Competent Software, a US-based Business Process Outsourcing company, was facing challenges in managing its complex and unpredictable workflow. With over 2000 employees worldwide and over 100 million transactions per year, the company needed to simplify its processes. The company aimed to maintain a high standard of efficiency and eliminate inconsistencies. The challenges included adding business value to their core HR application, addressing complexities in absence management, providing Employee Self Service access with necessary approval workflow, systemizing production workforce planning and scheduling, maintaining a 360-degree Performance Management System with incident tracking, creating and maintaining panels/committees online, and finding a system flexible enough to work around the existing system.

Teenage Engineering, a Swedish company, specializes in creating compact, powerful synthesizers, including a series of small, battery-powered synthesizers known as pocket operators. These devices, which are roughly the size of a pocket calculator, can be connected together to produce and record a variety of music genres. The company's mission is to make synthesizers accessible to everyone, with a simple interface, animated LCD displays, and affordable price points. However, the design process of these devices presented a challenge. The company handles everything in-house, from electrical and mechanical engineering to industrial design and software development. The main challenge was getting the balance right between ECAD and MCAD software tools. The company's designs usually start on the MCAD side, building up the overall electromechanical look and feel. An ultra-tight tolerance chain was key when bouncing designs back and forth between Altium and MCAD.

The customer, a large manufacturing company, was struggling with the management of product documents for hundreds of products and product categories, including those manufactured by multiple subsidiaries and divisions. The product-related data was stored in SAP, with SAP Hybris Commerce serving as the web representation for B2B communication. However, product files were stored in disparate formats on employee laptops and various file shares, leading to a lack of a unified approach. The manual creation and uploading of technical descriptions and product specifications to SAP Hybris Commerce led to difficulties in locating correct versions of assets and handling multiple versions of media assets for a product was time-consuming and prone to error. The system was riddled with duplicates and different versions of technical descriptions and product specifications for the same product, leading to uncertainty about the correct version. The customer needed to automate the process of creation and management of product documents, improve versioning of assets, eliminate duplicates, reduce asset search time and implement seamless integration with the existing ecosystem.

The client was in need of a more flexible system for creating and managing template documents within the Content Server environment. They wanted to ensure that typical documents always maintained the same structure with some essential elements, and only designated sections of the document were editable by the staff. The client already had their client information stored in Content Server, and they needed to develop functionality for creating legal contracts using this information. The requirements included having a list of predefined contracts available from the standard Content Server interface, both flexibility and control when creating legal documents, a legal contract should have predefined static parts and provide the possibility to change customer-specific parts of the contract, the ability to create documents fast and represent their specific relationship with each specific contractor, and keeping the list of templates short, so expanding the list of contract templates for each contractor wasn’t an option.

The client, a leading car dealership company in the UK, was facing challenges in streamlining the work of their business managers. The company represents prestigious car manufacturers and provides both new and used cars as well as after-sales services. However, the business managers had to use four different systems for the business management flow and continuously switch between them. This was causing inefficiencies and slowing down business processes. The client had recently acquired a leading car supermarket, further increasing the need for a unified system to speed up all business processes.

m3connect, one of the largest wireless internet service providers in Europe, faced a significant challenge in transforming their existing solution to increase scalability and adapt to new business cases. The company, which specializes in digital signage, guest infotainment systems, VoIP, VoD, and location-based services, needed to redesign its architecture to enable in-flight portability for T-Mobile users and support a growing customer base. They also had to leverage new business opportunities discovered within an extensive partner network, from product deployment for local businesses to collaboration with global commercial airlines that provide on-board services. Over 300 epics/stories needed to be processed in the backlog to meet the client’s airline requests. The company had a high-level concept of the transformed solution but needed technical help in selecting technologies and designing the architecture.

The client, a leading energy technology company with over 8,000 employees and serving millions of customers globally, was facing challenges in streamlining its internal digital marketing processes and improving the user experience and scalability of its products. The company relied heavily on third parties to create offers and gift cards for customers and prospects, which caused difficulties in making changes to customer journeys and launching new campaigns. The client needed to develop an internal marketing system, build an end-to-end signup flow for smart heaters, improve the efficiency of the Customer Management System (CMS) and internal user processing engines, and modernize the website by boosting its performance and improving user experience.

The client, one of the UK’s largest energy suppliers, was facing challenges in improving their business efficiency and streamlining cooperation with their affiliated company. They were using two separate back-office platforms to manage boiler insurance operations: one for their employees and another for their affiliated company. This led to inefficiencies and difficulties in managing operations. The client needed to build a unified platform that would include all necessary features and could be used by both companies. This would not only improve the efficiency of the cooperation with their affiliated company but also streamline operations for all employees. Additionally, the client aimed to enhance the accuracy, accessibility, and security of their data by combining and standardizing it in a single place.

MPR Logistics, through its division Hot Shot Services, opened a new 75,000 sq.ft. warehouse in Garland, Texas. The primary objective was to provide unmatched high-volume Direct-to-Customer (DTC) fulfillment for their clients. However, managing such a large-scale operation and maintaining a 100% shipping success rate was a significant challenge. The traditional logistics operations often require a large staff and can still struggle with efficiency and accuracy. The company needed a solution that could help them scale up their operations while maintaining their shipping success rate, all with a fraction of the staff of traditional operations.

The client, a major distributor of office supplies and furniture operating in nearly half of all European countries, was facing challenges in managing product prices as their business expanded into new markets. Their existing monolithic solution was no longer efficient enough to meet the speed, accuracy, and efficiency requirements necessary for the company’s growth. The existing pricing management involved the use of several separate systems and Excel spreadsheets, as well as a significant amount of manual work. This required increasing time and effort from the client’s employees as the product inventory was expanding and the prices were changing frequently. The company needed to streamline the price management process and gain the ability to instantly handle pricing updates.

The client, an Australian company with a long history of building intelligent parking solutions, was faced with the challenge of modernizing their existing embedded solutions to improve efficiency and user experience. The primary solution that required modernization was the solar-powered parking meter. The client aimed to make it more energy-efficient and enhance its usability by enabling it to use a touch screen. The second solution was a legacy safe cabinet that also needed to be made compatible with a touch screen. The client required deep embedded engineering expertise to find new approaches to solving the challenges they faced during modernization, such as with the UI, and make the process as efficient as possible.

The client, a rapidly expanding European tech company with over 2,000 tech experts, was grappling with the challenge of managing over 400 active job vacancies. The hiring process was labor-intensive, requiring significant manual work for communication, monitoring, analyzing, and prioritizing job postings. The company used the CATS applicant tracking system, JIRA, and Google services to manage their vacancies and post them on an external job search platform. However, these systems were disjointed, leading to manual job posting and updating. This disjointed and manual process was slowing down the hiring process and reducing its effectiveness in finding the right experts. The client needed a solution that would connect all systems and reduce the amount of manual work required.

The client, a leading integrated Information and Communications Technology (ICT) infrastructure provider in Saudi Arabia, was facing challenges with their legacy systems inherited from their parent company. These outdated systems were hindering employee productivity and negatively impacting the customer experience. The client needed to improve the efficiency of these systems and enhance their user experience to streamline their employees’ operations and better serve their customers. They also needed to implement third-party integrations that were in use at the time. The client decided to implement a new unified Digital Experience Platform (DXP), a multifaceted platform for interaction, communication, and everyday work needs. However, they required assistance with defining the project scope and roadmap, designing the architecture and building the platform, as well as completing the necessary third-party integrations.

Ikon Science, a global provider of knowledge management solutions for subsurface discovery, faced a challenge with its homegrown license generator. The company wanted to offer its customers a wider range of licensing models, including usage or pay-per-use, token-based models, and the option to use cloud-based license servers. However, the existing license provisioning process was outdated and did not deliver the experience that Ikon envisioned for its customers. The homegrown solution was difficult to maintain and required significant engineering resources to improve. Ikon Science wanted its engineers to focus on its core products and decided to retire its homegrown solution and leverage a standard product.

The client, a developer, manufacturer, and installer of high-tech communication systems for niche markets, was facing a challenge in boosting the speed and efficiency of their customized solutions for railway communication and control. As the popularity of their solution grew, so did their customer base. This led to an increased need for efficiency in customizing their solution to an increasing number of railway transports. The client wanted to improve service quality and better match the specific needs of each customer, which included features such as passenger information systems, video surveillance, seat reservation, ad management, and more.

City Property, one of South Africa’s leading residential and commercial property management companies, faced significant challenges in managing its extensive portfolio and customer base. The company's operations were primarily manual, with a lack of automation in customer service processes and workflows. The outbreak of the pandemic further heightened the need for automation to improve the management of ticket enquiries across various channels and enhance the overall customer service experience. The company's most significant portfolio is residential apartment management, with a customer base comprising individuals, families, and businesses. The bulk of enquiries received were from individuals looking for residential or business space. The company had three teams, commercial, retail, and residential, focused on the specifics of each area of leasing. The customer service side served existing customers. The global lockdown during the pandemic outbreak posed a significant challenge as City Property’s operations were highly office-based, and the staff was not equipped to work from home. This situation severely impacted customer service, as the flow of information and agent productivity took a hit. The lack of automation, increase in WhatsApp enquiries, and just three agents handling all customer support tickets led to longer turnaround times and a significant drop in Net Promoter Score (NPS).

Collinson, a global leader in customer benefits and loyalty, was facing challenges with its customer service operations. The company was using a legacy telephony platform for customer communication, which was limited to two channels: email and phone. These channels were siloed, and operations were highly manual, leading to inefficiencies. Collinson wanted to improve the efficiency of customer interactions and bring services to market quicker. The company also wanted to shift from a CapEx-based cost model to a consumption-driven model. In 2020, the company had to accelerate its digital transformation project timelines to quickly equip customer service agents to work from home due to the pandemic. Furthermore, disruption in the travel industry prompted a new business requirement for Collinson to begin offering COVID-19 testing facilities at partner airports, which required customer service support from agents working from home.

Cutter Group, an IT solutions provider, was founded in 2005 with a customer-first approach to service. The company designs, deploys, and supports virtual infrastructure for organizations across various industries. However, Cutter Group faced challenges in maintaining its high standard of customer service due to the increasing volume of customer queries and the complexity of their needs. The company was using an open-source internal helpdesk system, but with the implications of GDPR compliance, it was necessary to invest in a more robust support platform. The company also needed a system that could handle the influx of tickets from larger customers and provide exhaustive monthly reports on support metrics. The COVID-19 pandemic further complicated matters as the company saw a 40% increase in support volumes due to customers shifting to remote work.

Datahut, a data extraction company, faced several challenges in their hiring process. The first challenge was filtering and shortlisting quality candidates from a vast pool of applicants, which was a cumbersome task for the HR department. Each job posting attracted close to 300 applicants, making the process of shortlisting and scheduling interviews a daunting task. The second challenge was managing the hiring process on spreadsheets. Moving candidates across various stages of the interview process, sending custom emails to select and reject candidates, and navigating through multiple excel sheets led to chaos and inefficiency. The third challenge was manually posting jobs to job boards. This process was time-consuming and inefficient, and they needed a solution that would streamline their process and optimize their hiring.

Dineout, one of India's largest restaurant tech platforms, was facing challenges in managing its customer service operations. Initially, the company relied on shared inboxes and a small team to manually handle communications. However, as the organization grew and began processing $800M worth of transactions for its partner restaurants, the need for a more systematic solution became apparent. The team aimed to create customer experiences as memorable as the dining ones. The challenge was to find a solution that could help them interact with customers effectively, provide quick resolutions, and offer a personalized service experience.

ESS, an educational staffing solution provider, was facing challenges in coordinating customer support due to the use of shared inboxes. There was no defined system of assignment, leading to inconsistencies in client responses and a lack of insight into agent performance. The company was struggling to manage the high volume of queries from over 700 school districts and 80,000 educators across 27 states. The shared inbox system was not only inefficient but also time-consuming, as agents had to spend a significant amount of time organizing their personal and group inboxes. The lack of a unified support system was affecting customer satisfaction and the overall efficiency of the support team.

Finsure, a rapidly growing mortgage aggregator in Australia, was facing a significant challenge in managing its broker network. The company relied heavily on email as the primary communication channel with its network of over 1550 brokers. However, the use of multiple shared inboxes to respond to brokers' queries and requests was proving to be inefficient and unmanageable. The sheer volume of incoming queries often caused their email client to crash, negatively impacting employee performance. The Commissions team, responsible for managing broker remuneration, was particularly affected. They were struggling to perform their day-to-day operations efficiently due to the sensitive nature of their conversations and the high volume of queries. The management at Finsure realized that shared inboxes were not a scalable solution and began looking for alternatives.

Fitness Passport, a corporate health and fitness program in Australia, was facing several challenges in its operations. The organization was struggling with inaccurate data and reporting, which hindered their ability to make critical business decisions. The lack of insights was a significant issue as it prevented them from understanding what was working for their members and what wasn't. Additionally, there was a lack of cross-team collaboration, which was affecting their efficiency and productivity. The organization was also dealing with a high volume of routine queries, which was taking up a significant amount of their resources. The legacy Salesforce solution they were using was not providing the reliability and capabilities they needed.

Katz Media Group, the largest media representation company in the United States, faced significant challenges with its IT service management (ITSM), service delivery, and IT support. The company's legacy platform was not user-friendly, leading to knowledge silos and a lack of uniform ITSM processes and service SLAs. The incumbent on-premise ITSM solution was becoming a bottleneck, hindering integration, migration, and standardization of IT service and incident management. This situation was part of a broader technology transformation initiative that Katz was undertaking. The company needed to overhaul its existing functionality and improve scalability, which required a new solution to replace their incumbent on-premise solution.

Koti Puhtaaksi, a dynamic family-run business in Finland, had an ambitious plan to become the largest Finnish cleaning company. However, the company's existing customer support system was becoming a hindrance to this goal. The support system was segmented into three divisions, with customer interactions across all three groups conducted largely through email and phone. As a result, there was no single repository where past conversations could be recorded and accessed. Only the agent who had spoken with the customer would have context into the customer’s problem. With the number of agents and volume of customer queries steadily increasing, this system was no longer effective. Furthermore, with customer queries pouring in from different channels, the support team needed a single solution to streamline the customer journey and increase visibility of the various touchpoints.

Ausgrid, Australia’s largest public utility, embarked on an ambitious $800 million upgrade project, codenamed CityGrid, aimed at supplying sufficient power to Sydney’s central business district through 2024 and injecting extra backup capabilities into the power grid for optimal future reliability. The project involved constructing up to four new interconnected substations, replacing and upgrading key high-voltage cables, and adding a new 8-kilometer City East tunnel. During the construction process, teams were working up to 55 meters below the surface, and maintaining open communication between the maintenance staff and teams working deeper within the tunnel was a challenge. Ausgrid used a simplex radio channel via the New South Wales Government Radio Network (NSWGRN) for this purpose, but this method had major drawbacks and limitations. It drew maintenance staff away from their daily monitoring and repair duties, forcing them to rely on land lines, escorts, and face-to-face meetings to connect with tunnel construction teams.

Grab, a super-app company, was facing a significant challenge in managing the high volume of digital brand interactions. The customer service agents were unable to address the requests in a timely manner, leading to a backlog. The company needed a cost-effective solution to address customers' questions as quickly as possible and maintain customer satisfaction. The challenge was to build and launch a scalable automated experience on Facebook Messenger that could handle the high volume of customer interactions.

A prominent US-based software company was grappling with bandwidth issues in resource allocation, managing various partners, and executing its product roadmap. The company's disjointed management approach led to the release of generic campaigns that lacked personalization. Balancing work priorities among different stakeholders resulted in increasing dependencies and delays. The company aimed to migrate to the cloud for scalability and improved data-driven decision-making capabilities. It also sought to reduce overall infrastructure costs, centralize disparate smaller teams, and deploy a third-party personalization and experimentation platform. To achieve these goals, the company partnered with Cognizant for a digital marketing transformation and the selection and deployment of a personalization platform.

Banco Bolivariano, a leading bank in Ecuador, faced the challenge of keeping up with the digital revolution that has swept across all industries, including the banking sector. The bank was used to rigid and bureaucratic processes, and adapting to the rapid changes was a significant challenge. The bank set ambitious goals in 2017 to lead the Ecuador banking sector, provide an innovative customer experience, maintain service effectiveness above 80% in high traffic without using additional resources, and grow the implementation of products for new customers while diversifying the product portfolio for existing customers. The challenge was to meet these goals while providing fast and simple answers to customers at any time and through any channel.

Accel, a leading venture capital firm, faced unique HR challenges due to its complex organizational structure and the need to manage a large volume of inbound profiles. The firm's HR administrative tasks were being tracked manually, making the process inefficient and prone to errors. Accel receives around 50-60 inbound profiles daily, including those of senior professionals and industry experts. While these profiles may not always find opportunities within Accel, they could be suitable for Accel's 140+ Indian portfolio companies. However, maintaining these inbound resumes in Excel sheets and Google Drive was chaotic and unmanageable. The firm needed a solution that could seamlessly integrate and share all the information with their portfolio companies. Additionally, aligning the entire team on a single HRMS platform suitable for both internal and external usage was a significant challenge.