Bethesda Country Club, a full-service family-oriented facility, was facing challenges in managing its large facilities and grounds. The club's existing solution was not able to keep up with their needs, particularly in terms of asset tracking and reporting. The operations team needed a solution that could not only track orders but also help them prepare for the future. The club was outgrowing their current facility management platform and were just starting to track their assets. They needed a more robust and technologically modern solution to track their employees’ jobs, and the club also wanted to be able to track the history of their assets to make better decisions about repairs and maintenance outside of their current Excel spreadsheet. Furthermore, they lacked a way to quickly and easily create a report for their Board of Governors that contained realistic data for future budget planning.

Bonner General Health, a healthcare provider serving a community of 8,000, was struggling with a paper-based work order system that was difficult to manage and track. The system was causing accountability issues, with hospital staff claiming that work requests were submitted but not acted upon. The maintenance team, consisting of five full-time staff and three custodians, had to deal with a backlog of paper work orders dating back to 1998. The team's daily work involved maintaining utilities, fixing drywall, painting, and repairing assets across the hospital, physical therapy rehabilitation center, immediate care center, and office building. The challenge was to transition from this inefficient paper-based system to a more streamlined, digital solution that could enhance accountability and improve tracking of work orders.

Salling Group, a Danish retail giant, was faced with the challenge of reducing its energy consumption and costs. The company had an ambitious climate plan that included investments of approximately EUR 330 million over the next few years in equipment like heat pumps and solar. However, the rising energy prices necessitated more immediate action. The most significant gains could be achieved by optimising building operations, a task that required a solution that could be implemented immediately without any large up-front investments. The solution also needed to be applicable to all major building owners and be able to work with available energy consumption data.

8Farm, an indoor farming company, was facing challenges in maintaining consistent yield and quality of their crops. The company, which grows fresh herbs in a 45 m2 area using 8 flood & drain type grow towers, was struggling with timer failures and insufficient moisture control. These issues led to problems such as leaf blackening, wilting, and non-growth in its products. The annual average harvest was around 700 kg, and sometimes, the harvested crops were not sold due to poor quality. The company was in need of a solution that could better control the growing conditions to increase yield and quality and to ensure consistent harvests.

Asbestos Assessment & Control, a leading provider of asbestos survey and management solutions, faced significant challenges in managing information and communication among their team members. With multiple members handling various aspects of the business, ensuring that everyone had access to the right information was often cumbersome. The company was also struggling with time-consuming administrative tasks such as invoicing and reporting. The manual creation of spreadsheets for management reports was not only time-consuming but also prone to errors. The need for a solution that could centralize information, streamline processes, and reduce administrative burden was evident.

When Duncan Leask and Peter Carter took over J.T. Carter Plumbers in 2013, they faced significant challenges. The company, one of the largest plumbing businesses in the Waikato region of New Zealand, was struggling with poor cash flow and underpricing its services. The business was primarily paper-based, which was inefficient and time-consuming. Despite Duncan's skills as a tradesman, he lacked the necessary experience in running a business. The company was juggling up to 600 jobs per month, which was a daunting task without the right organizational tools. The challenge was to transform the business, improve cash flow, increase pricing to profitable levels, and manage the high volume of jobs efficiently.

Fairphone, a social enterprise that designs, produces, and sells smartphones built from sustainably sourced materials and fair labor practices, faced several challenges in its supply chain. The company needed a logistics partner that could provide visibility across its entire supply chain, help offset CO2 emissions to meet its sustainability goals, and provide a specialized team to manage shipments at every step. Prior to partnering with Flexport, Fairphone was dealing with stock shortages and lack of visibility of shipments from the moment of factory pickup. The supply chain team was spending a significant amount of time sourcing vital information about shipments, causing major product launches to be fraught with worry about stock availability and timely arrival.

The global logistics industry has faced significant disruption since the onset of the COVID-19 pandemic, with inflationary pressures, trade pattern shifts, and elevated logistics costs. Ocean freight prices, particularly China-West Coast US rates, have seen a downward trend, reaching pre-pandemic levels. The volumes of imported containers to the US saw a decline through November 2022, and congestion at key ports like LA/Long Beach significantly eased. However, the rates for shipping a 40-ft container from Asia to the US West Coast have dropped by over 80% since the end of April 2022, and prices to the East Coast have fallen by almost two-thirds. This decline in logistics costs is primarily due to a reduction in consumer spending, which has impacted sales among many importers over the last two years. Furthermore, labor disputes and contract negotiations among port worker unions have added to the complexities of the situation.

Philip Morris International, a leading international tobacco company, is faced with the challenge of cigarette butts being the most littered item in the world, with 4.5 trillion discarded each year. As part of their global initiative 'Our World Is Not an Ashtray', they aim to increase the scale and reach of their participation in clean-up activities. They also want to raise awareness of the issues of littering, and cigarette butt littering particularly, in local communities. The challenge lies in the sheer scale of the problem, the need for accurate data on litter hotspots, and the requirement to monitor the impact of anti-littering activities effectively.

Premier Utility Services was faced with the challenge of managing their fieldwork operations, which included a large gas meter inspection and leak detection project in upstate New York. The project required the processing and management of large data sets, including data on over half a million gas meters. While Premier had turned to Fulcrum for help with data processing and management, they still needed a solution that would allow them to visualize and analyze the data at scale. The complexity of the application they needed was significant, as it had to handle vast amounts of data and provide useful insights for decision-making.

Skyhook Wireless, originally a provider of location on mobile devices, was facing the challenge of managing and utilizing the enormous amount of data generated from their location services. The data, which was being used to provide location-based services like pinpointing a device's location on a map, was growing exponentially as the company expanded its services globally. The challenge was not just managing this data, but also compartmentalizing it into usable pieces for analysis. The expectation of high spatial-temporal accuracy, which was once a stretch for a county or a city, was now expected on a global scale. Furthermore, the company was also facing the challenge of meeting the growing expectations of businesses that required detailed data analysis, such as the number of burgers sold in one McDonald's location versus another.

The Centre for Advanced Spatial Analysis (CASA) at UCL was faced with the challenge of identifying, characterising, and locating neighborhoods in London that have recently undergone gentrification. They needed to disaggregate the different types of changes revealed by the data. Additionally, they aimed to predict which neighborhoods are likely to be the next targets of gentrification. The ultimate goal was to present and make available data, code, and novel interactive visualisations as a comprehensive tool for supporting policy and decision making in the city.

A leading AI cloud computing company was faced with the challenge of creating a large scale, end-to-end mapping solution for the entire UAE within a span of three months. The company needed to build high precision, country scale maps with rapid refresh rates, a task that is both expensive and extensive. The process involved building a map at a UAE level, adding 50+ custom attributes, performing quality checks and conflict resolution, and constantly maintaining and refreshing map data. The company also needed to derive map data intelligence from multiple imagery sources, which was a time-consuming process. The data structures used by different routing and navigation engines like OSRM and others vary by routing engine type. The client needed map data that could easily integrate with their existing routing and navigation engines.

The leading food delivery company in the US was facing challenges in keeping up with the growing demand and customer expectations. The company was striving to meet its ambitious growth goals without compromising on the quality of service. The existing mapping solutions were rigid and did not cater to the company's specific needs. The company required a more tailored mapping solution that would help them achieve more efficient and on-time deliveries, provide more accurate Estimated Time of Arrivals (ETAs), and reduce costs on Maps APIs.

The American University of Beirut (AUB), a leading academic institution in Lebanon, faced significant challenges in managing 'big data' and extracting valuable insights. The university was using Oracle's business intelligence solution, which they found difficult to deploy and was only being used for reports rather than for dashboards and business discovery analysis. The university was also seeking to create a roadmap for the use of QlikView throughout the campus. The university and its medical center, AUBMC, were working with a variety of applications and database systems, including IBM DB2, Microsoft SQL Server, FoxPro, Oracle Financials, and specialist systems for hospital clinical needs. They also used three enterprise resource planning (ERP) systems—Oracle ERP, Banner ERP, and IBM—as well as Oracle Business Intelligence Enterprise Edition (OBIEE) for AUBMC.

Loudoun County Public Schools (LCPS) faced a significant challenge during the COVID-19 pandemic. With the closure of schools, the district had to ensure that all students had access to online learning resources. However, a small percentage of families and staff did not have internet access at home. LCPS had procured 1,500 hotspots from various vendors, but the challenge was to distribute these devices equitably. The district needed to identify not just the students, but also the households that required internet access. A triage approach was established to prioritize the distribution based on the disadvantaged status of households, households with multiple students, and households with students in higher grade levels.

Roush Industries, a global engineering solutions provider, faced significant challenges with its trucking division. The company's electronic logging devices (ELDs) were malfunctioning, leading to connectivity issues and incorrect driver-trip matching. This resulted in drivers sitting idle, leading to financial losses for the company. Furthermore, the inability to track hours of service (HOS) due to the faulty ELDs led to several HOS violations, tarnishing the company's reputation and causing legal complications. After 18 months of disruption, Roush decided it was time for a change.

Sabel Steel, a family-owned steel and scrap enterprise, was facing growing driver dissatisfaction with their electronic logging devices (ELDs). The ELD solution they were using from a well-known provider was proving to be costly, unreliable, and complex. The hardware was not dependable, and the user experience was complicated, leading to frequent complaints from drivers. Moreover, getting assistance from the provider's customer service was a time-consuming and difficult process. This situation was causing frustration for the DOT compliance and safety manager, Diane Woodruff. The company also faced a significant challenge when one of their trucks was forced off the road and into a ditch by a pickup truck, causing damage exceeding $120,000. Without video evidence to confirm their driver was not at fault, they had to rely solely on the driver’s testimony and the accident report.