Haviland Enterprises, Inc., a large privately held chemical distribution company, was facing challenges with its existing AS/400-based ERP system. The system was not specific to the chemical industry, leading to numerous modifications over the years to make it more usable for the company. However, these modifications made it costly to maintain, especially when updates were released by the vendor. The company also struggled with a lack of real-time data. While the previous solution offered wireless capabilities, it was not fully integrated with the rest of the ERP system, leading to inaccuracies and wasted time in locating products and reconciling the two systems. Haviland needed a solution that could provide real-time visibility across its four business groups, four physical locations, and over 10,000 different products.

deVan Sealants, Inc., a nationwide OEM industrial sealant and adhesive producer, was in need of an effective, modern software system that would enhance their efficiency and prioritize customer orders in a timely manner. The company was also seeking a system that would enable them to use Electronic Data Interchange (EDI) with their major customers. The lack of such a system was hampering their productivity and limiting their ability to manage their products, inventory, and customers effectively.

Biota Technology, a leader in industrial genomics, identified a unique business opportunity to apply DNA sequencing and genomics, typically used in medical and scientific fields, to industrial use, specifically for subsurface exploration in oil and gas. The company recognized the potential benefits of their innovations for energy companies under pressure to improve capital efficiency and reduce operating costs. However, the complexity of genomes and biological material made Biota's vision challenging to implement and scale. The company needed to characterize fluid movement in oilfields by surveying subsurface microbes at different locations, depths, and times, and organizing them into DNA markers. Each Biota sample contained around 20,000 sequences describing around 100 DNA markers, resulting in hundreds of thousands of microbial data points that needed to be stored, categorized, and analyzed for informed business decisions.

A large tech company was using legacy analytics platforms to support over 500 internal clients with predictive modeling projects. These projects were aimed at improving customer acquisition and retention, identifying up-sell and cross-sell opportunities, increasing revenue, and understanding customer lifetime value. However, the legacy systems were primarily used for data extraction, processing, analysis, and reporting, and had several limitations. The global analytics team was heavily dependent on these systems, and the idea of migrating to a new platform, the TIBCO® Data Science platform, was met with reservations. The team decided to conduct a feasibility analysis by creating a customer lifetime value model for one of the business units, a project they had undertaken multiple times before.

PMC Hydraulics Group was faced with the challenge of updating its outdated Microsoft Dynamics AX R2 environment, which was nearing the end of its lifecycle. The situation was further complicated by Microsoft's decision to end updates for on-premises AX R2 Dynamics solutions by October 2021. PMC Hydraulics Group also needed to harmonize its numerous business-critical processes and unify its operation model across its operating countries. The company was seeking a more efficient and cost-effective ERP solution that would allow for future-proof development, support, and simplified maintenance.

In 2020, Vapo Group, an international conglomerate, launched Novactor, a new activated carbon business. The challenge was to find a scalable and affordable cloud enterprise resource planning (ERP) solution that would meet the needs of this new business area. They also wanted to use this process as a pilot for cloud-based ERP transformation across all of Vapo Group. The solution needed to be implemented within a short time frame to support the launch of the new business and the opening of its first activated carbon factory in Finland in late 2020.

Ryder System, Inc. was facing a significant challenge in connecting its supply chain, which included shippers, receivers, carriers, and service providers, in a single network environment. The company was struggling with the silos created by disparate technology and manual processes. The lack of a unified platform was causing inefficiencies and hindering the ease of use of modern, cloud technology for its customers. The company needed a solution that could integrate these disparate systems and processes into a single, efficient, and user-friendly platform.

TeleMedCo, a startup formed by a team of doctors and business professionals, identified a significant inefficiency in the healthcare industry. The emergency room (ER) experience was found to be massively expensive and often inefficient, with 50-80% of ER visitors being in non-critical condition. This led to doctors having to prioritize treatment, running tests, and evaluating medical histories, which could result in slow or incorrect diagnoses. The challenge was to modernize, streamline, and expedite the ER experience for both doctors and patients. However, to secure buy-in from hospitals and doctor groups, TeleMedCo needed a proof-of-concept that caregivers could interact with and use. The team lacked software, hardware, or artificial intelligence expertise, and thus required a technology partner to develop a diagnosis solution and integrate it into a working prototype for demonstration purposes.

Saudi Telecommunication Company (STC), a leading telecom distributor in the Middle East with over 6000 subscribers, was facing significant challenges due to its outdated monolith architecture-based application. The company was struggling with a lack of agility and flexibility, long development and test cycles, complex interdependencies, infrequent large releases, extensive manual testing, limited scalability and reliability, performance bottlenecks, and a lack of control of services. The outdated framework made it difficult for STC to adopt new frameworks and implement continuous deployment, which required the entire application to be redeployed. The company was striving to keep releases on track amidst these challenges.

The customer, a multinational shared value insurance company based in South Africa, was struggling with implementing a technology-enabled business transformation strategy for agile operations. The company aimed to expand its business and launch its behavioral change platform across new geographies, improve operational efficiency, and enable the overall digital transformation of the business. However, it faced several challenges including the absence of best practices for ITSM processes, lack of end-to-end service monitoring capabilities, no service scalability measures and continuous service availability, no continuous business support across different time zones, absence of a continuous improvement strategy across people, process and technology, improper knowledge management and handover structure, and issues with Total Quality Management (TQM), Automation, Orchestration and Self-healing.

The client, a U.S. manufacturer of computer networking equipment and computer hardware, was grappling with operational inefficiencies in their traditional corporate environment. This was leading to lower system responsiveness and an increased amount of time spent on maintenance tasks. The challenge was to find a solution that could streamline their operations, improve system responsiveness, and reduce the time and resources spent on maintenance tasks. The client needed a solution that could not only address these issues but also provide a robust and scalable digital estate to support their growing business needs.

OVH, a global provider of hyperscale cloud, faced a significant challenge in analyzing user interactions on their website to inform product and operations decisions. The primary point of contact between OVH and its users was through their website, where customers could place orders and receive technical advice or support. The business analysts responsible for disseminating data and insights to inform on the commercialization and optimization of the website had built a dashboard with basic, high-level metrics like user behaviors and site traffic. However, the dashboard's utility was limited as it did not combine different data sources for a complete view, necessitating ad-hoc analysis. The analysts had little time for this, and the ETL (extract, transform, load) for the dashboard presented concerns for the data architects around data and insights quality. There was a lack of transparency around exactly what data was being transformed and how.

Modern Exterminating Company (MEC), a family-owned pest control company in Columbia, SC, faced a significant challenge in managing their inventory. With over 100 stock and asset line items, including pesticides, equipment, materials, and supplies, the company was experiencing issues with supply misplacement and loss. The lack of asset and inventory accountability, security, and protection was a major concern. The company needed a solution that would allow them to control and track their inventory in real-time, keep track of pesticide expiration dates, and monitor chemical usage without the need for technicians and departments. The challenge was to find an efficient, cost-effective, and user-friendly inventory management solution that could meet these needs.

The global information technology services company, which provides one of the largest e-commerce platforms in the world, was facing challenges due to the exponential growth in data volume resulting from increased internet transactions. The company needed to improve the relevance of information for discovery and required a semantic search engine to power the search function for all applications on its platform. This was crucial to understand user intent through search context and improve the relevance of results. The company also needed to create a modern architecture framework to enable better searches, replicate data, and perform experimental customization analytics. The challenge was to move data efficiently to allow effective searchability, a task the company was struggling with. The platform also needed to handle increased search traffic and data volumes expected in the future, while adhering to high security and compliance standards and avoiding high costs.

Confiar, a Colombian Financial Cooperative, was facing a significant challenge in safeguarding its clients' sensitive data against fast-moving threats like ransomware. Despite having traditional security tools such as firewalls, anti-virus, and email protection, the Cooperative needed a solution that could understand user behavior and protect against novel and sophisticated threats that could evade these traditional solutions. The Cooperative was also aware of the increasing prevalence of social engineering, hidden malware, and unauthorized data transfers, and recognized the need to incorporate AI into its security stack to protect its users and data in this new era of dynamic cyber threats. During the initial trial of Darktrace's Self-Learning AI, several vulnerabilities across employee devices were identified that the organization wasn't previously aware of.

Over the years, the healthcare company’s IT infrastructure became dated and was set to expire. Leadership made the strategic decision to move all on-premise systems to the cloud to:Manage costs. The business wanted to avoid the capital expense of new IT hardware.Support global production environments. General Data Protection Regulations (GDPR) require strict control of customer data by region. The new Google Cloud environment would maintain compliance.Stay current with technology. The cloud platform offers the company added flexibility and options when choosing new applications and services.

When the Client came to Belitsoft in 2018, their company used a legacy ERP in a combination with .xls files and multiple tabs opened in a browser for accessing third-party apps. The process was time-consuming, implied lots of manual repetitive work, and was exposed to a high risk of human errors.

The municipality’s many houses and small businesses couldn’t easily be covered by Wi-Fi through the dense foliage. Plugue needed to find a solution that could guarantee reliable, high capacity band delivery regardless of line of sight (LOS).

BMC Software, a global leader in innovative software solutions, was faced with the challenge of migrating its growing global business to a more automated, digital IT service delivery and support desk model. The company needed to cater to its 700,000+ core SaaS subscribers and 1,200+ SaaS customers worldwide. The requirement was to transform its service delivery systems and support methods to more innovative, “smart” digital IT platforms with greater interconnection. This was to increase the performance, reliability, and security across its 14 global data centers. The challenge was not just to migrate but to ensure a seamless transition without impacting the service levels for its vast customer base.

VESI IT Services, the internal IT service provider of VINCI Energies in Germany, was struggling to keep pace with the rapid growth of the company. The demand ranged from simple infrastructure to complex system solutions. The major challenge was to simplify the rollout of new technologies, speed up digital transformation, save energy, and distribute services and controls closer to customers, employees, partners, and ecosystems. The VESI IT Services team in Germany was tasked with consolidating five data centers into a single service offering. The initial situation ranged through all of the IT evolutionary spectrum, from physical servers to public cloud services. In addition, the solution needed to be secure, protecting sensitive data related to people, processes, and IT systems.

A leading manufacturing and industrial machinery company, known for developing innovative equipment and machinery for electrical power generation, was seeking to modernize its data architecture to meet evolving business needs and deliver advanced data-driven solutions. The company's existing data platform was based on an on-premises Oracle data warehouse and Informatica ETL environment, which was not able to deliver data products at the speed, scale, and sustainability required by the business. The goal was to transform the data infrastructure to the Snowflake Data Cloud, Matillion ELT and the Qlik Replicate Data Integration Platform—all hosted on AWS. The modernized architecture would deliver an extensible technology stack that unites data sources, management and analytics tools for greater agility, scale and sustainability.

CEQUENS, a leading Communication Platform as a Service (CPaaS) provider based in Cairo, Egypt, was facing significant challenges with their legacy customer support tool. The outdated user interface and limited functionality of the tool made it difficult for the 29-member support team to manage tasks efficiently. Cross-team collaboration was a major hurdle, with customer queries requiring engineering help leading to constant follow-ups and multiple phone calls by the support agents. This impacted their productivity and their ability to adhere to tight deadlines and Service Level Agreements (SLAs). As the company was scaling its business and operations, they were looking to adopt other communication channels apart from email and phone. They needed a helpdesk solution that could consolidate customer messages from diverse channels into a unified inbox. Additionally, the lack of a robust and intuitive customer-facing portal was a major bottleneck. They wanted customers to be able to access a portal where they could find knowledge base articles, FAQs, and more information easily.

Tokopedia, Indonesia's largest online mall, was facing a significant challenge in communicating its core offerings despite being a robust and well-funded marketplace platform. Established in 2010, the company had recently secured USD 100 million in funding from Sequoia and SoftBank. However, the company was struggling to effectively convey its value proposition to its two primary target groups: buyers and sellers. The challenge was to develop a marketing communication plan that would effectively target these two distinct groups independently, each with their unique needs and expectations from the platform.

Everlane, a US-based apparel and footwear brand, was founded with a commitment to creating high-quality, ethically and sustainably sourced products. The company set ambitious Science-Based Targets to lower carbon emissions per product by 55% and emissions in stores and offices by 46% by 2030, with a goal of net zero emissions by 2050. However, achieving these targets was a challenge, especially considering the company's exponential growth and sourcing from over 40 factories in more than 10 countries. Previously, Everlane worked with consultants on carbon footprints, a process that took upwards of eight months. The company needed a way to accelerate its emissions measurement and shift from backward-looking analyses to forward-looking strategy.

Samsung, a global leader in technology, was faced with the challenge of promoting its innovative range of home appliances without resorting to traditional advertising methods. The company wanted to create a unique and engaging campaign that would not only showcase the features of its products but also resonate with its target audience. The challenge was to generate a significant impact in a typically low-interest category and differentiate Samsung's offerings from its competitors. The company needed a strategy that would not only drive brand awareness but also create an emotional connection with consumers.

Samsung, a global leader in the tech industry, faced a challenge in maintaining its leadership position in the rapidly growing foldable smartphone market. With several competitors entering the market with their own foldable smartphones, Samsung needed to demonstrate its pioneering role in foldable innovation and establish foldable smartphones as mainstream devices. The target audience for this campaign was Gen Z and younger millennial early adopters who are keen on lifestyle trends, fashion, style, and entertainment. These consumers are always eager to experience the best and the latest ahead of their peers. The challenge was to ensure that Samsung remained the first brand that comes to mind when people think about foldable devices.

The traditional model of parent-teacher meetings in schools has been fraught with inefficiencies and logistical challenges. These meetings, typically conducted in-person, often involve inaccurate scheduling, overrunning of meetings, and long waiting times for parents. The advent of the COVID-19 pandemic and the subsequent closure of schools further exacerbated these issues, necessitating a shift towards virtual meetings. However, the existing video conferencing platforms were not equipped to handle the unique requirements of parent-teacher meetings, such as tight scheduling and the need for visual cues to indicate the next parent waiting. SchoolCloud, an edtech company, recognized these challenges and sought to develop a solution that could streamline the process of conducting parent-teacher meetings in a virtual environment.

Ninja Van, a leading last-mile logistics company in South East Asia, was facing a significant challenge in delivering a million cost-effective and reliable messages per day across the region. The company, trusted by over 600,000 companies and brands, was struggling with the lack of transparency in the parcel delivery process. This was a major issue for customers across Singapore, Malaysia, Philippines, Indonesia, Thailand, and Vietnam. The delivery landscape in these countries was complex, with each country having its own communication regulations, requirements, and different messaging price points. Ninja Van needed to find a real-time messaging provider that was cost-effective and could provide consistent and reliable service across the entire region.

The company, a major financial and leasing provider, was grappling with the challenge of managing over 27 million records across two legacy systems - Microsoft Dynamics NAV and Target. The presence of a large number of duplicate records was affecting business operations and increasing overhead costs. The simultaneous running of both systems was causing slow processing speeds and necessitating an increase in staff. Furthermore, the company was facing compatibility issues among the legacy systems, platforms, and databases. The daily management of critical data assets was often met with these compatibility issues, further complicating the situation.

Alicorp, a leading food processing company in Latin America, faced several challenges in its ambitious 2025 roadmap. The company needed to unify technologies and processes across its four complex business lines. There was a demand for standardization and automation of processes across all geographies and subsidiaries. However, Alicorp struggled with a lack of process visibility, both internally and externally. The company also found it challenging to find an open process management platform that could integrate with its new SAP migration. The company's accelerated growth over the years had resulted in operational complexity, with different tech solutions solving local problems, new applications serving global customers, and system mergers following numerous acquisitions.