Currencycloud, a global B2B platform delivering cross-border payments as a Service, was in need of accelerating the development of their white-label Currencycloud Direct application. The company was an emerging player in the UK fintech arena with a basic product and funds raised through funding rounds. However, scaling teams in London proved to be time-consuming and expensive. The company was looking for an efficient way to expand their in-house team without incurring high costs and wasting valuable time. This led them to consider partnering with a nearshore partner to aid in the development of their products. Over the years, N-iX became a strategic partner for Currencycloud, contributing significantly to the development of their core products.

The X Company, a national network of social clubs and private residences, was facing a significant challenge in integrating disparate access systems without compromising the user experience. The existing access control systems were primarily focused on individual unit doors and lacked the necessary security features for busy lobby and amenity spaces. The challenge was to create a fully integrated digital access control platform that could streamline and improve interactions between tenants, the physical building, and ownership.

In 2015, Metroline, one of London’s largest bus companies, began using GreenRoad in four depots to supplement another telematics system used elsewhere in the business. By 2020, Metroline selected GreenRoad for its entire fleet of buses in London. The challenge was to ensure that the drivers could easily understand their safe driving scores, fostering a sense of fairness and encouraging a 'friendly competition' around safety. The trade unions needed to understand that the system actually empowered their drivers. The challenge also involved getting extensive buy-in, not only from the drivers and operational managers, but importantly also from the unions and all other departments within the company.

The Monterey Bay Aquarium Research Institute (MBARI) has been conducting extensive research on our oceans for over three decades. Their studies range from examining the axial seamount and the active submarine volcano along the Juan de Fuca Ridge off the coast of Oregon to studying methane and hydrocarbons in mud in the Arctic. The research is crucial for understanding the extent of climate change, focusing on the biologic response of stressors to the oceans. However, the process of studying these changes, which involves deep-water mapping three to four thousand meters below the ocean surface, collecting sonar data, and measuring turbulence and bioluminescence up to 150 days per year, is challenging. MBARI uses its proprietary technology, including long-range autonomous underwater vehicles (LRAUVs), to conduct these studies. However, designing these LRAUVs and packing them with ample capabilities within a small space, including 5000-watt lithium-ion batteries encased in air-tight sheet metal pressure housing, is a complex task.

Cinnamon Hotels & Resorts, a member of John Keells Holdings PLC, is a chain of 15 hotels and resorts across Sri Lanka and the Maldives. The company prides itself on providing luxurious experiences that attract a large number of foreign travelers. However, the company faced a challenge in managing online enquiries. These enquiries were initially handled by different teams across properties, depending on who got to it first. But with teams busy creating delightful experiences for guests on their properties, online enquiries did not get the attention they needed. These responses were crucial as they served as the gateway to potential customers. The properties that responded the fastest had a higher chance of winning over customers. Hasara Fernando, Assistant Manager - Online Marketing, realized that Cinnamon would be able to achieve a lot more with a central team focused on online enquiries that worked off a centralized platform.

Conlog, a global leader in smart metering, was facing challenges with its existing IT Service Management system. The legacy platform was becoming a bottleneck due to escalating licensing and customization fees, non-user-friendly interfaces, and a lack of workflow automation. The IT services team at Conlog was in search of a flexible solution that would enhance service efficiency, allow the creation of new fields on mandatory information, support contact creation, incident/service creation, and provide a summary description. They also needed a system that could easily add tasks to a service request, offer customization for the description, category, and product fields, and support a fully integrated workflow escalation process. In essence, Conlog was seeking an ITSM solution that would digitally transform its IT service landscape.

Cure.fit, a disruptor in the Indian fitness industry, faced challenges in maintaining an agile support team, increasing ticket resolution speed, and gaining a holistic view of the customer journey. As the company rapidly scaled up, the need for a dedicated customer experience team became apparent. The company's core philosophies included the belief that customer support should be the final frontier, meaning their products should be so good that customer support is rarely needed. They also believed in the importance of speed in resolving customer issues and empowering their support consultants with the right tools. However, the use of shared inboxes was proving to be an obstacle in achieving these objectives. Cure.fit needed a customer service solution that could manage customer interactions in totality and provide a stellar experience.

East Midlands Shared Services (EMSS), a strategic partnership between Leicestershire County Council and Nottingham City Council, was facing challenges with its legacy service management suite. The existing ticketing system had basic capabilities and lacked features that could drive support and self-service improvements. EMSS wanted to upgrade to a modern, cost-effective solution that would help create efficient self-service and query management processes. The team also needed to demonstrate that a new support system would deliver distinct business value for both the business and partners to secure funding for the project. Additionally, they had recently implemented new finance, HR, and payroll systems and wanted a service desk that would integrate well with their existing architecture, drive support improvements at scale, and promote self-service among end-users.

edamama, a rapidly growing e-commerce platform for mothers in the Philippines, faced significant challenges in their HR operations. The company was manually handling all HR tasks, from recruitment to employee management and time-off management. They lacked a career site and budget for job board postings, leading to manual candidate sourcing. The interview scheduling and feedback consolidation were also done manually, making it difficult to hire quality candidates for various roles. Employee data was scattered across multiple documents, and there was no centralized solution for storing all employee information. Time-off management was also a manual process, with employees applying via email and the HR team consolidating the data at the end of each month. These processes were time-consuming and involved a lot of manual administrative work for the three-member HR team at edamama. As a rapidly-scaling organization, edamama was looking for a solution to streamline their recruitment process and manage their employee data.

Fluid Services, a field service marketing and operations company, was initially managing customer queries and requests through a shared inbox. This system lacked accountability and transparency, often leading to a bystander effect where no one took ownership of incoming service requests. The company also faced challenges with their initial help desk solution, Zendesk, which did not meet their growing requirements. Fluid Services also needed to manage their customer support channels more efficiently. Phone support was the most popular but also the most time-intensive channel, and with a fixed number of agents, it was not a scalable solution. The company wanted to push text support but needed an integrated solution that could manage customer interactions across channels.

The world of foreign exchange (forex) trading is a high-stakes, high-speed environment where milliseconds can equate to millions of dollars. Equinix, a provider of multi-tenant data center space and interconnection services for some of the world's largest forex service providers, was approached by a client in late 2015 with a complex challenge. The client required fast, secure connections for forex trading, latency equalization for a level playing field, and the installation of an underground Outside Plant (OSP) without the ability to test before deployment. The project was further complicated by a tight deadline and zero margin for error, necessitating a flawless partnership and high degree of technical expertise.

N-iX game developers were tasked with the challenge of creating a unique multiplayer shooter game that leverages virtual reality technology. The game, VR-iX, was designed to explore the capabilities of the Photon multiplayer platform and the Unity game engine in VR. The developers faced several challenges during the development process. These included the development of an artificial intelligence (AI) that would provide the player with a challenging battle against a virtual opponent, creating a lightweight game design that would ensure an entertaining interactive experience, adjusting the game design to the controllers to make the gameplay feel natural, implementing user teleportation using the weapon feature, and smoothly integrating multiplayer with the game dynamics.

A multibillion-dollar technology firm, with more than 140,000 employees across 180 countries, was struggling with multiple customized, outdated HR systems. Maintenance costs were high. Processes were cumbersome and riddled with heavy paperwork. And data was inaccessible in real-time.The company needed a modern HR system to standardize and simplify processes, reduce maintenance costs and empower employees with easy access to data. 

A global digital payments provider was looking to consolidate its design group in California, aiming to create a central hub for the company’s product, engineering, and design talent. The goal was to accelerate product development by providing strategic and flexible user experience (UX) design services, ensuring consistency and continuity of project resources. The company also aimed to establish last-mile design support to global product design and engineering teams and create governance for efficient coordination across projects. The major challenge was to staff the new hub with 35 UX design consultants and make it operational within 30 days. The client chose Cognizant Digital Experience, one of the largest design services groups in the industry, to take on this challenge.

Disal, one of the largest distributors of books and teaching materials in Brazil, was grappling with the challenges of modern technology and changing customer behavior. The company was receiving 4,000 daily calls, a number that increased during the school year, slowing down purchasing and distribution processes. The challenge was to leverage technology to enhance the site’s service throughout the year, not just during periods of high demand. The company needed a solution that could handle the high volume of inquiries and improve customer service efficiency.

1-grid, a South African web hosting company, was facing challenges with its existing helpdesk software, Kayako. As the company expanded, the limitations of their software became more apparent. Incoming customer queries were grouped into a single queue and were not directly assigned to agents. This resulted in bottlenecks and affected customer response times. At its peak, 1-grid was receiving about 12,000 customer queries each month. These queries would come in through the website and remain in a single queue. The existing software did not offer any segmentation or automatic routing features, so managers would have to manually sift through the queries and assign the most appropriate agents for each. 1-grid needed a new platform that would help their team manage incoming queries in a faster and more efficient way.

Brooke, an international equine welfare organization, was facing challenges with its legacy ITSM tool. The management team wanted to evolve towards a more proactive approach, foreseeing and responding to issues rather than waiting for them to unfold. With significant investments in staff and technology services, it was crucial to improve employee productivity and power the next phase of growth. Brooke needed a mechanism to foster this culture, while being able to measure and evaluate the impact of their investment in technology and employees. The Information Services team, consisting of over 50 service agents, was using JIRA for their internal ticketing requirements. To efficiently manage asset tracking, streamline technology workflows for different service requests, and overhaul the existing functionality, Brooke began evaluating solutions based on UI simplicity, ease-of-use, flexibility in features, ITIL framework compliance, scalability, and cost-effectiveness.

Logisfashion, a multinational logistics operator specializing in intralogistics for the fashion industry and e-commerce, was facing challenges due to its rapid global expansion and growing IT maturity. The company needed a consolidated system that could capture incidents, identify problems, and initiate changes from a single platform. With over 1200 employees worldwide, the IT team was inundated with countless IT requests and support queries. Ensuring timely allocation and resolution of support tickets was a key priority. Additionally, Logisfashion sought to improve process consistencies and end-to-end visibility to enhance user experience and customer satisfaction. They aimed to streamline workflows, speed up incident resolution times, and implement a robust root-cause analysis to meet new business requirements. The company was in search of an IT service desk that offered ease of deployment, a robust ITSM solution, better resolution time, workflow automation, and real-time insights through reports and analytics.

Catalin Capusan, the Founder and CEO of Digital Help, a leading bot-building agency from Romania, was tasked with creating engaging lead generation sequences for his clients. One of his clients, Pera Novacovici, a Romanian-based psychologist and online coach, had previously worked with another digital ads agency to build an email list of nearly 100,000 subscribers. However, Pera was interested in exploring innovative ways to grow his subscriber list and improve engagement. He had interacted with a bot for Messenger and was intrigued by the potential of such a tool. He approached Catalin with the idea of creating a similar bot for his own use.

Roma by Rochi, a popular women's fashion brand based in Argentina, was facing a challenge with its Instagram engagement. Despite having a significant following and receiving numerous likes, comments, and story mentions, the brand was unable to quantify how this engagement was impacting its bottom line. They regularly ran 'tag and like' giveaways on Instagram, but these did not provide a clear link to sales or meaningful relationships with followers. The brand had successfully built brand awareness through Instagram, but they wanted to get more from their efforts. They sought to run a more efficient giveaway campaign that could not only increase social engagement but also build meaningful relationships with followers and link results to sales.

Albertsons Companies, one of the largest grocers in the US, serves over 30 million customers each week through 19 different banners. The company faced the challenge of shifting customer demands and the need to provide a seamless shopping experience, whether in-store, online, or mobile. Albertsons' customer demographics varied greatly, and the company needed to meet the diverse demands of its customers. The company had multiple user IDs and passwords, which increased the attack surface of its IT infrastructure, making it more vulnerable to breaches. Albertsons needed to create a seamless, consistent IT experience in both the four-wall and no-wall environments, while maintaining the look-and-feel of the individual banners. The organization saw it as an opportunity to offer their customers a better experience.

The client, a large insurance company, had recently merged with another insurer. The merger necessitated the completion of an OpenText Exstream 16.2 migration project to transfer content assets from the subsidiary to StreamServe, the parent company’s Customer Communication Management (CCM) platform. The primary challenge was to ensure seamless cooperation with customers despite the necessary changes in their ERP tools. The client required a CCM solution that could integrate content assets from two different systems, HP Exstream and StreamServe, without any disruption to their operations.

The company's challenges are as follows;Manual errors in warehouse management.Problems such as inventory theft, delayed shipment, and the need for double verification of inventory

Avid Technology, Inc., a global SaaS media production solution provider, was faced with the challenge of enabling efficiencies and real-time collaboration across creative teams in the production process, without compromising performance or security. The company needed to deploy a cloud-based, global, online editorial suite to increase efficiencies in creating, editing, and enabling final production of media in a rapidly changing business landscape. The challenges also included capturing global customer access and scaling with quick deployment capabilities in a collaborative environment, connecting a diverse group of global users, ensuring high availability, optimizing application performance and usability by interconnection to a large number of global networks, and securing assets while allowing multiple contributors simultaneous access.

Auto Trader (UK), the largest digital automotive marketplace in the United Kingdom, was facing challenges with its existing infrastructure. The company's infrastructure was previously deployed from its own data centers via a private cloud. The company wanted to improve its security and encryption, and create a more agile architecture to enable faster innovation. Auto Trader (UK) wanted to upgrade its security layers and implement mutual Transport Layer Security (mTLS) authentication between its apps. However, retrofitting these changes to its previous infrastructure would have been difficult due to the complexity of modifying hundreds of applications and building additional elements. The company also wanted to optimize its CPU allocation, which was previously uniform across all instances due to the inability to accurately measure the impact of changes.

Ayoconnect, a SaaS company based in Southeast Asia, aimed to provide an open finance platform for developers to deliver a range of financial products to their customers. However, the company faced challenges in launching the platform on a cloud environment due to regulations requiring Indonesians' financial and transactional data to stay within the country. The domestic cloud service provider they initially used could not fully meet Ayoconnect's requirements, leading to performance and stability issues. Furthermore, the company needed to transition from a business-to-consumer model to a business-to-business model, which required standardization and visibility to solve issues created by multiple infrastructure types and API formats across financial services.

Banco de Crédito e Inversiones (Bci), one of Chile’s largest banks, faced the challenge of meeting the changing expectations of its employees and customers who were increasingly comfortable using internet-based tools and services. The traditional ways of banking did not resonate with the younger workforce, particularly the millennials, and the bank needed to evolve to meet their changing expectations. The bank also aimed to get closer to its increasingly digitally engaged customer base. To do this, Bci decided it needed a digital transformation that would bring interactions between employees and with customers closer to their more intuitive digital experiences with consumer apps. The bank also needed greater support for working off-site, including finding ways to replace in-person and telephone meetings with simple, reliable videoconferencing. Bci also hoped to move beyond email as the means for sharing and document collaboration.

Alquería, a Colombian conglomerate of over 24 companies with more than 4,000 employees, faced significant challenges in integrating teams across different cities and locations into a collaborative environment. The company aimed to increase its digital employee base, further digitize its processes, enhance collaboration and productivity in internal processes, and improve security levels to reduce information leaks. The main obstacle to growth was identified as technological barriers, which needed to be broken with cloud solutions for the company to scale. The challenge was to incorporate tools that did not exceed the limit of what was possible, while efficiently allocating licenses and resources for each employee role.

ATB Financial, a crown corporation of the province of Alberta, operates in a highly competitive financial services space. To retain its competitive advantage, ATB launched a bold transformation initiative to reimagine the way banking products and services could be delivered. However, the company faced several challenges. Remote employees often experienced connectivity and performance issues with the corporate VPN, which limited their productivity. Legacy office tools did not foster innovation and often slowed business processes, delaying the company’s ability to deliver new services and respond to customer needs. The ATB banking operations team also struggled with workflows and lost files in public folders, a common issue with legacy office applications.

Bloomreach, a leading Commerce Experience Cloud, faced significant challenges as it grew rapidly since its launch in 2015. The company's growth began to strain its bare-metal IT infrastructure, affecting both development and stability. The company experienced server failures and poor connections with their data center provider, which threatened the reliability of their service. Furthermore, with the advent of GDPR regulations and a global client base, Bloomreach had to prepare for a more complex security environment. Their existing infrastructure was not capable of handling the upcoming challenges, and they needed a solution that could provide scalability, stability, and security.