Universal Property Maintenance (UPM), a company known for its prompt service, high-quality work, and competitive pricing, was facing challenges in managing the day-to-day operations of their buildings. They were in need of a comprehensive solution that could streamline their services, improve communication, and efficiently control costs. The company was also struggling with inefficiencies due to the lack of a centralized system for client information. This resulted in duplication of work, difficulties in asset monitoring, and compliance with health and safety regulations.

AEC Trucking, a Texas-based company specializing in hauling aggregate, experienced rapid growth over a span of three years, expanding their fleet from 30 to over 70 trucks. The company was struggling with their existing system which was unable to handle the complexities of their industry, including ticketing, invoicing, payroll, and payments to owner operators. The system was also incapable of managing different rates for billing, drivers, owner operators, leased owner operators, and brokers. The company was in dire need of a robust and efficient system that could handle these variables and streamline their operations.

Hourglass Transport, a company specializing in the transportation of horse, camping, and cargo trailers, faced significant challenges in its early stages. Founded in 2003, the company quickly grew from a two-person team to a fleet of nearly 100 owner operators within the first 10 months. This rapid growth, while impressive, brought with it a host of organizational and administrative challenges. The company lacked office equipment and a structured program to manage its operations. By October 2003, Hourglass Transport was generating almost $500,000 a month in gross receipts without a trucking program. The company needed a solution that could help them organize their operations, manage their accounts receivable, and improve their driver retention rate.

IMT Transport, a family-owned trucking company based in Iowa, faced significant challenges in managing its operations. The company, which has been in business for over 50 years, experienced most of its growth in the past 15 years. However, the company was struggling with an outdated, Excel-based program for managing its operations. The program was not capable of handling the company's diverse operations, which included trucking equipment, agriculture, construction, gas, and oil. The company was also struggling with transparency issues, particularly with its owner operators. The company was paying trucks, fuel tax, and cargo insurance based on the odometer, which resulted in overpayment. Furthermore, the company was struggling with invoicing, which was affecting its cash flow.

JNB Heavy Haul, a heavy haul trucking company based in Mitchell, Ontario, was facing several operational challenges. The company, which handles oversized, overweight loads across Canada and the USA, was struggling with inefficient workflows, particularly in accounting and dispatching. The company was heavily reliant on paper bills of lading, which often led to misinterpretations and errors. The invoicing process was also problematic, with a lot of duplication and re-entry of information. Tracking permits and extra costs for each load was a difficult task, often managed through Excel spreadsheets. The company was growing, and the existing systems were not scalable, leading to inefficiencies and a need for a better solution.

Point Gray Contracting, a Canadian company that specializes in hauling fuel and other materials, was facing significant operational challenges. The company, which started with just three trucks, had grown to a fleet of eight or nine, but was struggling with tracking and managing its operations. They were using Simply Accounting, but it did not provide a way to track their operations effectively. The company was also grappling with issues such as potential loss of paperwork on a load, difficulty in keeping drivers' pay straight, and challenges in generating and managing reports. The lack of an efficient system was causing operational inefficiencies and was a potential risk to the company's growth and expansion plans.

In 2019, the company faced a significant challenge when their outdated computer system, last updated in 2000, completely shut down in the middle of the year. This unexpected event posed a serious threat to the company's operations and financial stability. The company needed a quick and effective solution to get their operations back on track. The situation was further complicated by the impending pandemic, which would require the company to adapt to new ways of working and managing their business. The company needed a modern, reliable, and efficient system that could handle their payroll, accounts receivable, and other financial operations.

Heyl Truck Lines, an award-winning truck carrier based in Akron, Iowa, was in search of a maintenance software system that could integrate with their existing fleet management software, McLeod Loadmaster, and enhance their maintenance automation capabilities. The company, which operates a fleet of 1,700 assets and specializes in temperature-controlled commodities and dry freight, aimed to improve in three key areas: predictive and preventive maintenance process, warranty reimbursements, and repair and productivity visibility. Prior to implementing the Cetaris fleet maintenance software, Heyl was relying on a manual and memory-based system to flag and process warranty claims. This system was not only inefficient but also prone to human error, leading to missed warranty claims whenever the Service Writer forgot to flag them. Additionally, the manual system required road breakdown and shop personnel to understand warranty agreements across multiple suppliers, increasing the risk of warranty dollars slipping through the cracks unclaimed.

AESSEAL, a subsidiary of AES Engineering Ltd, is a global company with 235 locations in 104 countries, specializing in engineering products and systems for pumps and rotating equipment. Despite its industry-leading portfolio of custom predictive and preventive engineering products, AESSEAL faced a significant challenge. The company needed to bridge its core legacy systems with a modern technology stack to keep up with its own progress. The existing siloed legacy manufacturing systems, coupled with significant technical debt, hindered the IT team from delivering new, innovative solutions. The team was stretched thin managing continuous upgrades in Windows and Oracle, refreshing legacy applications, and addressing challenges from non-standardized shadow IT solutions created by the business. The need for a solution that could extend development capacity and solve their integration challenge was evident.

Specialty vehicle manufacturers face a unique set of challenges due to the highly fragmented nature of their market. The design and production requirements for an ambulance, a fire truck, a snow plow, or a taxi cab are vastly different, each with its own unique external hardware that interacts with the vehicle and its controls. The gateway modules that connect this hardware to the vehicle are custom-made for each new vehicle or equipment model. This customization significantly increases the cost of design and production for specialty vehicle makers. Additionally, it also extends the time it takes to bring a specialty vehicle to market, with outfitters spending up to 18 months configuring the necessary custom hardware and software. One such manufacturer approached Flex, seeking a solution to reduce its production costs and time to market.

Votronics Premier, a subsidiary of Premier LogiTech, is a trusted provider of printed circuit board assembly (PCBA) and electromechanical assembly services for various industries. Despite its stellar reputation for producing premium single- and double-sided PCB assemblies, the company faced financial limitations common to many small businesses. The procurement of customer materials for assembly required substantial upfront investment, tying up capital resources for extended periods before payment could be secured. Balancing cash flow management with inventory maintenance was a significant challenge as the company sought growth and stability in a fiercely competitive market.

Bongards Creameries, a leading provider of cheeses and powdered whey, was looking to improve its operations and increase efficiency. Despite being a well-established business with over a century of experience, the company was not content with the status quo. It sought to leverage technology to streamline processes and boost profitability. The company had already begun its digital transformation journey 25 years ago with the implementation of Aptean’s process manufacturing enterprise resource planning (ERP) system. However, it was looking for further improvements and enhancements to its operations. The challenge was to find a solution that could provide a unified database, prevent duplication of data, automate data collection, and provide better visibility of financial data. Additionally, the company wanted to automate warehouse processes for better inventory control and efficiency.

Dun Yong Food Services, a catering and wholesale supplier specializing in Asian foods, was faced with the challenge of an outdated ERP solution that no longer met the requirements of their growing business. The existing system offered limited opportunities for improvement and was not able to fully support the company's future plans. Recognizing the importance of change management in implementing a new system, Dun Yong began the search for a modern, scalable ERP platform about a year and a half ago. The company involved key users from their teams from the beginning and created a list of minimum requirements that a potential software partner had to meet. However, the project had to be put on hold due to the uncertainties brought about by the COVID-19 pandemic.

Haviland Enterprises, a large chemical distribution company, was facing significant inefficiencies in its vendor payment process. The company was relying heavily on manual, paper-based processes for their payment runs, which were conducted multiple times a week across multiple locations in three states. This resulted in an ever-growing workload for the AP team. Additionally, despite many vendors expressing a preference for electronic payments, Haviland lacked the resources to securely store sensitive data. The company was in need of a solution that could automate the payment process, reduce workload, and securely handle sensitive vendor data.

Cubic Inch, an engineering and manufacturing company based in Warsaw, Poland, faced a significant challenge in their quoting process. The process was time-consuming and required a substantial amount of data collection from potential customers before a price could be determined. This included receiving a file to determine the part’s size, volume, and other dimensional information, as well as identifying the part’s orientation and other factors that could impact production. Additionally, customers had to provide other specifications such as material and quantity of parts to be quoted. The company also required contact and other business-based information. Collecting all this information often involved a series of phone calls or back-and-forth emails. Once a customer was ready to place an order, additional information such as payment and shipping methods had to be communicated. In a manual environment, much of this was handled with spreadsheets and other disparate software, leading to duplicate work and confusion.

iOrthotics, an Australian firm that develops custom devices for the medical industry, faced a challenge in effectively reaching and serving new customers in different markets. The company had invested in HP’s Multi Jet Fusion 3D printing technology and created a spin-off, i3DPS, to serve smaller companies who couldn’t justify the investment in equipment and talent. However, the traditional business-to-business (B2B) eCommerce approach was proving to be a hurdle. Most B2B companies, including service bureaus and machine shops, had websites that were more informative than transactional. The existing online quoting systems were often cumbersome, involving open-ended forms and back-and-forth conversations between the estimator and the customer. This not only frustrated customers but also limited the amount of work each estimator could complete, prohibiting the shop from reaching its capacity. iOrthotics recognized these limitations and was determined to eliminate them.

Skillcraft Agencies, a brand-specific hardware wholesaler, was grappling with the challenges of a warehouse that primarily operated on manual systems. The lack of ability to perform cycle counts led to inaccurate stock information and extensive inefficiencies in the warehouse. This significantly impacted the company's drive to increase revenue and reduce costs without expanding its workforce. The manual, time-consuming tasks were hindering the company's progress towards increased efficiency and the annual stocktake was a lengthy process with a high stock variance.

Creating high-quality video content, such as movies, video games, or live broadcasts, is typically expensive and requires top-notch equipment and animation talent. Traditional technologies for motion capture data collection require markers, which can be bulky, costly, and struggle to capture detailed data. Move.ai, an emerging AI company, aimed to make processes like motion capture and key point recognition easier, faster, and less expensive for both individuals and studios. However, their markerless motion capture solution and AI depth keying tool presented unique challenges when training their AI models. They needed to train algorithms to track a target across keyframes, identify that person or object, identify the people and objects that come into contact with this target, and extract the spatial data of the area captured within the frame.