Brightly Software

Bethesda Country Club, a full-service family-oriented facility, was facing challenges in managing its large facilities and grounds. The club's existing solution was not able to keep up with their needs, particularly in terms of asset tracking and reporting. The operations team needed a solution that could not only track orders but also help them prepare for the future. The club was outgrowing their current facility management platform and were just starting to track their assets. They needed a more robust and technologically modern solution to track their employees’ jobs, and the club also wanted to be able to track the history of their assets to make better decisions about repairs and maintenance outside of their current Excel spreadsheet. Furthermore, they lacked a way to quickly and easily create a report for their Board of Governors that contained realistic data for future budget planning.

Bonner General Health, a healthcare provider serving a community of 8,000, was struggling with a paper-based work order system that was difficult to manage and track. The system was causing accountability issues, with hospital staff claiming that work requests were submitted but not acted upon. The maintenance team, consisting of five full-time staff and three custodians, had to deal with a backlog of paper work orders dating back to 1998. The team's daily work involved maintaining utilities, fixing drywall, painting, and repairing assets across the hospital, physical therapy rehabilitation center, immediate care center, and office building. The challenge was to transition from this inefficient paper-based system to a more streamlined, digital solution that could enhance accountability and improve tracking of work orders.

The City of Asheboro, North Carolina, was grappling with inefficiencies in its sanitation division. The city's sanitation trucks were making pickups at every home twice a week to remove household waste and collect recyclables. Additionally, two pairs of brush trucks and bulk trash trucks would traverse every street looking for waste items to remove, a process that could take up to three weeks to complete. This method was not only time-consuming but also led to high fuel expenses. The city was in dire need of a solution that could streamline this process, reduce costs, and increase efficiency.