CareSource, a nationally recognized healthcare organization, has been experiencing exponential growth over the past 30 years. This growth has led to an influx of new members, which the company's legacy data systems were unable to handle efficiently. The company had to resort to temporary solutions such as running jobs designed for monthly execution on a daily basis, which the systems were not designed to handle. This resulted in the expenditure of significant resources to maintain the systems. The company needed a modern data platform that could scale, perform efficiently, and be future-proof. The platform needed to be cloud-based and capable of serving as a single source of truth for all incoming data.

Fastned, a pioneer in the fast-charging infrastructure for electric vehicles (EVs), faced a significant challenge as the EV industry grew exponentially. The company started with a small footprint of charging stations and expanded as the industry took root. However, as the size of Fastned’s data grew exponentially, the company needed to migrate away from its legacy system, Redshift, which was resource intensive to scale and expensive for democratizing insights across its teams. Fastned was also faced with the pressures of building more charging stations and ensuring a continued superior user experience, which became increasingly challenging to deliver with its existing tech stack. The company's data team quickly realized that with an increase in data collection points across its network, the legacy AWS Redshift data warehouse would not be able to meet its growing needs. And while Tableau was being leveraged to deliver insights, wide-scale analytics was hindered by high costs.

Arriva UK Bus (AUKB), one of the UK’s largest transportation brands, was facing a significant challenge with its digital experience for customers purchasing bus tickets and searching for travel information. The company's fragmented suite of journey planning and purchase tools were difficult for travelers to use. The company had two separate bus mobile apps: one for planning and one for retailing. Each regional operating company had its own discrete web experience. There were three separate web platforms for retail, planning, and marketing content. There was little to no correlation between the content on the different sites. Any content management actions on the site required significant custom development and manual input. The digital business was further impacted by the legacy technology running the content and retail platforms, with two different versions of EpiServer in use. The retail platform version had not been upgraded since the original sites were created, and the site also experienced Payment Card Industry (PCI) compliance issues. Finally, none of the digital platforms were scalable, with multi-day outages and problems caused by traffic spikes.

EBSCO Information Services, a leading provider of digital research material, faced a significant challenge as its marketing department expanded. The company's digital assets were scattered across various platforms including Microsoft Sharepoint, network drives, local hard drives, email attachments, desktops, and Google Drive. This disorganized digital landscape hindered EBSCO's scaling, leading to outdated branding, lack of cohesive metadata, and inefficiencies when creating duplicates of lost assets and posting one asset in multiple systems. The lack of a standardized asset metadata and clear labeling or historic versioning recorded in their ecosystem often left EBSCO’s marketing and sales teams unable to identify the most recent approved versions of assets. The scattered assets also resulted in wasted time and money creating duplicates of lost assets and inefficiently posting and maintaining one asset in multiple systems.

Fanatics, Inc., a popular online retailer of sports apparel and merchandise, faced a significant challenge in managing their vast array of digital assets. The company's product content management team, consisting of 200 marketers and seven global studios, struggled with a network of shared folders that made it difficult to locate specific files. This lack of a centralized, self-serve content repository led to costly workflow inefficiencies, often making it faster to shoot a new image than to find an existing one. The sports world's fast-paced nature further compounded these challenges, as real-time events often dictated the images and content Fanatics needed to create, edit, distribute, publish, or even eliminate. Without a search-friendly solution to house their digital assets, Fanatics was at a crossroads, risking their revenue potential and winning reputation.

igus, a global manufacturer and distributor of engineered plastics and polymer-based products, faced a significant challenge in managing and distributing their marketing and brand content across their large, dispersed teams in over 150 countries. The company had implemented a digital asset management (DAM) solution to support content sharing and distribution across teams and time zones. However, this solution was only accessible to people connected to the company server, making it inconvenient for anyone outside the office to retrieve assets. As a result, teams continued to store content on various devices and tools. Without a single, centralized, cloud-based solution to store and manage their digital assets, there was no single source of truth, making it difficult for igus to ensure teams were using the right digital assets for the right purposes.

nVent, a global electrical company, was grappling with the costs and complexities of managing its brands across multiple, proprietary content management and commerce systems. The company aimed to consolidate a dozen legacy websites onto a single enterprise platform to streamline management and improve customer experience. However, the company faced tight deadlines due to costly, expiring licensing and support agreements with legacy platform providers. Therefore, nVent needed a scalable, reliable, and secure solution that could be implemented quickly.

Phillips 66, a diversified energy company, was facing a significant challenge in differentiating its brand from its competitors. A reputation study in 2018 revealed that target audiences were not familiar with the Phillips 66 brand, which was largely undifferentiated from its peers. The company's branding was generic and lacked a clear corporate brand identity. This lack of consistency and vision was affecting the company's internal customers - its employees, who lacked confidence in the brand and felt less empowered to promote the company to external audiences. Additionally, Phillips 66's brand guidelines were becoming outdated too quickly, and the company was reacting to changes rather than proactively building a playbook for employees. The company also faced a delay of up to 48 hours in asset delivery, which negatively impacted engagement and company-wide growth.

Starhub, a leading telecommunications company based in Singapore, was facing challenges with its complex ecosystem of data and applications. The company was in dire need of better governance to manage its data effectively. As part of its broader digital transformation and IT modernization program, Starhub aimed to establish a standard semantic and data delivery layer. The goal was to streamline data management, reduce reliance on IT, and lower data infrastructure costs. The challenge was to find a solution that could deliver timely data across the organization through self-service, while also ensuring security and minimizing disruption to the business.

Sunbelt Rentals, a leading player in the equipment rental industry and the second largest rental provider in North America, was on a mission to provide an unrivaled Customer Experience (CX) for all kinds of rental customers. The company aimed to grow from the number two equipment rental company in North America to number one. To achieve this, Sunbelt Rentals needed a growth plan that could drive and support an enterprise-wide digital transformation, with data at the core of this journey. The company faced challenges in modernizing their data integration efforts and creating a single access point for the business and developer teams to access all of their data assets.

Nuvo, a hyper-growth Medtech company, is revolutionizing pregnancy care by pioneering the future of connected healthcare. However, this innovation comes with the challenge of ensuring that engineers can access and use streaming data in compliance with regulations. The company's data products, which include wearable bands collecting biosensory data, web services for health practitioners, and AI-powered insights on fetal heart rate, roll out at an impressive rate for a heavily regulated organization. A few years ago, Nuvo completely overhauled and modernized their data infrastructure to accommodate streaming data and applications. They needed a system that could reliably capture and transform 18,000 packets of electro and phonocardiogram per minute, along with other biometric data. However, RabbitMQ did not provide the flexibility Nuvo required.

AXDRAFT, an end-to-end contract management software platform, was facing a significant challenge. One of their biggest clients was on the verge of leaving due to the lack of a Slack integration feature in the AXDRAFT platform. The client needed this feature urgently for them to renew their contract. The integration was required to deliver notifications to various channels within the AXDRAFT platform, enabling different teams to receive updates seamlessly in Slack without disrupting their workflows. Furthermore, AXDRAFT realized that they were missing out on potential revenue by not having this integration, as several other clients had expressed their willingness to pay for it. The company was faced with the decision of either developing the solution in-house or seeking external solutions, with the primary requirement being that the Slack integration had to be part of the next product update.

Tactic, a company providing a no-code tool for extracting actionable insights from unstructured data, faced a significant challenge after its launch in 2020. The company's product was quickly adopted by high-growth tech companies, leading to an increased demand for integration with their customers' CRM data. This demand was particularly strong for a native CRM integration, which some customers began to complain about its absence. Tactic recognized that providing such integrations would not only address customer complaints but also accelerate their sales efforts and increase customer satisfaction. However, building these integrations in-house proved to be a daunting task due to the time, cost, and effort required, as well as the need to develop specific expertise for each CRM vendor they wanted to integrate with.

Asurion's Enterprise Data Service team was tasked with gathering over 3,500 data assets from the entire organization, providing a unified platform where all the data could be cleaned, joined, analyzed, enriched, and leveraged to create data products. The previous iterations of data platforms, built mostly on traditional databases and data warehouse solutions, encountered challenges with scaling and cost due to the lack of compute and storage separation. With increasing data volumes, a wide variety of data types, demand for lower latency and increased velocity, the platform engineering team began to consider moving the whole ecosystem to Apache Spark™ and Delta Lake using a lakehouse architecture as the new foundation. The previous platform was based on Lambda architecture, which introduced problems such as data duplication and synchronization, logic duplication, different ways to deal with late data, data reprocessing difficulty due to the lack of transactional layer, and platform maintenance downtimes.

CHEP, an Australian pallet, crate, and container pooling company, faced a significant challenge in managing the relocation of its pallets from surplus markets to deficit markets. This process resulted in a considerable amount of carbon waste in the form of empty miles. The company, which operates in more than 500 supply chain points in North America and supplies pallets to approximately 14,000 manufacturing locations in the United States, found the management of these pallets to be an incredibly complex task. The pallets are taken in by customers, loaded with freight, shipped to distribution centers and warehouses, deconsolidated, reconsolidated, and then sent further downstream to more than 19,000 retail locations. CHEP collects pallets from these locations and refurbishes them to be used again. The imbalance in freight flows in the United States, due to uneven distribution of production and consumption, necessitated the relocation of pallets, resulting in longer lengths of haul between CHEP's own supply chain points.

Owens Corning, a global company with operations in 33 countries, faced a sudden need for additional capacity from its Santa Clara insulation manufacturing plant. The challenge was to find a freight provider that could deliver excellent service and meet the increased demand. The company's logistics operation for its insulation products is more 'just in time' than many realize, with tight delivery windows to distributors who often have installation crews waiting to unload the truck, load their own truck, and take it to the job site for installation. The company needed a solution that could not only meet the increased demand but also integrate seamlessly with its operations and provide superior service to its customers.

Marchesini Group, a large industrial enterprise that builds stand-alone packaging machines and complete production lines for the pharmaceutical and cosmetics industries, faced significant challenges in its customer service operations. With customers and machines located in dozens of countries, the company struggled with communication issues due to the limitations of existing technology. This often resulted in an inability to resolve issues quickly and accurately. The company's service team, made up of 300 technicians in Italy and 50 specialists worldwide, aimed to guarantee a rapid resolution to their customers: within 12 hours in Europe and North America, and 24 hours in the rest of the world. However, the geographical dispersion of their customers and the complexity of their machinery made this goal challenging to achieve.

A leading ecommerce company, known for its innovative use of technology to enhance the online and mobile shopping experience for its millions of customers, was looking for ways to affect the buying journey by providing transparency into the post-purchase experience. The company analyzed purchasing patterns on over 12 million products from more than 10,000 brands. The analysis revealed that consumers were gaining confidence in the quality of flat-packed products, but freight and handling charges were a significant deterrent to purchase. Additionally, while an increasing number of products were being reengineered to ship more efficiently, these products often required assembly at home by the consumer. Products requiring complex or intricate assemblies were daunting to consumers and could deter purchases. Returns were also costly to both the vendor and consumer.