AuraQuantic

Baleària, a leading shipping group in Spain, was facing challenges in managing its ship and crew procedures. The company was heavily reliant on manual tasks involving physical documents, which was not only time-consuming but also prone to errors. The company needed to control the validity of the ships’ mandatory certificates based on current legislation, which was a complex task due to the vast number of ships under its management. The traditional methods of operation were hindering the company's efficiency and productivity. Furthermore, the company was seeking ways to improve its work methodology in terms of developing its maritime operations and control of the ships’ documentation.

Four Consulting, a B2B technology consulting firm, was on a mission to modernize its business processes. As part of its Strategic Plan 2021-2026, the company aimed to digitize its various functional areas to gain real-time information, increase efficiency, and make strategic decisions to enhance its market competitiveness. The challenge was to automate all HR-related processes, a critical step in the company's modernization journey. The processes that needed automation included selection and recruitment, file creation and updates, holiday and leave management, certificate and permit requests, personnel management, and management of business agreements. The company needed a solution that could be implemented quickly and efficiently, without disrupting the ongoing operations.

Licores de Guatemala, a leading producer and distributor of aged rums and other high-quality spirits, was facing challenges in its purchasing cycle. The company was struggling with administrative tasks and repetitive procedures that were time-consuming and inefficient. The purchasing process, which spanned from purchase requests to complete order traceability, lacked integral control. The company was also grappling with the need to adapt to the new demands of its internal customers. The initial digital transformation project was limited to a series of measures aimed at optimizing the purchasing process within its ERP SAP ECC 6.05. However, the management team at Licores de Guatemala realized the need to expand the project across the entire process, which consisted of eight phases.

Quimtia, a company specializing in the production and distribution of chemical products, was facing significant inefficiencies in its export processes. The process was not functioning optimally due to the high level of manual tasks involved, causing numerous disadvantages in the daily operations of foreign trade. The entire process, from order placement in SAP, order planning, packing list generation, internal and external management, to the final delivery to the customer, was cumbersome and time-consuming. The management team recognized the need for a technological solution that could streamline and control the entire process, reducing the manual workload and accelerating management times.

Click Seguridad Jurídica, a Mexican Multiple Purpose Finance Company (SOFOM) specializing in fiduciary activities, was grappling with the increasing complexity of implementing and constituting financial products. The activity was becoming more restricted and subject to a vast number of legal operations. The company needed a solution that would allow for flexible and agile business process integration, capable of adapting to changes in demand and potential legal modifications that could impact its commercialization process. The CEO, Adolfo González Olhovich, began searching for a no-code tool that could meet these requirements and streamline over 20 processes including quotation, authorization, blacklist review, and integration and service contracts.

The Solidarity and Social Investment Fund (FOSIS), a service of the Chilean Government, was faced with the challenge of standardizing its administrative processes to comply with the new regulatory framework established by the Law of Digital Transformation of the State (LTDE). The LTDE focuses on updating administrative procedures and document management in public administration through digital transformation. It also mandates that all communication related to administrative procedures between different public bodies must be carried out electronically. FOSIS had been using the AuraQuantic platform for over 14 years to automate different internal processes. However, with the introduction of the new LTDE framework, the institution needed to launch an ambitious project to align with the new regulations.

Personal Paraguay, a multiservice provider of mobile telephony, fiber optics, IPTV, satellite television, and mobile financial services, was grappling with an overload of administrative procedures. Initially, all information management was carried out manually using office automation programs or printed documents. To reduce paper usage, the company developed an in-house solution to facilitate document collection and accessibility, along with another tool to manage their authorization process. However, the need to reduce the number of tools used, incorporate new technology functionalities, increase productivity, reduce time, and have greater control over activities led the company’s managers to explore the software market in search of a solution that would meet their requirements.

Canalbank, a Panamanian bank, was facing a series of challenges due to the changing and competitive environment in the banking sector. These challenges were marked by regulatory changes, the continuous search for administrative efficiency, the elimination of friction in existing processes with internal and external customers, the personalization of products and services, cost reduction, and sustainability challenges. In 2019, Canalbank had implemented a new IT system, SAP, as a calculation engine for all operations linked to customer management and banking products. However, the bank's management team realized the need for a solution that could help them overcome the aforementioned business challenges. They initiated a request for information from three technology providers to find a suitable solution.

The Technical Standards Institute of Costa Rica (INTECO), a 35-year-old organization providing standardization, training, and evaluation services, was seeking to digitalize its services to enhance customer service. With an extensive catalog of over 3,500 technical standards, INTECO caters to a multitude of companies and is part of the largest certification network in the world, IQNET. Despite having developed its own audit management system to systematize and centralize information, INTECO was in search of a SaaS solution that could further systematize and automate its processes without the need for programming code. The challenge was to find a solution that would meet its business needs and help streamline its business processes to meet the expectations of all stakeholders.

Masymas Supermarkets, a Spanish retailer and part of Hijos de Luis Rodríguez, S.A, was seeking to improve its processes, reinforce sales channels, and increase customer satisfaction. The supermarket chain and consumer product distributor aimed to drive digital transformation to achieve complete automation of its operations. The challenge was to implement a system that could automate various business processes, eliminate human errors, and expedite tasks. The company also wanted to digitize tasks related to contracting suppliers, eliminating the use of paper and telephone calls for follow-ups. Another challenge was to streamline all procedures related to franchisee management. The company was looking for a solution that could help them become a leading example for the rest of the food retail sector.

Toyota Spain, as part of its environmental commitment, aimed to implement the ISO 14001 Environmental Management System across its entire Official Dealer Network. This system had already been adopted by over 80% of Toyota dealers in Spain, with the goal of achieving 100% certification. The main challenges faced by Toyota Spain included the implementation of an effective management system that ensured compliance with current legislation, minimizing environmental impact, and optimizing processes that could potentially impact natural resources. The company needed a solution that would make environmental management in many centers both feasible and efficient, simplifying performance improvement analysis, increasing visibility, and ensuring compliance with legal environmental obligations, all while utilizing only the necessary human resources.

PEMEX, the largest company in Latin America and a global leader in crude oil production, faced significant challenges in managing its operations. Despite its size and influence, most of its operations and processes were carried out manually, not automatically. This was largely due to the use of a system called SEAPSA, which had been in place for over a decade. The company recognized that this manual approach was not the most efficient way to manage the organization. Key business processes such as Job Applications, Technology Change Administration, Minor Change Administration, Design Process Automation, and Monitoring and Control of Vehicle Maintenance and Mechanical Integrity were all carried out manually. This led to issues such as task duplication, reliance on paper documentation and Excel spreadsheets, and high complexity in several processes. The company also faced challenges in integrating with external systems.

Grup Heracles, a leading construction enterprise in Andorra, was facing challenges due to its exponential growth. The company's business and administration department identified the need to digitize work reports that contained daily information regarding workers, goods, and resources. Prior to implementing AuraQuantic, Grup Heracles managed its client portfolio, policies, goods, and monitoring of the different phases of the construction process, using standard office software without any digitized document management. This resulted in long delays when managing different types of procedures, customer dissatisfaction, and a loss of competitiveness compared to other companies in the same sector. Employees were burdened with an increased workload, as they were responsible for monitoring processes and checking and rectifying errors in manual processes. The company's first challenge was the digitization of the project reports, which used to be 100% paper-based processes. The second challenge involved the creation of a centralized unit where the data needed to complete the sales process could be stored and accessed in real time.

Pret Communique, a leading distributor of AT&T in Mexico, was facing limitations in its growth and development due to the lack of systematization of several processes. These processes were being carried out using basic Office packages, which were not sufficient to keep up with the rapidly changing mobile telephony market. The company also had an internal software development team, but they were unable to adapt quickly enough to the constant technological and process changes in the sector. With the addition of AT&T to the Mexican market, Pret Communique also needed to meet their control and performance standards. The company realized that they needed a more advanced solution to empower their continued growth and development, and to ensure compliance with the standards and requirements of the operator.

SURA Seguros Chile, a part of the Sura Group, was facing challenges in automating its business processes to offer better services to its customers and comply with its innovation policy. The company wanted to automate its Business Request process and the creation of Insurance Policy quotes process. These processes were initially carried out manually using Excel, leading to errors, delays, and lack of activity monitoring. The company was in need of a solution that could automate these processes, reduce errors, and allow for real-time monitoring and management.

ATIS Ketchum, a strategic communications and public relations agency, faced a significant challenge in managing its information monitoring process. This process was crucial for the agency as it supported the management by generating results reports at the end of each campaign or month, measuring the impact of the Public Relations management for each of the campaigns. The agency needed a well-structured process that could systematize the information generated by the Monitoring team, organize it into categories, and provide the customer with a daily product in a uniform and corporate presentation. The agency also aimed to offer its customers the best service by implementing software that would give complete control of the entire information monitoring process, covering all aspects such as the input of material to monitor newspapers, magazines, radios, TV channels and online sites, the organization of information in a corporate form, the backup of information on servers that allow you to store information in an orderly manner with easy search function, and controlling a database of media that serves as the basis for ATIS monitoring.

The National Geology and Mining Service (SERNAGEOMIN), a public entity under the Ministry of Mining of the Government of Chile, was facing challenges in its administrative processes due to lack of digitalization. The exchange of information between different administrative offices and civil servants involved manual and paper-based processes, which were inefficient and time-consuming. Documents were sent by mail all over Chile for review, approval, and signing. The management of procedures was carried out traditionally, with filing cabinets and folders containing documents related to each of the investigations into accidents that occurred during mining operations. When an accident occurred, the paper documents related to the investigation and possible sanctions had to be transported by airmail to be reviewed by the competent authorities. The mining subdirectorate needed a traceability system that would allow complete and real-time tracking of all the tasks that are part of each of the processes, and that would support agile reporting and communication.

Q-Safety by Quirónprevención, a leading company in the provision of health and safety services for the construction sector, faced a significant challenge in automating its business processes. The company's work system was heavily dependent on manual processes for routine tasks such as data entry, registration and search for information, and document storage. This led to delays in processing contracting services for clients and subsequent invoicing. It also caused problems in tracking documents, errors, and even loss of documentation. The company used an ERP for enterprise resource planning, but it did not adapt to their specific needs as it did not allow automation and data input was completely manual. The company needed a technology solution that could automate its processes, provide real-time data, and be highly customizable.

The Solidarity and Social Investment Fund (FOSIS), a government agency in Chile, was facing several challenges in its process management approach for civil services. The staff did not follow a process-based management approach, leading to a lack of visibility, difficulty in following up on tasks, issues with interdepartmental communication, inaccessible information due to data silos, lack of standardization across multiple processes, delays in resolution times, processing errors, and citizen dissatisfaction with some of the public services provided. These issues were largely due to the intrinsic characteristics of the business organization system, which required specific software, known as a Business Process Management Suite (BPMS), to coordinate and continuously optimize corporate activities.

Alquería, a leading dairy company in Colombia, faced significant challenges in managing its supply chain, particularly in the collection and processing of fresh milk. The company processes 1.2 million liters of fresh milk daily, involving numerous processes such as purchasing, milk collection, farm visits, and supply to production. The process of collecting raw milk involved many people who had to manually control the amount of milk collected on paper, which was subsequently consolidated into Excel sheets. This often generated delays that impacted decision making in the supply chain, milk quality analysis, freight payment, and application of discounts to farmers and transporters. The company needed a solution that could streamline these processes, improve efficiency, and provide real-time control of their operations.

KPN, a leading telecommunications provider in the Netherlands, faced significant challenges due to a rapidly changing market. The company was compelled to evolve their primary processes, focusing their management on offering personalized services to their clients. The goal was to attend to each request with the utmost precision and efficiency. The main challenges included the automation of business processes, providing personalized services for customers, and processing requests with maximum accuracy and efficiency. The company also had to manage a vast amount of process management possibilities and casuistries, and a large volume of information that flowed between different processes. Furthermore, the chosen BPM platform had to be capable of adhering to and executing strict ACM (Authority for Customers and Markets) guidelines, in combination with the management of a vast number of products, services, and order flows.

Banco de Finanzas (BDF), a leading mortgage provider in Nicaragua, was facing challenges in improving and simplifying its internal processes to enhance customer satisfaction. The bank identified two key areas that needed improvement: the Management of Customer Complaints and Suggestions, and the Internal Legal Management Process. The former required a reduction in response times and a system to keep customers informed about the progress and resolution of their issues. The latter was carried out manually, leading to difficulties in tracking requests, measuring response times, and reprocessing due to a lack of necessary documents or information. BDF aimed to improve monitoring and tracking of different stages of the process, ensure 100% of notifications were sent to customers regarding the resolution of their requests, and automate manual processes.

CAF Power & Automation, a company providing specialized technological solutions for the rail sector, was facing challenges in managing its daily processes related to several management areas such as Commercial Management, Product Design, Project Management, Purchasing Management, Quality Management, etc. These processes had to meet the requirements of quality standards and models such as ISO 9001 and CMMI, as well as new industry standards demanded by the customers. The main strategic aspect to be improved was the optimization of the company management processes. The company aimed to automate process workflows, optimize document management, enhance accessibility via the internet, and eliminate paper documentation. The challenge was to find a digital platform with BPMS as a tool specialized in process management that could help achieve these objectives.

The University of Deusto, a Spanish educational institution with a rich history of 125 years, was faced with the challenge of implementing Internal Quality Assurance Systems (IQAS), a requirement mandated by the European Higher Education Area (EHEA). The EHEA states that universities must have formally established and publicly available Internal Quality Assurance Systems. The University of Deusto believed that a Business Process Management (BPM) tool was the most suitable solution for this requirement, given the process-oriented nature of quality systems and the significant advantages of automating these systems. However, the university's Technical Unit for Innovation and Quality (TUIQ) needed to have the capacity to design, build, and implement the processes with as much autonomy as possible. This posed a significant challenge as this new task would be added to their existing responsibilities.

ELPOZO ALIMENTACIÓN, a meat processing company with over 65 years of experience, faced the challenge of digitally transforming their operations. The company, part of Grupo Fuertes, one of Europe's largest agri-food holdings, was committed to generating value for its stakeholders and saw the need for digital transformation. The initial steps involved overcoming resistance to change, defining roles, and clarifying process objectives. They needed an intelligent Business Process Management suite (iBPMS) capable of orchestrating an agile workflow to handle complex processes involving many people and consolidating processes across all companies under Grupo Fuertes.

The Ministry of the Interior of Colombia faced significant challenges in managing the administrative procedures related to religious entities. The issues were common to paper-based administrative management that required multiple actions and involved extensive documentation with many variations and exceptions. The geographical conditions of Colombia, with its vast area, mountain ranges, tropical forests, and significant rural population, posed additional difficulties for administrative proceedings. The procedures related to the recognition of religious entities as legal entities, statutory reform logs, legal representative updates, changes of address, and many others, required updating or the creation of a record in the Public Registry of Non-Catholic religious entities. These procedures could take longer than a month to complete and were costly and complicated for the applicant, often requiring them to travel long distances. Furthermore, maintaining updated information in the public record was challenging, leading to misinformation and duplication problems.

The Technical University of the North (Universidad Técnica del Norte - UTN) in Ecuador, with its growing student population and expanding academic programs, faced several challenges in managing its academic, research, engagement, and management fields. The university lacked a means to perform virtual procedures such as the issuance of online registration certificates, generation of work certificates, and electronic issuance of event certificates. There was no immediate communication channel, leading to delays and excessive use of paper. The university also struggled with repetitive and unnecessary tasks, and inadequate security measures such as electronic signature or QR code. These challenges affected the university's main stakeholders - students, teachers, officials, and the community in general.

IBR Latam, a financial services company specializing in collections, sales, and loyalty, was facing a significant challenge in managing its growing operations. The company was expanding rapidly, and its operational control was primarily manual, relying heavily on Excel sheets. This method was not only time-consuming but also lacked efficiency. The absence of online dashboards meant that the financial companies they worked with could not directly access the necessary documentation, leading to frequent phone calls to check the status of their operations. The work of supervisors and area managers was also complex, with each case requiring personal review with each employee in lengthy work meetings. With between 3000 and 5000 running operations, it was clear that continuing to work in Excel was not feasible if the company wanted to promote new business, provide better service, or offer value propositions to its clients. The company's main objectives were to eliminate manual processes, automate processes, prevent loss of information, gain control of cases, increase productivity, and ensure meticulous follow-ups.

ATIS Ketchum, a strategic communications and public relations agency, faced a significant challenge in managing its information monitoring process. This process was crucial for the agency as it supported the management by generating results reports at the end of each campaign or month, measuring the impact of the Public Relations management for each of the campaigns. The agency needed a well-structured process that could systematize the information generated by the Monitoring team, organize it into categories, and provide the customer with a daily product in a uniform and corporate presentation. The agency also aimed to offer its customers the best service by implementing software that would give complete control of the entire information monitoring process, covering all aspects such as the input of material to monitor newspapers, magazines, radios, TV channels and online sites, the organization of information in a corporate form, the backup of information on servers that allow you to store information in an orderly manner with easy search function, and controlling a database of media that serves as the basis for ATIS monitoring.

Certero, a vehicle financing company based in Ecuador, had quickly gained a solid market position with its programmed vehicle purchase system. However, the rapid growth of the company necessitated the implementation of business process management (BPM) software to streamline workflows, provide real-time visibility and control over processes, and digitally manage the large volume of documentation generated by the company. The main goals identified by Certero were related to the digitization and automation of all document processes related to data input, generation of electronic documents, digital signatures, and alerts. The company also aimed to offer real-time traceability of the daily activities carried out by the staff, thereby improving vehicle delivery times and increasing customer satisfaction. Reducing the volume of operational work and achieving effective process execution in the shortest time possible and with the fewest number of resources were other major goals set by the company.

Banco de los Trabajadores, also known as Bantrab, a leading financial institution in Guatemala, was facing significant challenges with its manual purchase order and requirement management system. The process involved users printing and filling out documents for each purchase request, which were then sent via internal correspondence to various managers for approval. This system not only led to high paper consumption and associated costs but also resulted in a slow and inefficient process. The bank was seeking a solution to automate this process, but faced several challenges. These included a limited timeframe for implementation, the need for the platform to comply with the institution's regulations and internal processes, and the fact that such platforms were not widely used in the banking sector.

UNITECO, a leading insurance brokerage in Spain, was facing significant challenges in its operations. The company was heavily reliant on an ERP solution, Visual Seg, which was not integrated with any process methodology, resulting in a lack of automation. This led to large amounts of data and information being input manually, causing errors, misinformation, loss of documentation, and significant delays in procedures. The lack of a standardized flow or channel to monitor the entire process and the differences in working methods between various offices added to the complexity. The company's main requirement was to centralize information and access data easily, enabling efficient work without unnecessary time investment, and focus their efforts on the most valuable parts of their work.

Pret Communique, a leading distributor of telecommunications services in Mexico, faced several challenges in its operations. The company had an innovative system for calculating sales commissions, but it required specific technical know-how to configure new calculations. This led to a constant need for technology consultancy services, increasing costs and reducing the system's flexibility. Additionally, administrative procedures related to personnel selection, internal audits, and specific requests were handled by email, making them difficult to track and involving manual, repetitive tasks that resulted in excessive paper consumption. The company also faced high licensing costs and difficulties in configuring operations due to the complexity of the system. Email was the main tool used to manage 'payment links', leading to human error, data duplication, long processing times, and a lack of centralized information. Pret Communique needed to speed up the internal audits process and optimize the selection and recruitment of personnel.

Dadelos Agrosolutions (DAS), a Spanish company dedicated to the manufacture of raw materials for biostimulants and biological solutions, faced significant challenges after merging with the Japanese group Ajinomoto. The merger led to a substantial increase in DAS' turnover and expanded its business operations to over 60 countries. This expansion brought about challenges related to coordinating internal staff across different time zones, currencies, and languages. The management team at DAS recognized the need for a technology solution to standardize business processes and create a reproducible working model based on predefined quality and efficiency parameters.

Serikat, a technology consultancy firm, was seeking a technology solution to strengthen its process automation offerings. The company decided to automate its own personnel recruitment process as a way to gain experience and understand the platform's functionalities. The main challenge was organizing each of the tasks involved in the recruitment process, which was previously characterized by a significant volume of email exchanges between the HR department and other department managers. The tasks and activities linked to personnel selection were not digitalized to the level of performance offered by AuraQuantic. The existing database made it difficult to share applicants' information, causing inefficiencies in the selection process every time a new vacancy emerged. The recruitment process posed a double challenge: to automate all recruitment-related tasks and to improve access to information for all people involved in the recruitment process.

EPM Group Empresas Públicas de Medellín, a public utility group providing services like energy, gas, water, and waste management, faced several challenges in their operations. The implementation of a digital platform for the EPM Shared Services center was a key part of the national plan to achieve synergies, economies of scale, savings, and standardization. However, during the creation of this new service area, several fundamental problems were detected. These included a lack of unified processes for support activities throughout the group, resulting in work duplication and dispersed functions. There were multiple technological platforms to support transactional activities in the various companies that make up the EPM Group. Synergies and economies of scale were lost in contracts related to similar activities in EPM and its subsidiaries. The resources used and activity support indicators did not correspond with what you would expect from a business group the size of EPM. The incorporation of new acquisitions could not be carried out efficiently due to the lack of standardized and unified best practices across the entire group. The generation of group reports was complex and involved many manual activities. The structure by functions did not support continuous improvement or promote innovation in support activities.

The Department of Infrastructure and Development at the Ministry of Interior of Colombia was facing a significant challenge in managing its infrastructure projects. Between 2010 and 2016, the department approved 1,138 infrastructure projects with a total contribution of approximately 410 million USD from the National Security and Coexistence Fund. The Viability Process, which is made up of 8 sub-processes and involves interaction from 13 professionals and 3 support staff, was complex due to the manual coordination of activities. In 2015 alone, 974 projects were reviewed and evaluated, each containing an average of 120 pages of documentation. The lack of document management made monitoring and obtaining information difficult, and the supporting documentation needed to be submitted in person, requiring public officials from across the country to travel to Bogota. The department also needed to generate reports for various government entities, but the large volume of records generated without automation did not provide any process traceability or accurate information.

New Millennia Group Ltd., a company operating within the £28 billion per annum United Kingdom Temporary Recruitment Industry, faced significant challenges in managing its administrative processes. The company provides invoice funding, credit insurance, payroll, and administration facilities to recruitment agencies nationwide. However, the administration processes and government compliance issues were complex and susceptible to several major changes each year. From 2000 to 2010, New Millennia used several disparate software packages interconnected via manual paper systems, leading to operational headaches. The main challenges included operational process speed and security, communication between operational processes, external interaction of operational processes, supply chain system integrations, frequent change of operational processes, real-time information management, and mountains of paperwork.

The ArcelorMittal Foundation in Brazil, a private foundation of ArcelorMittal Brazil, was facing challenges in managing the increasing volume of cultural project proposals sent by cultural agents. The foundation, which develops social projects benefiting around 800,000 people, was struggling with the large amount of legal documentation and controls required for each step in a cultural project evaluation process. From 2004 to 2007, the foundation invested approximately $30 million on cultural initiatives, but the systems used were not integrated and required the use of paper, combined with manual labor. The process of registering projects was done by the cultural agents in printed forms and then input into a database. All cultural project monitoring was done manually, searching for information from different systems and resources. The foundation realized that the quality of the accepted projects could be improved if they were able to select the best cultural project proposals in a faster, more agile manner, through the standardization and automation of its processes.

ChevyPlan, a leading brand of payment schemes for new Chevrolet vehicles in Ecuador and the Andean Region, faced significant operational challenges due to its growth. The company was dealing with a high volume of operational work across various departments to monitor and manage the provision of vehicles for each customer. The manual generation and review of documentation were labor-intensive and time-consuming, involving approvals and the collection of signatures. The process was also prone to errors, leading to reprocessing of work. ChevyPlan needed a software solution that would give them control of all the elements involved in the vehicle provision process, including document generation tools, a notification system, and connectivity with internal systems.

Grup Balfegó, a leading Catalan company in the fishing, aquaculture, and sale of Bluefin tuna, faced a significant challenge in managing the administrative complexity of its operations. The company is committed to sustainable fishing practices and customer satisfaction, which requires strict adherence to over 30 guidelines set by the International Commission for the Conservation of Atlantic Tunas (ICCAT). The ICCAT's recuperation plan, implemented in 2006, aimed to preserve the Bluefin tuna species, making it one of the most regulated fishing activities globally. The company's vision for future generations to continue responsible fishing required an improved approach to ensure maximum cost-effectiveness. The challenge was further compounded by the need to automate administrative activities, reduce human errors, and provide complete traceability of Bluefin tuna from capture to consumption.

Fundación Séneca, a Science and Technology Agency in the Region of Murcia, was facing significant challenges with its existing system, EIS software. The system was largely manual, lacking automation and control over records. Document management was not integrated, and any additional documentation had to be physically handed in, making the process cumbersome and inefficient. Information retrieval was complicated due to the variety of applications it could be obtained from, leading to an overproduction of paper documentation. The main challenge that arose during the project was the integration with three institutional systems and the accounting program, an ad hoc program for the Fundación Séneca that managed the accounting and payment forecasts.

Andorra Turisme, S.A.U., a public company created to aid the development and promotion of tourism in Andorra, faced significant challenges in optimizing its company management processes. The company's main strategic objective was to improve Andorra's competitive position as a tourist destination, but it was hindered by three main issues. Firstly, there was poor interdepartmental management, which led to inefficiencies and communication breakdowns. Secondly, the company was heavily reliant on printed documents, which not only increased costs but also slowed down processes. Lastly, the company was burdened with dense and complex administrative management, which further complicated operations and made it difficult to implement changes quickly and effectively.

Frutas Bean, a leading exporter of sweet fruits in Spain, was facing challenges in maintaining product quality and competitiveness in the expanding horticultural market. The company's workforce was widely dispersed, often working in different locations each day, and many did not have access to the internet. This led to reliance on paper documentation for work reports and pesticide treatments, resulting in a lack of control over work performance in certain activities. The company was seeking a solution that could connect its employees, improve product quality control, and streamline its operations.

ARCE LEGALIZACIONES ARCEEP, a professional cabinet specializing in the legalization of facilities, faced several challenges due to its rapid expansion. The company's consultants needed to have remote access to data due to their mobile nature of work. This necessitated a system that allowed telecommuting for real-time updates. Document management was another critical aspect for ARCEEP as it formed the basis of all development. The company needed a document management system that was accessible to both employees and customers and allowed remote incorporation of new documents to update the status of different legalizations. The document input was crucial as it triggered the start and end of production tasks and processes. ARCEEP also required quick and accurate reports on the actual situation of each case to inform customers and ease the work of employees in controlling deadlines and action plans. The company needed an agile system to handle the heavy workload and distribute it among employees to ensure no process was left unattended due to an employee's absence.

TRAC Rehabilitació d´Edificis, S.L., a leading building restoration company in Barcelona, was facing a period of growth that necessitated a significant organizational improvement. The company manages multiple restoration projects simultaneously, each with its own unique complexities and requirements. These projects range from initial study and commercial phase to execution, including material purchases and contracting of external suppliers. The company needed a system to monitor the status and situation of each project at any given time. Furthermore, once approved, the projects required meticulous planning to ensure customer satisfaction in terms of deadlines and work quality. In a highly competitive market with very small margins, TRAC also needed strict economic control over project costs to make accurate quotations and anticipate and control possible cost deviations.

FUNAT Laboratories, a leading Colombian company in the manufacturing and retail of natural products, faced significant challenges in managing their business processes. The company lacked a business process management system, leading to manual processes, loss of information, and lack of control and traceability. The company's existing information systems, including the ERP and custom software developments, were not addressing these issues. The main challenges included lack of process definition, resistance to change, lack of purchase approvals, need for definition of roles and tasks, zero traceability of activities, excessive usage of paper, and lack of quotation controls. These issues were affecting the company's productivity, customer satisfaction, sales, and response times.

Infotic S.A., a Colombian company providing operational, administrative, technological and IT services to public and private entities, was facing challenges in managing its growth and maintaining its market leader position. The company's main objective was to increase its capacity for innovation and productivity. However, all their internal processes were manual, leading to task duplication, human errors, loss of information, lack of internal management control, no established execution times, process inefficiency, and disparate information. The company needed a vast change in organizational culture and a strategy to automate processes, increase efficiency across their activities and manage customer service promptly. To achieve these goals, Infotic selected the AuraQuantic LCAP solution, a customizable and intuitive platform that allows creating new applications without the need for programming.

SISA, a leading insurance company in El Salvador, was grappling with the challenge of managing two different workflow systems for policy issuance and claims processes. This fragmented approach was causing delays, reducing responsiveness, and making it difficult to monitor tasks effectively. The company was also dealing with the inefficiency of manual data input, as customers had to write information on physical forms, which then had to be copied into the system. To address these issues, SISA decided to migrate to an integrated tool that could drive continuous improvement across all processes. The company also sought to decentralize operations and involve all participants in the processes, enabling information to be uploaded on electronic forms at each point of contact with clients, insurance intermediaries, and suppliers.

ATIS Ketchum, a strategic communications and public relations agency, faced a significant challenge when the COVID-19 pandemic hit. The company needed to transition its workforce of over 800 employees to remote work as quickly as possible to ensure the safety of its employees and maintain business continuity. The challenge was to implement a remote work solution that was not only powerful, simple, and safe, but also profitable. The solution needed to enable the employees to collaborate and communicate online between different teams. The urgency of the situation was heightened by the fact that the company decided to implement remote work even before the Ecuadorian authorities put measures in place to contain the virus and before the city of Quito reached a high-level of alert.

SISA, an insurance and investment company based in El Salvador, embarked on an ambitious digital transformation project in 2017. The company aimed to optimize its business processes using the AuraQuantic no-code platform. However, the COVID-19 pandemic significantly impacted SISA's plans, forcing the company to implement many of its projects within a tight timeframe of just three months. The company's top priority was to ensure optimal service levels for its customers and its extensive network of agents across the country. The pandemic also necessitated a shift to remote work, which presented additional challenges in terms of maintaining productivity and meeting new market needs.

Alianza Insurance, a leading multinational insurance company in the Andean states, faced significant operational challenges due to the COVID-19 pandemic. The enforced confinement measures disrupted their traditional business operations, causing issues such as supply chain interruptions, changes in consumer habits, increased production costs, and difficulties in import/export. The company was also unable to work on-site, which further complicated their operations. The deputy manager of Alianza’s Customer Services and Human Risk department, Rosario Velázquez, identified the need for digital tools to continue their daily operations and meet customer demands. The company also faced challenges in monitoring internal tasks, managing supplier payments, follow-ups, and customer reimbursements. These processes involved approvals from different departments, which was difficult to manage remotely and increased the risk of human error.

CardNET, a company dedicated to processing online and offline payments, faced a significant challenge during the COVID-19 pandemic. The increase in online transactions led the company to make a technological leap in terms of the service portfolio it offers its customers. However, the pandemic also drove the company to initiate an organizational introspection process to identify internal processes that needed to be automated and digitized, in order to adapt to the new digital world. Before implementing AuraQuantic, CardNET did not use any automated internal system, so the work methodology was based on the use of traditional tools such as paper documentation, handwritten signatures, phone calls and there was no system for monitoring internal operations or detecting potential errors. Another problem detected in the company was that many internal process policies had become obsolete.