Knight Insurance Group, a regional insurance agency, was grappling with the challenge of manually processing client paperwork across all its locations. This traditional method was not only time-consuming but also increased the likelihood of customer fall-off due to the lengthy process. On average, it would take new clients two weeks to fill out and return applications. This situation was far from ideal as it kept administration times higher than the company desired. The company recognized the need to digitize all administration to streamline the paperwork process and improve customer experience.

Yamaha, a leading supplier of musical instruments and audio equipment, faced a significant challenge in managing its legal contracts and agreements. The company's growth led to the creation of different divisions, each with its own set of legal exhibits and agreements dictating how products could be marketed and sold. These divisions sold to retailers with multiple store locations, making the manual creation of documents a complex and time-consuming task. The process was further complicated when a national account carried products from multiple Yamaha divisions, requiring a Master Dealer Agreement and legal agreements for each division. The volume of emails and documents often confused retailers, leading to overlooked or incomplete documents. Despite being a Salesforce and DocuSign user, Yamaha had to step outside these environments to complete documents, leading to a desire for a document automation solution.

The International Executive Service Corps (IESC), a non-profit organization that spurs economic development in developing countries, was facing a significant challenge with its workflow management. After migrating from Lotus Notes to Microsoft Office 365, the organization found that the out-of-the-box SharePoint was difficult for its employees and volunteers to use. The uptake was low, and users were resorting to email workarounds to avoid the workflows, creating an audit risk that IESC wanted to avoid. This was a significant issue as the organization is largely funded by government contracts and grants, which come with stringent compliance and accountability requirements. The challenge was to find a workflow solution that was user-friendly, efficient, and could meet the organization's compliance needs.

Hamra Enterprises, a rapidly growing company that owns over 163 franchise restaurants across five states and employs over 5,000 people, was faced with a significant challenge. The company needed a simple, scalable solution to comply with new overtime regulations. Their existing manual timesheet collection and entry process was unable to keep pace with the new rule's requirements. The legacy process involved employees filling out hardcopy timesheets, which were then sent to HR for manual entry into an import file. This labor-intensive process added an extra five hours to an already busy work week. Furthermore, the company was in the process of deploying a new payroll system, but the time and attendance module would have cost an extra $30,000 and taken months to implement.

STIEBEL ELTRON, a German manufacturing company, was facing challenges in managing shared data and eliminating paper-based processes. The company, which designs and manufactures energy-efficient solutions and operates in 120 countries, needed to protect customer and internal data while keeping a clear track of project details. As a private company, STIEBEL ELTRON was reluctant to share product development and other information via public cloud services such as Dropbox, Google Drive or OneDrive for Business. They were in need of a self-hosted, secure file-sharing solution that would allow them to share large video and image files with external partners and customers. The company attempted to develop collaboration sites using SharePoint 2013, but found it to be cost-prohibitive, time-consuming, and lacking in transparency.

iCap Equity, a Pacific Northwest equity firm, was facing challenges with manual processes and disparate content platforms that were slowing down their field project managers during site inspections. The firm was dealing with 40-50 active projects each month, with site inspection reports and images being captured on tablets. These reports were then uploaded to Box for organizational visibility. However, the same data had to be copied into Microsoft Dynamics CRM for the executive leadership team to monitor investments. This dependence on multiple disparate systems was a significant obstacle, preventing the firm from fully leveraging the benefits of digital business. The manual processes were not only time-consuming but also made it challenging to carefully monitor critical real estate development projects.

Strategic Growth, a top Salesforce Gold Consulting Partner in the US, was facing challenges with its case study production process. The process was slow, unreliable, and often failed to comply with the Salesforce template. After completing a Salesforce implementation for a client, a Strategic Growth consultant would manually fill out the case study slide template provided by Salesforce. This was often done weeks or months later, and sometimes all relevant data was not captured. If consultants pasted into a template on their local PC drive instead of downloading the latest template, someone would have to recreate the case study in the correct format. The company was meeting Salesforce’s case study quota, but wanted to improve efficiency by eliminating these manual steps.

Fremantle Ports, a strategic manager of one of Australia’s largest general cargo ports, was facing challenges in managing large capital projects. The complexity and expense of these projects were growing due to lengthy lead times. The projects had to comply with ever-changing laws and regulatory requirements, fit within budgets, and continue to meet changing customer requirements. The port had numerous stakeholders, drawing input to major projects from its four divisions, each participating as appropriate to ensure project success. The use of manual templates and decentralised project development processes resulted in additional complexity and challenges for tracking progress.

The Metropolitan Redevelopment Authority (MRA), a government agency in Australia, was grappling with a lack of visibility into its contract approval process. This made it difficult to identify and address bottlenecks, leading to time-consuming and costly processes. The agency oversees hundreds of active contracts worth about AU$500 million a year, and getting MRA authorized staff to approve a contract could take up to 100 steps, depending on the contract’s size and complexity. The agency needed to know where each contract was in the workflow at any given time to address bottlenecks and keep the process efficient. They also needed the agility to implement workflow changes quickly and cost-effectively to meet new requirements and mitigate new risks.

IMS Electronics Recycling, a US-based company that plays a crucial role in helping manufacturers reduce their carbon footprints through responsible recycling of e-waste, was facing a significant challenge. The company was grappling with the need to comply with an ever-growing range of state, local, and federal regulations, as well as voluntary certifications such as ISO 9001, ISO 14001, OHSAS 18001, and the R2 (Responsible Recycling) standard. This compliance required substantial time and effort from employees throughout the company. The Director of Compliance, Robert Benavent, was tasked with ensuring that IMS Electronics Recycling complied with these regulations, but he also wanted to reduce the administrative burden on his staff and increase their productivity. The challenge was to find a way to meet increasing compliance requirements while decreasing the involvement of employees.

MAN Energy Solutions, a leading supplier of large diesel engines and turbo machines, was grappling with a complex, hardware-intensive workflow system that was prone to failure. The system was built with a single point of failure, which meant that when it went down, it caused widespread productivity issues. Repairs and maintenance were not only expensive but also required intervention from a UK-based team, adding to the complexity and inefficiency. The intricate workflow design intimidated many of the company's users, which further impacted company-wide adoption and efficiencies. MAN Energy Solutions needed a less complex workflow solution that would optimize its investment in SharePoint technologies, reduce overhead, improve productivity, and enhance business process automation.

Schnitzer Steel Industries, Inc., one of the largest recyclers and manufacturers of metal products in the United States, was grappling with complex and time-consuming corporate processes. The company's HR processes, including hiring and performance reviews, were particularly cumbersome, involving spreadsheet files, Microsoft SharePoint Designer-based workflows, InfoPath forms, Excel tracking documents, manual email approvals, and paper signatures. Onboarding an employee could require six types of approvals and coordination among five managers. Forms included several hundred fields with lengthy drop-downs. This resulted in poor visibility into processes and consumed significant time, slowing down the overall productivity of the organization.

Cartelligent, a professional automotive services company based in the United States, was facing significant operational inefficiencies. The company's employees were manually correcting thousands of service agreements before they could be sent to clients. Additionally, purchasing agents were using third-party software to calculate monthly lease payments, extract the data as a PDF, and manually upload the PDF as an attachment into Salesforce. This process was not only time-consuming but also prone to errors. Furthermore, the company was limited in its ability to merge data and present information in a customized and intuitive format. While Cartelligent had been a Salesforce and DocuSign user for more than a decade, these limitations were hindering their productivity and efficiency.

Scottish Fire and Rescue Service (SFRS), the world’s fourth largest fire and rescue service, was facing a significant challenge in managing employee and payroll data for its full-time, part-time, and volunteer staff. The process was manual and cumbersome, with hours logged on paper and then inputted into a spreadsheet. This data was used to determine pay calculations, call out fees, bank holiday payments, etc. This process was replicated across each of the 274 stations in Scotland, generating a monthly spreadsheet per station. All tracking, updating, and verification of crew data was manual, resulting in a time-consuming and frustrating process. Each year, station managers, watch managers, and payroll teams spent an estimated total of over 10,000 hours handling more than 3,000 spreadsheets. Additional time was also spent correcting human errors and responding to crew members’ requests about their pay. SFRS needed a solution to improve this process and make their staff more efficient.

A Boston-based financial services firm was struggling with manual and paper-based internal processes that were inefficient and insecure. These processes included administrative workflow tasks such as time off and work-from-home requests, internal documentation, and calendar scheduling. The firm was already using SharePoint to store information, but still relied on paper forms for many requests, which were manually managed via email, Excel, and physical delivery. This meant that requests had to be physically written on a paper form and delivered to the relevant colleague, before being manually entered in SharePoint. The firm sought to optimize these processes by leveraging workflow automation.

The San Francisco Municipal Transportation Agency (SFMTA) was facing challenges with its paper-based business processes. The agency was struggling with coordination and efficiency due to the manual nature of these processes. One of the major projects that highlighted these issues was the extension of SFMTA’s subway system. The supply chain processes for this project were managed manually through email, leading to a complex and time-consuming process. Important stakeholders were often left out of conversations, communication threads risked dropping off without warning, and important items would sometimes go missing, all of which created problems and delays. The agency needed a solution that would ensure every process and task assigned was trackable, so contractors could be held accountable for their work.

Ashland Credit Union, a banking institution based in the USA, was facing a significant challenge in managing payroll conversions. The process required them to manually alter a large subset of members’ payroll information, which was both time-consuming and costly. The manual nature of the process also introduced the risk of errors, which could have serious implications for both the credit union and its members. The challenge was to find a way to automate this process, ensuring accuracy and efficiency while reducing the time and cost associated with manual data handling.

In 2013, the Target Corporation experienced one of the largest credit card breaches in history, with hackers stealing nearly 70 million credit and debit card numbers. This breach had a significant impact on small and mid-sized card issuers, who were faced with the daunting task of manually changing card holder limits, noting accounts, and then cancelling and reissuing cards. A Massachusetts-based community bank with $500 million in assets found that approximately 10% of their card holder base (900 cards) was potentially affected by the breach. The traditional recovery process from such a breach involves manually sending a letter and e-mail to affected customers, manually lowering transaction limits, manually updating account information, and then manually cancelling and reissuing cards. This process is time-consuming, labor-intensive, and prone to human error.

Radixx International faced a significant challenge in testing its software quickly and efficiently to maintain its quality reputation, without slowing delivery to market and incurring excessive costs that would impact product profitability. The company initially replaced manual testing with one of the leading testing suites on the market. However, this solution required a substantial initial investment and significant staff hours for training, coding, and suite maintenance. After trying a second suite with similar poor results, Radixx returned to manual testing as the more cost-effective option. The company needed a testing solution that better fit its scrum-based agile development methodology, without the high price tag and labor costs of the testing suites currently on the market.

New Bedford Corporation, a healthcare service provider, was faced with the challenge of manually entering patient care data into their Vitera Intergy Practice Management application. This process involved keying in thousands of medical charges weekly, each with up to 40 different pieces of information such as name, address, and specific treatment. The manual data entry process was not only tedious and time-consuming, requiring up to 8 hours each day, but also prone to errors and delays. The company also faced the risk of legal implications due to the sensitive nature of the medical information being handled. Furthermore, the cost of employing workers to perform this task was a significant financial burden for the company.

Pay It Forward Scholarships, a non-profit organization based in Gainesville, Georgia, provides approximately $6 million annually to fund students' education at private schools throughout the state. The organization receives contributions from individuals, families, and businesses, which then become scholarships for children in grades K through 12. The organization also has access to $58 million in dollar-for-dollar tax credits to reserve for Georgia taxpayers who donate money. However, the state of Georgia gives Pay It Forward just 24 hours – January 1st of each year – to enter relevant information on each of its thousands of donors into their Department of Revenue’s (DOR) online portal. The non-profit risks losing the tax break for every potential recipient they cannot get entered into the system. It is a tedious, time-consuming manual process that requires considerable resources to accomplish. Pay It Forward sought a better way with Nintex Foxtrot RPA.

Standard Bank & Trust Co., a $2.2 Billion bank with 37 branches throughout Illinois and Northwest Indiana, was facing several operational challenges. The bank needed an efficient way to identify the various personal and business account portfolios for each customer, view the total account relationships, and understand the profitability of a given customer. However, the process of associating the accounts with one another and performing the thousands of necessary changes was proving to be a manual, time-consuming, and resource-intensive task. Additionally, the bank was also dealing with the challenge of reassigning accounts to different employees in the event of a job change, which could involve up to 5,000 accounts per incident. Another significant challenge was the annual dormant debit card purge process, which required the bank to manually search for cards that had been unused for nine months or more and change their status to “closed”. This process involved up to 10,000 cards per year and could take over 150 employee-hours to complete.

Scott & White Health Plan and Insurance Company (SWHP), a Texas-based health maintenance organization (HMO) with over 215,000 members, was facing significant challenges with their manual data entry processes. The company was struggling with a large volume of manual data entry, which included copying and pasting data, setting up new pay classes, and establishing new provider networks. The passage of the Affordable Care Act (ACA) was expected to bring an influx of new applicants, which would further increase the time spent on manual data entry. The process of creating new networks involved copying and pasting rate, service, and other information from a similar plan into the new ones, a process that could take up to four weeks. Similarly, setting up new pay classes was a time-consuming task, taking up to 45 minutes per job.

Institution for Savings (IFS), a $2 Billion financial institution with seven full-service locations throughout Massachusetts, was grappling with multiple, time-consuming manual processes in various areas of the bank. The bank was seeking a new way to reduce the time and cost associated with these processes. In 2009, IFS migrated their existing core to a new core system. Although the conversion was successful, inconsistencies and formatting errors in some of their customer data still remained and required more time to correct. Additionally, a pending implementation of a Bank Secrecy Act compliance solution created a conflict between that solution and the existing risk fields already present in their core. This necessitated more manual work to remove the risk fields in up to 20,000 customer information files (CIFs). In 2014, the state of Massachusetts changed the withholding rate on some investment accounts, including IRAs. ISF representatives would need days to manually change the withholding rate on each of over 200 IRA accounts. The resulting delays and occasional keying error would mean less time spent with customers and more time with data.

Care1st Health Plan Arizona, a Phoenix-based healthcare provider, faced a significant challenge when they expanded their services from Maricopa County to Pima County. This expansion increased their enrollment from approximately 50,000 to over 70,000 individuals almost overnight. The organization had to quickly update or add line-of-business records, provider panels, and other records to ensure continuity of coverage and reimburse providers. Additionally, as a newly-named Third Party Administrator (TPA) for Arizona’s insurance cooperative offered through the new National Health Insurance Marketplace, the organization was preparing to handle potentially thousands of new enrollees and provider records over the coming months. The organization traditionally used up to 15 different macros per day to perform large data entry and maintenance tasks, but these were unreliable and required constant monitoring. The small provider data management team was often pulled away from their daily work to manually enter smaller jobs of fewer than 200 records.

First Mid-Illinois Bank & Trust, a $1.5 Billion Bank with 37 locations throughout Illinois, was facing a significant challenge in managing multiple, daily data-related tasks that were time-consuming and negatively impacting productivity. Employees were spending a significant amount of their time on tasks such as product code changes, adjustments to overdraft limits, fee assessments, responsibility code updates, and other manual processes. This left them with less time to serve customers or work on high-value projects. One specific task involved updating accounts that had qualified for the bank’s overdraft protection service, which required two employees to work for two days each month to change the status on an average of 500 accounts. Additionally, the bank began assessing a $1 monthly dormancy fee to inactive DDAs and savings accounts in late-2012. However, their core system was unable to retroactively apply that fee to accounts that were already dormant, leading to the need for manual application of fees, which was a time-consuming process.

Auswide Bank, based in Queensland, Australia, is committed to providing the best banking experience to its over 85,000 customers. This commitment led to the initiation of the 'Road to Right' project, an initiative aimed at ensuring the bank does the right thing for its customers the first time, every time. A crucial part of this initiative was to fully understand the bank's processes and identify areas for improvement. However, the bank faced challenges in mapping its processes and optimizing its customer-facing processes, including loan originations and personal banking processes. The bank needed an easy-to-use tool for process management and a no-code tool to improve business processes through automation and digital forms.

Agilyx, a global IT services company, faced the challenge of integrating compliance systems into their day-to-day operations. With offices in multiple countries, the complexity of their operations was high. They needed a way to document and communicate processes across their worldwide operations. Additionally, as an IT company, information security was critical, making ISO27001 accreditation a significant goal. The ongoing management of their information security management system was a complex task. Furthermore, Agilyx aimed to embed corporate social responsibility into their processes, specifically improving their environmental practice and management system to achieve Enviro-Mark Diamond Level status.

BNBuilders, a general contractor specializing in commercial construction projects, faced a significant challenge during the COVID-19 pandemic. With over 500 full-time employees and approximately 250 additional unionized employees working across California and Washington, the company needed to ensure the safety of its workforce amidst the pandemic. The West Coast of the United States, where BNBuilders operates, was hit hardest by the virus, leading to stay-home orders for all non-essential workers. However, construction was considered an essential business, and BNBuilders' clients still expected projects to be delivered on time. The company's crisis response team determined that a daily check-in form was needed for anyone visiting its offices and job sites. This form, based on CDC recommendations, would allow BNBuilders’ crisis and safety teams to monitor the risk of possible virus exposure and enable contact tracing.

Bidvest SACD, a leader in supply chain management, was grappling with paper-based processes that made it challenging to track inventory and resolve process-related issues. The company's capital was largely tied up in inventory that wasn't accurately monitored, and managing expenditures was difficult due to non-standardized processes. Financial analysis was a time-consuming process, with information scattered between systems or stored on paper. The company was also hindered by operational inefficiencies due to their reliance on paper-based processes, limiting the information needed for effective decision-making and making timely decisions difficult. Additionally, without K2 Five, development cycles were long, making it challenging to support the needs of the business.