SteelDome Cyber, a global data protection and storage company, was struggling with unpredictable cloud costs and pricing models. The company's cybersecurity solutions are designed to leverage the security and flexibility of the public cloud. However, to guarantee fair and predictable pricing to its customers, SteelDome needed the same guarantee from its own cloud service provider. Before partnering with 11:11 Systems for Infrastructure as a Service (IaaS) and object storage, SteelDome tried its hand with a few of the large hyperscalers. What they found were cost-related guessing games and rampant uncertainty.

Tree Top, a global business with over 1,000 growers, engineers, and food scientists, was facing several challenges. The company's primary infrastructure was still being backed up on premises via physical disk, which was not in line with industry best practices. They lacked offsite backup and disaster recovery, and their aging infrastructure was in need of a refresh. They also needed secure and reliable access to data, and were concerned about the potential costs of unplanned downtime. To address these issues, they needed to replace much of their existing legacy infrastructure.

Oceanscan, a leading international equipment company providing technology to various industries, was hit by a sophisticated ransomware attack that infiltrated their entire network. The attack encrypted multiple file layers, making recovery nearly impossible. The company faced an imminent threat to business uptime and profitability, and the ability to recover and restore access to data was in jeopardy. The responsibility fell on the shoulders of Sukumar Panchanathan, the group IT manager at Oceanscan, to steer the company out of this crisis.

Pyramid Healthcare, a behavioral health company, was facing several challenges. They needed reliable reports to be readily available and a scalable infrastructure for their new Business Intelligence Platform. Their existing on-premises facilities lacked space, and they needed to ensure that medical records were secure and available at all times. Compliance rules required them to protect HIPAA patient information. With limited on-premises facilities, the Pyramid team realized they needed a scalable solution for their electronic medical records system that would grow by leaps and bounds.

Leupold & Stevens, a family-owned manufacturer of telescopic sights, red dot sights, spotting scopes, and binoculars, decided to move its IT infrastructure to the cloud. The company was in search of a disaster recovery solution that would easily integrate with Zerto, which they had been using for on-premise to on-premise replication. The IT department considered a competitor to 11:11 Systems who provided a similar solution, however, it was more of a black box setup; the team lacked visibility into the other side. The specter of cyberthreats also played into Leupold’s decision to move to the cloud.

Khatib & Alami Offshore (K&A), a global engineering design firm, was facing challenges due to its rapid growth. The company needed a robust infrastructure that could ensure efficiency and protect the workloads associated with its clients’ multi-billion dollar projects. The company's technology journey has taken it from disparate IT islands to private cloud and, finally, to public cloud, which has delivered the most cost-effective, agile means to ensure rapid scalability and facilitate growth plans. The company manages complex, high dollar projects with aggressive deadlines, making it vital for K&A to ensure its mission critical systems, such as email and project management, are available and meeting performance and SLA targets.

Antek HealthWare, a healthcare software provider, was facing challenges in providing fast and effective support for its medical office software products. The company was using a client server-based solution, but as the company expanded its client base, it became clear that this type of software was not up to the task of supporting Antek’s nearly 2,000 clients. The clients had to install the software before any support sessions could be initiated, adding to the time and expense of end-user software implementation. In addition, the software required manual configuration of firewalls in order to allow for high-speed connections. In most instances, Antek’s support representatives had to connect to remote clients through dial-up, making the connection extremely slow. This resulted in longer call times and increased frustration among support representatives.

In late 2003, Gap Inc. Direct needed to revamp its entire end-to-end business technology platform — from the customer-facing front-end system, to the back-end order management application, to the business tools that supported the company’s long-term growth strategy. Previously, Gap Direct’s e-commerce platform was largely built on Microsoft Windows. The need for new features — as well as concerns about the platform’s ability to scale given the retailer’s ambitious growth plans drove Gap Inc. Direct to evaluate alternative solutions to the Microsoft platform. Gap Inc. Direct uses Microsoft’s Active Directory (AD) for administrative tools to grant and control end-user permission, but AD by itself doesn’t support Linux or Unix, this resulted in the need for several systems administrators and analysts to analyze all of the logs of hundreds of servers every time an audit needed to be performed — a task that took IT employees away from their day-to-day responsibilities.

The company, a leading manufacturer of metal wire for residential, commercial, and industrial buildings, was experiencing rapid growth in its facilities. This growth necessitated a solution that could evolve with them and easily capture EHS data through custom reports to meet complex compliance requirements. Initially, the company launched Gensuite’s READY platform with integrated analytics, which fulfilled their current compliance and EHS reporting needs. However, as their analytics and reporting needs expanded, it became clear that they needed to enhance their reporting capabilities through Gensuite. They required a system that could provide unlimited access to data analytics & reporting features & capabilities to drive continuous improvement, the ability to build custom, engaging reports using collected data to more effectively visualize and present findings, and a flexible Desktop to Mobile solution due to the usage of tablets on the shop-floor.

Goldman Equipment LLC, a Louisiana-based John Deere dealer, was looking for a way to differentiate itself from its competitors in the precision farm management services industry. The company wanted to offer its customers an intelligent automated farm management solution that would complement its integrated solutions team. The challenge was to find a platform that could handle a variety of tasks, including AB Lines, setup files, financials, and weather, which farmers use every day. The company also wanted to eliminate expensive software that saw limited use throughout the season.

Elders, a rural service provider in Australia, was seeking a digital platform that would enable their agronomists to provide a consistent service and collaborate with their growers. They wanted a solution that would be beneficial for their clients to adopt as well. The challenge was to find a platform that would ensure continuity in their agronomy service provision, even when agronomists might relocate to other branches, and that would provide access to historical agronomic data for all agronomists.

Plex Systems Inc. is a developer of the Plex Manufacturing Cloud, a cloud-based Enterprise Resource Planning (ERP) solution for the manufacturing enterprise. The company's customers had to create reports in an SQL programming environment, which was not user-friendly. They needed a better way to empower users to access, analyze, and visualize ERP data. The challenge was to find a solution that could be easily integrated into the Plex Manufacturing Cloud and would allow users to create their own business intelligence environments, complete with customizable portals, dashboards, and a wide variety of reports.

Deroma, a leading global manufacturer of industrial terra cotta products, was facing challenges in tracking production across the nine companies that make up the Deroma Group. The company needed a solution that could streamline management data and use it constructively in an easy-to-use format. The company's products are distributed by six marketing subsidiaries in Europe, the United States, and China and can be found in all major DIY chains and over 8,000 Garden Centers around the world. With over 2,000 employees and €100 million in revenue, the company needed a robust solution to manage its complex operations.

Multipack LJM is a company that provides packaging services for a diverse range of products including food, pharma and FMCG, with major brands such as Nestle, Kellogg’s and Coca-Cola as their clients. The company faces the challenge of responding to changes in demand in real-time. This involves adjusting and optimizing production to meet the evolving needs of their clients. The challenge is further compounded by the need to manage the procurement of raw materials in line with the changing requirements of their clients.

Lockwood Products Inc., the inventor of the modular coolant hose known as Loc-Line, was facing challenges in managing its growing business with two disconnected financial systems. The company was using QuickBooks Enterprise for financials and an add-on product called Activate for inventory and order entry. The process of jumping back and forth between the two systems was becoming increasingly frustrating. Additionally, accessing data and creating reports was a complex task as it involved exporting data to spreadsheets, writing inquiries in the SQL database management console that was part of Activate, and creating reports using Crystal Reports.

Antenova, a multinational company that manufactures high-performing standard antennas and RF antenna modules, was previously operating with two separate systems: Sage50 for finance and Orderwise for purchase orders, sales, and warehouse management. This setup posed challenges as the two systems did not work together, leading to manual data input from one system to the other. Some reports also had to be constructed in MS Excel to get the desired information. As the company grew and the IoT market expanded, Antenova needed to keep pace by renewing its website and digital marketing tools. This led to the need for a cloud-based ERP system that would enable Antenova to grow efficiently to meet these challenges.

Devil’s Peak Brewing Company, a craft brewery based in South Africa, was facing challenges with their existing QuickBooks system. The system was not providing the visibility they needed across the business, especially regarding production and inventory. As the company expanded, their financial management needs grew. The basic financial software was not sufficient anymore. They needed a system that could handle the full financial and industry capability that they required.

Danforth Pewter had been running its manufacturing and retail operation for the past 24 years on the same software and hardware. The company's 65 employees used NCR Counterpoint's POS and Sage Platinum for Windows, two systems that weren't integrated, causing numerous headaches over the years. For example, quarterly inventory counts at the company's six retail stores were not very accurate and had to be done manually, slowing the pace of business to a crawl four times a year. The company needed a financial system that could handle AP, AR, inventory control, and manufacturing; integration with a retail POS system; and a better shipping solution. However, the company found that many ERP offerings were too expensive.

JAAS Systems, a global supplier of manufacturing software, was looking to transition their Advanced Manufacturing Software (JAMS) from a client-server architecture to a web-based solution. The company believed that a web-based solution would be easier to deploy, reduce their clients' costs, and provide more flexible integration with modern cloud-based accounting systems. However, JAAS was concerned about the challenges of moving years of manufacturing expertise to a web-based environment and building complex accounting and inventory functions in a cloud environment.

Fidelux Lighting, an LED lighting manufacturer for commercial customers, changed its business model to sell through distributors and implemented a commission structure. This change required a better way to track and pay commissions, manage inventory, and new financial software to manage operations. The company was using QuickBooks, which couldn't handle the complex inventory and assembly and kitting requirements, or commission processing it needed. QuickBooks was not customizable, nor did it connect to other software, which meant Fidelux had to import and export data in and out of QuickBooks just to create standard financial reports and handle commissions.

Kelly Products, Inc. is a holding company for 13 diverse agribusiness brands. The company was operating on a legacy ERP system, with each new division having its own instance of the ERP. These instances were not connected and were managed by different people among the various businesses. This led to inconsistencies and difficulties when someone was out, as others were often unfamiliar with the specific business system’s coding and transaction process. Tracking inter-company transfers was also a challenge, as many transfers between businesses were paper-based and physically mailed from one company to another. This held up monthly reporting and increased chances for manual-entry errors. With its ERP solution nearing the end of its life, Kelly Products began looking for a new software solution.

Firewire Surfboards, an eco-friendly surfboard designer and producer, was using a low-cost ERP called Greentree Business Software for basic transaction processing and as a company database. However, as the company grew, it became apparent that they needed a more robust system. The finance team lacked visibility into the firm’s European distribution entity and the finances of the company’s weekly production operations. The sales team also could not readily access data on specific retailers to learn which surfboards were selling and which weren’t. The company’s Australian distribution arm was growing extremely frustrated as they experienced multiple computer crashes when logging in since the product was hosted on-premises in the U.S. office.

Boulder Creek Stone, a family-owned manufacturer of stone and thin brick veneer, was operating its business using a combination of systems. Sage was used for inventory, sales order processing and accounts receivable, while Microsoft Dynamics handled the General Ledger, payroll and accounts payable functions. Data migration was done manually using Excel spreadsheets and Crystal Reports provided some business reporting. The company found it difficult to track the different lines of business efficiently and deep dives into company data to spot trends or operational deficiencies were nonexistent. The staff wasted a lot of time checking for double entries, verifying accuracy among multiple paper documents and reconciling them when questions arose. Operating with “laymen’s IT”, even small customizations were difficult in Sage, which meant Boulder Creek had to spend thousands of dollars in IT consulting fees when it wanted to customize Sage to conform to the way the company did business.

Windsor Foods, a leading provider of frozen pasta products, was under great pressure from escalating commodity costs, particularly corn and wheat. In response, the company embarked on a number of cost-cutting efforts, including giveaway reduction programs, best-practice initiatives, and capital cost-saving efforts. However, these measures were not enough to offset the rising costs, and the company needed a more effective solution.

Mission Pharmacal, a leading producer of pharmaceutical and nutritional products, was facing increasing competitive pressure in the pharmaceutical industry. The company was struggling to ensure accurate fulfillment and on-time shipments due to a lack of collaboration with its suppliers and customers. Additionally, the company had limited visibility between manufacturing processes, which made it difficult to manage materials throughout production. Costing was also a critical issue for the company as it sold its products into the consumer packaged goods market. Furthermore, the company needed to improve its lot-trace capabilities for its products in the event of a recall or audit by the Food and Drug Administration (FDA).

American Tubing, Inc. (ATI) was facing a significant challenge with scheduling. Their customers were demanding shorter lead times and ATI’s existing ERP system was not capable of providing the necessary information to respond quickly. As a result, ATI was losing business. Additionally, ATI was transitioning their equipment from manual operation to automation, and they required a system that could schedule efficiently and had machine loading capability. It was crucial for ATI to view their shop floor load at any point in time, allowing them to identify potential problems and create corrective solutions on the production line before slowdowns occurred.

Fuba Printed Circuits Tunisie SA (Fuba) is one of the largest and most technologically advanced producers of double-sided, plated, through-hole and multi-layer printed circuit boards (PCBs). As a fast-growing manufacturer of PCBs, Fuba found it increasingly difficult to keep up with a growing flow of orders and production using only spreadsheets and manual processes. They needed an integrated system to bring business information together. The company was also looking for a system that could link production with engineering and support the implementation of best practices.

Dreco Incorporated, a manufacturer of injection molded plastic parts, was struggling with an outdated ERP system that was not designed to account for sales orders in real time or effectively manage data on prospective sales. The system required constant updates and was not user-friendly. Dreco needed a software solution that could handle the unique requirements of a plastics processor, including accounting for parts weighing as little as a few grams. The company also wanted a system that could seamlessly integrate all its business operations.

Vita Health Products, a leading manufacturer of natural health products and OTC medications in Canada, was struggling with its aging AS/400 system that could not meet the company's growing business demands. The company was having difficulty maintaining inventory control, keeping product on the customer's shelf, and managing cost inputs. Without forecasting capabilities, Vita Health was forced to carry more product inventory, thus increasing carrying costs and the potential for waste. The company was also suffering serious customer service problems and losing a substantial amount of business. The lack of a real MRP environment meant that forecast demands and work orders were determined and managed primarily through an extensive manual analysis via spreadsheet. This was time-consuming and costly, and it was clear that the company needed to make a change from 'business as usual'.

San Antonio Lighthouse for the Blind (SALB), a not-for-profit company providing employment to individuals who are blind, faced a significant challenge when sudden changes in market conditions threatened the loss of as much as 60 percent of their business. This forced them to move quickly to find new distribution channels to reach their customer base. Additionally, to stay competitive, they had an urgent need to reduce order-to-shipping time for their core products. In light of the changing competitive environment, time was of the essence. SALB knew the implementation of an ERP system would help them turn around products and services to customers at the speed they required and keep SALB in the ballgame.