12RND, now known as UBX, is a boutique fitness facility with a national footprint of franchises in Australia. As the company began to scale its model, it faced a significant challenge in maintaining brand consistency across its franchises. The brand style guide was loosely defined and open to interpretation, resulting in inconsistent marketing collateral that did not effectively promote the franchise. The rapid growth planned for the network necessitated a solution that would make the onboarding of franchisees as frictionless as possible and strengthen the value proposition. Prior to implementing a solution, the central team at 12RND had to manually check each franchisee's social media accounts daily, negotiate with the franchisee, redesign and approve new posts, and then re-upload them. This process was time-consuming and inefficient, hindering the company's growth and expansion efforts.

Celerion, a clinical research organization with over 40 years of experience, was facing challenges in managing administrative tasks and employee onboarding. The company, which helps pharmaceutical and biotech clients get their drugs to market, was struggling with manual work for administrative tasks. They initially contacted Smartsheet to develop a project management toolkit. However, the onset of the COVID-19 pandemic brought about the challenge of keeping track of all employees working remotely and in the office. Furthermore, in May 2022, Celerion was approached by a new client who needed to run a study involving 200 participants across two sites, adding to their operational challenges.

Bakers Delight, Australia’s most successful bakery franchise, faced a significant challenge with their incumbent, print-oriented, local marketing production system. The existing platform was difficult to use, especially for vital POS elements like basket labels. It was impossible to extract data from the system to demonstrate ROI, and the platform did not support marketing channels like social and digital. The franchise network was requesting over 1,800 custom scope artworks annually from the corporate local marketing team, leading to high quantities of off-brand collateral. The local marketing team was spending all their time producing artwork instead of planning and operationalizing local marketing with individual franchisees to improve sales and community connection and awareness. The lack of data available from the incumbent system and the fast turnaround required for individual artwork requests made it difficult to forecast workload.

McLaren Racing, a prominent player in the fast-paced world of Formula 1 racing, was facing challenges in streamlining its marketing operations. With a busy calendar of 22 races and eight keystone events in 2022, the company was constantly seeking ways to enhance efficiency both on and off the track. One of the key challenges was the coordination of show car bookings, which was a complex and manual process involving branding, staffing, security, and shipping. The logistics of preparing and moving show cars required a lot of time and resources. Additionally, McLaren's digital content team was tasked with providing real-time images of the drivers, team personnel, garage set-up, and on-track action to fans, partners, and the media. However, the process of uploading, cataloguing, and distributing footage was manual and time-consuming, often taking days to deliver images to partners.

Aussie Home Loans, a leading name in Australia's financial services sector, faced a significant challenge in managing its marketing operations. With over 950 individual stakeholders, primarily brokers, the central marketing team had to ensure that these brokers had the right tools and processes to promote their business while adhering to Australian financial service compliance requirements. The existing solution, which had been in use for a decade, was proving to be time-consuming and expensive, especially for minor tweaks to marketing collateral. The process involved re-briefing a designer to make changes and re-upload assets, leading to slow turnarounds and broker frustration. Furthermore, Aussie had recently undergone a rebranding, and there was a strong need to maintain brand consistency across hundreds of brokers doing their local area marketing.

The Australian National University (ANU), a leading higher education provider in Australia, was facing significant brand fragmentation issues. The central graphic design studio was overwhelmed with requests and lacked the capacity to handle new work. This situation was further complicated by the impending launch of a refreshed brand identity. ANU wanted to avoid the brand inconsistency issues they had experienced in the past. However, they were aware that not all ANU staff were as proficient with InDesign as their central design studio. The challenge was to find a technology solution that could help them manage their design struggles, ensure brand consistency, and reduce the workload of the central design team.

Climate Pledge Arena, a central hub for sports and entertainment in Seattle, and the Seattle Kraken, a National Hockey League team, were facing challenges in managing their event schedules and ticket sales. The arena's marketing team was tasked with driving ticket sales and ensuring smooth execution of all events. Similarly, the Seattle Kraken's Sales and Service team aimed to boost season-ticket and single-game ticket sales, as well as sales of premium suites for games and other events at the arena. Both teams were using traditional spreadsheet software and email for event management and communication, which proved to be inefficient and time-consuming. The pandemic-related scheduling difficulties further complicated their project management. Additionally, the marketing team was using email and online drop box applications to store and share creative assets, which was also a cumbersome process.

Durham University, one of the world's oldest and highest-ranked universities, faced a significant challenge in managing its marketing efforts. The central marketing team was tasked with supporting various objectives from different departments within the university. However, with a conservative budget and their own KPIs to meet, the team was more reactive than proactive, leading to strained relations with other departments. The marketing team was often seen as 'brand police' and 'blockers' when it came to creating local collateral, causing frustration among stakeholders. Additionally, the team was dealing with an increasing workload and a solution that failed to provide the flexibility they needed for template development across the organization. After overhauling the university's brand look and feel, the team realized they needed a budget-friendly, flexible platform that offered a self-service option for easy and flawless brand rollout across the university.

McLaren Racing, a renowned name in the Formula 1 racing industry, faced a significant challenge in managing and delivering race day content to its fans and partners. With racing cars reaching speeds of up to 350 km/h, thousands of pictures are taken at each event to capture key moments. The content team at McLaren Racing was tasked with uploading, cataloguing, and distributing this footage from each race. However, all asset management tasks were manual, slowing down marketing operations and affecting partner initiatives. The manual process of reviewing, sorting, and uploading images into partner folders for specific stakeholders would sometimes take several days. The challenge was further compounded by the massive size of McLaren's image archives.

Monash University, a global institution with a presence on four continents and over 75,000 students, faced a significant challenge in maintaining brand consistency across its numerous channels. With ten faculties and hundreds of staff members interacting with the brand and creating collateral, it was difficult to ensure everyone remained compliant. The central marketing team was overwhelmed with the volume of requests, especially following a re-brand. The university needed a solution that would allow them to present their brand consistently, at the scale required by an institution of their size. They sought a solution that would empower their staff to become brand ambassadors and champions while maintaining brand consistency.

Red Hat, a leading provider of open source, enterprise IT solutions, was facing a significant challenge due to its exponential growth in the Asia-Pacific region. The company was investing substantial resources into producing and distributing marketing material, a process that was proving to be time-consuming, repetitive, and costly. This was overloading the brand and marketing teams and leading to inconsistent execution of the corporate brand. The quality of ad-hoc marketing materials produced by external vendors was poor, which further affected the brand's image. The company was also struggling with brand governance, especially as the production and distribution process in the region was leading to a gradual dilution of the Red Hat brand. Managing the brand on a global scale across several countries and languages, while catering to local marketing needs, was proving to be a complex task.

Webex, a global leader in cloud-based collaboration solutions, faced challenges in managing its business processes and assets to support its growing customer base and company expansion. The company was using a variety of tools for project management, but these were not standardized across the organization. This lack of uniformity led to inefficiencies and difficulties in maintaining visibility across all business activities. Furthermore, manual outreach to customers was time-consuming, and the company needed a more efficient way to provide access to its vast array of assets, which included over 1,900 items in 10 languages.