The client, a US-based freight management company with over 10,000 active carriers, was facing challenges with their legacy ERP system. The system was time-consuming, required a lot of manual work, and was prone to human errors. The company used three different carriers' marketplaces and manually posted new requests from customers on load boards. Agreements for every carrier were created and emailed manually, and a third-party service was used for managing insurance online. The load status and location were tracked using a third-party application, which the customers did not have access to. The company's accountant manually entered all the data necessary for invoicing to the customer and the carrier after getting the information on the delivered freight from a broker. The company owners analyzed the profitability of carriers and customers, as well as brokers' performance by gathering the information from the ERP, the accounting software, and .xls files.

SINET, a leading Internet and telecom service provider was dealing with cyberthreats that resulted in network downtime and blacked out user access. Finding the best solution to combat these threats was essential to ensure a highly reliable, quality service and stem the tide of customer churn.SINET, founded in 2009, owns and operates over 200 active network POPs across Cambodia, from all main cities and provincial towns to remote districts and villages. As one of the biggest ISPs in Cambodia, SINET serves innovative customers, particularly startups in the gaming and microfinance industries. This made it all the more critical that the provider find a proven, reliable way to ward off DDoS attacks and malicious software that were causing network blackouts and disrupting the user experience.

Severn Trent Water, the UK's second largest water company, faced the challenge of modernizing their infrastructure to meet the growing demands of their customers. With the advent of mobile technology, customers expected faster solutions for broken water pipes and sewage problems. The company's customer service and support organizations also needed improved back-end services to expedite reporting and analysis. This would enable them to identify and fix problems more quickly and proactively replace old pipes before they broke. However, legacy software systems and organizational bottlenecks were hindering the company’s software development team. Acquiring resources for mobile services, including databases, web and application servers, was expensive and time-consuming. Employees resorted to creating informal solutions in spreadsheets and local databases to circumvent the lack of tools to address these business needs, but these could not be integrated into the core systems.

Henkel, a global powerhouse in the chemical and consumer goods industries, faced the challenge of accelerating its digital transformation to strengthen relationships with employees, customers, and consumers, while reducing the cost of provisioning and supporting workplace technology. The company aimed to provide smooth and accessible workplace technology to support productivity among its thousands of employees. The situation became more critical when the COVID-19 pandemic forced the company to move its more than 46,000 non-critical employees to work from home while maintaining the high-performing services staff enjoyed in the office. Achieving successful digital transformation required changes that enabled employees to adapt to new processes and resources in any situation.

The client, a global Univar solution company specializing in chemical manufacturing, was facing several challenges with their Azure Cloud Services and Azure Kubernetes Service (AKS). The issues included unavailability of application for 30 minutes during AKS update, AKS vulnerability, lack of support for on-premise systems, complex deployment in CPT and their PDMS application involving AI/ML, redundant storage accounts and application service plans, insufficient pods and inefficient pod deployments. The client also expressed a need for continuous support and monitoring of their AKS, and a desire to reduce their turnaround time by implementing Azure best practices.

The commercial marine insurance industry is highly competitive, with costs reaching an all-time high. A large commercial marine insurer was seeking ways to improve efficiency through advanced analysis of their portfolio. The insurer was struggling with gaining a clear visibility of vessel behavior, identifying opportunities to grow their business, and mitigating their marine risk exposure. The challenge was to find a solution that could provide a comprehensive analysis of their portfolio, combining policy, claims, and exposure data, and offer actionable insights to enhance risk mitigation.

The client, a global science and specialty chemicals company, was facing a significant challenge with its application design at the global level. The existing design was outdated and inefficient, leading to slow page response times and a less than optimal user experience. This was affecting the company's ability to effectively engage with its users and was potentially impacting its global reputation. The client needed a complete overhaul of its application design to improve its functionality and user experience.

EV Group, a leading semiconductor manufacturer, was grappling with the complexity of its digital infrastructure. The company's security team was seeking packet-level visibility to improve their security posture. They were relying on log-based SIEM technology, which provided an overview of the digital estate but lacked packet-level insight at the network traffic layer. This meant that security incidents were not being recognized and controlled quickly enough. The primary goal was to minimize the time between an event happening and it being acknowledged, ideally less than 10 minutes. The team trialled Darktrace alongside other tools, deciding on Darktrace's Self-Learning AI primarily because of the accuracy of its detections.

Nature’s One, a leading company in organic nutrition for babies, kids, and moms, was facing challenges in maintaining its high standards for product purity and nutrition due to the limitations of its existing systems. The company was using a mix of different solutions for various operations, including accounting and finance, which resulted in a lack of visibility and a long paper trail. The company could no longer rely on spreadsheets or disparate files for inventory, ingredients, and purchasing information. They needed a comprehensive solution that could streamline their operations, improve visibility, and help them uphold their commitment to product purity and safety. The solution also needed to be able to keep up with regulatory requirements without being bogged down by bolt-on customizations.

Celero, a leading Canadian provider of integrated financial technology solutions, faced the challenge of meeting the evolving needs of its credit union customers. These customers, often located in small communities and rural areas, lacked the resources to build innovative, personalized digital services themselves. Celero aimed to modernize its IT infrastructure to help these credit unions meet their members' demands and stay competitive in a rapidly changing industry. The company wanted to initiate its digital transformation swiftly, integrating new cloud-optimized capabilities into its existing IT infrastructure without disrupting legacy systems. Celero also had a long-term goal of preparing for a future industry landscape defined by microservices and cloud-native solutions. Additionally, the company was committed to sustainability and aimed to reduce its carbon footprint by moving workloads to Equinix and the cloud, retiring on-premises data centers that weren't built using the latest sustainability innovations.

Azbil introduced the product lifecycle management (PLM) package “Windchill” to share and manage product blueprints and component table data at all stages—from planning to disposal.To minimize customization expenses and verification work, the company decided to utilize 99% of the package’s standard functions. This decision created functionality issues for the company’s PLM systems resulting in operational gaps, errors, and compromised efficiency.

SimpliField delivered the first version of the app last year and was looking to take it to the next level and build up the best-in-class app. The client was looking for a company that can become a real partner in our adventure and co-construct this next-generation retail execution app. Someone who could offer in-depth expertise, help them develop a strategy, guide us in the complex architectural choices, and be a trusted advisor in the long term. A client intends to reach more customers and increase retail visibility by offering a comprehensive Salesforce CRM solution that is integrated with their own all-in-one retail execution product. 

Client started its digital transformation journey and decided to get rid of its legacy systems and build a new robust and comprehensive solution. The initial phase of the transformation required competent consulting services, that is an understanding of the processes and flows, identification of key business goals, and highlighting of possible risks and constraints.During the discovery phase, the main finding was that the package solution did not cover a significant portion of the business and functional requirements due to differences in the real estate business processes within NYC vs across the US. Technical Challenges included:Poor data quality, duplicates, and unstructured data.The existing MLS did not have an API and supported only FTP.Some critical limitations and constraints of the managed package

In the rapidly evolving digital landscape, organizations are constantly seeking ways to unlock new opportunities and accelerate their digital transformation. The challenge lies in increasing business agility, improving customer experience, and reducing the total cost of ownership. Traditional methods and technologies often fall short in meeting these demands, creating a need for innovative solutions that can drive transformational goals with pace and passion.

Samsung was faced with the challenge of generating global excitement around the launch of its new flagship products, the Galaxy S8 and S8+. The company wanted to trigger a significant rethinking of Samsung within the design elite, aiming to make a significant impact in the design community. The challenge was to create a unique and memorable experience that would not only showcase the design philosophy of the Galaxy S8 but also position Samsung as a leader in design innovation. The company wanted to do more than just an exhibition or installation; it aimed to create an epicenter of excitement and enthusiasm for its focus on design at the Milan Design Week, a gathering of the brightest minds in the industry.

Toyota Connected North America (TCNA) was in need of a flexible call center solution that could respond to customers’ needs and innovate quickly on a global scale. TCNA's Drivelink, a telematics platform, provides over 6 million drivers with access to emergency and convenience features. However, the technology powering many customer experiences was key to maintaining a competitive edge in a crowded industry. TCNA needed a solution that could scale in North America with more connected vehicles while maintaining high-quality experiences that often connected customers and agents in just a matter of seconds. They also needed a tool that offered direct access to data so that they could drive decisions quickly based on insights. Lastly, TCNA needed an intuitive tool that could integrate into Salesforce CRM and data-management tools.

Lozier Corporation, a leading manufacturer of products for retailers, was facing significant challenges due to its outdated ERP system. The system, residing on an ageing mainframe, was unable to deliver reliable business management systems, consolidated data, and efficient processes. The company's business processes were sometimes inefficient due to these disparate systems. For instance, digital orders from customers had to be processed manually by Lozier's team, which was not only time-consuming but also increased the risk of inaccuracies and errors. The leadership team at Lozier recognized the need for a modern ERP system and industry best practices to drive operational excellence and ensure the company's continued success in the retail industry.

CENIBRA, a major producer of bleached eucalyptus pulp based in Brazil, was facing several challenges. The company had a desire to transition from its legacy ERP system to SAP S/4HANA, but was struggling with establishing SAP standards to save time and money. The company also lacked process clarity for its complex supply chain management and was struggling to establish a single source of truth. There was a misalignment between the business and IT, and a demand for control and security for the company’s forestry process cycle. The increasing market demand and the need for modernization of IT systems made it clear that the company wasn’t keeping pace. Upgrading to SAP S/4HANA was a necessary step towards a modern IT infrastructure, but there was a risk of the cycle breaking down during the upgrade.

Hiiir Inc., a leading digital media company in Taiwan, faced significant IT challenges due to rapid growth in demand for its mobile marketing services. The company's on-premises solution was unable to keep up with the need for quick scalability. The procurement cycles for on-premises infrastructure were lengthy, reducing the company's agility and complicating budgeting as IT had to project its spend many months in advance. Furthermore, Hiiir lacked the necessary facilities to house a large datacenter and did not have enough IT staff to ensure optimal performance. The company needed a solution that would allow them to scale their computing capacity as needed to support their services, a requirement that could not be met with an on-premises solution.

Hudl, a software provider offering a video and analytics platform for sports teams, was facing a number of challenges. The company was experiencing significant business growth globally, with an increasing number of sports teams using their services to upload game video. This growth, at a rate of about 30 percent every year, required scalability to support and maintain. Additionally, Hudl was striving to provide faster video upload speeds to its customers. Many coaches were requesting quicker video uploads and faster access to videos for analysis. This posed a logistical challenge due to the large video files being moved over long distances. On a typical Friday night in high school football season, Hudl was uploading 39 hours of video every minute for encoding and processing. Lastly, Hudl was seeking a better analytical platform for internal data analysis. Their self-built data warehouse was complicated, expensive, and underperforming.

innogy Czech, a leading European energy company, was faced with the challenge of migrating its mission-critical SAP systems to a new location after the closure of its data center in Brno, Czech Republic due to flood risk. The company had to decide between moving its SAP implementation to a new data center in Germany or migrating to the public cloud, which would align with the organization’s cloud-first strategy. The company’s IT team saw an opportunity to transform operations by moving to the cloud, not only to keep up with future business growth but also to take advantage of the agility, flexibility, and management efficiency of the cloud. The company saw the shift from capital expenditure to operating expenditure as another potential benefit. However, the migration process was fraught with challenges, including the need to migrate dozens of terabytes of SAP data, complete a replatforming of the Linux operating system and Oracle database, and convert the data to Unicode, all without negatively affecting business activities and customers.

China National Building Material (CNBM), a company responsible for producing one out of every ten tons of cement in the world, was faced with a significant challenge. The company sought to enhance its sustainability and optimize its operations. The primary objectives were to manage its energy usage effectively, reduce operational costs, improve profitability, and minimize environmental pollution. The challenge was to achieve these goals without compromising the quality of the cement produced or the efficiency of the production process.

Henkel, a global leader in consumer goods and chemicals, was facing a significant challenge in optimizing its energy-intensive spray drying process in detergent production. The process was not only consuming a substantial amount of energy but also lacked the efficiency required for a streamlined production process. The company was in dire need of a solution that could modernize this process, conserve valuable resources, and contribute to its sustainability goals. The challenge was to find a system that could seamlessly integrate with their existing infrastructure and provide real-time insights for better decision-making.

Sophim, a manufacturer of natural ingredients for the cosmetics industry, was faced with the challenge of modernizing its automation systems. The company sought to upgrade its legacy automation systems to an Industry 4.0 solution in a managed, low-risk, and agile manner. The new solution needed to provide clean integration of IT technologies, with a particular focus on predictive maintenance. Additionally, Sophim wanted to leverage external engineering expertise without introducing project or solution complexity. The task of implementing this solution was given to Alliance system integrator partner Master Systèmes.

Amazon, despite being a leading-edge technology company, was still using Oracle databases for its data storage and management. The company was born before the advent of Amazon Web Services (AWS), during a time when monolithic, on-premises database solutions like Oracle were the norm for enterprise-scale data management. However, disengaging from Oracle presented significant challenges. Amazon had more than 5,000 databases connected to a variety of non-standardized systems, with ownerships and dependencies that were not centrally inventoried. There were also personnel-related risks, as many Amazon employees' careers were based on Oracle database platforms. Furthermore, Amazon engineers were spending excessive time on complex database administration, provisioning, and capacity planning. The company's rapid growth required more Oracle database shards, increasing operations and maintenance overhead. Additionally, continuing with Oracle would increase the millions of dollars Amazon was already paying for its license by a staggering 10 percent annually.

Cedars School of Excellence, a small Scottish preparatory school with about 120 students and 20 staff members, is known for being the first school in the world to introduce a 1:1 iPad-based learning curriculum. However, the school faced challenges in managing its complex iPad deployment and delivering certain parts of the curriculum and testing due to incompatibility of some critical applications with the iPad. The school's IT head, Fraser Speirs, had previously decided to run the school's device-management server, Jamf Pro, on Amazon Elastic Compute Cloud (Amazon EC2) in 2013. Despite the benefits of this decision, the school still faced limitations in delivering certain parts of the curriculum due to the incompatibility of some applications with the iPad.

FICO, a leading predictive-analytics and decision-management software company, was facing challenges in rapidly developing and deploying its solutions, including its flagship FICO Decision Management Suite (DMS). The company, which provides services to 95 percent of the largest U.S. financial institutions, was traditionally an on-premises software company. This approach often resulted in years-long development and delivery timelines, hindering the company's ability to provide timely solutions to its customers. FICO wanted to focus on implementing its software rather than waiting for customers’ IT organizations to provision and build the underlying infrastructure for its solutions. Additionally, FICO needed to ensure strong security and compliance with Payment Card Industry (PCI), General Data Protection Regulation (GDPR), and other regulations in its operations.

Globe Telecom, a leading telecommunications service provider in the Philippines, was facing a significant challenge. The company was using Oracle applications in 90 percent of its services, but the cost was proving too high to maintain a competitive position. The company's IT team decided to shift towards the adoption of non-proprietary databases. However, the challenge was to find the best-fit open-source database and to ensure a smooth migration without any interruptions to service quality. Furthermore, Globe Telecom had to ensure that the new platform could handle telco-grade workloads, which are standard for the telecommunications industry but considered heavy in other sectors.

GumGum, a leading provider of programmatic, native, and social analytics software solutions, was facing a significant challenge in managing its data. The company generates more than 1 billion events, equivalent to approximately 6 TB of data, every single day. This massive amount of data needed to be processed continuously to eliminate bottlenecks and expedite decision-making for customers. The company was in dire need of a solution that could scale quickly to handle the rapidly growing traffic and data. The challenge was not just about managing the volume of data but also about processing it in real-time to provide valuable insights to customers.

AkzoNobel, a Dutch paint and coatings leader, was facing challenges in improving the performance and productivity of its factory in Como, Italy. The company was using traditional methods of monitoring the performance of the machines involved in creating the powder coatings, which involved manual data recording with pen and paper every 15 minutes. This method was not only time-consuming but also inefficient in providing real-time data. The company also faced resistance from its factory floor operators, especially the older ones, who were apprehensive about the introduction of new technology and the changes it would bring to their work methods. The company needed a solution that would not only improve its data collection and analysis but also be user-friendly for its operators of all ages.