Angeles Community Health Center (ACHC), a nonprofit organization providing medical, dental, and behavioral health care services, was facing a significant challenge in managing software deployment across its 150 staff members spread across four locations. The IT Director, Mike Straffin, was tasked with the responsibility of managing all the organization’s computers and ensuring efficient deployment of software applications and updates. The existing manual approaches, such as Group Policy, proved to be ineffective, leading to a pressing need for a more efficient solution. The urgency for a solution escalated when Mike received a request to deploy WebEx to all machines within a short notice of two days.

Healthfirst, the largest not-for-profit health insurer in New York State, faced a significant challenge in evolving its cybersecurity operations. With a rapidly growing member base of 1.8 million and an increasingly complex healthcare landscape, the organization needed a robust cybersecurity program. Healthfirst holds a comprehensive database of member-related information, including enrollment, billing, customer care, payments, processing claims, and health data. The protection of these highly sensitive healthcare records and identities of members and staff was paramount. The organization had adopted a cloud-first strategy, with approximately 70% of systems and applications now cloud-based and 10,000 endpoints, 70% of which are remote. This required a sophisticated and robust security solution. The organization aimed to transform the industry by digitally enabling its members, which included heavy investment in digital apps, virtual community-based offices, and mobile solutions.

Kainos, a UK-based digital technology company, faced a significant challenge in securing sensitive data across its global workforce. With over 3,000 employees in 22 countries, the company had to ensure secure remote work and client location operations. The company's employees had the freedom to choose, download, and install applications, which, while convenient, posed a security risk. An audit revealed that there were 50,000 different applications in use globally. The company also faced constant threats like phishing, fake Office 365 password reset scams, and LinkedIn targeting for new starters. The challenge was to enhance security without hindering the work of different user groups, including developers, business staff, and senior executives, who required varying access rights.

o9 Solutions, a leading AI-powered planning, analytics and data platform provider, faced a significant challenge in ensuring the security of its Fortune 500 customers' data. The company delivers its services via a multi-tenant cloud environment based on AWS, Azure and Google, making identity protection and management crucial to access control. However, as cyber threats became more widespread and sophisticated, the visibility of identity and threats became poor and disconnected. There was no centralized way to monitor and control the various cloud environments the company used. The company needed to develop a more robust and effective Privileged Access Management (PAM) capability to match or exceed the cybersecurity and corporate governance strategies of its large, global customers. The customers needed reassurance about how o9 Solutions managed and controlled access to their data and the environment.

Pacific Dental Services (PDS), a leading dental support organization, was faced with the challenge of managing and controlling a large number of privileged accounts, passwords, and mobile devices across its geographically dispersed teams. The company supports over 900 dental practices and is responsible for protecting the personal and sensitive healthcare information of dentists and their patients across the U.S. PDS team members had access to approximately 20,000 clinical service websites, and passwords for these sites were recorded on an intranet-hosted spreadsheet, leading to security issues and chaos. Additionally, PDS manages over 5,000 laptops and mobile devices for team members based at their National Support Offices and a good number of remote/mobile team members. Admin rights were being granted, often for basic things like installing a web camera or updating a driver. However, these admin accounts would stay with the device, sometimes for years, posing a security risk. PDS needed a better way to monitor and manage user access across this environment.

A leading European bank, serving over ten million customers, was looking to enhance its digital banking services with Kubernetes and cloud-native computing environments. However, with the increased digitization of services, security became a paramount concern for the bank’s stakeholders and clients. As the bank initiated its journey to the cloud, it adopted a variety of cloud-based technologies to rapidly address and respond to new business needs, such as providing customers with secure home banking services and secure apps for mobile phones. The bank realized that adopting cloud and related open-source technologies came with a price in terms of management and security constraints. One of the most critical aspects of the cloud journey was how to properly manage identities and secrets (privileged credentials or grants) across different cloud services. Managing secrets across different cloud and hybrid services are typically a pain point in every organization’s cloud journey.

Tribunal Regional do Trabalho da 8ª Região (TRT8), a judiciary body in Northern Brazil, was facing a surge in cyber attacks, a situation that was particularly concerning given the sensitive nature of the data they handle. The organization had recently digitized its court case management system, making all information related to court procedures, including highly sensitive personal information about individuals involved in employment disputes, digital. Despite having a robust security strategy, TRT8 had little control over users and passwords with access to this information, and privileged access was decentralized. Enforcing security information policies such as regularly changing and updating passwords was a manual and time-consuming process. Endpoint protection relied on a basic anti-virus tool, leaving the organization vulnerable to viruses or malicious attacks that could disseminate throughout the network and harm court operations.

FARO Technologies, a global leader in 3D measurement, imaging, and realization solutions, was facing a significant challenge. Despite its success over 40 years, the company had become too product-centric, with a heavy focus on selling hardware products and not enough emphasis on customer experience. This resulted in a disjointed communication strategy, with customers receiving irrelevant emails and multiple sales reps contacting the same organization. Furthermore, the marketing team was focused on generating large quantities of new leads, often through purchased lists, rather than engaging with genuinely interested accounts. This approach resulted in less than 0.78% of marketing-qualified leads resulting in a sale. Despite 70% of FARO's business coming from repeat customers, 80% of their customers hadn't purchased from them in the past two years. The root of these problems was a lack of an account-level view of existing and potential customers, despite having 22 technologies at their disposal.

Martal Group, a leading lead-generation and sales solution provider, faced a significant challenge during the COVID-19 pandemic. The pandemic altered the landscape of cold outreach, necessitating a shift in Martal Group's sales strategy. The company recognized the need to adopt an account-based marketing (ABM) approach, which involved engaging smaller groups within a single account with more targeted messaging. However, traditional ABM programs often require substantial time and effort to scale, which contradicted Martal Group's commitment to efficiency in terms of time, budget, and tools. As on-demand sales representatives, the tools they use directly impact the results they produce for their clients. Therefore, Martal Group needed an ABM solution that could deliver robust data and revenue without sacrificing time, money, or resources.

Kazoo, now known as Worktango, was facing a significant challenge in the competitive HR platform space. The company had traditionally relied on a 'tonnage' lead-generation approach, which involved collecting email addresses through form-fill gates, sending numerous nurture emails, and making extensive outbound calls. However, this approach was not yielding the desired growth. The company needed to shift its strategy to out-market, rather than outspend, its competitors. The incoming CMO, Casey Carey, recognized the need for a more targeted approach, focusing on buyers early in their journey and on accounts that were the right fit for Kazoo's platform. To achieve this, Kazoo needed intent data to understand buying stages and areas of interest, ensuring that its sales and marketing teams were maximizing their efforts.

As Zendesk aimed to target higher-level accounts in enterprise companies, it faced a significant challenge. The company realized that leads were becoming less relevant in larger B2B purchases, where sales teams had to engage with larger buying committees comprising individuals with varying levels of interest and knowledge. Zendesk needed a solution that would allow them to focus on accounts that would be most receptive to their outreach. They required an account-level view as they moved upmarket and sought to empower their business development representatives (BDRs) to succeed and contribute more effectively.

Accela, a trusted provider of cloud solutions for state and local government operations, faced a unique challenge. As a company that sells into the public sector, where calls for RFPs are the norm, Accela needed to find a way to engage with accounts as early as possible in the research and buying cycle. This proactive approach was necessary to position them as an essential part of the buying decision and to build trust early in the conversation. To address this, Accela hired Senior Manager of Field Marketing, Steffanie Zazulak, to build an Account-Based Marketing (ABM) program. Steffanie, with her background in implementing results-based ABM programs, knew that investing in an intent solution was crucial to help sales get ahead of the RFPs.

Deep Instinct, a cybersecurity company, was facing a challenge in their marketing approach. The company, which specializes in providing anti-malware and protection from unknown threats, was under the leadership of a new VP who was keen on using tools, technology, and intent data for a targeted approach to the accounts they pursued. However, the marketing team was in the process of rebuilding and needed to evaluate the tools in their tech stack. They wanted to be able to map leads to accounts, identify anonymous web visitors, and tap into intent data from a variety of sources across the buyer’s journey. The challenge was to find a tool that could handle all these requirements efficiently and effectively.

Ekahau, a global leader in wireless network solutions, was facing a significant challenge with their data management. Despite serving more than 50% of the Fortune 500 companies, they were not satisfied with their current standing. They were aiming for a highly segmented growth strategy, but their existing database was filled with non-standardized, duplicate, and outdated data. There were also significant gaps in account information and corporate family trees. This poor data quality was hindering their ability to analyze and understand their current customers, segment their market, and assign related accounts within a family tree to a single representative. This was preventing them from making strategic decisions about their target market, hiring, and account assignment decisions. Furthermore, they were unable to effectively serve and grow their large corporate and enterprise accounts. The onset of the pandemic and the shift to remote work further complicated their situation.

Equilar, a software and technology company, was grappling with data fragmentation. They had a wealth of data about their accounts, but it was scattered across various siloed systems such as CRM, marketing automation, Google Analytics, and more. This resulted in a lack of insights into which accounts were engaging and their interests, leading to what Demandbase refers to as 'account blindness.' Without these insights, Equilar's marketing team resorted to indiscriminate 'blasting' of their prospect database, while their sales reps were left guessing about which accounts to engage with. Additionally, Equilar had significant gaps in their contact data, making it difficult to engage accounts without any contacts or contact details. They also faced issues with data cleanliness due to the constant changes in businesses and people.

Fivetran, a rapidly growing data integration and data pipeline provider, was facing a challenge in their sales and marketing strategy. They had been focusing exclusively on traditional demand generation tactics, pushing inbound leads into the top of the funnel. However, with a desire to win certain accounts and move upmarket, they decided to add account-based marketing (ABM) to their strategy. The ABM team at Fivetran, led by Casey Patterson, was established to bring the sales strategy to life. However, they quickly discovered a knowledge gap in both sales and marketing. They lacked insights into what was happening at an account level. The demand gen team was successful at bringing in hot leads, but sales were often targeting lists of accounts, sometimes based on MQLs, sometimes not. To support both sales and marketing goals, they needed a tool that could report on every single activity at an account, serve that information to sales in a prioritized and scalable way, and set the ABM team up for success with account level targeting and reporting.

Sagility, a global healthcare services company, was struggling with its sales and marketing outreach. The company offers a wide range of services to a diverse spectrum of businesses, making it challenging to tailor their outreach and messaging to each. Prior to the arrival of Kevin Nolan, the Global Head of Healthcare Marketing, Sagility focused on three large health insurance plans and expanded to new logos only when a champion from one of those organizations moved to another. The concept of outbounding for new business did not exist. Furthermore, Sagility was heavily reliant on luck to open doors, often learning about a Request for Proposal (RFP) during a call with a prospect or as an offhand comment at a trade show. Kevin was looking for a solution that would enable him to personalize outreach programs for very specific audiences and end their reliance on luck.

American Cementing, a leader in cementing services for the oil and gas industry, was grappling with inefficiencies in their operations due to manual and paper-based administrative processes. The field technicians had to deal with a plethora of paper documents such as pre-inspection reports and fuel receipts before operating heavy equipment at well sites. This not only increased the chances of human error but also slowed down the process. The back-office team was also burdened with the task of managing the paperwork manually. Additionally, the payroll process was time-consuming and prone to inaccuracies as driver logs and the internal payroll software were not integrated. This led to issues such as inaccurate payments and a lowered employee experience when drivers forgot to log off once they were off duty.