Allstate Insurance Company was facing challenges with its existing human resources applications. The extensive customization of the software had resulted in powerful functionality, but it was not user-friendly and introducing new functionality was time-consuming and often cost-prohibitive. The company wanted to enable the newest talent management solutions, at a more rapid pace, and keep operational costs low. The challenge was to deploy a new solution successfully and gain all the benefits of cloud-based solutions while ensuring that Allstate continued to retain a single integrated system of record.

The 1000 Ton main forging press had a 75 HP motor and fed a trimming machine. The motor pulley combination was situated on top of the Press at a height of about 15 feet thereby reducing its access for routine maintenance. The company found difficulty ensuring constant uptime of the Press.

The cancer treatment and research center was facing a significant challenge in managing and accessing its vast volumes of patient data, which were primarily in paper format. The institution's unique approach to treating patients as a whole, rather than a series of isolated maladies, resulted in extensive patient medical records. The sheer volume of these paper records often made it difficult for clinicians and researchers to rapidly and reliably access the information they required. This situation was negatively impacting productivity and causing delays. Furthermore, the practice of 'checking out' medical records for research purposes often left clinical teams without immediate access to these records, especially in cases of unexpected patient visits. The center needed a more effective way to work with patient information that would enhance the delivery of prompt diagnosis and treatment, and accelerate the progress of vital research work.

Alvaz, a Brazilian agritech company, faced significant challenges due to its rapid growth. With each new crop cycle, the demand for their services increased, leading to a surge in the number of employees and the need for better process organization. In 2019, the company grew from 5 to 20 employees, making traditional methods of communication and process management insufficient. As Alvaz expanded into more countries and Brazilian states, the need for a reliable system to manage employee requests to the central office became evident. These requests were primarily equipment-related, including uniforms, safety equipment, and drone maintenance parts. By 2020, with around 30 employees, Alvaz was frequently missing deadlines and lacked visibility over the status of their many requests. The company needed a solution to manage their requests and improve the employee experience.

Jacobs Douwe Egberts (JDE), a global agribusiness group specializing in coffee and tea, was facing challenges in managing its commercial steering and financial management. The company, which operates in over 80 countries and generates annual sales of more than €5 billion, needed a tool that could consolidate the progress of negotiations in relation to the initial budget and analytically manage all customer investments by category. The tool also needed to support the S&OP process, manage product/customer mix, pilot pricing strategy, and ease the exchange of information between different services. On the financial control side, JDE required a solution that could value plans by segment, brand, and customer, steer profit up to full P&L (real + forecast), and facilitate budget comparisons and reporting.

OTC Industrial Technologies, a rapidly growing industrial solutions provider, faced significant challenges in managing its financial processes across 65 branches and 54 service/repair locations. The company had grown through the acquisition of 30 companies, each with its own ERP system. OTC's initial strategy was to patch together these disparate ERP systems to manage their financial processes, particularly financial consolidation. However, this approach resulted in a lengthy and inefficient consolidation process. The company had to deal with multiple General Ledger (GL) systems and detailed financial and sales reports coming from various dimensions across the business. The consolidation process was not only time-consuming but also lacked the efficiency and accuracy required for effective financial management.

COTA, a healthcare company founded in 2011, specializes in combining oncology expertise with advanced technology and analytics to organize real-world medical treatment data for cancer research and care. They have access to millions of electronic oncology patient records, a data volume unmatched in the oncology healthcare industry. One of their products, the Real World Analytics (RWA) solution, helps clinicians and researchers make sense of fragmented and often incomplete electronic health records (EHR) data. However, COTA faced challenges with their existing off-the-shelf solutions like Qlik and Tableau, which required heavy customization and specialty configuration knowledge. They sought a more developer-friendly ecosystem that could handle their vast data and provide a single source of truth.

Jobber, a leading provider of business management software, supports over 50 industries and has serviced over 15 million households in more than 47 countries. A crucial tool for Jobber's customers is dashboards that provide a snapshot of their businesses, helping them schedule their day, optimize routing, keep track of invoices, accept payments, and more. However, as Jobber's business scaled and accumulated close to a decade of data, the dashboard performance began to slow down. The team tried to address these performance issues through caching, query optimization, and database tuning, but they realized that more needed to be done. The challenge was to find a solution that could handle the large amount of data and still deliver high-performance dashboards.

Qualibrate, a SaaS company based in Amsterdam, was seeking an effective way to provide its users with the flexibility of advanced reporting and simplicity in generating dashboards. While there were several great products available in the market such as Kibana and Grafana, Qualibrate wanted to offer a seamless experience within their own platform. The challenge was to find a solution that would integrate well with their current platform which uses Vue.js. After considering various options, they found Cube from Statsbot.co to be a perfect fit for their use case. However, there was a significant caveat - Cube did not have an implementation for Vue.js. This led Qualibrate to consider working with the community to improve the MongoDB connector and integrate Cube into their workflow.

Ternary, a FinOps platform provider for Google Cloud (GCP) customers, was facing the challenge of managing and analyzing the large volume of cost-related data generated by its rapidly growing customer base. The platform, which aids cloud engineers, IT finance, and business teams in optimizing public cloud costs, had to deal with the complexities of providing a SaaS platform at scale. The challenge was to break down costs by projects and other dimensions across a time series for users with many values in a given dimension. The company was frequently running into issues with Cube’s response limit of 50,000 rows, which could result in incomplete datasets and inaccurate total cost calculations. The challenge was to present complete, accurate data to users, enabling them to perform multidimensional analysis of vast volumes of cost data.

Advent Health Partners, part of the Powered Health group, was facing a significant challenge due to rapid changes in healthcare regulations in the United States. The re-introduction of the Recovery Audit Contractor (RAC) program and the move to Electronic Medical Records (EMRs) had left many hospitals struggling to keep pace. This resulted in inefficiencies in the healthcare revenue cycle, with billions of dollars tied up in insurance claims denials. The situation was further complicated by the fact that hospital data, both structured and non-structured, was generally stored in siloes, with a lack of communication between different departments. Some processes were still heavily reliant on paper records. With claims-related data scattered across different locations and stored in multiple formats, it was very difficult for analysts to bring together all the information required to review a denied claim and decide whether there was a case for appealing the decision.

Dubai International Airport, known for its high volume of transfer traffic, faced a significant challenge in managing passenger flows. The airport experienced peaks in passenger volumes throughout the day, with immigration halls and transfer security checkpoints fluctuating between being completely empty and overcrowded within short periods. While the airport could plan for expected passenger load profiles, changes to flight arrival times could significantly impact the actual passenger load profile. The Airport Operations Control Center (AOCC) had access to real-time queue information from sensors and cameras, but there was a need for advanced passenger load predictions and resource requirements. This would enable operational teams to collaborate with other stakeholders and proactively open more security or immigration lanes, in anticipation of passenger arrivals. The challenge was to predict passenger load profiles and manage resources effectively to prevent overcrowding and long queues.

Capgemini Brazil's HR department was struggling with inefficient manual processes and a lack of standardization in handling employee requests. The HR team was receiving an average of 2,500 requests per month through various channels, without any categorization or prioritization. This led to a significant amount of time being spent on triaging and processing these requests, with five full-time employees dedicated to this task. The process also involved bottlenecks such as the need for physical paperwork and manager signatures, leading to employee dissatisfaction. Despite their efforts, the HR team was unable to meet their goal of triaging 95% of tickets within the correct Service Level Agreement (SLA), with a success average of only 38%.

The British Multinational Insurer, a leading global provider of risk management, insurance, and reinsurance brokerage, was facing significant challenges in managing subscriptions and redemptions of pension funds. The existing system was heavily reliant on insecure email and spreadsheets, which not only lacked visibility and traceability but also posed a risk to compliance with the Financial Conduct Authority (FCA). The process was time-consuming and inefficient, with complex tasks taking longer than necessary. The company was also struggling with risk mitigation, a key aspect of their operations. The lack of integration with the company's core systems, including Eagle and Charles River OMS, further complicated the process.

Asseco SEE (ASEE), one of the largest IT service providers in South-Eastern Europe, was facing challenges with its outdated CRM solution. The legacy on-site solution was no longer able to support the required level of sales automation and operational efficiency. The company was also looking to establish a single market approach among multiple group companies with different cultural and technology backgrounds. This was particularly challenging due to the company's complex organizational structure, which consists of multiple business units across 23 countries. Each unit has its own profit center and users allocated to it. Additionally, ASEE also manages cross-unit sales, which added another layer of complexity to the situation. The company was in need of a flexible, advanced solution that could minimize development efforts, easily scale, and support its digital transformation journey.

Motorola Solutions, a global leader in public safety and enterprise security, was facing several operational challenges. The company was struggling with poor process visibility due to the use of multiple tools for similar use cases, which resulted in data silos. The leadership team was in dire need of a system that could provide a comprehensive view of the enterprise's business operations. Another challenge was the lack of integrations. As the users frequently interacted with, inputted, or pulled data, a system that supported integrations with multiple tools was necessary. Additionally, the company was experiencing a lag in business process updates. As business processes evolve over time, Motorola Solutions needed a system that could keep pace with these changes.

Taylor & Hart, an award-winning jeweler specializing in custom-designed engagement rings, faced significant challenges in scaling their business. The founder, Nikolay Piriankov, recognized that the traditional diamond industry lacked transparency in ethical sourcing and customization. Traditional jewelry shops did not offer personalized experiences, and those that did were either too slow, too expensive, or both. The first bespoke ring they made took a full year to complete due to the numerous moving parts in the business and the need for constant communication among team members. This lengthy process was not only inefficient but also prone to errors in data entry, hindering production and preventing the business from scaling.

The rise of Non-Fungible Tokens (NFTs) has revolutionized the way artists and creators connect with buyers, fans, and collectors. However, the current NFT ecosystem, primarily based on Ethereum's blockchain, faces significant challenges. These include high gas costs, slow transaction finality, and a lack of energy efficiency, with proof of work systems consuming vast amounts of energy. Additionally, there is a need for a platform that can support the trading of art assets within the ecosystem. The challenge was to create an NFT ecosystem that addresses these issues while providing an optimized experience for artists and creators.

The financial services industry is constantly seeking ways to enhance digital ecosystems and leverage new technologies for a competitive edge. Blockchain technology has shown promise, but the path from discovery to implementation is often unclear. The challenge lies in finding practical uses for the technology and the right go-to-market approach. A significant proof-point of blockchain’s viability for trade finance is komgo, a blockchain-based commodity trade and finance network. However, the challenge for blockchain networks is the protection of private information on the ledger. As networks scale, they need mechanisms that allow for larger sets of blockchain validators. Business consortia also need the ability to govern the digital smart contracts where the business logic is executed.

The life insurance industry has been grappling with the challenge of not having a single, reliable source of truth for processing death benefits and claims. This lack of a centralized system has led to multiple handoffs between different systems and people, which not only increases the time taken to process claims but also escalates the cost and risk associated with it. The absence of a unified platform also places an unnecessary burden on the beneficiaries, who often have to navigate through complex procedures and multiple points of contact to claim their benefits. The industry was in dire need of a solution that could streamline the process, reduce the cycle time, and make it more efficient and less cumbersome for all stakeholders.

Orchard, a real estate company, was facing challenges in managing their lead lifecycle and customer profiles. They were struggling to keep customer information updated across multiple platforms, which was crucial for providing a personalized customer experience. The company was spending hours each week to ensure that the customer data was updated across their platforms. They were also finding it difficult to target new customers with personalized emails due to the time-consuming process of compiling data and manually sending email campaigns. Another challenge was the manual process of notifying the sales team about new leads, which was repetitive and time-consuming. This was hindering Orchard's focus on providing tailored content to their customers based on their stage in the buying or selling process.

Marjolein, a financial blogger based in the Netherlands, was struggling to manage her full-time job and her side hustle of blogging about her financial journey. She was spending a significant amount of time promoting her work on social media, which was not only time-consuming but also a task she did not particularly enjoy. She wanted to focus more on content creation rather than promotion. Additionally, she was looking for an efficient way to grow her audience and reach her financial goals, which included retiring early. The challenge was to find a solution that could automate her marketing efforts, save time, and help her grow her blog audience.

Reali, a real estate startup, was facing the challenge of keeping up with the fast-paced real estate market. As the company expanded its operations across 15 states and three continents, the need for speed and agility became even more critical. The company needed to unlock key customer data to help real estate agents find and sell homes more efficiently. However, the biggest barrier was not the lack of tools but the ability of the team to use them effectively. The cornerstone of Reali's marketing stack, Segment, a customer data platform (CDP), was challenging to use without coding knowledge. The company needed a solution to get data from all relevant apps and systems into Segment.

CABAÏA, a French ready-to-wear accessories brand, was committed to Corporate Social Responsibility (CSR) and environmental sustainability but lacked a clear understanding of its carbon footprint. The company had been experiencing strong growth since its inception in 2015, with a doubling of turnover every year. However, it was aware that in the modern business world, a commitment to the environment and CSR was essential for continued success. The challenge was to accurately measure its carbon footprint to identify areas where it could take concrete action to limit emissions. The traditional methods of CSR assessment were seen as old school, imprecise, and tedious, involving manual review of invoices and other data. CABAÏA needed a more efficient and reliable solution to automate this process.

Collectiv Food, a company committed to building an efficient and sustainable food supply chain, was faced with the challenge of accurately measuring and reducing its carbon footprint. The company was aware of the importance of sustainability but lacked the necessary tools and expertise to establish their emissions baselines across Scopes 1-3. This was crucial for them to support their Net Zero goal set for 2030. The company needed a robust methodology to measure their company-wide carbon footprint, including direct and energy emissions (Scope 1 & 2) and indirect emissions caused by service providers and services used by the company (Scope 3).

Equativ, an independent advertising technology company, was faced with the challenge of understanding and reducing its carbon footprint in the face of growing concerns about climate change and corporate social responsibility (CSR). The company wanted to take concrete climate action and limit its identified emissions. Equativ was also keen to attract top talent, reassure partners about their carbon footprint, and lead in an industry working to reduce the environmental impact of each ad campaign created. However, the company lacked the necessary tools and expertise to accurately measure and reduce its carbon emissions.

FoodChéri, a 2.0 restaurant, is committed to providing healthy, authentic cuisine to city dwellers at affordable prices. However, the company is aware of the environmental impact of food production and distribution. In an effort to limit its carbon emissions, FoodChéri decided to conduct a comprehensive carbon assessment. The results revealed that the company's total carbon emissions amounted to 7689t CO2 per year, with food and beverages accounting for 47%, freight 22%, and product purchases 16%. This level of emissions equates to 7689 round trips between Paris and New York, or the annual emissions of 687 French people. To offset this, 3417 hectares of growing forest would be required. The challenge for FoodChéri was to understand the impact of its activities and engage its ecosystem in reducing emissions.

France Invest, an association dedicated to promoting private equity in France, was seeking to conduct a simple Greenhouse Gas (GHG) assessment to understand their carbon footprint. The organization recognized the need to measure their GHG emissions as a first step towards reducing them. They aimed to structure their environmental policy better and devise an action plan for long-term emission reduction. The challenge was to find a solution that was not only efficient and intuitive but also quick in delivering results. The carbon footprint calculation needed to consider not just direct and energy-related emissions (Scope 1 & 2) but also indirect emissions caused by service providers and services used by the company (Scope 3).

Inovie Labosud, a group of Medical Biology Laboratories, was seeking a simple method to conduct their first Greenhouse Gas (GHG) assessment. The company wanted to measure its carbon footprint to structure its environmental policy and devise a long-term action plan to reduce emissions. The challenge was to account for not only direct and energy-related emissions (Scope 1 & 2) but also indirect emissions caused by service providers and services used by the company (Scope 3). The company's carbon footprint in 2021 was 19275t CO2e, with transportation accounting for 66% of emissions, fixed assets 15.1%, and purchase of services 9.1%. Inovie Labosud aimed to reduce its CO2 emissions by 5% by 2024, in line with the Paris Agreement's objectives to limit global warming to 1.5 degrees.

Mama Loves Ya, an agency dedicated to developing the careers of emerging artists in the electronic music industry, was faced with the challenge of understanding and reducing their greenhouse gas (GHG) emissions. Despite their commitment to respect the environment, they lacked the knowledge and tools to identify their key emission sectors and structure an effective environmental policy. Their goal was to find a simple solution to carry out their GHG assessment and commit to reducing their emissions. The company's carbon footprint included not only direct energy-related emissions but also indirect emissions caused by service providers and services used by the company. One significant source of these indirect emissions was the production of the label’s vinyls.