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The financial services institution, with assets valued at over $34 billion, was seeking to improve customer experience by addressing its growing security, visibility, and compliance needs while expanding into a multi-cloud environment. However, the enterprise soon became increasingly dependent on the native constructs provided by Cloud Service Providers (CSPs) that limited the visibility, security, and control over the company’s multi-cloud network. Changes in the business environment, further accelerated due to COVID-19, required even more resilience and risk management. These factors could have become costly to the enterprise, but with Aviatrix leading them into the multi-cloud, they were able to mitigate risks for their customers and their organization.

The oil and gas enterprise was already leveraging the multi-cloud to enhance the analytics of petabytes of critical data. However, the increasingly complex multi-cloud network architecture was compromising the security and visibility of the organization’s applications and workloads. The enterprise realized that the need for a simplified, comprehensive view of its network infrastructure was vital to creating efficiencies that could help save millions of dollars. The enterprise faced challenges with costly and insecure cloud native architecture, combined with high use of IoT devices and established SD-WAN network, which limited the enterprise’s scalability and performance while increasing network complexity. The implementation of Next-Gen Firewall (NGFW) on multi-cloud network was complex and cost prohibitive. The enterprise also lacked a Role-Based Granular Access Control (RBAC) for admins and needed advanced cloud visibility and troubleshooting tools to investigate network health, detect cyberattacks, and provide management records and evidential data that highlight environment change activity.

Reaching voters is a daunting task. Whether you’re a candidate asking for their vote, polling potential voters, or just making them aware of the issues, reaching out to the electorate in a way that’s effective while still connecting with them on a personal level can be extremely challenging. RumbleUp understood that challenge, and launched their platform to make political outreach scalable while still maintaining the personal connections that are so crucial to winning over new supporters, donors and voters. Finding a partner that can provide the throughput that’s needed while helping to maintain the personal touch is a tall order, but RumbleUp delivers on that every day, which is why their customers keep coming back to them, campaign after campaign.

In 2010, Pinger, a leading free texting provider, wanted to add voice services to their market-leading text free SMS application. They aimed to offer each of their users their own phone number. However, being more of a software company than a traditional telecom player, Pinger needed a network partner that was flexible, agile, experienced, and creative enough to help them bring voice to life in their Textfree app. The challenge was that Pinger was new to VoIP and had no volume yet. They needed a partner willing to work with them so they could launch and scale their innovative app. Traditional larger incumbents were difficult to negotiate with due to Pinger's lack of existing voice minute volumes.

BoomTown, a CRM platform for the real estate industry, was facing a challenge where a significant portion of communication between realtors and leads was happening outside of the CRM, specifically through text messages on personal cell phones. This presented two major business challenges. First, there was limited tracking capability. Unless a text interaction was manually logged into the CRM, there was no official record of it happening. This meant limited sharing of historical data among team members and the inability to accurately measure an agent’s response time and overall performance. Second, there was a limited ability to share best practices. BoomTown prides itself on delivering up-to-the-hour best practices data and advice to the real estate industry. With a large chunk of data missing from user reports, analyzing response rates for best practice indicators was a challenge.

Sciessent is a global company that offers chemical treatment products used in several industries. The company had utilized Sage MAS 500 for about seven years, and in 2015 they faced the loss of Sage support for MAS 500. Their partner recommended Acumatica as a way to replace and upgrade their financial management system. The company needed a solution that would improve their customer relations and make their business processes more fluid.

Dakota Red Corporation, a holding company for King’s Material, Midland Concrete Products, Hawkeye Ready Mix, and Stone Concepts, was facing challenges with its outdated business processes and technology. The company had been using the same computer and software system since 1988, supplemented by spreadsheets, Microsoft Access, and later Sage 100. As the company grew, it added more databases and spreadsheets to keep track of various business entities. The impending retirement of the company's CFO, who had installed the first computer and software system, prompted a review of the company's business processes and technology. The company realized that an ERP system integrated with financial software could greatly improve operations.

BLD Brands was running an unsupported version of Sage Pro and operating with eight different charters of accounts and four different accounting calendars as a result of prior acquisitions. Numerous intercompany transactions and consolidations made it challenging to bring them all into a single audited entity. In addition to running siloed accounting systems and three different point-of-sale systems, four people manually entered about 90,000 invoices a year. Bringing those systems together required three in-house developers to create proprietary desktop and mobile applications that BLD used for managing communication and approvals, among other operations. Those applications pulled information from a data warehouse into which all financial data was then added.

xByte Technologies, a company that sells new and refurbished Dell servers and network switches, was facing potential disaster with their old ERP, Everest Software, running on end of life with Windows Server. The company's success is predicated on having highly-available, always-on technology infrastructure that enables them to deliver superior service. However, when company executives started noticing their ERP slowed down every afternoon, they knew they had to take action. They needed to move to a platform that was more futureproofed, and to an ERP that could automate many of their operations.

Exera, a security services company in Myanmar, experienced rapid growth from 150 employees to over 1,000 in just five years. This expansion necessitated a new way to manage its human resources and finances. The company had been relying on manually created spreadsheets, which were no longer sufficient for the scale of their operations. They needed a system that could automate business processes, integrate local tax and labor guidelines, and be flexible enough to add more functionalities as the company grew.

Korpack, a startup in the packaging industry, needed an ERP system that was affordable, capable of organizing, analyzing, and acting on data, and flexible enough to allow customization and growth into a national concern. The company evaluated several ERPs, including NetSuite, Microsoft Dynamics, and QuickBooks, but found them either too expensive, lacking in customization options, or not robust enough for their needs. They needed a system that would allow them to quote immediately and fulfill winning bids quickly and accurately, while providing instant access to vendor pricing and services, and connections to sophisticated data analysis tools.

Azure Malta, a vacation ownership specialist, was using four legacy software applications to run their business. This included Sage 50, Omnis reservation system, and Microsoft Access and Excel. The data had to be manually entered into each system and then imported and exported to other applications to keep everything current. This process was inefficient and time-consuming. In 2013, Azure decided to adopt a digital media marketing strategy and expand into new properties in different countries. However, they realized that their dated technology infrastructure and patchwork of legacy financial systems would not support this expansion. They needed a system that could scale, was easy-to-use, flexible, and could easily integrate with third-party solutions.

FSC Lighting Inc. was operating with Sage DacEasy, an older system that didn't incorporate MRP and warehouse management and the rest of the manufacturing process. There were no inventory locations, and there wasn’t any accountability. The warehouse manager would bring a list of things he thought they might be low on, maybe, to order. The company had purchased a Sage replacement for DacEasy but had not implemented it yet. The version wasn’t robust enough for their business. It was only a replacement for DacEasy. The company wanted to find something they could do in the cloud, add an ERP and barcode scanning, and then add on from there.

Bell and Company, an industrial and marine parts distributor, was using QuickBooks' Enterprise Edition to automate its financial processes. However, the president of the company, Dan Wilkins, realized that he needed more than a simple accounting package to run his small business and deliver superior customer service. The financial software lacked sophisticated reporting, dashboards, and didn't integrate with third parties, such as a CRM. The company was looking for an affordable Enterprise Resource Planning (ERP) system for small businesses that could provide automated communication with customers, sophisticated reporting, and integration with third-party systems.

Ray Allen Manufacturing, a leading manufacturer of canine equipment for military and police departments, was facing challenges with its legacy AS400 system. The system was not integrating well with its eCommerce software and was creating a new customer account every time there was an online order. This required manual consolidation of accounts, a time-consuming task. The system also lacked a manufacturing module, which meant the company had limited insight into production effectiveness, inventory levels, and manufacturing schedules. The company's strategy included future acquisitions and rapid growth, and they realized that new additions would be difficult to integrate with their legacy system.

The New York State Office for People with Developmental Disabilities (OPWDD) assists more than 128,000 individuals, acting as their fiduciary agent, or guardian, in managing their finances. About 2,000 people handle these financial management tasks, in more than a dozen locations around the state. For 30 years the agency relied on a state-created system called “Client Cash,” which required OPWDD staff to spend a large amount of time tracking and coordinating each client’s income and expenses on an outdated stand-alone character based PC. In addition, the OPWDD business office used software that didn’t communicate with the different systems used by the resident care providers or by the state’s facilities. The lack of connection between the offices and facilities was a key problem. The old system had no communication between the sites.

Antenova, a multinational company that manufactures high-performing standard antennas and RF antenna modules, was previously operating with two separate systems: Sage50 for finance and Orderwise for purchase orders, sales, and warehouse management. This setup posed challenges as the two systems did not work together, leading to manual data input from one system to the other. Some reports also had to be constructed in MS Excel to get the desired information. As the company grew and the IoT market expanded, Antenova needed to keep pace by renewing its website and digital marketing tools. This led to the need for a cloud-based ERP system that would enable Antenova to grow efficiently to meet these challenges.

Wholesale Furniture Brokers, a 15-year-old company selling furniture to consumers and others in North America through various internet sites, was operating on QuickBooks Enterprise. The system was not connected to the company's websites, payment processor, invoicing, inventory, or shipping programs. Instead, a team of eight maintained the different programs, entering information into each one to log a sale or order transaction from initial entry through to shipping. The company also used Google Docs as its customer relationship management system. The system was highly inefficient, with employees unable to all log into QuickBooks at the same time and some processes causing the program to freeze or crash if too many employees were doing tasks simultaneously. The company's CEO, Sergei Tashlikowich, knew he couldn't grow his business on the existing technology, so he decided to look for an integrated platform that could help streamline operations.

Cottingham Ltd., a company that handles 80% of beer and spirit brands in Taiwan, needed a new ERP system following a merger with the Danish beer brand Carlsberg in 2012. The company had previously used ERP systems such as Sage ERP Accpac and SAP Business One, but recognized the need for a cloud-based ERP system. The decision to switch to a cloud-based system was driven by the company's decision to run their business using Apple’s Operating System instead of Microsoft Windows, and their decision to outsource their IT services. Cloud-based software often reduces the need for in-house IT infrastructure maintenance, making Acumatica an ideal fit for Cottingham.

PT Multi National Equipment (MNE) was previously running their business on Zahir Small Business Accounting software and i.scope CRM. However, they were in need of an integrated ERP system that could offer a range of functionalities. These included the ability to calculate pricing estimates in multiple currencies, manage the quote to order process, consolidate their shipment process, and consolidate their financial statements. The company was seeking a solution that could streamline these processes and improve their overall operational efficiency.

Devil’s Peak Brewing Company, a craft brewery based in South Africa, was facing challenges with their existing QuickBooks system. The system was not providing the visibility they needed across the business, especially regarding production and inventory. As the company expanded, their financial management needs grew. The basic financial software was not sufficient anymore. They needed a system that could handle the full financial and industry capability that they required.

Soundcast, LLC, a company that develops portable wireless audio devices, was spun off from its parent company in 2015. After the split, Soundcast could no longer use its parent company’s ERP software, NetSuite, and needed to find a new system that fit its budget. The company considered continuing with NetSuite, but found it to be too expensive. Soundcast's IT partner, Collins Computing, introduced them to Acumatica, which they found promising from the demonstrations they received. The company needed a system that was similar to the way they used to work with NetSuite, but also fit into their budget.

Opflex Technologies, based in Indianapolis, Indiana, manufactures specialized foam products that are used in a variety of applications, including water purification and sporting goods. However, the company's previous systems were manual and disjointed, effectively utilizing a cash basis of accounting. This resulted in lower margin transactions and hindered the company's ability to service higher margin products. The company needed a solution that would allow them to make strategic decisions on the customer base to service, determine product costs by SKU, and prioritize the customer base.

The Cesar Chavez Foundation had been running its financial systems on programs including Yardi, FundWare, QuickBooks and Excel spreadsheets. When FundWare started to reach its end of life, the Chavez Foundation sought an ERP that could handle multiple entities, automate payroll, provide financial insights, and was affordable for its multiple users. After rigorous research, they decided Acumatica was the right solution. The Chavez Foundation is a complex organization offering a broad array of educational, housing, property management and other services to Latinos through a number of entities in California, Arizona, New Mexico, Texas and Washington State. It also operates two non-profit radio stations and FERNI, the Farm Workers Educational Network Inc., a for-profit entity that operates six radio stations.

Consolidated West, a produce broker, was struggling with the inability to link its sales management software with its accounting software. This resulted in double data entry, leading to inefficiencies and frustration. The company initially used QuickBooks, but as the company grew, the limitations of QuickBooks became apparent. The company tried a new financial software, but it was antiquated and did not meet their needs, causing frustration among the staff. The software was more suited for growers rather than brokers like Consolidated West.

Hagar International, a rapidly growing nonprofit organization, was struggling with a mix of Peachtree, QuickBooks, and Mind Your Own Business accounting software and various Excel spreadsheets that couldn’t handle the nonprofit’s growing international needs. The organization needed an affordable, easy-to-use solution that could handle multiple currencies and divisions with ease. The software also needed to accommodate a complex General Ledger account structure, track Hagar’s many different programs, and provide rich reports. Hagar needed a financial system that supported fund accounting as well as traditional commercial accounting.

CASE, an international non-profit organization with offices in Washington, D.C., London, Singapore, and Mexico City, was facing challenges with its existing financial data management system. The organization was using Microsoft Dynamics SL (formerly Solomon) and QuickBooks, which were proving to be inefficient and difficult to manage on an international scale. The organization was considering sticking with Dynamics SL, or switching to SAP or Intaact. However, SAP was quickly ruled out due to cost, and Dynamics SL was deemed difficult to manage internationally. Intaact was also not a viable option as it was very similar to Solomon and did not offer the flexibility CASE was looking for.

Danforth Pewter had been running its manufacturing and retail operation for the past 24 years on the same software and hardware. The company's 65 employees used NCR Counterpoint's POS and Sage Platinum for Windows, two systems that weren't integrated, causing numerous headaches over the years. For example, quarterly inventory counts at the company's six retail stores were not very accurate and had to be done manually, slowing the pace of business to a crawl four times a year. The company needed a financial system that could handle AP, AR, inventory control, and manufacturing; integration with a retail POS system; and a better shipping solution. However, the company found that many ERP offerings were too expensive.

Tan Hiep Phat Beverage Group (THP), a leading beverage manufacturer in Vietnam, was facing challenges in managing its wide-reaching distribution network. The company needed real-time visibility and enhanced capabilities to better manage its network of more than 200 distributors in 64 cities and provinces across the country. The existing decentralized Microsoft Dynamics system was not providing accurate data, which were consolidated at the distributors’ end. The system was also cost-prohibitive as it required a server and client license for each THP distributor. There were also concerns with security and data integrity, as the same administrative password was used by its distributors for system access.

DDB Unlimited, a manufacturer of rugged enclosures for various applications, was experiencing rapid growth and needed to automate and improve processes across multiple locations and production facilities. The company was using QuickBooks for accounting processes and Profit 21 for CRM activities, with sales orders arriving via phone, fax, and email. Inventory and production processes were being tracked manually. Having separate systems for different processes created extra work including dual order entry, manual import and export processes, manual accounting, and offline reporting. DDB Unlimited decided to investigate an ERP system to streamline and automate these systems. The company implemented a Sage MAS 90 system but was unhappy with the fact that processes got slower and more confusing.