The solution to reducing and sustaining leakage rate in a defined economic level is rather different in utilities around the world. However, the need for the best possible reduction in leakage up to a level compatible with a given OPEX, taking into account the CAPEX applied to apply to any particular problem over short, medium and long term time horizons can be very complex. For years Sabesp has been working heavily on three of the four key tools to reduce real losses, namely decreased response time for repair of reported leaks, more frequent active leakage control (detection and repair of unreported leaks) and pressure management, and achieved very good results with a constant decrease in annual water loss and an increase in the efficiency operation. However these actions alone are not sufficient for a sustainable longer term target. A significant part of the maintenance of the distribution networks is outsourced, and a number of problems were faced last year, which consequently, overturned the positive results of years in loss reduction. This paper will focus on the lessons learned and results obtained in the Central Business Unit of Sabesp, exploring how an oversight in one of the arrows (speed and quality of repairs), in a scenario where the infrastructure is weak, can overturn the positive result of years as well as the importance of proper management the outsourcing of essential services.