Maitland, a global provider of fund administration, legal, tax, fiduciary, and investment advisory services, was seeking a general-purpose software environment that could simplify data integration, data quality, application integration, and B2B integration for SWIFT message processing. The company wanted to link its trading and settlement systems and orchestrate new interfaces to internal and external systems. The challenge was to find a platform that could read, write, and enrich SWIFT transactions while shielding clients from the complexities of the underlying computing environment. The company also wanted to enable straight-through processing (STP) by setting up SWIFT-based messaging for Maitland’s external trading partners.

Pershing LLC, a leading provider of clearing and financial services outsourcing solutions, was facing a challenge. They needed to find a way to deliver targeted analytical information to tens of thousands of busy brokers without requiring them to learn a report writer or deal with cryptic database technology. The company serves more than 1,100 financial organizations and independent investment advisors, who collectively represent nearly six million individual investors. Pershing has more than $800 billion on under administration. Previously these investment professionals could only access customer information via hard copy reports or standard files containing all their data, which they had to manage and use on their own. NetExchange Pro had some rudimentary reporting capabilities, but they were geared toward accessing information one account at a time or one investment professional at a time. As a result, many of these external users were requesting custom reports from Pershing’s IT department, which was putting a drain on programming resources.

Scotiabank, a premier financial institution in North America, was facing challenges with its outdated sales information infrastructure. The existing system was causing delays in the delivery and validation of key information needed to support critical growth strategies. The bank's retail banking executives needed to automate a complex sales reporting process for their branch operations. The manual sales reporting process was dependent on officer input, leading to inconsistencies in reported results across the bank's 1,024 branches. The interpretation of complex business rules in the manual system resulted in inconsistency of reported results. The bank wanted to replace this manual system with an automated one that captures sales opportunities and then reports the data back to sales officers in the form of coaching and sales results reports.

The University of the Fraser Valley (UFV) was facing challenges in gathering information from disparate relational databases and their Banner ERP system. They were using Microsoft Access queries to collect data, which was then loaded into Microsoft Excel spreadsheets for analysis. This process was time-consuming and did not scale well. Each new project or field of inquiry required a new set of queries and spreadsheets. The university wanted to improve the distribution and availability of data within the institution. They were looking for a solution that could consolidate their data for clean, aggregated reporting and provide metrics about enrollment, academics, programs registration, and other domains.

Winston Brands, a fast-growing direct-to-consumer multi-channel merchandising firm, was facing challenges in integrating a wide array of systems, both internal and external, to support the increasing number of transactions resulting from the company's continued growth. The company's technology solutions struggled to keep pace with such rapid expansion, and they were replaced with several new, more robust information systems. However, connecting those systems, many of which were deployed simultaneously, proved to be a challenge. The organization evaluated all the other primary integration vendors on the market, including, TIBCO, and IBM.

Allegis Global Solutions (AGS) had more than 100 variations of an Excel-based reporting solution, making it difficult to create, manage, and benchmark contract labor programs. While these reporting tools do let users see program performance, business leaders had difficulty using them to include comparative analytics and performance benchmarking. Because different customers have different requirements, AGS amassed more than 100 different variations of the same basic spreadsheets and reports. It was cumbersome to create, manage, and keep track of so many variants. AGS set out to create a more versatile analytics environment using a popular new data visualization tool. Unfortunately, after making some headway with the front-end components, AGS realized that the tool did not have adequate capabilities for enterprise deployment.

Halifax Health, the largest healthcare provider in Volusia and Flagler counties, was facing challenges with its legacy reporting tools which were designed for professional analysts. The organization needed a general-purpose BI environment that could empower the enterprise to access, analyze, and share information. The existing tools, McKesson’s Trendstar and Meditech NPR report writer, required staffing by highly-experienced IT personnel for in-house development. The organization wanted to leverage clinical and administrative data in Meditech, TeletTracking, eSignature, Kronos, and Allscripts applications. They also wanted end-user dashboards that could display key performance indicators (KPIs) for inpatient quality, patient safety, core measures, and financial measures. Ideally, the solution would also support drill-down capabilities, mobile computing, offline analysis, self-service reporting, report scheduling, and intelligent report distribution.

Lance Funk Farms, one of the USA’s largest suppliers of potatoes, was using multiple legacy software systems for precision functionality, but none of these systems offered any record keeping ability. In order to organize the farming operation with up to 250 employees in peak season, management had to rely on spreadsheets. The sheer size of the operation, in combination with the variety of crops grown, drove the farm to explore software solutions that could help better manage the operation and aid with traceability. Before adopting Agworld, they would make a standardized spray program and every field kind of got the same inputs applied.

Running Lake Farms, a family-owned farm in Pocahontas, AR, was facing challenges in forecasting its profitability at the beginning of each season. The farm's profitability was dependent on various factors such as the cost of inputs, yield, and market prices. The farm was also struggling with identifying unprofitable fields and understanding the reasons behind their lack of profitability. The farm needed a solution that could help them analyze their data and make informed decisions.

Whirlpool Mexico customer service operations needed to better meet its commitments to customers and ensure that the Home Technician team was performing services on time. The customer needed a solution that would better capture what was happening in the field and technician time spent on each service call.

Joseph T. Berrena Mechanicals, Inc. faced several challenges in managing their fleet. They were using platforms that were cumbersome and difficult to use by various types of users. They needed a fleet safety program that was cost-effective. Additionally, they needed a solution to monitor the maintenance of their fleet. The company was looking for a solution that could provide real-time diagnostics for all vehicles and was easy to use by different groups of people.

Misericordia University, located in Dallas, Pennsylvania, faced a significant challenge in managing its fleet of vehicles. The university's athletics department frequently used these vehicles for out-of-town recruiting, and drivers often found themselves unsure of their exact location during incidents. The university lacked a fleet tracking solution, making it difficult to gather details about incidents involving their vehicles. Additionally, the university needed a way to monitor employee performance, particularly in cases where vehicles remained idle or in the same location for extended periods, which could indicate that an employee was not completing their assigned tasks.

Connors Plumbing & Heating, a team of licensed plumbers and heating and air conditioning experts, services South Central Minnesota, a vast area with 16 towns. The company has over 15 technicians in the field, making it challenging to manage and coordinate their operations. The main challenges included identifying the best technician to send to a job based on the location of the technician, vehicle, and customer, keeping a log of vehicle inspections and maintenance, and knowing where everyone is at any time given the large service area and number of technicians out in the field.

The Santa Barbara County Fire Department (SBCFD) in California is tasked with performing defensible space inspections on more than 16,000 buildings in their area each year. Defensible space is an area around a structure designed and maintained to reduce its fire risk. During an inspection, firefighters conduct a structural survey on the building to identify its material makeup and ensure it has a 100-foot buffer, free from dead trees and overgrowth. Until recently, the department used paper inspection forms, an inefficient process that made surveying every structure in the county a challenge. This system gave SBCFD no visibility into how many inspections each of its 16 stations were responsible for. One station might complete two dozen inspections, while another had a backlog of thousands — more than they could possibly complete in the time allotted. And it was difficult (if not impossible) to know how many inspections had been completed, or if any buildings in high fire-danger areas were not in compliance, putting residents at higher risk.

HaMaarag, a consortium of organizations responsible for managing Israel’s natural resources, was facing challenges with their traditional pen and paper method of conducting field surveys. The group studies and reports on seven wildlife classes across Israel to contribute to the advancement of knowledge-based management of natural resources. The traditional method was prone to digitization errors, data loss, and bias, which could degrade the quality of their data and analysis. The organization decided to switch to a mobile solution to create a centralized database, which is crucial for statistical analyses.

Premier Utility Services was preparing for a large gas meter inspection and leak detection project in upstate New York. This project involved surveying over 3,300 miles of pipeline and the inspection of over half a million gas meters, which included a scheduling component to facilitate field visits for meters located inside buildings. As they began transitioning their fieldwork operations to the Fulcrum platform, they requested technical support to help facilitate this transition.

Fabuwood is a cabinet manufacturing company that sees itself as a technology company. It has pioneered the deployment of advanced IT systems in cabinet manufacturing and was the first in its industry to build a business around their use. The company has invested substantially in building this technology, but it also acquires some specialty systems from partners. For freight transportation management, it selected 3G Transportation Management. The team chose to put its trust in 3G for two reasons: its ability to support multiple operations and a shared customer-first philosophy. While many manufacturers choose to outsource logistics planning entirely, the Fabuwood team has a different approach – one that requires maintaining control of operations in order to maintain control of the customer experience. The common focus on the end customer experience led to a mutual understanding of what was really important.

Whole Latte Love, a specialty retailer of homemade coffee, was facing challenges with its home-grown ERP system. The company needed a configurable, cloud-based system to support its growth. However, the initial shipping software caused a six-week ERP deployment delay. The company needed a software that could strike the right balance between ready-to-use and easy-to-configure. The software needed to communicate automatically with the ERP without manual intervention. The company also wanted to improve productivity by eliminating manual keying in of orders and going outside the system to validate addresses.