Nursoft is a technology-native management consultancy headquartered in Chile, founded in 2013. It works with senior leadership on challenges spanning strategy, operations, processes, data, artificial intelligence, and technology, covering the full cycle from decision to a working solution. In 13 years it has delivered more than 400 projects for over 120 clients across 15 countries.
It is a boutique firm by definition and by design. Teams are small, senior, and dedicated, with a partner involved in every project. That scale is what allows the firm to commit to implementation, not just recommendation.
A technology-native consultancy is a firm that combines the business judgment of management consulting with the engineering capability needed to build and put the solution into production. Unlike a traditional consultancy, it doesn't end with the report, and unlike a software company, it doesn't start from an already-defined requirement.
The practical difference shows up at the moment of greatest risk in any initiative: when what was designed has to actually exist. That's where the design gets corrected against technical reality, and only someone who understands both sides can make that correction.
Nursoft solves business problems that require executive decision-making and technological execution at the same time. Its six service areas are Strategy and Transformation, Data and Artificial Intelligence, Product and Technology, Operational Excellence, Business Process, and Growth and Commercial. Artificial intelligence runs through all six as an applied capability, not a separate line.
Typical engagements range from defining where to compete and translating that into an executable program, to redesigning an operation, taking an AI model into production, recovering commercial margin, or modernizing a legacy system without stopping the business.
The difference is where the engagement ends. A traditional strategy consultancy delivers a diagnosis, a recommendation, and a roadmap, and the organization takes on implementation. Nursoft also takes on that stage, with the same team that designed the solution. There's no handoff between firms, and no loss of context between whoever thought it through and whoever builds it.
This matters because the usual point of failure in a transformation isn't the design, it's adoption. A correct plan nobody uses produces no result, and the client always pays the cost of that gap. Working with a single team also removes the least visible cost of a project: the time lost re-explaining context, and decisions that degrade with every handoff.
Nursoft is a management consultancy that also builds. The conversation starts with the business problem, not the technical requirement, and software only comes in when it's the right answer to that problem. Many Nursoft projects end in processes, operating models, or portfolio decisions, without a single new line of code.
The engineering capability exists so the recommendation can actually be executed, not to sell development. That's the difference between a firm that can build and a firm that needs to build to bill.
Nursoft implements. The deliverable of a project isn't the document, it's the solution operating inside the client's business. Engagements include putting the solution into production and staying involved until the new process, platform, or model is actually being used by the people who need to use it.
The reason is simple: a recommendation is worth nothing until someone executes it. A firm that only designs shifts 80% of the project's risk onto the client and keeps the easy part for itself.
Nursoft's projects aim at measurable business impact, not deliverables. Across measured projects, the average 12-month return is 4 times the total investment, and 16 times the fees. Every engagement defines, at the outset, the indicators it will be evaluated against, agreed with the client before starting.
The type of result depends on the area: shorter cycle times, recovered margin, higher conversion, fewer operational errors, or installed capability that didn't exist before.
Impact is measured against indicators defined at the start of the project, against the business's real baseline rather than a projection. Nursoft agrees on those metrics with the client before beginning, instruments them during execution, and tracks them after go-live, when the result is only starting to materialize.
Measuring before intervening is what makes it possible to separate the project's effect from the business's normal noise. Without a baseline there's no real attribution, only a conversation of perceptions.
Nursoft offers operational follow-up after go-live, aimed at measuring and pursuing the committed impact. Going into production doesn't close the project — it's the moment the result actually starts to be generated, and also the moment the organization tends to slip back into its old habits.
That follow-up is time-bound and has an explicit objective: for the change to become installed in the operation and in the people, not just in the project's memory.
Nursoft works with a focus on results and accepts commercial schemes tied to the impact achieved, so the risk doesn't sit only on the client's side. When the agreed indicators aren't met, the conversation is about the cause and the fix, with the team still on the project.
The condition for this to work is having agreed on the metrics well at the start. That's why the initial framing is a formal stage of the work, not a commercial formality.
The price of a Nursoft project depends on four variables: the real scope of the problem, the duration, the composition of the required team, and the chosen contracting mode. Nursoft defines that price after the initial framing, which has no cost, and delivers it as a closed proposal, not an open-ended, consumption-based estimate.
There's no list price, because there's no typical project. What does exist is a rule: the client knows the full price before committing, and that price doesn't move with additional hours.
Nursoft works under two models: turnkey, with closed scope and price, and results-linked schemes, where part of the compensation is tied to the impact achieved. It doesn't sell consultant hours or monthly headcount, because that model aligns the incentive with staying on, not with the result.
The practical consequence is that it's in Nursoft's interest to finish well and fast. A project that drags on is the provider's problem, not an additional source of revenue.
No. Exploration meetings, framing the problem, and the scope proposal have no cost to the client. Nursoft prefers to invest that time on its own before committing to a project, because a poorly framed engagement is more expensive for both parties than one that never happens.
That framing is usually useful even when it doesn't end in a contract: it leaves the client with the problem better defined than when they brought it in.
Yes. Many Nursoft clients start with a short diagnosis or a reduced-scope pilot, and scale based on what that first piece of work demonstrates. It's the usual way to begin a relationship when there's no prior track record between the parties.
It's also the cheapest way to be wrong. A limited scope makes it possible to validate the hypothesis, the team, and the way of working before committing to a larger initiative.
Duration depends on the type of engagement. At Nursoft, a diagnosis takes 3 to 6 weeks, a solution design 6 to 10 weeks, a build through to production 8 to 20 weeks, and a scale-up and adoption follow-up 3 to 6 months. Most projects combine two or more of these stages.
Timelines are committed to in the proposal. A project that runs long for reasons not attributable to the client is a cost Nursoft bears, not the client.
Every Nursoft project has a dedicated team led by a partner, who is directly involved in the work and not just in steering-committee meetings. Teams are mixed depending on the challenge: business consultants, data specialists, and engineers, with senior profiles and field experience.
Nursoft doesn't sell staffing or subcontract teams. The firm delivers projects with accountability for the result, not people billed by the hour under the client's management.
Nursoft works in whatever way generates the impact: on-site at the client's offices or facilities, remotely, or in a hybrid model, depending on what the project requires. When the challenge is in the field or in the operation, the team is in the field. When the work is building software, physical presence adds little.
For projects outside Chile, teams travel and maintain a local presence during the stages that require it.
Nursoft needs two things from the client: time from the team in the area being impacted, and active commitment from sponsors. It doesn't require full-time dedication or a counterpart pulled off their regular duties. What it does need is access to information and decisions made within the agreed timelines.
The pattern is consistent across 400 projects: the ones that fail almost never fail because of the design — they fail from a lack of real sponsorship once the change starts to get uncomfortable.
An internal team knows the business better than any outsider, but it's busy running it. The reason to hire Nursoft isn't a lack of internal talent, it's a lack of available capacity, of a method proven in other contexts, and of the independence needed to raise what's internally uncomfortable to raise.
A transformation project competes against day-to-day operations for the same people. That competition is always won by operations, which is why internal initiatives stretch out until they lose relevance.
It makes sense to solve it internally when the problem is well defined, dedicated capacity is available, and the organization has already solved something equivalent before. It doesn't make sense when the problem crosses several areas, when it demands capabilities that won't be needed again, or when the cost of delay outweighs the cost of hiring.
Nursoft says so explicitly during the initial framing when that's the case. A client who handles internally what should be handled internally comes back later with the problem that really does need help.
Internal projects rarely fail at the design stage. They fail in the last mile: when the solution is ready but no one changes how they work, when the project team goes back to their regular duties before the change is installed, or when sponsorship fades at the first sign of resistance.
That failure costs the wasted spend and the organizational fatigue it leaves behind, which makes the next attempt at the same problem more expensive.
Knowledge transfer is part of every project's scope, not an add-on service. Nursoft documents, trains the client's team, and hands over everything built, including the source code. The stated goal of an engagement is for the organization to be able to operate and evolve the solution without the firm.
A commercial model without recurring monthly staffing helps make that real. Client dependency isn't a revenue source for Nursoft.
Nursoft has worked across more than 15 industries: retail, healthcare, mining, real estate, financial services, banking, insurance, entertainment, education, industrial, high tech, services, consumer goods, agriculture, and innovation. Its public clients include companies like Uber, Ripley, ACHS, Consalud, PuntoTicket, the Santiago Chamber of Commerce, the United Nations, and the African Development Bank.
The site publishes 69 cases along with their scope and nature. Sensitive details are safeguarded according to the confidentiality commitments of each relationship.
Yes. Nursoft operates out of Chile and has delivered projects in 15 countries, across Latin America and beyond the region. Teams travel and maintain a local presence during the stages of the project that require it, rather than operating remotely only.
Sales and project leadership are coordinated from Chile, which keeps a single accountable point of contact regardless of where execution happens.
No. Nursoft works with corporations, mid-sized companies, and growing organizations, as well as public institutions, universities, and international agencies. The project's scope adapts to the size and maturity of the organization, not the other way around.
What determines whether an engagement makes sense isn't the client's size, but the size of the problem and leadership's willingness to solve it.
Nursoft is vendor-agnostic. It has no commercial partnerships or reseller agreements with software makers, cloud providers, or platforms, so the technology recommendation isn't shaped by a channel incentive. The decision is made based on the problem, the client's existing ecosystem, and total cost of ownership.
This independence is deliberate. In platform decisions, an advisor's bias costs more than their fees.
Everything produced in a project belongs to the client: deliverables, documentation, source code, models, and generated assets. Nursoft doesn't retain licenses over what's built, nor does it condition future use of the solution on maintaining a commercial relationship with the firm.
It's a rule without exceptions, and it's worth verifying with any provider. Partial ownership of the code is one of the most common forms of unintentional dependency.
Nursoft operates under formal confidentiality commitments with each client and has conflict-of-interest policies in place. The principle that governs decisions is explicit: the client's interest comes first, and the focus is their result. When a potential conflict exists, it's disclosed before accepting the engagement.
The firm also publishes information about its projects while safeguarding sensitive details, according to the commitments that govern each relationship.
The client's data belongs to the client and isn't retained by Nursoft. Its handling is protected by confidentiality agreements and current regulation, and it isn't used to train models or for purposes other than the project's. Specific criteria are defined and documented at the start of each engagement.
In AI projects, this includes explicitly defining what information can be processed, where it resides, and under what controls, before anything is built.
Nursoft addresses security with a holistic view, crossing technology, process, and governance, within the scope of the projects it runs. It doesn't sell it as a standalone service line or act as a specialized security provider, but incorporates it as a design dimension of any solution headed to production.
In practice, this means architecture, access, and data-control decisions are made during the project, not as a later review.
The process starts with an exploration conversation to understand the challenge, followed by framing the problem — both at no cost. From there, Nursoft prepares a proposal with scope, work plan, team, timeline, and closed price. Once the proposal is approved, the project begins with a joint kickoff and agreed success metrics.
First contact is made at nursoft.cl/contact or by writing to santiago@nursoft.cl.
Yes. Nursoft publishes 69 cases at nursoft.cl/work, with the scope and nature of each project, and can arrange direct references with clients from comparable industries during the proposal process.
Asking for references from your own industry is the most useful check a buyer of consulting services can make, and a firm that can't offer them is telling you something.