Grupo Dalton needed to modernize a legacy technology infrastructure that was threatening the continuity of its operations and limiting its growth.
Grupo Dalton adopted Microsoft Dynamics 365 as its new ERP, along with Power BI, Power Apps, and Microsoft Copilot Studio to transform its operations.
The transformation reduced response times, increased internal satisfaction, avoided physical investments, and generated savings of over $450,000 USD.
In 2022, Grupo Dalton was at a pivotal moment. The company, one of the most prominent automotive groups in the country, was amid expansion: from 17 dealerships, it projected sustained growth that would soon surpass 30, including its first operations in the United States. However, the IT department faced opportunities for improvement in modernizing its infrastructure, addressing legacy processes, and with little focus or priority on serving internal customers. All of this affected the agility needed to set up everything required for each new dealership opening.
With this assessment, and by direct mandate from the President, in 2023 José Manuel Solis Martinez took over as IT Director with a clear challenge: radically transform the department. His plan was to outline a six-year strategy (2023–2029) based on three pillars—stabilize operations, modernize technology infrastructure, and raise internal customer satisfaction—with concrete goals, such as resolving 95% of incidents in less than 24 hours and achieving 97% satisfaction on every completed ticket.
"We began a profound transformation that, after a year and a half, culminated in a key decision: choosing Microsoft Dynamics 365 as our new ERP platform and strategic technology partner for the future of Grupo Dalton. Currently, we are in the middle of the implementation process, moving step by step towards the consolidation of this transformation," says Solis Martinez, IT Director at Grupo Dalton and General Manager of NOVACTI, the group’s technology division, which now operates as a Microsoft partner.
“We began a profound transformation that, after a year and a half, culminated in a key decision: choosing Microsoft Dynamics 365 as our new ERP platform and strategic technology partner for the future of Grupo Dalton.”
José Manuel Solis Martinez, IT Director and General Manager of NOVACTI, Grupo Dalton
97% of incidents resolved in under 20 hours
For Grupo Dalton, embracing digital transformation was not just a technological decision. It was an urgent response to a more dynamic, demanding, and customer-oriented environment, where maintaining physical and fragmented processes was no longer a viable option.
At the same time, a strategic dilemma emerged: should the pre-owned car division remain under the traditional dealership model or evolve into an independent digital operation? The pandemic accelerated this reflection. In a context where consumers were increasingly demanding and technology was advancing rapidly, it became clear that continuing with an analog model would not allow them to compete effectively.
“Before, months would pass between data analysis and decision making. Today, with Power BI, we react in real time. If we detect that the market is cooling due to a drop in leads or reservations, we instantly adjust prices based on model, mileage, or inventory age. That speed makes the difference between winning and losing.”
Jalil Daher, Divisional Director of Seminuevos, Grupo Dalton
The inspiration was clear: digital-native models were redefining the pre-owned vehicle sector, proving it was possible to operate with agility, scalability, and an experience centered on omnichannel engagement.
“We needed to drive a paradigm shift: move from processes that were 90% physical and fragmented to a digital-first structure. It wasn’t just about adopting technology, but about redesigning operations so that customer service could flow seamlessly between physical and digital channels without losing the human touch,” recalls Jalil Daher, Divisional Director of Grupo Dalton Seminuevos.
This led to the creation of a new technology-based unit, capable of offering a frictionless experience throughout the buying and selling process. Omnichannel became an operational necessity in the face of multiple touchpoints, interdependent processes, and rising expectations. The goal was clear: leave behind outdated systems and build a modern, agile, and connected architecture. Speed of response, real-time analytics, and scalability became key to staying competitive. With this vision, the search for strategic technology partners began—a journey that ultimately led to Microsoft.
97.5% increase in internal satisfaction
Digital transformation was also cultural. Starting in 2024, the IT department redefined its purpose—not just as an operational area, but as a strategic driver of internal service. A proactive support culture was adopted, with personalized follow-up, empathy, and shared responsibility, achieving resolution of 97% of incidents in less than 20 hours and maintaining a satisfaction rate above 97.5%. These indicators reflect not only a cultural shift, but also tangible economic benefits: less downtime, greater productivity, and lower technical support costs. “Information is power, and today the company has power because it has information in real time,” says Juan Carlos Chidan, General Director of the Automotive Division.
In this context, the implementation of Microsoft Power BI was fundamental for providing immediate visibility into the performance of each business unit and enabling informed decisions in seconds. Jalil Daher summarizes it this way: “Before, months would pass between data analysis and decision making. Today, with Power BI, we react in real time. If we detect that the market is cooling due to a drop in leads or reservations, we instantly adjust prices based on model, mileage, or inventory age. That speed makes the difference between winning and losing.”
Antonio García, Grupo Dalton’s CFO, affirms, “Without concrete data, decisions are based on feelings. Today, with BI dashboards, every morning I review sales, credit lines, and overdue accounts. Without that, I don’t know where I stand.”
The transformation was made possible thanks to the partnership with its technology division, which supported software development, data integration, the use of AI, and the implementation of Dynamics 365, which is now the core of the group’s new ERP.
“Thanks to the support of NOVACTI and more efficient management of licenses and services, Grupo Dalton accumulated nearly USD350,000 in additional savings from technology solutions,” adds Solis Martinez.
Grupo Dalton set ambitious goals: eliminate support tickets, go paperless, migrate 99.9% of its infrastructure to Microsoft Azure, and incorporate AI as a key tool for its leaders.
They chose the cloud because opening new operations—especially abroad—used to take too long. With Azure and their new technology division (NOVACTI), they can now expand more quickly and reduce the number of vendors, which has generated savings. All their applications, including security tools like Microsoft Sentinel and Microsoft Defender, now run on Microsoft cloud technology. This has allowed them to optimize costs and achieve significant economic benefits.
At the same time, the IT team is about to implement a long-awaited ERP system to strengthen operational stability. AI is also gaining prominence: they are creating digital advisors with Microsoft Copilot Studio, which improves efficiency and the customer experience.
Instead of investing in renewing obsolete hardware (planned for March 2025), they accelerated their digital transformation. The automotive division migrated to the cloud in 2024, and the real estate and corporate areas will do so in 2025. This change allowed them to save around USD100,000.
“Thanks to the support of NOVACTI and more efficient management of licenses and services, Grupo Dalton accumulated nearly USD350,000 in additional savings from technology solutions.”
José Manuel Solis Martinez, IT Director and General Manager of NOVACTI, Grupo Dalton
With expansion in mind, Grupo Dalton defined a robust technology strategy to consolidate its operations into a single digital ecosystem. Although each division currently operates with different tools—all based on Microsoft technology—the goal is to unify processes, data, and platforms under a common architecture built on Dynamics 365.
The company is progressing in the development of specialized verticals for each business line—new cars, used cars, real estate, corporate, and soon financial—connected in real time and powered by standardized data. This architecture will eventually allow its US subsidiary to be integrated under the same accounting system.
Collaboration with NOVACTI remains key, both in the implementation of Dynamics 365 and in the development of customized solutions tailored to business needs. With tools like Microsoft Power Apps, Power BI, and Microsoft Fabric, dashboards, automated workflows, and data warehouses have been created to enhance operational accuracy.
AI is already part of daily operations: from bots developed with Copilot Studio to proprietary predictive models for price management, marking the beginning of a new era of analytical autonomy.
Next steps include a complete overhaul of internet infrastructure, improved connectivity, ERP consolidation, and maintaining high standards of efficiency and satisfaction. “Dalton is a company born out of transformation. Our case is an example of transformation with a guiding principle: the customer,” emphasizes Juan Carlos Rodriguez Villava, CEO of Dalton Motors USA.
Grupo Dalton is betting that technology will not only support its expansion but also enable it to do so more efficiently, with lower investment and better sustainable results over time.
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