite, the biggest challenge lay in integrating the ERP with essential hospitality systems such as Oracle Opera Cloud and Oracle Symphony.
The initial consulting firm involved was proficient in the product, but lacked in-depth knowledge of the hotel industry. This led to integration difficulties and delays in the environment's development.
That's when Active came into the picture.
Following initial contact through Active's website, a team of executives and customer service specialists visited Nannai to conduct an in-depth analysis of the operation. Even before formalizing a contract, Active began a consultative diagnostic phase, reviewing the project's history and structuring a new path forward.
The difference was clear:
- Immersion in the hotel business
- Building a specific template for the hotel industry.
- Quick resolution of pending issues and accumulated backlog.
- Dedicated team with technical and functional specialists.
Technology has ceased to be an obstacle and has become a strategic accelerator.
Advanced integration and use of data: the role of Palantir Foundry
One of the major differentiators of the implemented ecosystem was the integration with Palantir's Foundry, expanding the group's analytical power.
With this architecture, Nannai achieved:
- Run record-breaking campaigns on Dream Friday
- Implement dynamic tariff fluctuations based on housing unit type.
- Adjust prices automatically based on specific occupancy by category.
- React in real time to sales and cancellations via API.
Previously, rate variations were based solely on the hotel's overall occupancy. Now, the system operates by accommodation type, allowing for much more precise revenue maximization.
The result was a direct increase in profitability in strategic campaigns.
Results achieved
With the restructuring of the technological environment, Nannai began operating with:
- 100% cloud-based environment
- Real financial consolidation of the group
- Open and scalable API integrations
- Greater autonomy for the internal team.
- Simplified opening of new businesses and properties.
- Reducing dependence on physical infrastructure
- Speed in deploying new units
Scalability has become a strategic asset. Creating a new CNPJ (Brazilian company registration number) in NetSuite or a new property in Opera has become a structured and replicable process.
Expectations for the future: actionable data and AI.
Nannai's ambition goes beyond integrated management.
The vision for the coming years involves:
- Machine learning models for inventory forecasting
- Intelligent automated purchasing based on guest profiles.
- Actionable data integrating ERP, PMS, and BI.
- The use of AI and LLMs in business decisions.
- Hyper-personalized experiences for guests
Practical example: identifying consumption patterns of recurring guests and automatically triggering stock replenishment even before their arrival.
This level of automation is only possible because all systems today are integrated, cloud-based, and API-ready.
Technology as a strategic pillar for growth.
This case study shows that choosing the right technology is only the first step. The real difference lies in the implementation strategy, decision governance, and integration capabilities.
NetSuite has established itself as the group's global foundation. Active acted as a strategic partner, not just an implementer. And Nannai structured an Oracle technology ecosystem capable of supporting its next 20 years of growth.
