Efficio, a UK-based consulting company with a global presence, was facing challenges in streamlining its procurement processes. The company was heavily reliant on manual operations, which were not only time-consuming but also prone to errors. The company's key objective was to eliminate the manual work involved in conducting research and analyses. To achieve this, Efficio needed to extend their technological capabilities to build efficient and secure software products. However, they lacked the necessary resources and expertise to develop these solutions in-house. Therefore, they needed a reliable tech partner to help them develop a number of automation solutions.

SportsVTS, a US-based company that creates simulated reality training experiences, aimed to develop a VR solution that would enable players to minimize the injury risk and maximize their performance by training in virtual reality. The primary business goal was to create a realistic training simulation to enable a quarterback to master various techniques within a controlled environment and improve his playing ability without the risk of injury. The challenges included developing an AI component to maximize user experience realism, using full-body 3D scan for highly-detailed and hyper-realistic character models, applying corrective BlendShapes for recreating the player’s skeleton and body, using Locomotion Extend System to allow the player to access any part of the field smoothly, developing the character customization system based on real NFL players, tracing the ball trajectory to re-create it with maximum accuracy, integrating the experience with VR hardware, and developing functionality for setting 21 other players on the field.

The client, a Global Fortune 100 multinational engineering and technology company, was facing challenges with its existing logistics platform. The platform was used to manage goods and materials across its 400+ warehouses in over 60 countries. However, the platform had several flaws and was unsuitable for further scaling. The monolithic architecture of the platform made it inefficient and difficult to scale. The client had a vision to refactor the legacy platform but lacked the comprehensive in-house expertise to address the technical issues and make the platform more efficient and scalable. The client needed a solution that would streamline inventory management for more warehouses and improve the efficiency of internal logistics.

The client, a leading automotive technology company, was facing challenges in standardizing and streamlining the development of products across different departments. The company's complex organizational structure, comprising multiple independent departments, each developing standalone solutions for internal use and customer projects, was leading to redundancy and inefficiency. Some of these applications had similar features, but there was no mechanism to reuse applications with similar functionality. The client needed to build a SaaS platform to address these issues and reduce costs. However, before embarking on this large and costly project, the company needed to validate the product idea, measure its ROI, and mitigate potential risks. They also needed expertise in cloud software development.

Felix Mobile, an environmentally conscious, SIM-only telecommunications brand in Australia, faced the challenge of distinguishing itself in a saturated market. The company's vision was to offer a simple product and easy-to-use digital service while also considering its environmental impact. However, as a new entrant in a busy marketplace, Felix Mobile needed to find a unique selling proposition. The company identified 'digital-first customer service' as a potential differentiator. They aimed to provide an integrated experience for their customers, offering local and personalized service to ensure memorable customer interactions. However, to achieve this, they needed a vendor capable of integrating a chat platform with Felix's app and providing a seamless omnichannel experience for their customers.

Georg Fischer Piping Systems (GFPS), a subsidiary of Georg Fischer, a leading supplier of piping systems, was facing challenges in managing its global support operations. GFPS's global customers relied entirely on its 30 sales offices and 20 production companies to execute their large-scale projects. The Global Service and Support (GSS) Team, led by Jürgen Harsch, was responsible for handling any technical queries, documents, certificates, project pricing, tender, and audits. However, the complex nature of the queries and the need for lengthy explanations, attachments, and images determined that email was the best form of communication for this purpose. The team was using shared inboxes for this purpose, but it soon became apparent that this system had its shortcomings. Once a team member forwarded an incoming query mail to his own Outlook mailbox to answer it, it disappeared from the view of others. This made it difficult to track the speed of response, learn from the answers, and identify recurring questions or regions with specific problems.

Glenbrook High School District, located in Illinois, USA, was facing significant challenges with its outdated support systems. The district, which comprises several schools and serves over 5,300 students, was struggling to provide a streamlined and efficient support structure for its students, teachers, and staff. The existing tools, Servicewise and Web Help Desk, were underdeveloped and not fully cloud-based, making them difficult to use and ineffective in meeting the needs of the end-users. The lack of a robust support structure was leading to issues such as lack of follow-ups and closure of assistance requests. The district needed a solution that would not only replace the outdated systems but also bring structure to the support process.

Travelport Locomote, a global travel technology company, was faced with the challenge of augmenting its in-house development capacity with cross-functional agile capable software delivery teams. The company aimed to enhance its existing travel platform to penetrate new markets and expand its engineering capabilities to speed up time-to-market. However, the company faced challenges in ensuring efficient knowledge transfer with other teams and setting up effective cooperation with various teams distributed globally across multiple time zones. Additionally, they needed to develop functionality that would ensure the success of their product in the new markets.

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.