IPSY, the world's largest beauty subscription brand, was founded on the merger of two leading beauty subscription companies, IPSY and BoxyCharm. However, the two companies were using different AI support solutions to manage product, subscription, and delivery inquiries. BoxyCharm, in particular, was struggling to meet the growing popularity of their beauty subscription services with a comprehensive customer experience (CX) strategy. They needed a solution that could provide customers with real-time support and resolutions on easy-to-answer brand interactions, create a seamless customer experience, and establish an efficient handoff to a live agent support when needed. Prior to implementing Ada, BoxyCharm's average first response time was around 29 hours, the total average resolution time was 53 hours, and the customer satisfaction (CSAT) score was 58%.

ENGIE, the world's largest power producer, was faced with the challenge of implementing an enterprise-wide digital transformation and establishing a center for IoT excellence. This transformation was to span across various sectors including customer service, metering, energy management, and maintenance. The project was to be implemented across 24 business units in 70 countries, requiring a significant staffing investment. The first applications to be developed and deployed on the ENGIE digital platform included performance optimization for gas power plants, efficiency optimization of heating and cooling plants, energy analysis and management for enterprise and consumer customers, and anomaly detection of wind turbines.

BBVA, a leading bank in Europe and the Americas, recognized the need to adapt to the changing demands and needs of new generations. With the emergence of digital customers, the bank understood the importance of leveraging technology to meet these new demands and strengthen their market presence. The bank aimed to improve the customer contact experience, provide 24/7 support, allow for self-management, and optimize service channels. However, achieving these goals required a solution that could automate customer service and provide quick and efficient responses to customer inquiries.

The customer, a leading US financial services company and one of the largest credit card providers in the world, was facing challenges with their existing customer service model. They had over 8000 customer service agents handling queries on phone and digital channels, but their first foray into digital customer service in 2006, which involved live chat support on their website, was not as effective as they had hoped. Customers had to wait in a chat queue and could not switch tabs or leave the page without missing their turn and having to start over. The company wanted to improve this experience by adopting a more intuitive and familiar flow, similar to popular messaging applications like iMessage and WhatsApp. They also wanted to maintain the context of past issues the customer has faced to provide a more personalized experience.

Gold’s Gym, a renowned American fitness chain with centers worldwide, was seeking to attract new local customers to three of its locations in Costa Rica. The gym aimed to promote a free week’s membership through Messenger. However, the existing system of using ManyChat and click-to-Messenger ads via Facebook posts to promote a free three-day trial was proving to be inefficient. The process involved potential members providing their preferred gym location, Costa Rican ID card, and fitness goals and interests. This information was then stored in a separate Google sheet for each gym location. To redeem the coupon, recipients had to present their ID at the gym, where staff manually cross-referenced the IDs with the corresponding Google Sheet. This process was time-consuming and tedious for potential members. Despite driving sign-ups, the gym faced challenges such as inability to track coupon users who signed up for a paid membership, a complicated redemption process causing potential members to drop off, and the lack of a physical or digital coupon failing to drive an emotional reward for potential members.

The Pearl Source, an eCommerce pearl retailer, was seeking to increase its sales during the holiday season and build a customer list for future marketing efforts. Despite having a wide range of high-quality pearl jewelry, the retailer was struggling to reach potential customers who would be interested in their products. The challenge was to effectively target and engage these potential customers, and convert them into actual buyers. The retailer also wanted to ensure that these customers would be retained for future marketing campaigns.

Auto Avaliar, a leading B2B automotive eCommerce platform for used vehicles in Brazil, was facing challenges with its legacy data center infrastructure. The company was poised to expand into new markets, but the existing infrastructure could not cost-effectively or efficiently scale to support additional users, new applications, and evolving security requirements. The company needed a reliable, secure, and fast cloud-based platform to support its growth and meet its security needs. Furthermore, Auto Avaliar required a knowledgeable partner to assist with the migration to the new platform and provide ongoing consulting services.

Auchan France, a multi-format and phygital retailer with over 600 locations and 60,000 employees, was facing challenges with its massive data management system. The system was responsible for handling data from 500 applications used across the business. The company was relying on on-premise infrastructure to manage data, but it was struggling with speed, monitoring, and scalability issues due to the rapid growth of its operations. The company was processing approximately five million data flows daily through its database and various applications covering business intelligence, supply chain, financials, B2B, human resources, and more. The platform team at Auchan was seeking ways to maximize the value of the data exchange system and improve access to business intelligence.

bonprix, an online international fashion and homeware retailer, was facing challenges with its traditional on-premises data warehouse setup based on Teradata and a data lake based on Cloudera Hadoop. As the amount of raw data the company collected grew, storage costs rose. The company also had to deal with the complexity of managing two different systems for structured and unstructured data. This not only made data comparison difficult but also hindered the enhancement of their machine learning and artificial intelligence capabilities. bonprix wanted a solution that would allow all their data to be in the same place, be more cost-effective, and enhance their machine learning and artificial intelligence capabilities.

Booksy, a world-leading appointment management platform, was facing a significant challenge in scaling its infrastructure to match its rapidly growing user base. With its client base doubling every year, Booksy needed a scalable architecture to handle the increasing number of bookings. Initially, Booksy was built using on-premises servers, which led to a series of scaling issues. When extra capacity was required, the team had to wait several weeks before new servers were assembled and online. Maintaining the data centers was a lot of work and took their focus away from coding. Furthermore, they needed to do more coding to meet the demands of scaling up, such as refactoring code for larger architecture. The Booksy application ran on a monolithic architecture, making migration to a more scalable solution a complex task.

Matt Castillo, a residential realtor with Keller Williams Realty, faced a significant challenge in managing his time and resources effectively. His role required him to multitask and constantly be on the move, whether it was walking through homes with potential buyers, creating marketing plans for sellers, or working with other agents on home offers. A significant portion of his leads came through Facebook Lead Ads, and responding quickly to these leads was critical. However, manually checking Facebook Lead Ads multiple times a day and then inputting all the information from each lead into other systems was a time-consuming process. This manual process was not an ideal use of time for a realtor who needed to juggle multiple contacts and responsibilities.

Like many organizations, Anaren had a homegrown work order application that had basic asset management functionality. “It was menu driven, so quite cumbersome,” explained Bill, “reporting was limited and it still relied heavily on paper transactions and records. We looked at our business needs going forward and decided this was one area that could be modernized.” On launching the Manufacturing CMMS project, Bill, the business analyst of the company identified three major areas for improvement:1. Improve efficiency by eliminating paper.2. Improve the control of preventive maintenance. 3. Improve inventory management.

Hong Kong Shue Yan University (HKSYU), a liberal arts school, was faced with the challenge of teaching non-technical students how to use advanced technology to enhance their studies. In September 2020, the university launched three laboratories for the study of big data, virtual reality, and robotics with the aim of reinventing liberal arts education and staying relevant in the digital age. The Big Data Laboratory was designed to facilitate studies and support research projects requiring data analytics, machine learning, and data visualization. However, the challenge was to equip the lab with technology that both students and faculty could easily learn and use. The students and faculty members were interested in using technology to support their studies and research but found it complicated to start with.

The global agricultural trade industry has been grappling with outdated and inefficient processes. The industry has not seen significant technological innovation since the mass adoption of email 30 years ago, making global supply chain management increasingly challenging. The need to track more partners, suppliers, and endpoints has become more complex, and post-trade execution remains highly manual, repetitive, costly, and time-consuming. The industry is heavily reliant on paper-based processes and email exchanges, with over 275 million emails exchanged annually to process an estimated 11,000 worldwide shipments of grain. Paper-based certificates and bills of lading are not easily exchanged among multiple parties, and replacing them if misplaced is costly. The COVID-19 pandemic has further disrupted supply chains due to interruptions to paper document deliveries and the increasing necessity to work from home, accelerating the need for digital transformation.

Bayer, a large biopharma company based in Leverkusen, Germany, was seeking to enhance its customer engagement strategy for healthcare professionals (HCPs), patients, and caregivers. The company aimed to deliver personalized messages at the right time and place, but this required a shift from channel-specific thinking to a more connected approach across in-person and digital channels. The challenge was to integrate digital experiences with face-to-face communication and sales consultant activities, as well as patient and caregiver communication. Bayer also needed to establish foundational technology and optimize messaging across channels. Another challenge was to connect digital marketing and field force activities, which required understanding customer needs and leveraging data to tailor communication.

There are many challenges to address when designing applications that can improve performance, flow, and quality. These challenges involve rotors and the process of installing tires:Over 60 different edges are used for different types of surfaces (dark, matte, glossy), which makes 2D camera systems difficult to capture due to the influence of lighting solutions on different types of surfaces.The bolts are pre-installed on every router. Each bolt cap has a small surface area, which means a 3D, high-resolution vision system is necessary to accurately locate the point cloud for each bolt cap. During installation, the rotor has random rotation, which means that the bolts are in different positions for each installation, and a solution is needed that will identify the bolt positions.The solution also needed to be capable of 3D matching or large point clouds, as the rotor could rotate 15 degrees in both directions along with the vehicle.In addition to these technical factors, the part is heavy and has a limited cycle time of only 3.5 seconds for full point cloud grabbing and processing.

Debeka’s IT monitoring monitors both the critical IT infrastructure with more than 4000 VMs and critical applications and services, e.g. customer applications. Debeka IT is the basis for core applications of the insurance business. In the event of critical disruptions, it is, therefore, necessary to respond promptly and 24/7.Before the introduction of Enterprise Alert, Debeka used a solution developed in-house. In order to reduce maintenance and servicing costs and to avoid having to use its own capacities for further development, Debeka opted for a purchased solution. The solution had to be flexible enough to take over the existing processes, but also offer additional functions and be future-proof. In addition, the product should have a GUI.

Salesforce DMP, a leading data management platform, is embedded within every digital interaction between its clients and their consumers. It collects, stores, and makes every piece of audience data continuously available to its clients, managing more than 10 petabytes of on-demand data. This comprehensive data collection approach provides clients with greater accuracy and sophisticated segmentation for targeting and analytics. However, this approach puts enormous demands on the Salesforce DMP system to quickly and efficiently process massive quantities of data. Fast performance and unlimited scaling capacity are crucial to deliver both real-time personalized experiences to consumers and data-driven insights to clients. Salesforce DMP needed tools to ensure it could deliver high return on investment to its clients while continuously developing and bringing new platform features to market.

Xenit, a renowned IT services provider based in Sweden, assists companies in executing their digital transformation initiatives, with a primary focus on modernizing application deployment and delivery infrastructure. However, the Xenit DevOps team faced challenges in application delivery at scale. The team was manually configuring the application delivery infrastructure, which was not only time-consuming but also prone to errors. They had to constantly balance between scaling up to ensure enough capacity for estimated demand and scaling down when demand decreased. The tools they were using were not always delivering as promised, leading to inefficiencies. Xenit needed an automated and consistent way to provide services to its customers and to scale its own service deployment and delivery.

Acorn Insurance, operating in a highly competitive market, was grappling with continuously squeezed margins. The company was in search of a method to enhance their current premium pricing techniques to deliver fair pricing for traditionally high-risk clients. One of their clients, rentE, an on-demand car hire service, was categorized as high-risk by insurers and was thus restricted by high insurance premiums. Given rentE’s innovative business model, it was clear that more accurate risk insights were needed to obtain a fair premium.

The client, a leading service provider in the UK, was facing significant challenges due to the complexity of their network. This complexity was a result of multiple acquisitions, technological disruptions, and a multi-vendor ecosystem with varied architectures. The client lacked visibility into their network service operations, which made it difficult to meet the demands of their enterprise customers for faster and more reliable network services. The client's network was built through discrete projects run by multiple vendors, leading to obsolete and siloed network technologies, tools, and processes. This resulted in slow delivery and operations, overdependency on manual efforts, delays in service delivery, frequent network issues, and lengthy restoration times.

Elevator Engineering Services (EES UK), a leading engineering and manufacturing firm specializing in supporting the lift and elevator industry across the UK, faced a significant challenge in managing its mobile workforce. With a team spread across the Midlands, London, and South of England, fleet managers and the HR team rarely interacted with the drivers in person. This lack of face-to-face interaction made it difficult to monitor the welfare of the drivers and ensure the accuracy of payroll, hours, and timesheets. Additionally, EES UK wanted to improve driver behavior to create a safer working environment for its staff and other road users. The company needed a comprehensive solution that could provide accurate timesheets, monitor driver behavior, and ensure the welfare of its mobile workforce.

The client had strategic aspirations to move towards a managed service provider model from a traditional value-added reseller model (hereon mentioned as VAR). This required digital transformation across their customers, vendors, and internal employees’ touchpoints, with streamlined internal supply chain processes and enhanced customer experience

FITme, a Korean-based company specializing in manufacturing implants for facial reconstruction, faced a significant challenge in scaling up their processes for mass personalization. The conventional process of fitting a ready-made silicone implant onto bone structure with manual carving was time-consuming and lacked precision. Surgeons had no tool to analyze patients' scan data and relied solely on photographs. This led to side effects such as bending and movement of the implant, resulting in patient dissatisfaction. The medical tourism industry in Korea was rapidly rising, and FITme had to meet higher demands and reduce lead time. The process of designing custom nasal implants that conformed to the variable shape of patient nasal profiles was a daunting and repetitive task for design engineers. It took up to three months to adequately train new engineers in designing patient implants, which was also expensive.

Silicon Studio, the developer of the open-source cross-platform game engine Xenko, was looking to showcase the impressive graphical capabilities of their product. They aimed to demonstrate the engine's compatibility with VR and its ability to deliver high-quality virtual reality experiences and games. To achieve this, they needed to create a demo game, StarBreach, that would effectively highlight these features. However, they required an experienced art production team that could create high-quality game art for StarBreach. The challenge was not only to create visually appealing assets but also to demonstrate the technological possibilities of the Xenko game engine.

The client, an IT automation platform, was faced with the challenge of discovering, managing, and securing its enterprise infrastructure. The client was seeking a solution that would ensure consistency throughout the platform, modernize their legacy enterprise solution, provide a pixel-perfect design solution, and offer a scalable frontend architecture. The client's needs were complex, requiring a solution that could accommodate the collaboration of over 30 teams across various geographies. The challenge was to create a system that was not only efficient and effective but also flexible enough to scale up or down as needed.

Schibsted, an international media corporation, was faced with the challenge of extending their development capabilities to build new solutions and modernize existing media products. The company needed to integrate multiple websites, CMSs, and services into a single platform and introduce new efficient technologies. The task was to migrate four existing websites into one, which included database migration, UI/UX redesign, and adding new functionality. The challenge also involved developing and supporting the system infrastructure, providing high load system support, and migrating all of the company’s existing products to a newly created environment. Furthermore, they needed to integrate Neo4j graph DB with Elasticsearch Engine and introduce a Recommendation Engine.

Boohoo Group, a leading British online fashion retailer, faced significant challenges due to rapid growth and acquisition of other retailers. The company needed to modernize several internal systems used for warehouse management and tax calculation to maintain efficiency. The existing systems were causing data discrepancies and issues in product tracking. Additionally, a lot of data was stored in Excel files and had to be processed manually, which slowed down operations and increased expenses. The company aimed to automate these manual processes and modernize the existing solutions to boost their efficiency.

As part of a divestiture agreement with Trinity Industries, Arcosa, a leading provider of infrastructure-related products and solutions, was faced with the challenge of separating its key applications and data while deploying a new infrastructure within a tight deadline. The separation process was critical to avoid strategic distractions, talent departures, and potential changes in shareholder reaction. The divestiture agreement required Arcosa to separate its data, finances, and operational information systems from Trinity with minimal business disruption during the transition. Arcosa entered into a Transition Service Agreement (TSA) with Trinity, stipulating payment to Trinity for ongoing IT services until Arcosa could prove full independence. The task was headed by Arcosa’s CIO, Bob Rosen, who had to stand up all the underlying infrastructure from scratch, a daunting challenge given the aggressive timeframe and ongoing TSA fees.

Equifax, a leading global credit bureau, was grappling with the high operational cost of managing its legacy infrastructure. The company needed to modernize its application platform to make it more secure, scalable, and flexible to support new services rapidly. The goal was to leverage cloud capabilities to improve its data-centric services and deliver innovative products. The challenge was to find an optimal path to modernize and secure applications in the cloud. Equifax also aimed to gain actionable insights into customer usage patterns to ensure a high level of service availability.