Westpac NZ’s Third-Party Banking team identified an opportunity to streamline the loan application process for independent mortgage advisers. They needed a mobile app to build efficiencies into the mortgage application process, ensuring time savings for data entry and reuse, increased accuracy, and greater accountability. The app also needed to provide a better end-customer experience by reducing the waiting period and giving applicants conditional approval upon submission. The app had to cater to a 'BYOD' scenario, ensuring a seamless user experience across multiple devices and operating systems, with strict security requirements for integration into the core banking system and data transfer. Additionally, Westpac needed the app quickly to gain a first-mover advantage.

The New South Wales Food Authority (NSWFA) faced significant inefficiencies in their field operations. With a team of 50 field workers responsible for conducting inspections, investigating complaints, and ensuring compliance with food regulations, the process was cumbersome and involved a lot of duplication. Field staff spent three days a week in the field and two days in the office, sorting through up to 300 forms and checklists per visit. This manual process required printing information before visits and entering data into the system only when back in the office. The need for a more efficient, mobile solution was evident, but the technology to support such a transformation affordably was not available until recently.

Investor management and tracking of investment applications manually were tough tasks for Assetmonk as the company grew. The paper and telephonic based processes followed while capturing some of the critical information such as personal details, financial details, property details, and transactions related to payments were unsafe. Assetmonk faced data security issues, operational inefficiencies, and lack of visibility into onboarding activities, making it impossible to achieve a comprehensive investor view across touchpoints. In turn, Assetmonk faced higher costs, slower investor conversions, and a loss of competitive edge.

Fenesta faced significant challenges in managing their sales order requests due to a manual process that was prone to errors and inefficiencies. The sales team had to handle requests through emails and reminders, leading to delays and a lack of visibility into the status of requests. This ad hoc process resulted in a turnaround time (TAT) of 3-4 days, causing frustration among sales executives and impacting customer satisfaction. The lack of a standardized workflow and control over the process further exacerbated the issue, making it difficult for salespeople to close approvals and risking customer loss.

JI Capital takes up holistic Environmental, Social, and Governance (ESG) assessments and impact measurements of small and medium-sized businesses. The process involves ardent evaluation and fulfilling various ESG standards and KPIs analysis of each company to operate successfully in the future. For the ESG assessments, once assessed and scored, factors require reassessments and rescheduling of the ESG audit to check the progress made on the assigned actions to determine the current ESG score. Under Impact performance assessment, KPIs are assigned, targets are set, and the KPI values are updated quarterly based on ESG committees’ approval. JI Capital employees were filling all the information related to these assessments manually for each portfolio company, including the improvement points, due dates for action plans, calculation of current score, rescheduling of action plans, etc., making it very tedious and time-consuming. Employees needed to send reminders to the companies and even charge penalties if the improvements are not taken care of the second time. Following up and tracking these action items on due dates was becoming even more challenging. Different stakeholders, including the fund investors, would have to follow the tiresome and lengthy email communication process to find out the current status of portfolio companies. JI Capital wanted to address all these challenges through automation while ensuring that they could make changes to their processes easily and quickly as and when required.

The company, headquartered in Noida (UP), manages sales and services for its customers through its distributors and field staff spread across the country. Their scope of work includes generating leads, following up on leads, customer registrations, and renewals, managing service complaints, allotting complaints to field engineers and tracking complaints to closure as per service level agreements (SLAs). However, there was no systematic way of managing sales leads and customer service requests. Tasks allocated to sales staff and service engineers were disorganized and unconsolidated leading to poor utilization of field staff and delays in issue resolution for the customers. Patanjali approached Quixy for the right solution.

Sunworks followed manual processes for all the activities such as lead management, estimation, proposal preparation, identification of BOQ and for further execution of the project. The processes lacked clarity and transparency across various departments, were complex and also time consuming. Sunworks implemented a readily available 3rd party solution but the system failed in terms of configuring workflows and customization.

Running an educational institution requires seamless collaboration between school or college management members, administrative staff, teachers, and service providers. The service providers include companies offering educational services, independent consultants, publication companies, transporters, caterers, event companies, housekeeping, and consultants to name a few. One of the main problems the management was facing was manual processing of invoices from the service providers. These were being physically delivered, mailed through post, and also coming over email. It was becoming hard to track these in one place. Each invoice needed to be verified by the administrative staff and then approved based on the value of the invoice. Due to the unavailability of the respective approving authorities, payments were getting delayed. Calls from service providers to check the status of their invoices were bombarding the administrative staff. The school needed an immediate solution to automate the process and they chose Quixy after evaluating several options.

NECL executes infrastructure projects across the country. All of these projects involve thousands of workers, comprising of employees and contract field staff. It was a tedious task to update payroll related information e.g. attendance reports, leave applications, etc. that had to be processed manually through physical forms or email. This had been impacting both the accuracy of input data and the timelines for processing the payroll. Quixy was approached to turn the situation around.

Navayuga Infotech (NIT) was using a legacy application to manage overall business processes across various departments. The application was developed several years ago and did not keep pace with the evolving business scenario. Therefore business was looking to upgrade the legacy application through use on in-house developers or replace it with a new system. Both options required significant effort, cost, and time. NIT approached Quixy for the right solution.

Active Pharmaceutical Ingredients (APIs) and other raw materials are critical to all pharmaceuticals. They are the catalysts that activate treatment and hence the companies spend a lot of time and money to choose the right suppliers for these materials. It is crucial for the company to ensure the overall procurement process is efficient and the materials are sourced from the right suppliers in time and are also quality checked and assured. Vance & Health wanted to ensure a faster and efficient procurement process in order to lead in such a competitive market. Hence, it was vital that they have a customized and flexible solution to automate their procurement system and eliminate the inaccuracy and uncertainty of manual processes.

With the advent of globalization and various government initiatives, there has been a major upswing growth in the volume of the year-on-year imports and exports over the past decade. Import, Export, and Transshipment processes carried out at the Cochin Port CFS involved extensive documentation in the form of paper documents for every service catered against the container at the CFS. Examples of these included Bill of Entry (BE), Advanced Delivery Order (ADO), and Shipping Bill (SB). Manual handling of forms along with manual processes was slowing down CFS operations resulting in poor customer satisfaction.

HTE is one of the most competitive markets today. Whether you are a major global OEM headquartered in North America or a small injection molded plastics supplier in Malaysia, the pressure to adapt and evolve with constantly changing market dynamics is intense. The three primary challenges companies in this marketplace include: Fierce Global Competition, Hyper Innovation Curve/Short Product Lifecycles, and Complex Global Supply Chain. In a world where innovation is constant and unrelenting, manufacturing volumes are extremely high, supply chains stretch around the globe, and getting your products to market quickly is mission critical, product development teams face a number of challenges in securing acceptable product margins, including: No visibility to cost during product design, Time to manually generate a cost estimate is unacceptable, Credibility of spreadsheet based solutions is suspect, No details available in should-cost estimates for fact-based negotiation. This customer is under significant pressure to closely manage product profitability, given the considerable pressures they face every day in their operating environment.

Solar Turbines’ costing team fields cost modeling requests from anywhere across the company’s global supply chain. This task includes storing and organizing all the data inputs and parameters necessary to creating, validating, and completing manufacturing cost models in the most efficient manner possible. Solar Turbines’ cost team needed a tool to generate robust manufacturing cost models and power a strategic move to fact-based supplier negotiations. They selected aPriori as a tool that could not only use digital manufacturing simulation to model product costs but provide the data management tools necessary to create an organizational repository for tracking and validating key cost data.

Arrival’s goal of developing unprecedented cost-competitive EVs fuels an organizational culture dedicated to driving down the cost of products wherever possible. Their cost engineering group wanted to implement systematic use of a manufacturing cost modeling tool capable of supporting this mission-critical focus on cost optimization. The Arrival Microfactory would also require these cost modeling capabilities to work quickly when scaling up new facilities, reflect regional variations in manufacturing cost drivers, and support manufacturability and cost analysis that could be configured to reflect the capabilities of local suppliers. Finally, it would need to bring the automation necessary to align with plans for an agile cost engineering team that can work cross-functionally across different manufacturing processes. Microfactories will be used to support not only localized supply chains, but products tuned to customer needs in local markets. Henry Ford famously proclaimed that customers could have cars “in any color as long as it is black.” Arrival plans to overcome this longstanding tension between cost and customization. Their vehicles can be custom-tailored to the functional and budgetary requirements of different regions, organizations, and use cases. The scale of traditional automotive manufacturing means that designs are only viable if they can command large global sales volume for years at a time. Because the Microfactory enables sustainable unit economics even at smaller production volumes, Arrival has the freedom to produce vehicles purpose-built for end user needs. If these needs change, the Microfactory has the agility required to adapt in short order.

Within the Rolling Stock Division, Alstom’s Design to Cost department is tasked with evaluating new projects and developing cost models to facilitate more effective supplier negotiation. The team needed a tool to generate manufacturing cost models for a diverse variety of train car components. Each car requires thousands of distinct parts, and Alstom’s global operations offer many different car designs. The right tool needed to offer detailed manufacturing cost models for the shell of the rail car and everything inside. Often, Alstom needed to source simple components at the last minute, leading to a scramble to find savings and source the part without delaying product development. Every new RFQ introduced a risk for delay, as suppliers could take up to three weeks to return a quote. Rushed RFQ processes limited Alstom’s ability to wait for multiple quotes for maximized savings. The Design to Cost team faced the challenge of supporting an urgent timeline while ensuring the most cost-effective option possible.

Axcelis Technologies, a semiconductor manufacturing equipment company, faced significant challenges in controlling and reducing costs. As a relatively small company, they needed a software solution to help eliminate costs and save money. The primary purpose of value engineering at Axcelis is to reduce costs and increase margins by redesigning or modifying designs. However, the process is complex and depends on when the team enters the process. The company adopted aPriori, a product costing software, to address these challenges. Initially, it took time to set up the software properly and learn how to use it to its maximum potential. The goal was to streamline the process and save on material costs and labor hours.

ShowMyPC’s immediate connectivity of real-time communication relies on lightning quick server response for extremely complex algorithms. The application’s proper performance requires computational speed, network integrity and remote accessibility, three essential criteria for any infrastructure provider hoping to secure ShowMyPC as a customer. Like most rapidly growing startups, ShowMyPC possessed limited capital and staff early on. As a result, the team found the resource-intensive process of server provisioning notably taxing. The exercise of provisioning with many other cloud-hosts required a great deal of time, with complex billing statements and cost-prohibitive fees that were difficult for the company to absorb on a finite budget. As demand for ShowMyPC grew, the company began searching for an infrastructure provider that was fast and made server provisioning easier with the ability to automate common tasks. ShowMyPC needed the ability to provision servers in an efficient and consistent manner. Unwilling to accept deployment delays, the team grew frustrated with providers that either required a significant time commitment to bring new servers online or had an overly complex system or was expensive. Another challenge faced by ShowMyPC was the requirement for instantaneous data transmission between at least two remote sites. As a result, the team found it difficult to find an infrastructure provider that could maintain reliable communication between two or more devices such as PCs, laptops, smart phones or tablets. And finally the company needed a ready and responsive customer support team. Frustrated by slow-responding hosting providers, where the seemingly straightforward task of rebooting a server required the opening of a new ticket, ShowMyPC insisted on responsive, caring, expert and alert customer support.

Digital Firefly Marketing (DFM) faced significant challenges with client-website obsolescence and inadequate cloud hosting services. Over 50% of DFM's clients initially presented outdated websites that were unresponsive to search engine algorithms. DFM had to redesign these websites to make them more search engine friendly. Additionally, many clients were using low-cost cloud hosting services that resulted in slow website performance and frequent crashes. DFM itself initially used a $10-per-month cloud hosting service, which was insufficient as traffic grew. The company needed a more reliable and scalable cloud host with global presence and the ability to integrate cloud-based solutions.

As an online retailer, focused on offering a broad, competitively priced selection of street-wear and skate brands, MLTD.com first used an open-source shopping-cart software, x-cart, on a single, dedicated server. With annual site-traffic growth exceeding 50 percent, a single, dedicated server with its vulnerable, single-point of failure would not sufficiently allow the performance and dependability MLTD needed and its typical 18 – 32 year old male clientele demanded. With sales consistently exceeding previous levels, processing power and uptime needed maximizing to ensure MLTD’s renowned customer service would be maintained. After bringing online a dedicated server for its database and cloud-based web servers, MLTD recruited the Linode Managed team to closely monitor and, thus, secure its dedicated server. Around 2009, only two part-time employees operated MLTD’s IT department. At the same time, the company had reached a sales volume where a single hour of downtime would cost thousands of dollars in lost sales and potentially upset hundreds of customers. MLTD decided it would be a greater benefit to enlist the Linode Managed team to monitor its server, provide customer support and afford immediate crisis response, should it ever be needed. This additional security and peace of mind merited the additional cost. Since enlisting Linode Managed, the rare downtime encountered by MLTD has always been addressed immediately and rectified as soon as possible.

As a 24/7-365 online, global gaming diversion, Munzee has stored every capture since its 2011 launch in its inexpertly configured database. Seat-of-the-pants scaling built a functional but far from optimal platform, which hosted apps like Memcache, MongoDB, and IronMQ. Munzee has evolved from a single server handling growing traffic to scores of servers processing tens-of-thousands requests. As this online traffic grew, Foster and his crew identified a critical need for professional experience to help them determine adequate server allocation, identify sysadmin tasks contingent upon each server, and balance loads between servers. For its first two years of existence, Munzee operated on RackSpace infrastructure. This experience put into stark relief the three criteria a cloud host must exceed to capably serve Munzee’s round-the-clock, global, tech-savvy market. Foster clarified the first benchmark, “We set the bar very high in that we told Linode that downtime has to be kept to a minimum.” With a frequent global audience of tens of thousands uploading more than 100,000 captures even on a slow day, any extended downtime would demoralize players, stifle fun, jeopardize Munzee’s reputation, and seriously affect its bottom line. Downtime couldn’t be tolerated. The second benchmark, pricing, needed to be simplified and predictable. With RackSpace, monthly bills could surprise Munzee bean counters, exceeding allocations. Linode’s hourly billing, where customers pay only for the resources used each month, piqued Munzee’s interest. Finally, if Munzee were to migrate from RackSpace to Linode, it had to be done during the week, its slowest times, and not during the weekend, when most players are online.

Before virtualization, self-funded start-up companies like PlushForums would have had to build and maintain a monolithic computing architecture in a single location and most likely subscribe to a pricey Amazon Web Services to achieve a public-facing cloud presence. The overall cost could prove prohibitive. The threat, great: No matter how well an application could be segmented into services and components, if that infrastructure “silo” failed, it failed for all customers simultaneously. The cloud seemed to be the answer. Spreading risk across numerous virtual servers located in diverse regions should alleviate catastrophic downtime for a start-up. However, until data centers spanned the globe, cloud customers in Europe, Asia or the Middle East would incur extended latency for having to rely on only North American data centers. Nevertheless, cloud computing’s inception became a fanfare for cost-effective computing performance and assured uptime. But this hasn’t always been the case. Still and a bit ironically, many hosting companies pay dearly for annual subscriptions for cloud access, data integrity and reliable system performance. IT budgets bloat, which can sink many shoe-string budget start-ups. Founder Adrian Flitcroft and the gang at PlushForums wanted to avoid those pitfalls to which digital startups can be disposed. To capitalize on the advantages inherent with the cloud, the PlushForums team established four mission critical objectives, including: Immediate, positive cash flow generation. PlushForums sought a means to scale its business without capitalizing large and bulky infrastructure overhead. As a global forum platform, PlushForums also required geographically diverse points of presence, to ensure minimal latency. Responsive and impeccable customer service with as little manual intervention as possible, to sustain automation of new deployments and onboarding. Customer data integrity. PlushForums can’t emphasize and demonstrate enough its commitment to protect and preserve its customers’ data. Achieving these objectives, PlushForums recently completed a successful beta-test period and is now in full production with clients in North America, Europe and Asia.

Sensr.net captures video 24/7 from thousands of cameras across the globe. Its tech-savvy customers generally deploy several cameras, some setting up as many as 800. From those cameras, Sensr.net handles 70 million uploads every day and accordingly needs to process a great deal of video—nearly half as much as that processed by YouTube. For every two terabytes of incoming data Sensr.net processes, four gigabytes of data is sent out. Handling this digital load can be a challenging task for any server. All of the visual data necessitates abundant bandwidth, especially for incoming feeds. The most recent 30 days of video for every customer is stored in the cloud, with still-shot screen captures that enable users to quickly sort through and review footage. In 2008, as Beguelin and his colleagues began evaluating solutions for their Web-hosting and cloud-computing needs, they made bandwidth capacity their highest priority. Initially, Sensr.net considered ramping up its own on-site servers to manage the hosting themselves. Sensr.net quickly deemed this idea impractical because it would have demanded constant oversight and diligent maintenance and commensurate costs. With the expected growth of the business, Sensr.net needed a cloud host that not only could handle huge amounts of incoming data and traffic, but also could allow Sensr.net to scale server needs on the fly while guaranteeing minimal downtime, providing responsive just-in-time support with affordable, pay-as-you-grow pricing.

Back in 2007 – ’08, Brundin and Magnus Appelquist initiated a parttime business out of Stockholm, Sweden, that provided PaaS to a handful of developer and web-design friends and acquaintances. Demand for their service grew. In 2010, the two men incorporated as Cloudnet Sweden, AB. Since that inception, Cloudnet’s main objective has been to “provide our customers with the most reliable hosting service possible,” Brundin asserts. Web designers stand as Cloudnet’s typical user. In fact, Brundin and Appelquist collaborate with Swedish web-design agencies, which subsequently recommend Cloudnet to their customers. This vertical integration of app development services makes it easy for developers and web designers to confidently create - with little concern about system integrity or resource depletion. With agency backing and Cloudnet servers, a Swedish web designer can focus on the task at hand. Cloudnet’s managed product off-loads admin duties, including backups, system monitor support, OS upgrades and package updates. This comes in handy for developers who are not especially steeped in Linux. Cloudnet’s product is supported by a qualified team, about which Brundin takes pride in its responsiveness. These two complements permit end users to develop their apps in what Brundin describes as a “happy” environment. The inaugural Cloudnet service marshaled the power of physical servers and gave rise to the biggest hurdle Brundin and Appelquist would ever have to leap: server interconnectivity. While Brundin enjoyed working with physical servers and racked data centers, he and his staff found it difficult to address mounting issues within Cloudnet’s own data center. Moreover, physical servers constrained the breadth of its managed service. Shortly after Cloudnet’s incorporation, Brundin surveyed the hosting market and noticed a move to the cloud. Nevertheless, he remained a proponent of physical servers. He questioned whether the purported advantages of being in the cloud would continue to outweigh those of physical servers and data centers. In short, he was not certain that the cloud would prevail. Consequently, Cloudnet bootstrapped a parallel hybrid environment, relying on both physical servers in Stockholm as well as virtual servers in the cloud, many of which were and are Linodes. While the hybrid environment sufficed for Cloudnet’s needs and its customers’ demands, eventually, Cloudnet moved fully to the cloud, averting many interconnectivity and performance headaches.

SME initially faced two significant hurdles with regards to its hosted deployment of the Enterprise File Fabric. First, its SaaS platform demands constant uptime and high throughput, so SME sought the capability to balance traffic loads for its clients. Second, for some of its enterprise customers, SME needed to supply on-demand dedicated IaaS instances that could assume the advantages of its Enterprise File Fabric Appliance without requiring the client’s investing heavily in new technology or advanced system administration training, but which would remain cost effective. More recently, SME has sought to automate its client on-boarding for an IaaS instance.

Golden Acres, a 264-bed skilled nursing facility in Dallas, Texas, faced growing overtime costs and complexities in their manual scheduling processes. The facility relied on separate applications to manage various aspects of their staffing processes, including ADP Enterprise eTime, PointClickCare, and ADP Enterprise HR. This siloed approach complicated staffing compliance and labor cost management. The Scheduler at Golden Acres was tasked with creating and managing schedules for over 220 nurses across nine nursing stations using handwritten paper schedules. This cumbersome, error-prone process took countless hours across multiple days. Overtime averaged up to 9% of Golden Acres’ total labor budget due to a lack of up-to-date information on employees approaching and incurring overtime. The facility reviewed reports at the end of pay periods to analyze overtime, after it had already occurred. Additionally, when open shifts needed to be filled, the Scheduler spent hours calling employees in search of a replacement, often awarding the shift to the first employee who agreed to work without considering potential overtime. Management also lacked key information to evaluate employee performance, such as the number of times an employee called off or their willingness to work additional shifts, due to the facility’s inability to document staffing activity since schedules were managed by pen and paper.

Essex Meadows faced significant challenges with scheduling inefficiencies and increasing reliance on staffing agencies. Schedulers spent extensive time manually creating and updating schedules, leading to confusion among staff and frequent call-offs. The company spent over $100,000 annually on staffing agencies to fill gaps, which raised concerns about the impact on resident care. The use of outside staff disrupted the strong relationships between residents and regular staff, potentially affecting the quality of care.

Friendship Village faced significant challenges with its outdated and inefficient scheduling process. The management struggled to evaluate facilities effectively due to a lack of timely and accurate data. Nursing staff were frustrated with the lack of visibility into their schedules. The manual scheduling process, which involved pencil and paper, was time-consuming and inefficient, leading to confusion about job responsibilities and assignments. Filling open shifts due to call-offs was particularly difficult, often taking at least 30 minutes to find a replacement. This process also led to significant overtime expenses and dissatisfaction among staff members.

The Waterford faced escalating overtime costs and inefficient scheduling processes. Overtime averaged over 400 hours per pay period due to a historical approach to managing overtime. The Scheduler relied on a handful of staff members to fill unexpected open shifts, leading to high overtime costs. Additionally, the facility used paper and pen for scheduling, which was time-consuming and inefficient. The lack of visibility into key metrics such as staffing levels and projected overtime costs further complicated the scheduling process. Staff members also lacked access to their schedules outside of work, leading to confusion and inefficiencies.

The Country Club Retirement Campus at Ashtabula faced significant operational challenges, primarily due to overstaffing and inefficient scheduling processes. The manual, paper-based scheduling system led to peaks in staffing across various departments, resulting in high labor costs without necessarily improving care quality. Department heads were overwhelmed with paperwork related to staff scheduling, which consumed valuable time that could have been spent on core responsibilities. Additionally, the lack of visibility into staffing needs and the impact of schedule updates made it difficult for management to make informed decisions. This situation was further complicated by the need to manage unexpected absences, time-off requests, and fluctuating resident needs, which often led to overtime costs and employee dissatisfaction.