The adoption of CMMI fosters a common environment and framework, allowing focus on customer satisfaction and continuous improvement. Early transition to CMMI V2.0 was decided due to concept changes in the model and focusing on business and performance objectives, make senior management more engaged due to improvements aligned with their business objectives; and easier adaptation to agile practices. In this context we present the experience of the first Argentinean company to use CMMI V2.0 model in a country with economic crisis and high turnover of human talents. This paper will show how by measuring performance, senior management will observe extra benefit to control project and revenue.