As “customers,” we generally provide feedback or reviews to the services, places, or goods we buy because we believe that sharing our valuable experience with others will help them choose a better option when needed.Vice versa, our Client wanted to come up with a platform where he can help all service providers to know about their customers before working or collaborating with them!

A global manufacturer of aircraft engines, avionics, and other aviation products was grappling with the complexity of managing its supply chain. The company maintains 90 major product lines that require tens of thousands of parts from hundreds of manufacturers spread across the globe. The costs of maintaining inventory were significant, with just two components of its aircraft engines accounting for $600 million in parts inventory, including $400 million in fast-moving inventory. The company was seeking ways to optimize inventory levels to mitigate supplier delays and improve gross margins and revenue.

Offset Solar, a leading home solar installation company in the United States, was facing a challenge in speeding up their sales cycle. Despite having a contact form on their homepage that booked new sales meetings, the company wanted to explore how Chat Marketing could enhance their lead generation process. The goal was to quickly qualify visitors and convert them into leads for sales. Upon analyzing their homepage experience, they identified two major obstacles: visitors either didn't know what they wanted or didn't know how to find it. The challenge was to overcome these obstacles and create a more efficient, customer-focused lead generation strategy.

Bright Power, a nationwide leader in strategic energy solutions, was facing challenges with simultaneous heating and cooling in its New York headquarters due to uncontrolled perimeter radiation and packaged air conditioning on thermostats. The building’s system included individually-controlled thermostatic radiator valves and a packaged air-conditioning unit. This led to frequent simultaneous heating and cooling and a lack of control, resulting in energy wastage and occupant discomfort. Bright Power sought to control the space’s disparate systems with the aim to reduce energy waste, increase comfort, and evaluate how IoT-based controls can help their commercial and multifamily clients achieve the same. They also required an open-source solution that could install in tandem with Tunstall radiator products.

Blue Bottle Coffee (BBC), a global coffee roaster and retailer, was facing significant challenges with its IT infrastructure. The infrastructure was insecure and distributed among several cloud providers, lacking a DevOps approach. This situation increased the Total Cost of Ownership (TCO) and slowed down the time to market for their products. BBC aimed to assemble and optimize the disjointed IT-infrastructure elements to increase the security of the entire ecosystem. They also wanted to implement Continuous Integration/Continuous Deployment (CI/CD) pipelines to accelerate and facilitate the deployment process by eliminating manual operations. Operational inefficiencies were causing high TCO and slow Time to Market (TTM), keeping BBC’s engineering team occupied with non-strategic tasks. BBC approached Provectus to prepare their IT-infrastructure for AWS migration, optimize and enhance its deployment process, and make BBC’s entire ecosystem more secure, which would allow the company to further spur its expansion, both in the USA and abroad.

Cuerva a Spanish Grip Operator, was seeking to enhance grid knowledge through the implementation of the AI Energy Forecasting Model to obtain precise forecasts of user demand and energy generation.Cuerva’s grid encompasses over 16,000 diverse supply points, making cloud-based operations intricate and susceptible to issues such as connectivity loss, delays in information transmission, and reliance on centralized infrastructure, which can result in the loss of critical data.To tackle these challenges, the Edge technology has proven to be the sole alternative capable of addressing these issues effectively. It ensures real-time data access and operates in a decentralized manner, minimizing the impact of device failures on the overall functionality of the network.In this successful case, we illustrate how with Barbara DSOs can implement AI directly in substations to accurately predict the demand and production values of consumers linked to the transformation center where an Edge node run by Barbara has been deployed.

Wandering is a common symptom of Alzheimer’s and dementia even at the early stages (60% of Alzheimer’s patients will wander off and become lost at some point). These diseases kill brain cells and destroy people’s memories, most notably short-term recall. Patients forget the last thing they did, so their first impulse is to stand and start moving with the intention of doing something. This is compounded by the fact that individuals with dementia are easily disoriented and become confused in crowded or unknown situations, and they have a strong tendency to want to escape.

BigBasket, India's largest online food and grocery store, faced two primary challenges. The first was creating awareness about its services and offerings, a common issue for any E-commerce brand. The company needed to focus on user reachability to increase its customer base. The second challenge was to grab its customers’ attention through the right channels in a timely manner and with the most relevant content. As one of the first movers in the grocery delivery segment, standing out from the crowd was crucial for BigBasket. They needed a solution that would allow them to reach more devices with their offerings and provide a personalized customer journey.

• Lack of complete visibility into status of individual transactions• Absence of consolidated view to manage operations and optimize use of cash reserves• Reliance on a slow, expensive, and outsourced process to develop, test, and deploy new transaction formats

SAP was looking to launch its HANA Enterprise Cloud (HEC), a preeminent infrastructure-as-a-service (IaaS) solution. The challenge was to find an infrastructure partner that could deliver significant improvements in processing speed, product time to market, and security that SAP customers were expecting. SAP needed a solution that would allow its customers to quickly, easily, and inexpensively run and support SAP HANA applications. Furthermore, the solution needed to be flexible enough to respond quickly to platform changes or technology innovations. SAP also wanted to streamline its customers' cloud adoption by eliminating the need for them to purchase or manage extra storage infrastructure.

Fluke Corporation, a US-based company that manufactures, distributes, and services electronic test tools and software for measuring and condition monitoring, was facing several challenges. The company needed to improve visibility into asset condition and ensure high performance, customization, and scalability of its solutions. They also needed to ensure seamless integration with CMMSs such as SAP, Emaint X4/X5, and IBM Maximo. The company was also looking to transform its products into multi-tenant applications, making them cloud-native, and ensuring high security for SaaS applications. Additionally, Fluke Corporation was facing challenges in establishing effective communication and cooperation with other remote teams of the client and ensuring rapid integration of Fluke products with a number of new CMMSs.

The client, a leading car dealership company in the UK, was facing challenges with their existing dealership management system. The system was outdated and inefficient, making it difficult to manage a large inventory database of over 285,000 parts. The system was also hard to handle and had inefficient reporting capabilities. It consisted of a number of websites and third-party solutions that all shared one inventory database. The client had been trying to re-develop the system for eight years with their on-site engineers and individual contractors but had not been successful. They needed a solution that would streamline their inventory management, improve the user experience of the platform, and enhance the efficiency of their business operations.

The U.S. Department of Housing and Urban Development (HUD) reports over half a million homeless people on the streets in the United States on any given night. The Community Technology Alliance (CTA) has been working since 1991 to collect data on homelessness and match individuals to available housing and services. However, as CTA's mission evolved, it faced the challenge of enabling housing providers and human services agencies to exchange data, eliminating the need for clients to contact multiple organizations or provide their information multiple times. CTA also aimed to help communities comply with the Homeless Emergency Assistance and Rapid Transition to Housing (HEARTH) Act of 2009, which requires a coordinated or centralized assessment and placement system to prioritize access to housing and services. Compliance is demonstrated using an Annual Performance Review (APR) that community agencies submit to HUD. Communities that don’t comply risk losing their homeless assistance grants.

Lebara, a rapidly growing mobile virtual network operator (MVNO) with operations in 10 European countries, was facing challenges with its legacy IT infrastructure. The company needed to undergo a comprehensive digital transformation to ensure scalability, agility, and faster time-to-market. As part of its expansion strategy, Lebara initiated a digital transformation program designed by a leading consulting agency. However, the company required assistance from an experienced software development partner for implementation. Lebara was seeking a provider that could cover all their needs in software development, including optimization of their existing BI solution and platform migration from on-premises to the cloud.

Central Hudson Gas & Electric Corporation, a utility company servicing a 2,600 square-mile area in New York, was facing the challenge of transitioning away from a traditional distribution model to accommodate the growing push for renewable energy. The company had a long-term vision that aligned with the state’s commitment to sustainability, but the transition was not as simple as flipping a switch. The utility company needed to ensure quality and reliability as demand evolved. The introduction of their distributed generation program, part of New York State’s energy plan, brought new possibilities and incentives to customers but also introduced a few challenges. The utility company needed to ensure they had the right level of visibility and control over their grid, especially with the introduction of Distributed Energy Resources (DERs), small-sized power generation units that attach to the grid and enable the utility to introduce renewable energy sources, such as solar power.

DataVita, a leading data center, faced a significant challenge in maintaining their service level agreements (SLAs) with clients. The company guarantees 100% uptime, and any drop in availability, even for a second, would result in a 25% return of a customer’s quarterly fees. To uphold this commitment, DataVita needed a cost-effective solution for rack-level temperature and humidity monitoring in their 4,000 sq. m. data center. The company sought an experienced partner to design and deploy a monitoring solution that would protect both their customers and their revenue.

Invia Robotics, a rapidly growing tech-savvy company, was facing a significant challenge in managing the security of their premises. With employees working round the clock and new hires being added on a weekly basis, the task of managing and issuing physical keys was becoming increasingly complex and unmanageable. The company was in dire need of an efficient access control system. However, the traditional options available in the market were outdated and did not meet their requirements. The idea of replacing physical keys with badges was not appealing to them, as it would only shift the problem from managing keys to managing badges.

Auto IT, a leading B2B dealer management software system (DMS) company in the Australasian region, faced a significant challenge with its clients' reporting processes. Prior to adopting Yellowfin, Auto IT’s clients relied heavily on Microsoft Excel spreadsheets for reporting, a largely manual and inefficient workflow that was not mobile-friendly and lacked modern analytics features such as visualization. As an Independent Software Vendor (ISV) partner, Auto IT needed an analytics solution that could support its customers' growing analytical requirements. The inefficiencies and limitations of the existing reporting system were the primary drivers behind Auto IT's decision to seek a Business Intelligence (BI) and analytics solution.

Realtek Semiconductor Corporation, a company that prides itself on excellence in all aspects of its business, was facing challenges in maintaining efficiencies across its product lines that required frequent installer updates. The company was using node-locked instances of InstallShield for software installation on its production line. However, this approach was limiting their in-house capabilities and their ability to service customers efficiently offsite. The node-locked InstallShield licenses were installed on individual computers, each license purchased at a different time and having a different version. This led to schedule impacts due to the need to sort and manage through multiple versions of installation licenses. The staff was required to perform manual verification steps during installation to ensure the production database files were synchronized and that the versions of InstallShield were aligned. Additionally, Realtek's multiple product lines necessitated the creation/update of installers for the drivers and applications more than 10 times a day across the company, leading to inefficiencies and negatively impacting Realtek’s cycle time for creation of installers and product releases.

Cheetah Digital, a cross-channel customer engagement solution provider, faced significant challenges in its IT operations after breaking away from Experian in 2017. The newly formed IT team was understaffed with only four agents, insufficient to meet the volume of demands. The team had previously relied on Experian’s internal tools to manage IT requests and needed a new ticketing system. The company's IT roadmap was to be cloud-first, requiring a solution that could provide continuous maturity and stability. Additionally, the IT department recognized the need for automation to scale with increasing demand. The company also faced challenges in driving user adoption of the new ITSM solution, as most IT requests initially came in through emails or walk-ups.

Elsevier, a global information analytics business, was facing several challenges with its IT environment. As a digital-first and data-driven business, Elsevier’s IT team was required to operate at an unparalleled scale, speed, and efficiency. However, the existing ITSM tools could not support the fast-moving, agile organization or do justice to Elsevier’s strategic investment in AWS cloud infrastructure. This resulted in a suboptimal experience, with engagement between employees and IT hindered by legacy processes, tools, and questions relating to ownership. Furthermore, with slow time-to-value and limited user efficiency, IT at Elsevier was reactive rather than proactive. To move into the next phase of growth, Elsevier launched a digital transformation initiative to move to a cloud-first approach.

The Kern High School District (KHSD) in California, which comprises 18 comprehensive high schools and 11 alternative, adult, career technical, and special education institutions, was facing a significant challenge in managing its customer service operations. The district office, which began its journey with Freshworks in 2014, had over 50 agents working out of Freshdesk to support the student information system, Synergy, used by over 4000 staff across 34 education institutions. The support teams were set up across functions with separate groups of agents who tackled payroll, student systems, admin, etc. However, they realized that while it was easy for teachers to reach out to their assigned IT technician when they had an issue with their computer, not everyone knew who to reach out to if they had issues with their paycheck or leave applications. This lack of a unified system led to confusion and frustration among both the staff and the agents. The agents were unsure if the incoming requests had already been addressed by someone else, and there was no way to extract metrics and monitor the performance of agents.

bp, one of the world's largest energy companies, is constantly seeking innovative ways to leverage emerging technologies. One such technology is quantum computing, which has the potential to disrupt industries that rely heavily on chemistry. Quantum computing theoretically has the ability to simulate molecules and predict their properties beyond the capabilities of classical computers. It also has implications for various business operations such as logistics, manufacturing, finance, security, and more. However, the extent and timeline of this disruption remain uncertain. To better prepare for the quantum future and gain a competitive edge, bp is exploring the impact of quantum computing on chemistry calculations within and beyond their core business.

BAC Credomatic, a leading bank in Central America, was faced with the challenge of providing a consistent and empathetic digital experience to its customers across six different countries. The bank aimed to build loyal and long-lasting relationships with its customers through its digital products and services. However, the challenge was to innovate and strengthen its digital presence without compromising on empathy and approachability. The bank was in search of an automated solution that could help them achieve this goal. The solution needed to be capable of handling customer queries efficiently and effectively, while maintaining a human touch.

CEMEX, a global construction materials company, was faced with the challenge of providing superior customer service across different countries and languages. The company has always prioritized customer experience and, in the wake of the pandemic, sought to strengthen its digital communication strategy. The goal was to provide alternatives to traditional channels and transform the way they interact with their customers. The challenge was to implement a solution that could serve all customer segments, especially those located in different countries or speaking other languages. The company also aimed to automate frequently asked questions (FAQs) and provide 24/7 customer service.

The case study revolves around a fitness apparel company that had a strong presence on Instagram, primarily grown through influencers. However, the brand faced a significant challenge in marketing their products outside Instagram. Their marketing strategy was a one-way approach, heavily reliant on influencers to boost sales, which was not spreading the word about their products fast enough. The company was in dire need of a strategy to create a dialogue with new customers, grow their customer list, and drive interested buyers to their online store. The brand's existence was solely on Instagram, which posed several risks. They had no direct contact with their customers, and their entire business was at risk if they lost their Instagram account or if Instagram's algorithm changes affected their organic reach.

ARD, the world’s largest public-service broadcaster network, was facing challenges in keeping up with changes in how users consume content. The organization's previous hosted data center infrastructure was 10 years old and had a monolithic architecture, which resulted in a development turnaround cycle of three months. Video content was distributed without being tailored to particular devices. In 2018, ARD decided to change the monolithic infrastructure for its video delivery platform to improve the user experience, regardless of how users were watching or listening. The challenge was to build a new platform that could cover all touchpoints, support a truly digital-first strategy, and improve the user experience on a global scale.

In Indonesia, the fishing industry has traditionally been fraught with challenges. Fishermen relied on traditional knowledge to predict weather patterns and locate prime fishing grounds, leaving much of their catch and sales to chance. The increasing impact of climate change further complicated these predictions. Additionally, fishermen in remote villages were dependent on middlemen to sell their catch, store, and transport the fish to larger markets. This process often resulted in lower income for the fishermen. Furthermore, the fishing industry was largely paper-based, slowing down the flow of information and making it difficult to trace seafood from the fishermen to the consumer. Exporting fish abroad was a complex process due to the paperwork and logistics involved, which many fishermen did not understand. Lastly, only 25% of fishermen in rural villages used smartphones due to limited power supplies and low digital literacy, posing a significant challenge to digitizing the industry.

Asahi Group Holdings, a global corporation with a diverse portfolio in food and beverages, was facing challenges with its legacy systems. Back in 2014, the company lacked the necessary environment and tools to carry out its vision, which was affecting daily operations. The IT department was becoming a cost center, with the team focused on updating tools daily. As part of their growth strategy and mission of creating “a winning Asahi”, the company needed to modernize its business systems. Extending the life of existing assets and moving to a new environment became a priority. However, the company had limited resources to achieve this.

| BackgroundThis customer is specialized in the development of ultra clean gas filling system technology for semiconductor wafer manufacturing.  They require monitoring system to control the nitrogen pressure level of the FOUP machine.  Their current system configuration is complicated to setup as it requires IP setting to connect FOUP serial server devices, which needs additional personnel to constantly monitoring the system.  They are seeking for new system design to help improve the overall manufacturing facility efficiency, and pursuing higher product quality control. | Challenges We Are FacingIP configuration and management of multiple connectionsHigh cost of deployment and maintenanceComplete system shutdown for maintenance will affect production output