When David Ashirov joined Freshly, a prepared meal delivery service, the company lacked systems to measure and evaluate data. The business was largely reliant on human intuition to gauge its performance. This approach was sufficient for a startup, but as the company grew, it became clear that human intuition could not scale. Ashirov's primary challenge was to build a data fabric, a system that would connect data across the company, allowing for easy querying of every bit of data without unnecessary complications. The goal was to create a single source of information for any business question, fostering trust in the data among the company's employees.

Tinkoff, Russia's leading fintech innovator, was facing challenges in managing the exponential surge in data due to the rise of innovative fintech and digital banking solutions. The success of their fintech model was heavily dependent on the quality of the customer experience they provided. However, monitoring, managing, and reconciling the vast amount of data was compromising their internal productivity and resources. They needed a technology that would not only guarantee the highest level of customer satisfaction but also ensure operational efficiency across their platform.

Al-Watania, a manufacturing company with over 10,001 employees, was facing significant challenges with their previous Business Intelligence (BI) solution. The system was slow, often delivered inconsistent data, and made reporting unreliable. The process of accessing data and creating reports and dashboards was crucial for the company to monitor its operations effectively. However, the slow data loading and query execution times made real-time dashboard running virtually impossible. The IT team had to rely on multiple SAP applications to develop the requested dashboards, resulting in complicated user interfaces. This complexity made it difficult for business users to navigate the system, further straining the already costly IT resources.

The world's largest coffee retailer was facing a significant challenge in gaining comprehensive, timely access to data across all its 32,000 locations. The company needed to understand the cost of goods sold at a granular, transactional level, by product, region, store, and week, to improve operations and profitability. The retailer also wanted to enhance visibility into its multiple lines of business to optimize the supply chain and make informed decisions about product placement. Additionally, the company required a solution that could integrate seamlessly with Microsoft, one of their primary technology providers.

SeaLink, a company with 24 brands in its portfolio, was struggling with slow and inefficient data analysis and reporting due to outdated tools and a lack of support. The company relied heavily on accurate analysis and reporting to set prices for its various products. However, with numerous products and data sources, the process was slow, with one monthly report taking over 100 hours to compile. The company was using a legacy Business Intelligence (BI) system that was nearing its end of life and showing signs of failure. With no support available, the company was exposed to significant risk. Users found the tool difficult to use, making them dependent on IT for tasks. Analysts also lacked control over its configuration, making it even more challenging to implement logic.

Shutterfly, a manufacturing and retail company with over 10,000 employees, was facing significant challenges with its inventory management. The supply chain management and procurement team were spending hours manually compiling inventory data to identify part numbers that required attention. This inefficient process often led to urgent issues, such as stockouts, which negatively impacted Shutterfly's customers and put undue pressure on the buyers and planners. The lack of access to accurate inventory data also resulted in E&O expenses, with unnecessary stock costing the company both money and space. The data lag and lack of visibility were also problematic for Shutterfly's leadership, as rigid legacy reports hindered any real understanding of how the organization was performing.

Hasler Homes, a top-tier construction company based in North Vancouver, British Columbia, was facing a significant challenge in managing multiple large-scale projects simultaneously. The company, which started in 2011, initially specialized in bathroom and kitchen remodels before expanding into larger projects. As the company grew and shifted its focus to high-performance custom homes and large-scale renovations, the manual processes that the founder, Greg Hasler, had been using became insufficient. Greg, whose background was not in project management, needed a solution that would help him organize jobs with processes that were easy to use and efficient.

MW Services Inc., a California-based engineering and construction business, was facing challenges due to its reliance on legacy systems and lack of integration. As the company grew, taking on more and larger contracts, the existing tools and processes were unable to keep up. The accounting system was outdated and there was no formal solution for project management, leading to disconnects, double data entry, and storage issues. The company needed a project management solution that could be interactive, multi-level, and include financial accounting for all its jobsites in multiple states. The transition to a new enterprise solution required careful planning due to the company's highly distributed business model. The company also faced challenges in getting buy-in from corporate and jobsite offices for the new system.

Architectural Craftsmen, a remodeling company based in Kansas City, Missouri, was facing operational inefficiencies due to the lack of integration in their business processes. The company, led by Joe and Mary Thompson, had been using Excel and Word for their proposals, which did not allow for a seamless flow of information. This disjointed approach was causing difficulties in tracking project progress, especially when dealing with change orders and client preferences. The company was also holding weekly team meetings, which were becoming redundant as they were merely used for progress updates. The Thompsons were looking for a solution that could streamline their operations and prepare the company for a future sale or handoff.

Crownover Company, a custom home building company in Arkansas, was facing a significant challenge in managing communication with its clients. The company, led by Lyle Crownover, was dealing with a growing number of jumbled client text threads, making it difficult to keep track of project details and updates. With 12 clients and over 100 text threads, the situation was becoming chaotic and even causing technical issues with Lyle's iPhone. The company was also dealing with the added complexity of building homes for out-of-state clients, who relied solely on Lyle for updates. This communication challenge was not only causing operational inefficiencies but also straining client relationships.

Terri Lasater, a serial entrepreneur, runs Domain Construction Services, a 15-year-old remodeling company based in Austin, Texas. The company, which completes 15-25 projects a year, ranging from bathrooms to full-gut remodels, is entirely powered by referrals. However, in March 2020, the emergence of the coronavirus pandemic forced several of Terri’s business ventures to slow down or temporarily close. With newfound free time, Terri focused on her remodeling business where she saw an opportunity for growth. However, she realized that she needed a software program that could grow with her business. She also realized that there were questions she didn’t know she needed to ask that were directly affecting her business’s bottom line. For instance, she wasn’t charging enough, and her profit margins were looking like her actuals instead of including her markup.

Sara Johnson, the Marketing Manager of Dental Health Associates (DHA), a multi-location, physician-owned practice based in Madison, Wisconsin, faced a significant challenge. Despite investing heavily in digital marketing and events, it was difficult for the dentists to see the value in these efforts. Furthermore, Sara was unable to identify what was attracting patients to the practice. The main issue was the lack of visibility into the effectiveness of their Google ads. While they could see when someone clicked on an ad, they had no information about what happened after that click. They didn't know who these people were, which ones became leads, and whether they ended up calling the practice.

Digital Reach, a PPC management firm, recognized the importance of call tracking for its business from its inception in 2011. The company understood that a robust call tracking service could address significant challenges for both the agency and its clients. For the agency, call tracking could help track which campaigns and keywords were leading to calls, enabling further optimization of the account. For the clients, many of whom were small businesses reliant on phone calls, it provided reassurance that they were collecting valuable data. The challenge was to find a call tracking solution that could deliver these benefits and justify the investment in it. The company even started turning down clients who did not want to use call tracking, emphasizing the importance they placed on this tool.

In the healthcare industry, every potential patient's phone call is of immense value. However, the challenge lies in effectively marketing medical practices to earn these calls. The situation is further complicated by the ever-evolving privacy and data security laws, which add a layer of uncertainty to the marketing strategy. Healthcare marketers need to implement a comprehensive attribution strategy while ensuring patient privacy. The challenge also extends to using patient search data for marketing purposes, given the stringent privacy laws. The use of marketing tools like transcriptions and keyword spotting, while ensuring compliance with HIPAA/HITECH, is another challenge. Furthermore, healthcare marketers need to ensure that the right leads are directed to the right hands, which requires effective lead management capabilities.

Emtek, a global leader in door opening solutions, faced a significant challenge in improving the training of its agents and making data-driven decisions to enhance customer care. The company's call auditing process was slow and tedious, limiting the Quality Assurance (QA) team's ability to provide timely feedback to agents. Evaluating a call required the QA team to manually review a randomly selected call from the call recorder base, a process that took at least twenty minutes. The situation was further complicated when the team went fully remote due to COVID-19. Despite having a well-equipped 80-person support team, Emtek lacked visibility into how agents were performing remotely, leaving their customer service teams in the dark. The company needed a solution to better understand their customer experience and improve agent performance.

The company, a Fortune 300 international automotive retailer, faced a significant challenge when it had to transition to remote work and simultaneously deal with an unexpected workforce reduction. The QA team was tasked with reviewing the same number of calls within the same timeframe but with fewer analysts. The existing QA process was slow and tedious, with analysts spending an average of one hour monitoring and evaluating a single call, collecting feedback, and sharing relevant recordings. This process involved juggling multiple spreadsheets and systems. The team was reduced from six to four analysts, each of whom was responsible for completing more call reviews and evaluations, as well as providing feedback to agents serving over 238 locations. The company needed a more efficient way to run its QA process, avoid overtime costs, and ensure that its agents received enough detailed feedback to deliver a positive customer experience.

The Company, a leading direct-to-consumer homeowners insurance technology company, was facing challenges in training their insurance agents and ensuring compliance. They were seeking a platform that would provide a data-driven approach to training, improve the efficiency of their process, and deliver quota attainment improvements for sales. The existing training process was manual and inefficient, relying on subjective self-evaluations by insurance agents. The feedback process lacked contextual evidence and a history of past performance. The company was also struggling with manual, stop-and-resume methods during quality auditing procedures to protect sensitive information, which posed significant challenges in a remote work environment.

RealDefense, a global provider of identity protection and live tech support services, was grappling with lower than expected sales. The company was only able to monitor less than 2% of their customer calls each month, and their manual QA process was not providing the necessary data-backed insights to understand why sales were underperforming. The geographical spread of RealDefense’s four global contact centers further complicated matters, making it difficult for the organization to have a single source of truth. When RealDefense acquired Stopzilla ATS, the director of call center sales was tasked with driving up-sells and cross-sells between the newly acquired company’s service plans and RealDefense’s primary service plan. To be successful, they needed to ensure they had the right scripting for their agents, that their agents adopted the scripts, and that the system captured the right scripting for them. They needed a solution that could offer more visibility into contact center conversations and provide business-improving intelligence from each interaction.