The Customer Service Law (SAC Law) has changed the role of IT departments in organizations. During 2026, companies are deploying the necessary measures to comply with a regulatory framework that requires on-demand human attention, maximum response times of less than three minutes, and complete and auditable traceability of interactions.
The challenge is no longer in interpreting the norm: it is in making it operational. And, in this transition, IT departments are having to redesign architectures, processes and service models to treat them as critical services. Technology companies with experience in regulated environments are serving as a reference for CIOs who need to accelerate adaptation without compromising operations. These are the five decisions any CIO should be making now.
1. Prepare infrastructure for real demand peaks
The SAC Law sets a non-negotiable threshold: 95% of calls must be answered in less than three minutes. This standard requires the design of architectures with the capacity to respond not only in normal situations, but also in traffic peaks associated with incidents, campaigns or windows of high seasonality.
Organizations are adopting elastic architectures, with load balancing and automatic resource growth. The experience of service centers with high operational pressure—such as the multi-client models that operate in Seresco’s CGS and CSM—shows that the key is to unite technological capacity and human availability in the same system capable of adapting to volume in real time.
2. Build complete traceability so that each interaction is demonstrable
The SAC law requires recording and being able to justify the entire path of an interaction: entry channel, waiting times, detours between agents, resolution and associated reasons. This is promoting deep integration between telephony, CRM, ticket management and monitoring systems.
More advanced companies are implementing unique interaction identifiers, standardizing events, and eliminating manual tasks that hinder data consistency. Service models that work with complete digital files—where each call becomes a traceable and auditable unit—are setting the standard that the SAC requires in this adaptation phase.
3. Review workflows to adjust them to regulated times
The SAC Law makes internal processes a key element of compliance. If an escalation loop requires multiple approvals, if an agent must open multiple tools, or if a detour does not drag context, each of those steps consumes critical seconds.
That is why IT departments are redesigning their workflows with three priorities:
• Reduce bounces and unnecessary steps,
• Automate classifications and assignments,
• Ensure that all relevant information travels with the call or ticket.
It’s an approach that matches that of contact centers already working under high operational pressure: simplify to ensure that technology does not add friction and that regulatory timelines can be met consistently.
4. Treat continuity as part of regulatory compliance
With the SAC Law, operational continuity ceases to be a solely technical matter and becomes a condition of legal compliance. A drop in customer service—even if it is brief—can put the organization outside the required times and, therefore, outside the norm. Therefore, many companies are strengthening their resilience strategies by incorporating high availability, geographic redundancy and failover mechanisms that ensure that the service remains operational even in degradation scenarios.
The SAC Law makes internal processes a key element of compliance
Furthermore, continuity is no longer measured only in terms of “being on top”, but also in the ability to preserve traceability and time measurement during an incident. Service centers that operate in 24×7 environments—as is the case with Seresco models—integrate these requirements within the service design itself, ensuring that service is not interrupted and that the data required by the audit continue to be generated reliably.
5. Adopt hybrid care models to ease the burden on IT
The rollout of the SAC Law has revealed the increasing operational and regulatory complexity that falls on internal IT teams. Many organizations are betting on hybrid models, where the Systems areas maintain strategic and architectural control, while part of the daily operation is supported by specialized service centers.
It is at this point where consolidated multi-channel service models – such as those that Seresco operates in its CGS and CSM centers – are serving as a reference for good practices: they integrate automated traceability, demanding SLAs, continuous monitoring and the ability to absorb peaks without compromising the quality of the service.
This is not about outsourcing for cost, but rather complementing capabilities to sustain compliance while IT focuses on digital transformation and the evolution of critical systems.
2026 is the year in which many companies are discovering that complying with the SAC Law means treating customer service with the same discipline that they apply to their financial platforms, their transactional systems or their 24×7 services.
Organizations that integrate scalability, traceability, resilience and hybrid models are making stronger progress in this transition. They not only comply with the law: they build a more robust, more efficient care model aligned with what a regulated environment requires.
