TasteJury, a restaurant review app, was founded by Aaron Taylor with the aim of providing a bias-free platform for users to find the best food in different cities. The challenge was to create an app that focuses solely on the quality of food, disregarding factors such as service, ambiance, or cost. The app was designed to be particularly useful for food enthusiasts traveling to a city for a few days and wanting to experience the best food. Traditional review platforms like Yelp, Trip Advisor, or food/travel blogs often contain biased or paid reviews, and their focus is not solely on the food. Therefore, there was a need for a platform that could provide reliable and unbiased information about the best food in a city.

Tech and the City, an initiative aimed at bridging the gap between universities and innovation, faced a significant challenge in its early stages. The team, led by founder Marios Kontis, wanted to create an app that would allow users to create and watch events about innovation. However, they lacked the technical expertise required to build such an app. They initially hired a team of tech experts to work on the app's Minimum Viable Product (MVP), but the process was time-consuming and the final product did not meet their expectations. The team needed a quick, affordable, and efficient solution to build their app without having to delve into the complexities of coding.

Terrain, an online course marketplace, was facing a unique challenge. The platform was designed to emphasize course completion rather than course hoarding, a common problem among entrepreneurs. However, the founder, Eman Zabi, had no experience with no-code tools, which are essential for building robust and feature-rich web applications. The challenge was to find a no-code platform that could offer limitless features and options to build the web app. Additionally, the platform needed to be user-friendly, as Eman had no prior experience with such tools.

The Curated Coffee, founded by Raj Menon, is a virtual marketplace that aims to connect independent and small-batch coffee roasters with coffee lovers. The challenge was to create a platform that allows coffee roasters to showcase their products and coffee enthusiasts to explore, sample, and purchase these unique offerings. The platform also needed to facilitate interaction between all stakeholders in the coffee ecosystem, including roasters, cafés, baristas, and coffee lovers. Furthermore, the platform needed to incorporate a feedback system for customers to review the products they have tried. The challenge was not only to build such a comprehensive platform but also to do so in a cost-effective manner, given the financial constraints typical of startups.

Josh Cottrell, the founder of The Excel Dashboard Toolkit, faced the challenge of creating an application that would allow users to build visually appealing dashboards in Excel. He wanted to provide a comprehensive set of visualizations, design elements, and page designs that would enable users to create stunning dashboards. However, he needed a platform that would offer more control than traditional tools like Wordpress or Squarespace and allow him to build every feature from scratch without the need for coding. Additionally, he wanted to understand the development process more, which was rooted in his background in startups and product management.

The Experience Co., a company that hosts various projects and events for creative professionals in India, was facing a significant challenge in managing its invite-only application process. The company was using five different tools, including Typeform, Integromat, Google Sheets, Sendgrid, and Mailchimp, to manage the application process. This approach was not only complex and prone to human errors but also time-consuming, with the team spending at least three hours per day managing the process. Additionally, as a bootstrapped company, The Experience Co. was reluctant to invest in an app development agency. Despite these challenges, the company was committed to providing a seamless user experience for its community of artists, musicians, filmmakers, photographers, chefs, storytellers, fashion designers, and other creative leaders.

The School of Impact (SOI) was founded by Bobby Smith, a social entrepreneur with a vision to foster global social innovation. The challenge was to create a platform that would allow social entrepreneurs and universities to collaborate on ideas that drive social innovation. The platform needed to be accessible, user-friendly, and capable of supporting a wide range of social innovation projects. Additionally, it was important for the platform to be able to categorize each venture according to the UN Sustainable Development issue area it addresses, and to allow users to show their support for projects they find interesting. The ultimate goal was to create a platform that could leverage the power of universities to support local social innovation at scale.

Christopher Lee, the founder of Theo Jobs, identified a significant challenge in the job market, particularly for remote design jobs. As a design lead for a Series A startup, he spent considerable time and resources trying to maximize the visibility of job postings without incurring high costs. Six months later, he found himself on the other side of the spectrum, spending three to four hours daily searching for a remote job across various job boards. The lack of a centralized platform for remote design job postings was a significant problem, leading to inefficiencies and frustrations for both employers and job seekers.

Think Confluent, a SaaS software, was developed to address the challenge of managing diverse teams in modern companies. The co-founder, Nicolas Cabrignac, was seeking a way to leverage his background in neuroscience and technology to enhance productivity through customized training. The challenge was to create a platform that could cater to the unique needs, personalities, and expectations of each employee, whether they were working remotely or in the office. The goal was to incorporate cognitive data and AI to generate a cognitive profile for each worker, highlighting their personality and work preferences. This would then be used to provide neuroscience-based personalized training at every level of the company.

Tiger Facts co-founders, T. S. Strickland and Brooke Fleming, were inspired to create a fun and engaging app after watching the popular Netflix series, 'Tiger King'. They wanted to create an app that would allow users to prank their friends by sending them absurd facts about tigers. However, they faced the challenge of developing an app quickly and efficiently without extensive coding knowledge. They needed a platform that would allow them to create a functional, user-friendly app in a short period of time.

The National Geology and Mining Service (SERNAGEOMIN), a public entity under the Ministry of Mining of the Government of Chile, was facing challenges in its administrative processes due to lack of digitalization. The exchange of information between different administrative offices and civil servants involved manual and paper-based processes, which were inefficient and time-consuming. Documents were sent by mail all over Chile for review, approval, and signing. The management of procedures was carried out traditionally, with filing cabinets and folders containing documents related to each of the investigations into accidents that occurred during mining operations. When an accident occurred, the paper documents related to the investigation and possible sanctions had to be transported by airmail to be reviewed by the competent authorities. The mining subdirectorate needed a traceability system that would allow complete and real-time tracking of all the tasks that are part of each of the processes, and that would support agile reporting and communication.

Pret Communique, a leading distributor of telecommunications services in Mexico, faced several challenges in its operations. The company had an innovative system for calculating sales commissions, but it required specific technical know-how to configure new calculations. This led to a constant need for technology consultancy services, increasing costs and reducing the system's flexibility. Additionally, administrative procedures related to personnel selection, internal audits, and specific requests were handled by email, making them difficult to track and involving manual, repetitive tasks that resulted in excessive paper consumption. The company also faced high licensing costs and difficulties in configuring operations due to the complexity of the system. Email was the main tool used to manage 'payment links', leading to human error, data duplication, long processing times, and a lack of centralized information. Pret Communique needed to speed up the internal audits process and optimize the selection and recruitment of personnel.

Dadelos Agrosolutions (DAS), a Spanish company dedicated to the manufacture of raw materials for biostimulants and biological solutions, faced significant challenges after merging with the Japanese group Ajinomoto. The merger led to a substantial increase in DAS' turnover and expanded its business operations to over 60 countries. This expansion brought about challenges related to coordinating internal staff across different time zones, currencies, and languages. The management team at DAS recognized the need for a technology solution to standardize business processes and create a reproducible working model based on predefined quality and efficiency parameters.

Serikat, a technology consultancy firm, was seeking a technology solution to strengthen its process automation offerings. The company decided to automate its own personnel recruitment process as a way to gain experience and understand the platform's functionalities. The main challenge was organizing each of the tasks involved in the recruitment process, which was previously characterized by a significant volume of email exchanges between the HR department and other department managers. The tasks and activities linked to personnel selection were not digitalized to the level of performance offered by AuraQuantic. The existing database made it difficult to share applicants' information, causing inefficiencies in the selection process every time a new vacancy emerged. The recruitment process posed a double challenge: to automate all recruitment-related tasks and to improve access to information for all people involved in the recruitment process.

Q-Safety by Quirónprevención, a leading company in the provision of health and safety services for the construction sector, faced a significant challenge in automating its business processes. The company's work system was heavily dependent on manual processes for routine tasks such as data entry, registration and search for information, and document storage. This led to delays in processing contracting services for clients and subsequent invoicing. It also caused problems in tracking documents, errors, and even loss of documentation. The company used an ERP for enterprise resource planning, but it did not adapt to their specific needs as it did not allow automation and data input was completely manual. The company needed a technology solution that could automate its processes, provide real-time data, and be highly customizable.

The Solidarity and Social Investment Fund (FOSIS), a government agency in Chile, was facing several challenges in its process management approach for civil services. The staff did not follow a process-based management approach, leading to a lack of visibility, difficulty in following up on tasks, issues with interdepartmental communication, inaccessible information due to data silos, lack of standardization across multiple processes, delays in resolution times, processing errors, and citizen dissatisfaction with some of the public services provided. These issues were largely due to the intrinsic characteristics of the business organization system, which required specific software, known as a Business Process Management Suite (BPMS), to coordinate and continuously optimize corporate activities.

GlaxoSmithKline (GSK), a leading research-based pharmaceutical company, faced a significant challenge in managing its IT request processing methods. With a workforce of over 100,000 employees worldwide, the company's IT departments had developed their own methods and interfaces for processing users’ requests for IT equipment and services. This resulted in a lack of standardization, redundancy of some processes, and confusion among users about where to go for service and how to make their requests. GSK needed a solution that could be implemented across all IT departments worldwide, providing a single, user-friendly interface. The company also aimed to reduce costs incurred by individual IT groups who were financing the development of their request processes through the use of outside consultants. The solution needed to work across a multinational company with numerous business units and legacy systems, and build on existing systems without having to start from scratch.

Baylor University, a private Baptist university in Waco, Texas, was facing challenges with its workflow associated with financial requests. The university had been using a custom solution from a Project Management Software vendor, which was found to be limiting due to its poor user interface, high customization costs, and limited scalability across departments. The existing system made end user adoption difficult and was not purpose-built for managing requests. In the university setting, any activity with financial impact had to pass through a rigorous workflow, getting reviewed or approved by various stakeholders. The Information Technology Services (ITS) department at Baylor was tasked with finding a technology solution that would replace manual and paper-based processes, centralize and streamline the review and approval process for budget-impacting requests, and provide a clear understanding of the full impact of requests by involving all necessary areas such as Budget, Human Resources, and Facilities Services.

Medcor, a leading provider of clinical intervention health services, was facing a challenge in 2008. The company was seeking a solution to automate tasks in its IT and HR departments, centralize and manage all requests, and increase consistency and compliance within its organization. The process of hiring and placing qualified medical professionals, which is core to its business, involved a significant amount of paperwork. This paperwork, including applications, I-9 forms, and background check release forms, needed to be filed, tracked, processed, and sent via overnight mail to the applicant, and then overnighted back to Medcor for further processing. As Medcor continued to grow, adding more staff and locations, the need for more automated processes became evident. The challenge was to find a workflow management system that was easy to use and implement, could automate the new hire process, integrate with existing systems, and grow with the company.

Exacto, a company specializing in the development of adjuvants and irrigation technologies, was facing challenges in improving organization, accountability, and compliance across all its departments. The company's existing ERP system was not providing adequate workflow management capabilities. The need was to find a system that could automate all aspects of the company, including sales, technical, marketing, compliance, research, and operations departments. The system also needed to facilitate both internal and external requests in a timely manner while documenting each step of the process. The challenge was further compounded by the company's location in rural Sharon, Wisconsin, where weather and other external factors often caused internet problems, disrupting the workflow for remote salespeople.

The National 4-H Council, the largest youth development organization in the U.S., was facing a significant challenge in managing their national curriculum peer review system for educational materials. The process was not only manual but also poorly defined, involving too many people whose roles were not clearly articulated. The traditional method involved mailing publications to reviewers, receiving them back by mail, transcribing edits, and then sharing these edits with authors. This process was time-consuming, inefficient, and prone to errors. The organization was in dire need of a system that could automate and streamline this process, making it more efficient and less cumbersome.

Biologics, Inc., an oncology pharmacy services company, was in search of a cost-effective workflow management tool to support their ongoing accreditation program. The company needed a solution that could be customized to their unique needs, including data security, data reporting, telecommunications, and systems for reimbursement and shipping. The tool needed to be user-friendly, allowing non-technical personnel to develop a workflow quickly. Additionally, the tool needed to have robust API tools for data flow between the application and other data sources, and HTML forms for custom data capture and development to support their operational needs. The company also needed to automate the accreditation program and support the launch of a new drug.

U.S. Pipe, the largest domestic producer of Ductile Iron pipe, was facing challenges in managing its operations due to its manual capital expenditure requisition process. The process was cumbersome and slow, making it difficult for the company to efficiently manage its resources and operations. Additionally, the company was struggling with safety incident reporting in its plants. The existing system was not efficient and did not allow for quick and easy reporting of incidents. Furthermore, the company had to manage disparate locations around the country, which presented unique challenges in maintaining consistency and scalability of standardized processes.

PCI Pharma Services, a global leader in drug development services, was facing challenges with its capital expenditure approval process. The company, which has been growing rapidly and acquiring several companies, maintains significant year-over-year investment to provide best-in-class technologies for its clients. However, the acquisitions began to exacerbate the challenges of capital expenditure approvals. The paper-based system for CapEx requests was inefficient and lacked centralization. Once a request was approved, the documentation sat with the site that requested it, making it difficult for the Finance Department to access information about a capital expenditure. The company needed a workflow system that allowed mobile approvals with a centralized and secure data storage for all the requests to ensure 100% audit compliance.

The Oakland Unified School District (OUSD) in California, serving 46,000 students across kindergarten to grade 12, was facing challenges in managing its vendor clearance and contract initiation processes. The district was using a paper-based system that involved manually filling out contracts, collecting vendor credentials, processing fingerprints for clearance, and sending all the information to various offices within the district for approval. This process was not only time-consuming but also prone to human error, causing delays in service delivery to schools and central office departments. The district needed a workflow management system that could automate these processes and allow outsider vendors to use the system as well.

NeoSystems, a professional services firm, was faced with the challenge of managing a growing client roster and ensuring the secure and efficient routing of documents and transactions through the approval process. The company's employees often worked with multiple companies, and the email-based method of delivering information was no longer efficient or secure. The information dealt with included proprietary, sensitive financial data, and NeoSystems needed a process that could ensure the security of the documents moving through its organization and out to its clients, while also improving efficiencies. The challenge was to find a workflow management system that would automate critical back office functions, both within the company’s own internal operations as well as back-office operations run on behalf of its clients.

SONY Network Entertainment (SNE), a premier source for digital entertainment, was facing challenges in keeping its storefront up-to-date with the latest content offerings. Launched in 2008, the service had added new features and capabilities over time, leading to an increased need for better metrics, detailed reporting, and a more visible throughput of its workflow. The Content Operations group was in search of a request management system with robust reporting features that could capture metrics across the team. They also needed a solution that could be tailored to their workflow and operations requirements without having to build a system from the ground up. The challenge was to find a software company that would not only show what the request management solution was capable of, but also guide the team on how to implement it effectively.

Urban Partnership Bank, a $2.4 billion company with banks and nonprofits across various locations, was facing challenges with its internal system for processing bank requests. The system was not being utilized for the human resources department, which often remained unaware of new hires until after their start date. The bank was also seeking a web-based solution to reduce the number of on-site servers and processors, and to replace its in-house Call Tracking system. The challenge was to find a request management system that would notify human resources in advance of the start date of new hires, integrate with other software systems run throughout the bank, reduce the bank’s server and processor footprint, and replace most functions of the bank’s in-house Call Tracking software system.

Red Bull, a global energy drink company with presence in over 166 countries, faced a significant challenge in managing its asset acquisition process across its Central and South America region. The region comprises a diverse group of countries, each with different local requirements for office processes. The company was using a paper- and email-based request system that was time-consuming and prone to errors. The challenge was to find a workflow management system that could automate this process, save time, and be error-proof. Additionally, the system needed to be customizable by country to follow different sets of rules for similar requests.

BP, one of the world's largest energy companies, faced a significant challenge in its Convenience Retail group in the United States. The group needed a more efficient and standardized method for processing requests, as well as a reliable system for tracking and reporting these requests to comply with Sarbanes-Oxley requirements. The challenge was to replace paper finance memos with a more efficient, regulated, and automated system that would not only save time but also provide a comprehensive paper trail for all financial requests. They also needed a request management system that would seamlessly integrate with the company's existing SAP system without duplicating its functionality. Furthermore, the system had to be capable of tracking and archiving data necessary for compliance under the Sarbanes-Oxley regulations. Lastly, the solution had to be affordable as it had not been planned for in the group's budget for that year.