Gadsme, an advertising platform designed for the gaming and e-sports industries, was faced with the challenge of efficiently exposing data insights to their clients. As an AdTech company, Gadsme collects millions of events every day, all of which are stored in BigQuery. The company was in need of a tool that could help them manage and expose this vast amount of data in a meaningful and efficient way. They were also looking for a solution that could help them maintain complete control of analytics costs. The challenge was further compounded by the need to keep innovating and bringing new brand experiences to the gaming and e-sports industries.

Ocean Network Express (ONE), the world’s seventh-largest container carrier, was formed following the merger of Japan’s three largest shipping lines in 2017. The merger led to a complex and disjointed process architecture, with a lack of communication between departments and systems posing a significant challenge. The accounts payable process, critical for timely vendor payments, was particularly inefficient, involving three different sub-departments within the finance team. The process was primarily decentralized, managed manually, and often involved a lengthy paper trail. The finance team used spreadsheets to keep the process on track, but it was difficult to manage and standardize. The COVID-19 pandemic further exacerbated these issues, as the shift to remote work made the process unmanageable and hindered seamless communication between the finance sub-departments and systems. The team needed a platform, system, or tool to fit all of their processes in this new reality.

First Philippine Holdings (FPH), a pioneering holdings company with a strong portfolio in clean and renewable energy, faced significant challenges in its operations due to manual processes. The approval workflows were manual, involving sifting through hundreds of emails, physical forms, and SAP data. This not only made the process time-consuming but also led to difficulties in tracking approval requests. Approval requests often got lost due to the lack of a centralized tracking tool. Furthermore, obtaining timely approvals from senior leaders was nearly impossible without a mobile workflow management application. The pandemic further highlighted the need for digitalization and minimizing the company's carbon footprint.

RENU Contracting and Restoration, a third-generation business providing contracting, restoration, and emergency response services, was facing significant challenges with their manual processes. The IT department was spending countless hours setting up special email accounts to trigger work, which was not only time-consuming but also hampered productivity. The team was struggling to manage complex processes using the existing system of emails and spreadsheets. This system was not only inefficient but also made it difficult to track and process issues. Process administrators had to manually log issues on spreadsheets and track them over hundreds of emails, which was a cumbersome and error-prone process.

The Alice Smith School, a leading international school in Malaysia, was facing significant operational challenges. The school's IT Director, Bradley Fisher, was seeking solutions to address the school's manual processes, administrative overload, and resistance to change. The school's operations were heavily reliant on paper-based processes, which were not only time-consuming but also restricted the staff's ability to perform tasks remotely. The administrative staff was overwhelmed with the burden of processing data manually on paper forms. Furthermore, the school was grappling with the challenge of convincing its employees to transition from their decades-old practices of using paper documents to a digital platform.

Rabobank, a cooperative bank with a significant international banking operation, is committed to addressing its financed emissions and carbon risks. Since 2020, the bank has been working with clients to address high-emitting supply chains in its commodity trade finance portfolio. For instance, Rabobank implemented a pilot scheme offering metal commodity traders incentives for meeting sustainability targets and a template for clients to develop a climate action plan to decarbonize their trade flows. However, Rabobank faced a significant challenge: the lack of high-quality emissions data for clients’ supply chains. The bank recognized that to strengthen its green finance schemes and set quantified targets with measurable progress, it needed to overcome this barrier. Rabobank aimed to achieve three key goals: setting emissions reduction targets, advising clients on carbon risk reduction, and reducing the carbon footprint of its trade commodity finance portfolio.

Total CSR, a lean team offering a training program for insurance onboarding, found themselves overwhelmed with menial tasks that were drawing them away from their core work. As a small team of three, they were handling an expanding workload that included tasks such as building leads in a customer relationship manager (CRM), managing accounts from lead to client, and tracking and entering payments across different platforms. These tasks were not only time-consuming but also derailed their focus from critical work. The challenge was to find a solution that could automate these tasks, allowing the team to focus on their primary responsibilities and passion.

Societe Generale - FORGE, the digital capital markets platform of the Societe Generale Group, was part of the European Investment Bank's first digital bond on a public blockchain. On 27 April 2021, the EIB launched a multi-dealer unsubordinated, unsecured 2-year bond issuance (EUR 100,000,000) on the Ethereum mainnet, for the registration and settlement of the securities, in collaboration with Goldman Sachs, Santander and Societe Generale. The payment of the issue monies from the underwriters to the EIB were represented on the Ethereum mainnet in the form of Central Bank Digital Currency (CBDC). This transaction was part of a partnership announced in October 2020, under which terms Societe Generale - FORGE selected Consensys to provide technology and services for its ongoing CBDC pilot activities through its Codefi Payments product.

Dina Yankelewitz, a manager of data and analytics at Pearson, was facing a common challenge in the modern workplace - keeping track of meetings amidst a busy schedule. With numerous tasks and projects requiring her attention, it was easy for a meeting to be overlooked. This was especially true when she was away from her desk, on the road, or in between tasks. The traditional methods of reminders, such as Slack notifications or Google Calendar's desktop notifications, were not effective as they could easily become background noise or be missed if she was not at her computer. The challenge was to find a reliable and efficient way to receive meeting reminders that would cut through the noise and ensure she was always prepared and available for her meetings.

Quarry Hill Advisors, a financial planning firm, was grappling with the challenge of time-consuming administrative tasks. The team was losing one to two hours each week on data entry tasks such as creating contacts and adding emails to newsletters. This was time taken away from their core job of serving clients. The financial planners calculated that they were effectively spending a significant amount of money on these administrative tasks, considering their hourly billing rate. The challenge was to find a way to reduce the time spent on these tasks and redirect it towards more productive activities.

OCUS, a company that provides smart visual content to enterprise companies through a global network of 35,000 photographers, was keen to assess its Greenhouse Gas (GHG) emissions. The company was aware of the environmental impact of its operations, particularly in the digital world, and wanted to involve its clients in its sustainability efforts. The challenge was to accurately measure the company's carbon footprint, which was essential for structuring an effective environmental policy and creating a long-term action plan to reduce emissions. The company's carbon footprint was largely due to photographer travel, which accounted for 87.5% of its total emissions. Other significant contributors were the purchase of services and digital operations, each accounting for 4.6% of the total emissions.

Ashurst, a leading international law firm, faced a significant challenge after a major merger that almost doubled its size. The firm's HR function aimed to transform its operations to support the ongoing strategic growth objectives. The merger presented challenges in managing talent, developing skills, and rewarding performance across the global business. Each part of the business had its own systems and processes for managing absences, tracking performance, and rewarding success. This led to increased manual effort and cost, reduced ability to ensure globally consistent definitions of human capital management metrics, and difficulty in generating comprehensive reports. The firm also faced challenges in answering important questions related to employee skillsets, retention, and compensation policies across the organization.

Airbus Intelligence, a unit of Airbus Defence and Space, provides comprehensive satellite imagery and data to over 1,200 customers in more than 100 countries. Over the years, Airbus Intelligence has expanded its client base from governmental security to include entities that benefit from high-quality imagery such as agricultural companies. However, the company faced a challenge in meeting the growing expectations of its customers due to the limitations of its existing solution. The traditional process involved capturing images from satellites, processing them, and downloading them into the company’s library. Customers would then select the images they wanted from a catalogue and receive them several hours later. As Airbus added more satellites and technology became more sophisticated, the company was able to provide better quality data and imagery at increasingly large volumes. However, the existing solution could not speed up the production and delivery of its image and data products.

BBVA, a leading bank in Spain, was facing the challenge of digital transformation in the highly regulated banking industry. The bank was under pressure to compete with digital-native fintech companies while maintaining the trust of its 78.9 million customers. The banking industry, being an attractive target for cybercriminals, had traditionally kept their IT infrastructures on-premises to maintain control over data security and privacy. However, BBVA recognized the need to embrace cloud computing to gain agility and anticipate future banking needs. The bank also aimed to reduce its carbon footprint and become an environmentally sustainable business. The challenge was to navigate this transformation while maintaining stringent data security and privacy standards.

The Dürr Group, a leading mechanical and plant engineering firm, faced several challenges in aligning its IT with its company-wide OneDürrGroup strategy. The company's consistent expansion and diverse customer base resulted in a complex IT infrastructure, characterized by different integration solutions and a hybrid application landscape. The company aimed to implement its OneDürrGroup strategy across all locations and divisions, which naturally impacted its own IT. The diverse range of solutions—on-premises, Integration-Platform-as-a-Service (iPaaS) and Software-as-a-Service—meant more cost and effort and required more expertise in different technologies, as well as a mass of redundant interfaces. The company believed that an integrated architecture could achieve significant streamlining in the HR landscape alone.

Lozier Corporation, a leading manufacturer of products for retailers, was facing significant challenges due to its outdated ERP system. The system, residing on an ageing mainframe, was unable to deliver reliable business management systems, consolidated data, and efficient processes. The company's business processes were sometimes inefficient due to these disparate systems. For instance, digital orders from customers had to be processed manually by Lozier's team, which was not only time-consuming but also increased the risk of inaccuracies and errors. The leadership team at Lozier recognized the need for a modern ERP system and industry best practices to drive operational excellence and ensure the company's continued success in the retail industry.

Ricky Willems, an electrical engineer and a fan of the popular show “BattleBots”, was inspired to build his own robots with the goal of competing on the show. The challenge was to create a mechanical warrior that could compete in the show, which required custom hardware, electronics, and a team of up to eight people to operate the bots. The design process was complex, involving the creation of a 6’4”, 250 lb flame-throwing robot capable of catapulting another robot across a ring. The design also needed to be scalable, as the robots needed to prove their worth on smaller stages before moving to prime time. The design process was further complicated by the need for the robot to withstand damage while putting out staggering horsepower in a package that was as light and small as possible.

Automation Research Group, a Philadelphia-based engineering and design company, was facing challenges in managing and transmitting data securely. With the advent of high-speed internet, data transmission became faster but also brought along security concerns. For some clients, having a private network tethered to a building was more secure than using WiFi or broadband internet connections. This led the company to revisit the idea of using power lines as an alternative to WiFi for data transmission. However, this method, while more secure, was slower and required specialized equipment. Additionally, the company was also struggling with managing parts for their custom-designed PCBs. The parts management was all in a local database and there was no way to determine if the parts were outdated.