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Glorious, a rapidly growing gaming peripheral product seller, was facing a significant challenge with their inventory management. The company had been using Stitch Labs for inventory management since its inception, which had been sufficient while the company was small. However, as Glorious experienced rapid growth and harbored plans for further expansion, Stitch Labs was no longer able to meet their needs. Glorious required a more robust solution that could handle their increasing inventory and order volume. They also wanted to improve their customer service by fulfilling orders based on customer location. Initially, Glorious had only one warehouse in Salt Lake City, which led to varying transit times for customers across the United States. They needed a system that could help them understand their order volume geographically and expand their third-party logistics (3PL) locations accordingly.

AMF Magnetics, the largest supplier of permanent magnets in Australia, was facing challenges in managing its complex business operations. The company caters to a diverse range of customers, from large B2B orders to specialist medical equipment and casual D2C customers, and deals with multiple suppliers in different locations. The company's commitment to uncompromising customer service added to the complexity. Despite digitizing to some extent and using MYOB desktop software for inventory and accounting, the company found its operational processes inefficient and limiting its growth. The need for a digital transformation was evident, but the path to it was unclear.

Arms of Eve, an ethical fashion accessory business, was co-founded by Aaron and Kerryn Langer. After running a successful wholesale fashion business in Los Angeles, they decided to start a new, ecommerce-focused fashion business in Australia. They set up a Shopify store and began selling fashion accessories at weekend markets. Their business model was successful, and they were approached by Australian ecommerce marketplace The Iconic. However, as their business grew, they faced a significant challenge: inventory management. To sustain and increase growth, Arms of Eve needed a robust inventory management system and the right team to help them use it to its full potential. Their current system was not able to keep up with the increasing complexity and volume of their inventory, leading to inefficiencies and potential loss of business.

Big Music, a music business founded by Richard and David Berkman in 2009, had grown significantly over the years. The business had over 800 students coming in for music lessons, 30 music teachers, and a music product business that sold both online and in their Sydney street-front retail premises. However, the Covid-19 pandemic brought new challenges. While the slump in foot traffic was compensated by a surge in eCommerce, the unique nature of the music business made online selling potentially problematic due to the huge price range of music products. Big Music had been using an inventory management system called Lightspeed, which they had customized over the years to fit their business. However, with the increase in eCommerce sales volume and the modernization and cloud trend in the business software landscape, they found themselves outgrowing Lightspeed. When Lightspeed announced it was winding down, Big Music needed a bigger and better solution.

Cath Kidston, a renowned fashion retailer known for its nostalgic, hand-painted floral print fashion, bags, kids wear, and home furnishings, faced a significant challenge in the wake of the Covid-19 pandemic. The company, which had grown from a single retail store in 1993 to 136 retail outlets worldwide by 2014, was forced to close 60 of their UK and Japanese retail locations in early 2020 due to commercial challenges. This situation could have spelled the end for most brick-and-mortar businesses, but Cath Kidston saw it as an opportunity for a new beginning. The company decided to relaunch the brand as a direct-to-consumer (D2C) ecommerce business while maintaining its B2B franchise and wholesale operations. However, the transition was not without its challenges. The company's existing enterprise resource planning software (ERP) was not only expensive and complex but also lacked technical documentation, making integration difficult.

Dock & Bay, a beach towel company, was struggling with inventory management. The company had a simple yet significant problem: they didn't know where their towels were. They were using spreadsheets as a temporary fix, but this method was proving to be inefficient and unreliable. Their main pain points were a lack of inventory visibility and an inability to do stock forecasting. The company needed a solution that would provide them with accurate, real-time inventory data and allow them to forecast stock levels effectively. They also needed a system that could handle the complexity of their operations, which included sales through Amazon and their own website, as well as distribution through five warehouses run by third-party logistics (3PL) partners in different regions.

When Lenny Vainberg, CEO of ModaConcrete and TerraFlame, acquired the company, it had a few promising products that were gaining traction in retail. However, beneath the surface, the company was struggling. Revenue was not meeting expectations and there was a lack of visibility between manufacturing and fulfillment, making it difficult to understand the true product and operating costs. The operations were in a raw state, with no inventory management system in place. The company needed a robust solution, but the ERP systems Vainberg had worked with in the past required significant time and capital resources, which was a huge investment for a company at this early stage. They needed a solution that was cost-effective, efficient, and could provide the visibility they needed to manage their operations effectively.

Pine Apparel, an apparel wholesaler, was struggling with outdated inventory and accounting systems that were not in line with the company's growth. The company was still operating as a small business, with inventory recorded on Excel sheets and processes documented in Google Drive. Sales were manually deducted, leading to a rush among the team. When Elise Ellis, the Director of Operations, joined the team in 2019, she was tasked with modernizing the company. However, she faced the challenge of finding an inventory solution that would best suit the business. The apparel industry has unique requirements, such as the need to record items sold as bundles and single stock items, and to manage a range of colors and sizes for the same item. Any disruption in the inventory chain could halt sales, adding to the complexity of the situation.

Urth, a mission-driven camera and art accessories business, was facing significant operational challenges. Despite being a well-established ecommerce business, Urth was struggling with inventory management. They were using Magento, an ecommerce platform, for both ecommerce and inventory management. However, Magento was not designed to function as a full-fledged inventory management system. This issue was further complicated by the fact that Urth was running inventory out of Fulfillment By Amazon (FBA), and Magento and Amazon were not integrated. This led to several problems, including customers being able to place orders for items that were out of stock and limiting Urth's capacity for growth and expansion to new markets or sales channels. In 2020, Urth decided to move from Magento to Shopify and sought an inventory management system that integrated natively with Shopify and Amazon FBA.

Heart Water, a sustainable water brand based in Austin, Texas, faced significant challenges in managing its inventory. The company, which uses a unique patent-pending technology to harvest rainwater for bottling, was struggling to break into a market dominated by established brands from giant corporations. To compete, Heart Water needed an inventory system that provided modern selling tools and could handle multichannel selling seamlessly. The company sells both direct to customer (D2C) and wholesale (B2B), requiring a system that could keep track of production, batches, and SKUs regardless of the sales channel. Prior to implementing a solution, Heart Water was managing inventory with a combination of QuickBooks Online and an Excel spreadsheet, a method that was proving to be inefficient and inadequate for their growing needs.

Heritage Building, initially a supplier of recycled timber, expanded its business to include other building materials like doors, windows, light fittings, and bathroomware. This expansion led to complex inventory requirements, especially as the business dealt with second-hand goods where each item was unique. Initially, the company used MYOB and spreadsheets to manage its inventory, but this system proved inadequate. After struggling with MYOB for almost nine years, Heritage Building sought the help of SMB Consultants, a new business in the cloud software implementation and coaching industry. SMB Consultants set up Heritage Building with Lightspeed, a best-of-breed inventory management solution at the time. However, as the second-hand market became less viable and the world of online business rapidly evolved, Lightspeed failed to keep up, leading to growth stagnation due to manual tasks and error fixing.

Lockabox®, a UK-based small business, was facing challenges in managing its inventory as it grew. The company, which manufactures lockable storage containers, was struggling with coordinating stock between its 10 warehouses across the globe. Their existing system was not capable of handling the increasing number of SKUs and sales. The company was also dealing with the complexity of managing multiple Amazon and WooCommerce sales channels, as well as third-party logistics (3PL) and fourth-party logistics (4PL) partners. A significant challenge arose when one of Lockabox’s® 4PL partners failed to log a shipment of 700 units with a retail value of £30,000, which could have led to a costly catastrophe.

Sagely Naturals, the largest female-founded CBD company in the US, was facing significant challenges due to its rapid growth. The company, which makes plant-based, CBD-infused products for whole self-wellness, was struggling with inventory and logistics management. The situation was further complicated by the fact that the company had multiple channels to market, including both small and big box retailers, and their own direct-to-consumer (D2C) ecommerce store. Additionally, the CBD industry is regulated differently across various US states, adding another layer of complexity to their operations. Sagely Naturals also uses a third-party logistics (3PL) warehouse, which meant they did not have direct inventory control and needed a solution that could integrate seamlessly with their 3PL provider, their inventory management software, and their Shopify store.