Jeitto Crédito, a financial services company, was facing a significant challenge in managing the high volume of customer queries. The company was spending an increasing amount of time and resources on human support to handle these queries. Their goal was to reduce this demand by retaining 70% of the service demand through a bot. They aimed to implement a bot with Conversational Artificial Intelligence to optimize time and costs, channeling most of the frequent queries through the virtual assistant, thus freeing human agents for more complex cases.

Nimbi, a Brazilian supply chain technology platform, was facing a challenge in automating their customer service processes to adapt to the evolving needs of the modern consumer. Operating in over 50 countries and serving more than 200 customers, they needed a single technology that could handle a high volume of inquiries in multiple languages across their Latin American and North American markets. The goal was to improve the overall customer experience and reduce costs. The main challenge was to develop a language across their digital channels that could cater to the needs of different consumers without losing the human touch in customer service.

Sipssa Medicina Privada, a renowned prepaid health insurance company in Argentina, was grappling with the challenge of reducing response times for its members. The company was experiencing delays of up to 48 hours in responding to queries through phone and email channels. The need for 24/7 availability and immediate responses was paramount to enhance their relationship with members. The company aimed to reduce pending messages, provide round-the-clock customer service, receive online referrals from potential members, rate representative service in customer experience, improve customer service by providing adequate information, optimize and measure response times in each process, and systematize processes without needing representative assistance.

TAG Livros, a Brazilian book allocation club, is known for its high-quality service and customer-centric approach. The company wanted to further enhance its customer service strategy by covering all stages of the customer journey for both existing and potential customers. The main objectives were to consistently improve customer satisfaction, provide agility, and make information readily available. The challenge was to implement a solution that could support these goals, especially during key sales dates when customer service demand is high.

Teclab, a Higher Technical Institute in Argentina, was facing a significant challenge in bridging the gap between the current education system and the professional world's needs. The institute, known for its innovative approach to education, was struggling to provide a 360°, innovative customer service while improving the student experience and communication. The traditional structures of education were proving to be inflexible and unable to adapt to the changing needs of students and society. The institute was looking for a solution that could offer immediate responses to student inquiries, adapt to their preferred communication channels, and evolve according to societal requirements.

Teleperformance, a global leader in customer service, faced a significant challenge in managing communication and recruitment processes for its over 23,000 employees and numerous job applicants worldwide. The company aimed to provide easy and quick access to information for all, but struggled with growing closer to its collaborators, ensuring their satisfaction, and preventing overload in the support areas. Prior to implementing Aivo’s platform, Teleperformance had a small staff and an overburdened recruitment service channel. This resulted in an excessive demand on the Human Resources team and left many applicants without a response, negatively impacting the company’s image.

Advania, a leading Nordic IT services firm, identified a unique opportunity in Iceland's high customer service expectations due to the country's high internet usage. With 98% of Icelandic households being online, the demand for efficient online interaction with companies and government institutions was high. However, the high salary costs in Iceland posed a challenge for companies to quickly scale up and down their customer service as needed. Furthermore, despite the country's inclination towards online communication, chatbots and conversational AI were relatively unheard of due to skepticism about AI's ability to handle the complex Icelandic language. This necessitated Advania to partner with a conversational AI vendor whose Natural Language Processing (NLP) took a language-agnostic approach.

Asker kommune, a Norwegian municipality with over 6,500 public sector employees, was in search of a digital solution to facilitate the transition after merging with the Hurum and Røyken districts in 2020. The municipality needed a central repository of information that was both easy to access and use for its employees. The challenge was to provide a platform that could answer a wide range of questions related to the merger and other work-related topics, and to do so in a manner that was clear, consistent, and easily understandable by the employees. The solution also needed to be able to make better use of existing information sources within the municipality and provide a common framework of answers to be shared between municipalities.

Nordea, a leading Nordic bank, was facing a significant challenge in managing the growing volume of customer service requests across its operations in Sweden, Denmark, Norway, and Finland. The bank, which serves over 9 million private customers and more than 500,000 active corporate customers, was receiving thousands of customer service requests daily through various channels including in-person, phone, email, and both live and automated chat. In 2017, Nordea’s Norwegian operation was receiving upwards of 2 million contacts per year across three contact center locations staffed by approximately 150 FTEs. The bank needed a scalable solution to manage this volume while providing consistent and on-brand experiences. They also identified a preference among their customer base to interact via chat, which had the advantage of handling multiple inquiries simultaneously.

IMVU, the world’s largest avatar-based social network, was facing challenges with its on-premises infrastructure which was limiting its capacity for advanced analytics. The company had been an early adopter of Apache Hadoop and Big Data technologies, but found it difficult to support and upgrade their 90-node Hadoop cluster and in-house built tooling. IMVU’s analysts lacked the tools to rapidly generate a range of business-critical reports on customer in-game behavior at scale. They were working with historical data in batches, which made analytics more complex and created multiple bottlenecks. Late reports resulted in inaccurate assumptions about customer in-game purchases, leading to slower sales and loss of profit. The analytics team also lacked a test environment to efficiently check analytics assumptions. The company sought to modernize their platform’s data architecture by introducing CI/CD, Infrastructure as Code (IaC), and other best practices, to achieve faster analytics iterations, better maintainability, and lower TCO.

DIVERSANT, the largest African American owned IT staffing firm in the U.S., specializes in helping organizations find direct hire candidates with specialized backgrounds in the IT space. However, they faced challenges in identifying candidates with niche skill sets. They used a variety of sourcing tools, job boards, referrals, and networking opportunities, but still struggled to find individuals with specialized backgrounds and hard-to-find areas of expertise. In 2019, DIVERSANT identified the need to invest in tools that would accelerate their ability to find qualified candidates and help clients support their hiring objectives. They conducted a vendor evaluation process to research additional solutions that could help.

Dynamic Search Group, a staffing and recruiting company based in Irvine, CA, was facing a significant challenge in sourcing fresh talent for their clients. The company primarily focuses on accounting and finance roles, ranging from CFO level to accounting clerks. However, they were struggling with a small candidate pool, primarily sourced from LinkedIn. The issue with this approach was that the same group of candidates was being selected and exhausted, as many recruiters were tapping into the same LinkedIn talent pool. Patricia Perez, Managing Partner at Dynamic Search Group, noted that the candidates were often overwhelmed due to the bombardment of recruitment companies reaching out to them. This situation led to the need for a more diverse and less saturated source of potential candidates.

FI Consulting, a firm known for its robust and complex portfolios, was facing a significant challenge in sourcing the right talent for their various roles. The firm required candidates who were not only technically proficient and analytical but also client-centric in their approach. The challenge was further amplified when a candidate for a critical role rescinded their offer just two days before their start date. This left the talent team in a difficult position, having to restart the sourcing process. The firm was also struggling to fill a role for a proposal writer, a position that had remained vacant for four months. The traditional sourcing methods were proving to be time-consuming and inefficient, often failing to deliver the depth and quality of candidates required by the firm.

First Entertainment Credit Union, a leading financial resource for members of the entertainment community, was facing a significant challenge in sourcing talent for specific niches. The credit union, which manages over $1.5 billion in assets and serves over 83,000 members, was struggling to find candidates with experience in specific technologies used by small banks and credit unions. The job market was tight, especially for technical or senior-level roles, and the Talent Acquisition Partner, Matthew Vandegrift, was the only professional handling these tasks. He was looking for a solution that would help him find more qualified candidates without having to spend a lot of time sourcing. The challenge was to find a software that could widen the net and help him find more qualified candidates.

SessionM, a rapidly growing customer engagement platform, was facing significant challenges in their talent acquisition process. The company was hiring across multiple functions and locations, and their lean Talent Acquisition team was struggling to keep up with the demand. The team was spending an excessive amount of time sourcing candidates, reviewing countless LinkedIn profiles, and struggling to find the right candidates for their specific needs. The traditional methods of sourcing based on job titles were proving to be inefficient as titles often varied across different companies. The team was in dire need of a solution that could help them source faster and better candidates, and they began exploring AI sourcing solutions.

AHRC Nassau, a chapter of The Arc New York, was struggling with outdated manual processes in its recruitment efforts. The organization, which supports over 2,200 people with intellectual and developmental disabilities throughout Nassau County, found it challenging to attract diverse candidates. AHRC Nassau operates a variety of facilities, including schools, health clinics, and a farm, and employs over 3,500 people, many of whom require specialized training. With more than 500 positions open at any given time, the organization's talent team was in dire need of a modern tech stack to meet the demand and streamline their recruitment process.

Chalhoub Group, a leading luxury partner across the Middle East with a network of over 750 retail stores and a workforce of over 12,000 people, was facing challenges in managing high volumes of job applications from all over the region and the world. The majority of the open positions were in stores and required a quick and seamless recruiting process. Additionally, the group was undergoing a significant digital transformation and was in need of attracting top digital and tech-savvy professionals. The existing process was time-consuming for candidates, taking them up to three minutes to find a relevant position on the company's career site.

Chewy, a Fortune 500 e-commerce pet supply company, was facing a challenge in maintaining a high-touch engagement with their candidates. The company prides itself on surprising and delighting customers with every interaction and wanted to extend this approach to their candidate journey. However, the traditional methods of communication such as phone calls and emails were not yielding the desired results. The situation was further complicated by the onset of the pandemic, which made in-person interactions impossible. The company was struggling to connect with candidates virtually and maintain the same level of engagement as before.

Asbury Automotive Group, a Fortune 500 company, is one of the largest automotive retailers in the U.S. with 8,000 employees spread across 108 business units in nine states. The company's thriving business often involves strategic acquisitions, which necessitates a robust and efficient hiring process. However, Asbury faced significant challenges in streamlining its hiring process. The company was also grappling with high recruitment advertising expenses, which were proving to be a financial burden. The need of the hour was to find a solution that could not only streamline the recruitment process but also cut down on the advertising expenses.

Hospital Sisters Health System (HSHS), a multi-institutional healthcare system with facilities in Illinois and Wisconsin, was facing a significant challenge in attracting and hiring healthcare workers, particularly nurses. The competition for such professionals was intense, and HSHS needed to differentiate itself from other healthcare organizations. However, their career pages were basic and lacked engaging content to attract and retain potential candidates. Previously, the Talent Acquisition (TA) team had invested in creating high-quality videos with an external team, but this approach was costly, time-consuming, and often required additional editing when employees featured in the videos left the organization.

Mott MacDonald, a global engineering company, was grappling with the challenge of sourcing highly specialized engineering talent. The company was operating on a traditional, reactive recruitment model which was proving to be inefficient in the face of the increasing scarcity of specialized talent. The company needed a long-term, sustainable solution to its recruitment challenges. The core aim was to improve key business metrics and build upon the previous year’s successes after a team restructuring. The company sought to effectively manage their candidate pipelines and better focus their recruitment efforts.

PetSmart, the largest specialty pet retailer, was facing a challenge in connecting with its job candidates. The company wanted to understand its candidates better and communicate with them in a language they could relate to. The line between consumer and employer brands was blurring, and understanding both sides was becoming crucial for evaluating the employment brand. The Talent Acquisition (TA) team at PetSmart realized that they needed to evolve their communication methods with job seekers after talking to candidates and associates to understand how different people absorbed content.

Rockwell Automation, a global leader in industrial automation and digital transformation, faced a significant challenge when the COVID-19 pandemic forced its talent team to halt the production of highly produced videos. These videos were a crucial part of the company's strategy to tell its story and engage with its talent. The sudden inability to produce these videos posed a threat to the company's talent engagement efforts and required a swift and effective solution.

Uber, a global ride-hailing and food delivery service operating in over 10,000 cities across 72 countries, was facing a challenge in attracting a diverse range of talent. Despite making over 10,000 hires per year, the company was struggling to humanize its brand and give prospective employees a real sense of what it's like to work at Uber. The company wanted to showcase its unique culture, the incredible people making an impact, and pull back the corporate curtain. However, aside from its drivers, prospective talent did not know enough about the people who work for Uber, what they do, and the amazing opportunities that Uber provides.

Ubik, an outsourcing company that specializes in building tech teams, was facing a significant challenge in sourcing candidates quickly and efficiently. The company's CEO and founder, Mike Bysiek, who has a rich history of working with big names like Xerox, Johnson & Johnson, and American Express, realized the need for a tool that could expedite the process of finding suitable candidates. The challenge was not just about finding candidates, but finding the right ones that align with the business goals of the company. The traditional methods of sourcing were proving to be time-consuming and less efficient, which was a major hurdle in the smooth operation and growth of the company.

Ping Identity, a leading identity security company, faced a significant challenge in 2020. The web team at Ping noticed a significant shift in how users wanted to access information. The traditional method of acquiring leads by gating content and having users fill out a form was becoming increasingly outdated. The team wanted to shift towards a model that provided value upfront, demonstrating their thought leadership and value before asking for user information. The primary objective was to transition to an ungated content model, but they needed a tool to support this change.

Qualtrics, a company synonymous with experience management, faced a challenge in optimizing their website for all visitors, particularly target accounts. Despite having traditional channels set up for users to interact with their brand, such as filling out a form on their website or talking to sales via phone or email, they lacked a digital aspect. The team wanted to ensure that no matter the channel, a user could get in touch with their sales team. They also aimed to build an incremental pipeline through the website and generate net-new names from website visitors. Simultaneously, they were rolling out a comprehensive account-based marketing (ABM) strategy, aiming to enhance their existing good practices.

Thales, a global technology leader, was seeking a conversational solution to support all website visitors and enhance their digital engagement. The company wanted to ensure that they could qualify the visitors and understand their needs to direct them to the right person. Thales had previously used live chat via Olark, but they needed a more scalable solution that offered superior analytics, personalization, routing, and alignment with their strategy. The challenge was to find a solution that could capture leads, route conversations to the right regional and product-focused sales team members, and provide insights to help digitally transform the business.

Pluralsight, a technology workforce development company, was grappling with lower growth than anticipated due to issues surrounding rep productivity. Despite having access to data on win rates and pipeline coverage, the company struggled to identify the behaviors that led to consistent, predictable revenue. Two key challenges stood in the way of Pluralsight’s growth targets: the quality of CRM data and inconsistent execution from their reps. The data in Salesforce, their 'single source of truth', was often biased or incorrect due to human error in data input. As the company rapidly expanded its sales force, rep productivity declined, leading to longer ramp times, lower pipeline generation, and lower billings and ARR growth than expected. The company had several hypotheses for these challenges but lacked concrete sales engagement data to validate them.

OYO, a global platform that empowers entrepreneurs and small businesses with hotels and homes, was facing challenges in maximizing the impact of their customer interactions across various campaigns. The company runs different campaigns with triggered journeys based on customer action on their app, and it was crucial for them to understand which message variant was performing the best. The results of effective engagement campaigns would reflect in the incremental CTR (click-through rate) improvement, which ultimately adds to the bottom line in terms of new and repeat hotel bookings. However, the process required a lot of manual intervention to configure the better performing variation and maximize its use. This was particularly difficult with automatic trigger and period campaigns that run for longer durations. Additionally, it resulted in the loss of CTR during the initial stage of experimentation.