The financial services company was facing an increased rate of cyberattacks and required a new on-premise DDoS mitigation platform at its primary data centers in addition to protection from encrypted network attacks to protect web applications. In recent years, financial services has become one of the industries most targeted by cyberattacks. In addition to facing an array of attack vectors and threats, including hacktivist-backed campaigns and ransom-motivated assaults, it is also overcoming a hodgepodge of various network and application security challenges, including migration to the cloud, application exploits and encrypted traffic management. The bank required a new on-premise DDoS mitigation platform at its primary data centers that could protect them from DDoS attacks without negatively impacting legitimate traffic. In addition, with the percentage of encrypted network traffic increasing, the bank required a solution that could protect their web applications from encrypted floods.

As a provider of data center managed services and technology solutions, Xand’s customers require secure, high performance, highly-available infrastructures for its mission-critical environments. Since, distributed denial of service (DDoS) attacks can inflict costly and destructive downtime on hosted applications and resources, Xand needed a solution to protect its customers cloud systems and comprehensively guard against user data breaches.

Convergys, a global customer management firm, was facing a challenge in maintaining customer satisfaction and VoIP availability, which are critical to its success. With over 150 call centers in 31 countries and 90 VoIP recorders in its call system, Convergys needed a solution that could load balance over a million voice calls per day across multiple recordings. Any scenario where recordings were lost could result in customer dissatisfaction. To eliminate downtime from regular maintenance of its recorders, Convergys searched for a load balancing solution to support call recording for all of its call centers.

The bank faced a number of challenges, including network expansion, increased dependency on web applications and an increase in the number of cyberattacks. With 400 million users dependent on the bank’s applications to access accounts and related services, the bank must provide high application performance 24x7 for over 180 applications to keep customers satisfied. Due to high network traffic volumes, its existing load balancing solution couldn’t handle the connections per second. Another challenge for this bank is scaling its network to manage international business. Internet banking spans various individual banking divisions, including retail, corporate and consumer, each of which has its own applications and requirements. The bank, which also has to handle large traffic loads from consumer and enterprise customers, was looking for a scalable solution to manage traffic and applications for more than a dozen departments across two data centers. The third challenge for the bank is application security to maintain service availability. Protection of mission-critical application is critical to stay in business. The majority of network traffic that the bank receives is encrypted, which necessitated having the ability to inspect that traffic for attacks.

CCS, a major provider of data access cards in the Czech market, needed to ensure its network was continuously available to service several thousand transactions daily. The company's profits are derived from the number of transactions completed, so uninterrupted access to data is integral to its business relationship as a service provider to its partners and customers. In 2002, floods in Karlín revealed a weakness in its existing Internet connection: Availability. CCS decided it must have two Internet providers to handle unexpected events and interruptions caused by natural disasters. The company created two pipelines for service: One at 34 Mb/s and the other at 7 Mb/s. These pipelines would provide availability for essential services such as customer service, e-mail communication with customers and partners, and communications with partners from other business chains to exchange transaction files and payment card blacklists.

SEOClerks, a marketplace for SEO and other web-related services, was facing a significant challenge with fraud. Their approach to fraud prevention was largely reactionary, with fraudulent accounts being banned after a chargeback was received. However, these users would often return and create new accounts to continue their fraudulent activities. Despite having an IP-based fraud-detection tool, SEOClerks was still experiencing various types of fraudulent activity, including money laundering, referral fraud, account abuse, and friendly fraud. The main issue was money laundering using stolen credit card or PayPal information. They were unable to identify clear relationships between multiple bad users, and their existing fraud tool didn't provide any intelligence for spotting fraud rings or repeat abusers.

As Carousell began to scale, they started to see fraudsters posting fake and spammy product listings for products that either arrived to the buyer not as described or never got delivered to the buyer at all. Carousell didn’t have a way of proactively preventing these listings and relied on user flags to spot and remove them. This meant that these listings not only posed a threat to good users until they were eventually removed but threatened to sully the reputation of the platform, as well. Repeat fraudsters were also finding ways to get back onto the platform even after Carousell deleted their accounts, and continued to post abusive, fake listings with their new accounts. Carousell limits the number of accounts a user may have to a maximum of two, but fraudsters were creating multiple accounts and Carousell was finding it difficult to keep track of them all. Carousell was using a rules-based fraud solution, but it was time-consuming to have to jump in and change rules every time fraudsters changed their tactics.

Zirtue, a mobile relationship-based lending application, was facing a growing issue of friendly fraud where users were disputing their loan payments falsely claiming they had not authorized the transactions. This was compounded by the fact that Zirtue had access to a very limited amount of user data, preventing them from proactively recognizing suspicious behaviors and stopping the fraud before it happened. Additionally, the vetting process for taking out a loan was lengthy and required tedious and time-consuming email exchanges between Zirtue and the borrower, to ensure the borrower could confirm their identity. This manual work frequently delayed loans, creating headaches for the Data Analytics team and borrowers alike, and it was looking as though another team member would need to be hired to help handle the workload.

Chicago Music Exchange (CME), a leading music equipment retailer, faced a significant challenge with fraudulent orders after switching their website platform provider. They encountered fraudsters placing small to medium-value orders to test the system before moving to higher-value items. Once a fraudulent order got through, it was easy for these cybercriminals to create fraudulent new accounts and multiply their gains. CME had particular difficulty with orders sent to freight forwarding companies, which required an added level of verification to authenticate the transactions and addresses. This meant that CME had to manually contact the customer or research the shipping address, which was time-consuming and not always effective. This was particularly true for more complicated overseas orders, and every time, CME was left to handle the loss.

Paula’s Choice, a multinational skincare company, was facing persistent fraud patterns on their platform, resulting in an influx of chargebacks. Fraudsters were ordering products in bulk at a discount and then shipping them to other countries to resell through eBay or Amazon for profit. To combat this, Paula’s Choice initially kept a spreadsheet and manually blocked suspicious orders, but soon discovered how challenging it was to manage and stay accurate. They turned to Sift as a solution. However, when they adopted a new payment processor, they switched from Sift Payment Protection to the payment processor’s revenue protection product, which was offered for free. This switch resulted in an immediate inundation with fraud, receiving hundreds of chargebacks—6x their normal volume.

Coffee Meets Bagel (CMB) is a leading dating application that aims to provide a safe environment for its users to find real relationships. However, the integrity of its community was being compromised by fraudulent users creating fake profiles and engaging in romance scams. These fraudulent activities not only impacted the brand's integrity but also the trust users had in the platform. Fraudsters were sophisticated and quickly adapted to the rules-based systems and methodologies that CMB used to stop them. As the user base of CMB expanded, the company needed a solution that could adapt instantly, stay ahead of fraudsters, and scale as the business grew.

During the early stages of the company, PayMongo encountered fraud attacks that resulted in financial losses, including an alarming 4% dispute rate. It was crucial for the startup company to prevent this fraudulent activity in order to enable their merchants’ success and scale their own business. In their search for the perfect fraud solution, PayMongo was introduced to Sift at a Y Combinator event and agreed to an assessment. Following the review, PayMongo concluded Sift Payment Protection was an ideal fit for what they were looking for in a fraud tool.

Pierce AB, an eCommerce operator in the motorcycle and snowmobile industry, was facing the challenge of presenting a local face to customers across 16 countries. The company was looking for a way to consolidate and streamline its logistics while providing exceptional customer service. The company was also looking to scale its business interests internationally. Before implementing MetaPack, Pierce AB was served by only four carriers, which was insufficient for its wide geographical range and growing customer base.

ASOS, an online fashion and beauty retailer, was facing complications in international delivery, particularly in documentation and data. The requirements for these vary by country of destination, adding to the complexity. The company’s international delivery processes required manual intervention to regularly contact carriers and update prices within the ASOS fulfilment systems, as well as paperwork for each order to meet necessary customs regulations. ASOS wanted to manage its increased volume in deliveries and destinations, minimise manual tasks and paperwork, and achieve the best price for carriers around the globe.

Childrensalon, one of the UK’s largest online retailers of children’s fashion, was running a manual despatch operation that used a number of different carriers. In order to process orders through the website, picking lists and invoices had to be printed manually. Although systems were automated as far as possible, there was pressure on staff to select the best carrier and to ensure that all necessary paperwork had been completed correctly. Once the goods were in transit, obtaining tracking information was a time-consuming task that placed an additional burden on customer service personnel. This inefficient use of time and resource combined with the lack of sufficient tracking information led to a procedure that would enable the company to maintain exceptional levels of service to customers.

CB Fashion, a logistics service provider for a wide range of fashion brands, was looking to streamline its operations and expand its product offering. The company was facing challenges in meeting the demands of its fast-paced customer base. The IT team was burdened with tasks that could be outsourced to a specialist firm. The company wanted more flexibility in setting up new carriers and new carrier delivery options to meet the demands of its customers. They were looking for a multicarrier plug-in tool that could help them achieve this flexibility without having to develop it themselves.

3P Logistics, a leader in providing eCommerce and order fulfilment services to online retailers, was facing the challenge of meeting the increasing expectations of customers in the rapidly evolving online world. Customers were demanding extended same-day shipping windows and on-demand order information. As the company's business continued to grow, there was a need to pursue efficiency gains through automation and enhance its service offering to differentiate from other operators. The company was also looking to refine its strategy through data-driven insights.

The Business Process Outsourcer (BPO) was facing a challenge with its newly hired call agents. The new agents were taking up to 60 days to feel confident in handling every type of customer call. This was affecting the efficiency and productivity of the call center. The BPO was looking for a solution that could reduce the time it took for new agents to become proficient in their roles. One of the key metrics of proficiency for the BPO was handle time, which was not improving with the current training methods. The new agents often had to put customers on hold to ask for help from their colleagues, which was increasing handle time and reducing customer satisfaction.

The Heico Companies, a holding company with a diverse industrial portfolio, was facing challenges in identifying and managing Serious Injuries and Fatalities (SIFs) across its various firms. Traditional approaches to reducing SIF potential, such as Heinrich’s Safety Triangle, were proving inadequate as they often misidentified the fundamental issues causing SIF events. The company needed a more nuanced method to reduce SIF rates, especially given its global presence and mixed portfolio. The challenge was to identify tasks with high potential for SIFs rather than focusing on more common severe or non-injury events. Additionally, the company needed to understand industry or region-specific workplace situations with high SIF potential.

Campbell Soup Company was operating with an Environmental Management System (EMS) that consisted of 7 stand-alone systems, each addressing a different aspect of their environmental management program. This fragmented approach was causing inconsistent documentation, limited access to data, time-consuming data gathering and dissemination, and an inability to assess the overall compliance of individual locations and the company as a whole.

PostLinx was aiming to attain ISO 9001 Quality Management System certification in a timely manner and sustain the certification thereafter. The company wanted to effectively track and report nonconformances and ensure all nonconformances/corrective actions were adequately managed. They also needed to centrally maintain all relevant documentation to facilitate the consolidation of information, ease of sharing information, and make the most up-to-date information available for each user, all within a single system.

The biotechnology firm was looking to become ISO 9001 compliant to facilitate potential certification in the future. They needed to implement a Quality Management system for approximately 150 users to stabilize the company’s business processes. The firm was also looking to replace paper-based processes and eliminate inefficiencies when creating and distributing relevant documentation. They required a system that would ensure criteria is met regarding acceptable documentation by the FDA (CFR part 11). The firm also wanted a system that could support the reorganization of the company and its evolving needs.

The Provincial Ministry of Environment was seeking to attain ISO 14001 Certification. They required an Environmental Management System (EMS) solution that could manage the provincial Forestry Program, including tracking, monitoring, and evaluation to minimize any environmental impacts. The Ministry also needed a tool to efficiently manage and consolidate all compliance-related documentation, ensuring that the necessary employees from across the province could access the most up-to-date information. They wanted a system that would help each user manage their tasks, ensuring all time-sensitive activities were completed on schedule.

Community Memorial Health System, a not-for-profit healthcare provider, was struggling with managing a large amount of files and documents across its two hospitals and twelve family-practice health centers. The document control policies were hard to manage due to outdated policies and forms that needed archiving. The incident reporting system was also outdated, leading to low reporting rates as it was not user-friendly and was not available across their 12 clinics. The healthcare provider needed a modern system to manage policies and documents, streamline incident reporting across the business, and improve visibility across their multiple offices. They also required a solution that included training management to improve efficiencies and replace the paper-based process they were using.

Cermaq was looking for a Quality Management Software System to help ensure the quality of their products. The company felt it could improve the handling of customer claims more efficiently and effectively. Handling multiple currency rates was slowing down response times, and an inability to customize parameters when logging incidents was preventing staff from analyzing crucial details and root causes as robustly as they would have liked. It was important that whichever system the firm chose would work as seamlessly as possible across its global footprint. This approach aligned with a company vision of a smoothly operating global entity that drives efficiencies and savings. Cermaq was also looking to improve on certain aspects of their Quality workflow that leaders realized were less than optimal. It included lessening the amount of manual work involved in getting data into their systems.

HelloFresh, a leading global provider of fresh food at home, was facing challenges in optimizing customer experience and improving supplier relationships. The company works with hundreds of suppliers and its product—meal kits— is perishable. This unique business model required a reliable supply chain to ensure the delivery of meal kits to millions of Americans. The company also aimed to become an industry leader by going above and beyond industry standards and anticipating future needs and requirements. However, the process of growth and transition from a small startup to an industry leader was not without pain points. The company needed to enhance its approach to processes, standard operating procedures (SOPs) and corrective actions for nonconformances.

Rubio’s Restaurants, a company with over 3,250 employees, was facing a challenge in understanding the risks that the company faced. The director of internal audit, Dennis Kreta, wanted to improve the way employees communicate their concerns to management. The company needed a compliance system that would keep employees safe and happy. Kreta knew that he needed greater insight into any possible risk issues the restaurant faced – from employment concerns to possible financial misconduct.

The city of Black Hawk, Colorado, despite having only 80 official residents, hosts 21 casinos and can accommodate up to 15,000 people during a busy weekend. This unique situation makes the city's government structure similar to that of a larger city, with multiple departments each assigned to different responsibilities. The city manager struggled to establish conformity in many of the human resources practices and training material pertaining to employees’ duties, procedures, and policies. The city also looked to protect itself from litigation stemming from a terminated employee. An additional obstacle was the lack of computer literacy among all city employees due to departments not regularly utilizing computers.

San Juan Regional Medical Center (SJRMC) was struggling with a slow and inefficient policy management process. Policies were taking up to six months to a year to pass through various levels of document owners, reviewers, approvers, and committees before becoming official. The hospital lacked a centralized system for managing policies across its seven healthcare facilities located outside of the main hospital. Additionally, many of their policies existed in a solely typewritten format, and their document management system for electronic policies did not provide reminders to update documents or possess the capability for a structured review and approval cycle.

Operating in a heavily-regulated industry can bring all kinds of challenges, especially when dealing with complex policies that regularly require updates to stay in regulatory compliance. For Don Braspenninckx, Vice President and Chief Compliance Officer at Mortgage Center, this was a challenge he was all too familiar with. Managing policies in different Word, Excel and PDF documents was creating major headaches. One regulation could touch nine separate, distinct areas of the company, so trying to disseminate information and keep it organized for all employees was a challenge.