A-to-Be makes the toll booth disappear. The work stays.

A car passes beneath a tolling gantry. The driver keeps moving. Somewhere else, a system must decide which vehicle passed, what it owes, whose account to charge, and what to do if the information disagrees. Removing the booth makes the journey look simple. It gives the machinery behind it a longer job description. A-to-Be works in that gap between an ordinary drive and a correctly settled transaction.

The company describes itself as “Born from a mobility operator.” That is a useful clue. Its expertise grew inside Brisa, where technology had to serve roads already carrying traffic. Brisa’s history dates the creation of Brisa Inovação e Tecnologia to 2010 and the A-to-Be commercial brand to 2017. The company traces its underlying experience to 1985. Those dates describe different things: a technology lineage, a corporate organization, and a name.

The trouble started between control rooms

Consider Brisa in 2004. Its network was growing, but operations were spread across roughly a dozen regional centers, using third-party tools that did not integrate and procedures that were not standardized. The weakness was coordination. Another screen in another room would leave the underlying arrangement intact. Brisa consolidated control and developed the traffic management platform now known as ATLAS.

A-to-Be’s case study describes the resulting operation as covering about 1,000 miles across six concessions, managing more than 3,000 roadside devices and over 100,000 incidents annually. These are figures from that case study, rather than a current network census. Their significance is organizational: an operator could work from incident information, trigger signs and other equipment, then carry the record through repairs and insurance claims.

“Born from a mobility operator.A-TO-BE · HOW IT DESCRIBES ITS ORIGINS

This offers a practical lesson for anyone buying infrastructure software. Start with the handoffs. A camera, a warning sign, and a repair crew may each function perfectly while the process connecting them remains clumsy. Brisa’s response put a common operating system around the work. The technology mattered because it changed how people coordinated a response.

A toll is a tiny accounting problem

On the roadside, A-to-Be’s electronic tolling controller combines subsystem data with vehicle images and video. A central host aggregates the transactions. MoveBeyond, its back-office platform, handles the operational and commercial work that follows, including account management, payments, and customer interactions. A road crossing becomes a financial record with a customer attached.

For the operator, this means connecting equipment to revenue collection. For a driver, it can mean checking an account, enrolling digitally, or resolving a charge through a support channel that can see previous interactions. MoveBeyond advertises fleet and family account support, multiple payment options, and near-real-time usage information. Its references include Via Verde Portugal, Colorado’s Northwest Parkway, Virginia’s Pocahontas Parkway, and South Carolina’s Southern Connector.

A-to-Be emphasizes vendor-independent systems and open architecture. That positioning matters to buyers with equipment they still need to use. It competes in the tolling systems market alongside suppliers such as Kapsch TrafficCom and TransCore. Its particular argument combines roadside equipment, transaction software, and experience inside an operating road network. Buyers still have to establish whether the interfaces, migration plan, and service commitments fit their own roads.

The $33.2 million coin basket

In early 2017, Illinois awarded A-to-Be’s U.S. subsidiary a contract valued at up to $33.2 million for as many as 270 automatic toll payment machines. The scope included supply, installation, and warranty services, with possible maintenance. That figure was a contract ceiling, not a published final bill or a price list for every customer.

The old machines accepted coins. Their replacements needed cards, banknotes, contactless payments, and controls reachable from both cars and taller vehicles. NMI’s account of the project adds a nicely unglamorous constraint: Chicago weather. A-to-Be integrated NMI’s ChipDNA with Ingenico payment hardware supplied through UCP. Success required compatibility with the payment processor as well as the physical lane.

Then the operating assumptions changed. Illinois suspended cash collection in March 2020 because of COVID-19 and made the suspension permanent in 2021. The episode gives a buyer something more useful than a victory lap. A payment machine can meet its specification while the authority’s preferred payment model changes around it. Procurement needs to account for that possibility.

Selling the years after installation

A-to-Be sells to toll agencies, bridge owners, road concessionaires, and mobility service providers. The business spans design, hardware and software delivery, integration, and continuing maintenance. In Cameron County, Texas, its announced five-year contract separated installation and testing from warranty and maintenance. This is a business built around implementation and keeping systems working over time.

Relationships extend beyond equipment suppliers. In October 2023, A-to-Be and Deloitte expanded a collaboration already approaching a decade, connecting MoveBeyond with Deloitte’s contact-center platforms. In June that year, Parkersburg Bridge Partners selected A-to-Be for West Virginia’s Memorial Bridge, its third project with United Bridge Partners and subsidiaries. Repeat projects give prospective customers something concrete to examine: how a supplier works with an operator across successive assignments.

The account travels further than the car

The surprising extension is lunch. A-to-Be’s Via Verde case study describes one back office supporting motorway tolls, parking, fuel, ferries, and McDonald’s McDrive payments. In 2013, that system handled 3.4 million client accounts and 315 million transactions. The useful idea is to carry an established payment relationship into adjacent services, while keeping invoices and support intelligible.

That expansion demands cooperation between providers. Road usage charging also requires decisions about charging rules and privacy; software alone cannot settle them. A-to-Be offers mileage-based charging, parking, congestion charging, and mobility platforms, but an operator needs the policy, participating services, and operational capacity to make those tools useful.

The work continues on existing roads. A-to-Be reported supporting Richmond’s February 28, 2026 tolling transition; RMTA subsequently explained how drivers without E-ZPass would receive plate-based statements, while retaining a daytime cash option on the Downtown Expressway. There is the whole business in miniature. A driver passes. A camera records. An account needs attention. The booth may disappear, but somebody still has to make the journey add up.