Allstate Moving Systems, a rapidly growing third-party logistics (3PL) provider, was facing challenges with their existing manual process of managing their customers through Excel. The company was outgrowing this system and needed a solution that would not only fit their current business needs but also allow them to scale as they grew. They were using a legacy software system to manage inventory without billing automation and captured billing using Excel. This led to limited visibility of dock appointments, causing them to waste time manually verifying dock appointments and leading to unexpected surges. The company was in dire need of a scalable warehouse management system (WMS) to boost operational efficiencies.

Quality Distribution, a player in the highly competitive third-party logistics sector, was facing significant challenges that were hindering its growth potential. The company was relying on a 20-year-old, on-premises warehouse management system that was not only unreliable but also expensive to maintain. This outdated system was incompatible with the needs of modern customers, making it difficult for the company to stay competitive. Additionally, Quality Distribution was heavily dependent on manual processes to manage daily operations. These processes were rapidly becoming unsustainable, posing a threat to the company's ambitious growth targets.

Trekka Logistics, a company specializing in servicing small businesses, was facing a challenge in providing the same level of service that an enterprise business would receive. The company was founded to cater to the ecommerce and distribution needs of small and emerging businesses, which often did not receive the necessary services from their previous fulfillment partners due to their relatively lower order volumes. Trekka Logistics aimed to offer a space for these companies to grow, but this required a warehouse management system (WMS) with a high degree of flexibility in their workflows. Automation was crucial for operating at scale, but the company also needed to be dynamic enough to provide a high level of customization to their customers.

Moonglow, a customizable jewelry brand, had ambitious growth plans. In 2018, the founders aimed to scale the business to ten million in annual revenue by the end of 2019. However, they faced significant operational challenges. The team was fulfilling 60 orders per day, but lacked a system for tracking, quantifying, or forecasting. Overselling was a common issue, leading to negative reviews and unhappy customers. The complexity of their product, which required managing 700 component pieces and tracking over 5,500 potential combinations of sellable products, added to the operational difficulties. In the Q4 of the year before implementing Skubana, Moonglow sold under a million dollars worth of inventory, while thousands of units were oversold for weeks. The operations team was hesitant to invest more in marketing and ad spend until they were ready to handle the increased workload.

Boldify, a beauty and personal care brand, was facing challenges in scaling their online business. They were looking for a robust inventory and order solution that could seamlessly integrate with their existing Amazon and Shopify channels, and also accommodate future expansion into wholesale channels like Target. The co-founder, Mike Viskovich, had tried other platforms but was left unsatisfied due to their lack of quality customer support. He needed a platform that could not only integrate Amazon and Shopify quickly and easily but also provide quality customer support. Boldify's operations involved core products made in the US and boxes made in China, which were sent to FBA. This setup seemed to confuse other support teams, adding to the challenges faced by the company.

Nomad Goods, a company that started as a Kickstarter project in 2012, had grown significantly over the years, expanding their product line and business strategy. By 2018, they offered over thirty products and distributed through retailers such as Best Buy, Urban Outfitters, and Staples. However, with the expansion of sales, product line, warehouses, and sales channels, inventory management became a major challenge. The lack of a single source of truth for their inventory led to daily miscommunications and dissatisfaction from customers. Operational alignment meetings often took precedence over discussions about new product launches and promotional plans. Nomad’s Co-Founder & COO, Brian Hahn, spent most of his day over spreadsheets, estimating inventory in transit, at their 3PL, and in their internal warehouse. This process involved logging into multiple platforms, exporting data, and analyzing it in Excel.

LastObject, a Danish company launched in 2019, is on a mission to create sustainable alternatives to single-use plastic products. Their primary products include the LastSwab, a reusable cotton swab, and the LastTissue, a handkerchief-tissue pack combination. After raising nearly $800,000 each for LastSwab and LastTissue, LastObject started shipping their products worldwide. However, they faced challenges with international shipping, including handling taxes and other legal issues. Packages would occasionally not reach the customer due to customs issues and would have to be resent, wasting time for all involved. LastObject hoped to find an Asia-Pacific based shipping solution that worked with Skubana, their existing operations platform, to seamlessly fulfill orders to Asian and Australian customers. They also wanted their packaging to be plastic-free, requiring support from their potential fulfillment partner.

Specialist ID, a company selling photo ID badge holders and security related accessories, was facing a significant challenge. Despite its success and longevity in the digital commerce space, the company hit a growth barrier. After reaching over $5 million in gross sales, the company was still operating with systems that were designed for a much smaller scale of $100,000 a year. The lack of a central platform for inventory management was a major issue, as the company was importing every single transaction into QuickBooks, a process that took about three weeks to complete. This inefficient system was not only time-consuming but also hindered the company's ability to scale and grow. The company needed a solution that could streamline its operations, manage high order volumes, and support its expansion into various marketplaces.

Tushy, a small organization aiming to transform the American bathroom with bidets, faced a significant challenge when a nationwide toilet paper shortage led to an unprecedented surge in demand. The company's COO and co-founder, Justin Allen, was involved in every aspect of the business, from marketing to supply chain, and was committed to making decisions that reduced consumption, unnecessary material, and the company's carbon footprint. However, the sudden increase in demand led to a six-week wait for backorders, putting pressure on the company's supply chain and fulfillment processes. Furthermore, Tushy's existing systems struggled with warehouse fulfillment, managing inventory and orders across warehouses, and splitting orders, leading to frustration and a lack of control.

Vincero, an affordable watch brand, was facing challenges as it scaled beyond its comfort level. The company was expanding into new regions, channels, volumes, and categories, which was proving to be a distressing experience. The company was also dealing with the complexities of managing multiple warehouses and fulfilling orders internationally. The customs processing varied in every country, and Vincero, with a small team of around ten people, did not have the resources to learn all the tax rules and customs processes in every single country. Additionally, the company was heavily reliant on Amazon for sales, but this was not leading to customer loyalty or valuable customer information. Furthermore, Vincero was dealing with the issue of fake returns from Amazon.