Unit4 C-Logic, a Bruges-based company, was in search of a high-performance accounting solution that was easy to manage and designed around Belgian accounting rules. The company wanted an embeddable, performance-oriented database that could operate optimally without ongoing administration. The challenge was to find a database that could deliver high performance, extensibility, and scalability without requiring the active involvement of a database administrator (DBA). This was crucial as their target customers were small-to-mid-sized accounting firms, which typically do not have sophisticated (and costly) database administration skills. The company needed a database that could reliably deliver a high-performance experience without the ongoing attention or cost of a DBA.

Unruly Media, a London-based advertising technology firm, was faced with the challenge of delivering actionable, real-time insights to its clients to help them make decisions about expanding the social footprint of their critical video campaigns. The company needed to provide insights on where the video is running, who is viewing it, who has tagged it, and who is sharing it. The challenge was to provide these insights in real time, not days or weeks later. Unruly Media needed to tame the unruly stream of real-time data and enable clients to make use of it.

GoMechanic, India's first technology-enabled automobile service network, faced a significant challenge in maintaining a high lifetime value (LTV) to customer acquisition cost (CAC) ratio. The company operates in a market where customers have multiple options to cross-check service quality and pricing, leading to a complex purchase flow and high drop-offs. This resulted in significant cart abandonment that needed to be tracked and fixed. Additionally, the nature of the automobile service industry meant that customers planned their car service far in advance, leading to a long duration between the first and second service. This made it difficult to justify the CAC for users making only a single purchase.

Airlines Reporting Corporation (ARC), a key intermediary in the travel industry, had accumulated a massive amount of data over its 50 years of operation. This data was stored in on-premises servers and was largely siloed by the company’s seven business domains. The company wanted to bring new products to market faster by making data more accessible across the business. However, ARC's existing product development processes relied heavily on the tribal knowledge of domain experts, which created bottlenecks and risked loss of expertise when employees left the company. In 2018, ARC decided to embark on a digital transformation initiative, which included modernizing business processes and migrating all their data to an AWS S3 Data Lake and Snowflake Data Cloud. The goal was to make data more accessible across domains and reduce reliance on individual expertise during product development. To ensure that employees could find the data they needed, ARC sought to implement a data catalog solution for their migrated cloud data.

Fifth Third Bank was facing a challenge in sharing and managing data across the organization. The bank needed a platform that could enable teams across the organization to use data to drive innovation and deliver superior customer engagements and outcomes. The lack of a centralized system for cataloging, tagging, governing, and sharing data was creating inefficiencies and slowing down the speed of operations. Furthermore, the bank needed to improve the security of its data management. The challenge was to find a solution that could provide a single source for data that could be easily accessed by data scientists, analysts, and engineers.

Vattenfall, a Swedish power company operating in multiple European countries, is committed to achieving fossil-free living within one generation. This goal requires the company to decarbonize electricity production and collaborate with partners in other industries, such as steel production. However, the company faced challenges due to the complexity of its operations across different energy sectors and countries. For instance, wind energy produced in the Netherlands could be used to produce hydrogen for Swedish steel, requiring constant communication and data sharing. However, siloed data within Vattenfall hampered this level of collaboration. Furthermore, day-to-day operations like equipment performance evaluation and maintenance planning required extensive data insights. Vattenfall also had to comply with regulations in multiple countries and the European Union, including the General Data Protection Regulation (GDPR), nuclear regulations, and other government reporting requirements. Failure to comply could result in fines in the millions of Euros. Vattenfall needed to improve its data governance to comply with these regulations and to facilitate enterprise-wide collaboration.

Chargebee, a leading technology solution for recurring revenue management, faced a significant challenge in early 2021 when its growth led to an increase in data requests. The company's Data Engineering team was responsible for processing these requests, both from internal colleagues and customers. However, the volume of requests was so high that internal data requests were often pushed to the back of the queue, leading to missed SLAs and dissatisfaction among stakeholders. The team attempted to address this issue by hiring new colleagues, but the transactional nature of their Data Engineering function made hiring difficult. They also tried to automate and standardize the process by creating dashboards and workflows, but these were often too bespoke to service with a single view of data. As a result, the data request volumes continued to grow, with the team receiving 350 requests per quarter, 80 of which were repetitive requests. Struggling to meet their SLAs and with growing escalations to subject matter experts, Chargebee needed to find a new way to meet their colleagues’ and customers’ expectations.

When Postman's data team expanded, they faced a significant challenge in managing and understanding their data. The data was scattered across different locations, and often, the same data in different places contradicted each other. As the company grew, the data system, which was initially simple and manageable, became complex and difficult to navigate. The data was stored in tables, and the information about these tables was only known to the early members of the data team. This system was not scalable and could not keep up with the company's exponential growth. The company's goal was to democratize data, making it accessible and understandable to everyone in the company. However, the lack of consistency and context around the data made it difficult for everyone to understand and trust the data. The data team was constantly bombarded with questions about data location and usage, and the loss of any team member would mean the loss of crucial data knowledge.

Snapcommerce, a tech-savvy organization that operates in the travel, fintech, and goods verticals, faced a challenge as it scaled its operations. The company's employees, who are active users of its data platform and assets, needed a reliable source-of-truth documentation in a user-friendly format to support their ongoing requirement for self-serve tools. The company was looking for a way to standardize and share data definitions across the organization. They also wanted a solution that eliminated the need for coding by business stakeholders and provided quick navigational capabilities. The challenge was to find a data catalog that met their specific criteria, including an easy-to-navigate interface, strong search capability, an automated crawler, clear definitions/glossary section, permission handling, a table preview and SQL component, and data lineage visualizations.

Engie, a leading European energy company, is on a mission to achieve carbon neutrality for its customers and operations. The company, operating across five continents and 70 countries, is facing the challenge of efficiently managing and utilizing vast amounts of data related to energy generation and distribution, pricing, weather, and customers. The data is critical for driving efficient renewable energy production. However, the data was siloed within separate business divisions, making it difficult to share and use effectively for strategic decision-making. Furthermore, the company was undergoing a major business transformation, changing from 25 country/regional operations to four enterprise-wide divisions. This transformation required a more agile and resilient approach to data management, especially in the face of global events like the climate crisis, war in Ukraine, and the COVID-19 pandemic.

Freddie Mac, a leading mortgage loan company, was faced with the challenge of managing a colossal amount of data collected over the years. The data ecosystem was multi-generational, with Cobolt Mainframes, relational and star schema base data warehouses, data marts, and system-to-system integrations. The company also implemented Hadoop’s analytics platform for big data needs. This complex data ecosystem created complications for data consumers, making it overwhelming to locate the required data. The challenge was to transition to a self-governed cloud native data lake, making all data available in a single place, while ensuring security, resiliency, scalability, reliability, and availability. The business was heavily dependent on the seamless provision of this data for innovation, analytics, and predictive analysis.

Froedtert & the Medical College of Wisconsin (F&MCW), a regional health partnership, was facing challenges in managing and analyzing their vast data resources. The organization had a wealth of data from electronic medical records, financial spreadsheets, and HR data. However, the data was managed in silos using tools like SharePoint and Excel spreadsheets, leading to limited data sharing and collaboration between departments. There was also a lack of consensus on what discrete data metrics signified. Furthermore, there was a lack of data ownership, particularly among business and clinical leaders, who viewed data as a technical aspect and left its analysis to data governance and technical teams. The organization needed a solution that would enable better information analysis, foster data ownership, and improve data governance.

Barnhill Contracting Company, a commercial building and infrastructure service provider, faced significant challenges in managing and accessing project documents. With an average of 90 active projects on Procore, the company needed a unified system for document storage and access. Seven years ago, the company initiated a strategic project to bring control and consistency to their file systems. The existing system was scattered, with documents stored in different locations, making it difficult for executives and project teams to locate the right files. The company also faced issues with File Transfer Protocol (FTP), with teams preferring to transfer data through traditional means such as burning it onto a CD. The company needed a solution that would allow teams to collaborate on large files internally and with external parties, and securely access files via mobile devices without the need for email applications. The company initially used a project management tool that did not integrate with Egnyte and did not meet all its needs, leading to confusion and duplication of documents.

Before the digital transformation, the General Auditing Bureau (GAB) of Saudi Arabia was dealing with a massive volume of paperwork. The data and documents associated with related governmental entities were collected and transferred manually, which was a complex and time-consuming process. This method of operation limited their performance quality and extent due to the need for a large number of auditors, the excess number of documents, and the complexity of the process in terms of transportation, room, and other risks. GAB was keen on implementing an electronic system to automate its business procedures, as part of the Saudi Vision 2030 for creating smart cities, the National Transformation Program 2020, and the strategic plan for the digital transformation of the General Auditing Bureau. GAB needed a solution to handle many manual tasks, fight corruption in public institutions, improve financial supervision, reduce the mismanagement of financial resources, and facilitate and accelerate the exchange of electronic documents and audit results.

Safran, an international high-tech group, was struggling with the management and control of its immense volume of physical archives. The company was using a complex excel sheet with 154 columns, 500 document types, and 14 attributes. The system was inefficient, time-consuming, and failed to meet the company's business needs and legal regulatory standards. Safran was storing over 340,000 documents and 80% of 100,000 boxes at a third-party archiver. The company was also facing issues with access rights control and rule modification. The increase in legal, normative, regulatory, and internal requirements, along with the growing number of paper flows and audit requests from supervisory authorities, made it necessary for Safran to modernize its archiving system and secure the electronic flows. Frequent changes within the company, such as merges and reorganizations, further emphasized the need to standardize archiving practices across the entire group and improve efficiency.

Clario, a rapidly growing company in the healthcare industry, found itself grappling with an increasingly complex, hybrid environment due to a series of acquisitions. Each acquisition came with its own technology stack and toolchain, adding to the complexity of the existing legacy systems and cloud platforms. The situation was further complicated as Clario began migrating towards a cloud native architecture running on Kubernetes, with plans to transition these workloads to AWS. The use of disparate monitoring tools to manage IT performance resulted in a lack of observability across all business departments and IT environments. This made it challenging to identify, understand, and resolve any anomalies or performance issues promptly, thereby hindering innovation and optimization of user experiences. Clario recognized the need to standardize its CI/CD processes and consolidate its monitoring and management solutions into a single DevOps toolchain.

Dubai Customs, a leading customs administration globally, was facing challenges in managing the performance and availability of its digital services. The organization relied on a variety of legacy monitoring solutions, many of which were native to its infrastructure spanning traditional data center and private cloud environments. Development teams used their preferred testing tools to ensure new builds met the required standards before being released to production. This fragmented approach resulted in delays to innovation and performance blind spots, often leaving Dubai Customs unaware of problems until customers reported them. A key concern was the performance of Mirsal, a collection of mission-critical applications used to process the movement of goods in and out of Dubai. Any failure in these applications could lead to long delays and tailbacks at the border, potentially causing commodities with a limited shelf-life to spoil.

loanDepot, one of the largest non-bank mortgage lenders in the U.S., has been successful due to its customer-centric loans platform that digitally captures and validates applicant's banking and asset documents and information. This technology-driven transformation has enabled the company to create a revolutionary digital-first approach, simplifying and speeding up transactions. However, as loanDepot's digital offerings grew, its infrastructure and operations became more complex. The company needed a way to move to a more scalable hybrid cloud technology stack, integrate core systems, and deliver new products faster, without affecting the customer experience. The challenge was to maintain its competitive advantage by continually optimizing the customer experience.