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Seattle Parks and Recreation (SPR) manages the city's extensive park system, which includes over 400 parks and natural areas. One of SPR's primary roles is to manage and maintain the thousands of assets within the park system. However, the department had been using separate work order and asset management systems that were not integrated, leading to duplicate work, inefficient data collection, and other issues. SPR believed that an integrated asset management software system would improve efficiencies, maintenance tracking, and data quality. During the Request for Proposal (RFP) process, SPR had clear requirements for an asset management software solution, including ease of navigation for staff, meeting reporting needs, integration with certain existing systems, and configurability.

Ferus, Inc., a company focused on the production and transportation of oilfield consumables, was facing several operational challenges. They were dealing with slow invoicing times, inefficiency in labor costs due to manual ticketing, and reliability issues caused by multiple systems operating independently. They were looking for a solution that would offer single point tracking, ticketing, and invoicing, while also reducing labor costs and improving invoicing times. They had previously selected a different field service provider, but it didn't meet their needs as it only switched paperwork to electronic and required additional add-ons for tracking items and adding ticketing.

St. Charles Parish, located on the banks of the Mississippi River, Louisiana, was facing challenges in managing over 60,000 assets. The existing processes were inefficient and relied heavily on the memories of employees. The organization was spending money on assets that should have been phased out, but they had no way to track the costs incurred by the assets. They also lacked a preventive maintenance schedule and had no efficient way of generating reports for any information they might want. The Parish was operating reactively rather than proactively, and they needed a system to manage their assets more efficiently and improve their reporting capabilities.

Three Star Trucking, now operating as Vertex, is one of the largest oilfield trucking companies in Western Canada. They contract a wide range of transportation services in harsh environments throughout Canada and the United States. As they have grown, their active number of drivers can fluctuate on a monthly basis. At the time of this success story, Three Star had 165 drivers utilizing the rugged Ranger vehicle device and Vertex had committed to continue using these devices in a number of their units. On average, they see about 150 drivers in their system at any given time. They had previously tried using iPads for their drivers, but managing all of those iPads was a nightmare. They needed a solution that was cheaper, more efficient, more durable and came with extended support. While scouting out potential providers, they noticed that many didn’t have a dedicated support team. As a result, they would have to jump through hoops and call several different providers to ensure they had integrated support solutions that would work with each of their non-integrated systems. They needed a solution that offered full customer support access for each of the modules and systems and provided a dedicated Project Manager.

Washington Counties Risk Pool (WCRP) was established in 1988 to provide risk management and insurance solutions to counties across the State of Washington. The organization is committed to understanding and responding to the diverse risk and insurance needs of its members. In addition to providing comprehensive risk coverage, WCRP is dedicated to assisting members with loss control and the claims process. However, the organization faced challenges in managing the vast amount of data related to the assets of its members, which included approximately 2,900 buildings and 5,000 licensed vehicles with a total insurable value of over $2.5 billion. The organization also needed to track movable equipment and property in the open.

Torq Energy Logistics Ltd., a leading independent energy logistics and midstream company in Western Canada, was facing challenges in streamlining processes, transitioning from paper logs to electronic ticketing, and using data to enhance driver safety. The time-consuming process of collecting paper tickets from various locations across Alberta and Saskatchewan was posing significant challenges. The company was also looking for ways to utilize real-time data to improve operations and safety. The invoicing process for its trucking business was another area of concern, with delays in ticket submission leading to delays in invoicing and payment from customers.

Peri & Sons Farms, a certified sustainable farm in western Nevada, was looking for a way to improve its decision-making process and overall operations. The farm, which employs over 2,100 employees and produces over 500 million pounds of onions each year, initially implemented AssetWorks in 2018. However, they significantly underestimated the software’s potential. They initially thought they would use it for their parts teams and mechanics, but they soon realized that the software could be used for much more. The farm was also looking for a way to improve its fuel accounting and keep track of its spending to stay within its allotted fuel budget.

The City of Minot, North Dakota, had been using a system purchased in the 1980s for all city functions, including vehicle maintenance tracking, purchasing and inventory, and financials. While the system was computerized, many of the team’s necessary processes were paper-based, leading to inefficiencies and the potential for lost or damaged data. The city decided to modernize the system and began looking for a new asset management system to be used by the Public Works Department. The software deployment process coincided with the COVID-19 pandemic, which shifted meetings and training sessions that would typically be done in-person to a virtual platform.

San Diego Gas & Electric (SDG&E) operates a fleet of over 2,000 units and 12 maintenance locations spread throughout the San Diego area. They manage and maintain 1.4 million electric meters and 873,000 natural gas residential meters across SDG&E’s 4,100 square miles of service area. SDG&E makes significant use of the AssetWorks FleetFocus suite, including EquipmentFocus and the Notification Manager module. As a utility organization, SDG&E uses one aspect of FleetFocus in a unique way: SOX compliance and invoicing. Before using FleetFocus for invoicing and SOX compliance, SDG&E originally developed an in-house process that populated an Excel spreadsheet when someone entered a part receipt or commercial charge into the fleet management system. However, this process was not secure and could be manipulated or altered. SDG&E needed a method that would be SOX compliant, which required that the same individual could not both submit an invoice and subsequently approve it.

Woolf Farming’s permanent crop manager, Kevin Visser, wanted to find a way to work closer with his agronomist and, at the same time, recognized that he needed a digital tool that could help him create better plans and reports than what he was used to. Kevin’s agronomy provider, Soil Basics, introduced him to Agworld and showed him the opportunities and capabilities of the platform. Once Kevin realized how this system would benefit Woolf Farming on a daily basis, he decided to adopt Agworld as well.

Up until 2015, Valley Agronomics was using legacy software that did not fulfill the needs of the organisation. The agronomy team was not happy with the tools they had, and they did not offer any opportunity for client interaction either. The existing software was outdated and did not provide the necessary features and functionalities required by the team. This posed a significant challenge as it hindered the team's ability to effectively manage and monitor their operations. The lack of client interaction features also made it difficult for the team to effectively communicate and collaborate with their clients. This was a major setback as it affected the overall efficiency and productivity of the team.

Wairakaia Partnership, a mixed farming operation in New Zealand, was struggling with data management. The company was using spreadsheets to track their operations, but this method was time-consuming and inefficient. The cropping manager and co-owner, Bruce Graham, was frustrated with having to enter all his data back in the office at night, instead of being able to do so in the field. Additionally, he was unable to access his farm data when he needed it most: in the field. The company needed a solution that would allow them to create and access records wherever they were, and provide detailed historical data to inform their decision-making process.

In 2014, Drew Bell with Coleman Ag recognized the need to start collecting farm records electronically and in the field, by the people performing the actual applications, instead of behind a desktop in an office. The main drivers for this need were state regulations that enforce pesticide application tracking and to provide workers with accurate information about re-entry intervals after these applications. The Coleman family has a long history in Oregon’s Willamette Valley, having first arrived on the Oregon Trail in 1847 and settling in the Saint Paul area. The Coleman family soon started farming in the Willamette Valley, which is a tradition that the family has continued ever since, with the sixth generation Colemans currently at the helm.

Junior Loza was using Excel to keep track of his field applications and costs but was not able to easily run reports or identify his agronomic costs per field, variety or acre. Junior also did not have a tool to help him manage his workforce, up to 40 people in peak season, and ensure that everyone was involved in recording all of the job details. Growing hops is unlike any other crop, from planting through to harvesting. The hop varieties that are grown get decided on a supply and demand basis by the brokers and the end users, often resulting in farms growing lots of different varieties. Loza Farms for example grows over 10 different varieties, with some fields as small as 7 acres for the niche varieties.

Gillieston Fresh Produce, a tomato grower for wholesalers on the East Coast of Australia, was facing challenges in accurately tracking nutrition and other inputs applied to each field. They were also unable to record the cost of production and profit for a specific field. The lack of detailed records was affecting their ability to optimize their production process and maximize profitability. The company needed a solution that would allow them to plan and budget their whole season, record every single field operation as the season progresses, and have accurate historic records available per individual field.

David Boersma, who runs a custom farming operation in Manteca, California, was facing a challenge with his billing process. At the end of every month, he had to go through eight hand-written books to find out which jobs had been performed and worried that some jobs might get missed. The process was time-consuming and prone to errors. He was looking for a solution that could make his billing process quicker, easier, and more accurate.

K•Coe Isom’s AgKnowledge team was looking to improve their service offerings to their grower clients by moving towards a more dynamic way of communication. They wanted to create improved metrics on a more detailed level for their growers to empower them to make more profitable decisions. The team was using spreadsheets for their farm planning, which did not allow for two-way dynamic communication. They realized that the time of using spreadsheets for everything was rapidly coming to an end and they needed to find a better and more sophisticated farm planning solution.

The Jansz Parish vineyard, a 220-hectare property in Penna, Tasmania, was struggling with gaining insight into the detailed cost per hectare of their wine production. They also wanted to produce accurate production budgets for future seasons without adding extra layers of administration and complexity. The vineyard has three types of soil and focuses on biodiversity by planting flowering crops every 10th row, along with corridors of native bush and a cover cropping program. This diversity required them to monitor their nutrition closely with soil testing six weeks post-harvest, petiole analysis pre and post flowering, and dry ash analysis at harvest.

Lilliput Ag, a farming enterprise that grows a variety of crops and produces seed for sister-business Baker Seed Co., was looking to adopt a newer recording platform linked to the cloud to track production data. The co-owners, Andrew & Sue Russell, felt that they had to be able to connect production data to their finance software in order to remain competitive. They were using an older software solution for 20 years and felt the need to advance to a cloud-driven mobile platform. The goal was to capture as much data as possible in order to dial back inputs where possible and decrease costs. The more data they had to reference, the more precise they could be with the inputs they applied.

The Roberts’ family farming operation captured data, but mainly in excel spreadsheets together with a total of 55 separate apps. When Ben Roberts joined the family farm, he was determined to make the process of capturing and utilizing data easier and derive more value from the farm data in the end. The family was using excel spreadsheets, which were difficult to update and understand for anyone else but the person who created them. Ben Roberts wanted to be able to drive into a field, see where he was at, click on the field, and have the year-to-date information right there in front of him.

Whitesides Dairy had been looking for a record-keeping program to suit their operation for a few years but were unable to identify a tool that measured up to their standards. They needed a tool that could help them keep track of how much nutrition they apply to their fields, as they use most of the manure from their dairy in their cropping operation, as well as some commercial fertilizer. They also needed to track the EPA registration numbers with the rates and applications dates for the insecticides and pesticides they use on their crops. They had been using spreadsheets for these tasks, but it was becoming increasingly labor-intensive.

The Baldock family, who manage a farm in Buckleboo, SA, needed a tool to capture data in a one-touch electronic format that everyone could access. They wanted to know exactly what happens in the field. They also needed more reports from their farm data to make more transparent management decisions. Tristan Baldock, who had recently joined the family farm, was familiar with Agworld and its advantages for agronomists. He soon discovered what Agworld could do for growers as well, and the family decided to adopt Agworld as the data capture platform on their farm.

Cavaso Farming Partnership, a family-run farming operation in Australia, needed a simple and efficient way to create records of the spraying operations that take place in each individual crop and field. This was particularly important for their prune crops, which are subject to food certification requirements. They needed to be able to supply accurate records of exactly what inputs have been applied at any given time during the season. The family was looking to digitize and simplify their record-keeping process, which was previously done through hand-written books and piecing together various data.

Jack Phillips, owner and manager of J F Phillips Farms, needed a farm record keeping platform that allows him to keep track of everything that happens on his farm. He wanted a system that would not offer seed, chemical and fertilizer companies or equipment suppliers any kind of transparency into his data, so they could use this data to his disadvantage. The challenge was to find a system that would meet these requirements and help him manage the many moving parts of his operation.

The Gargas family, fifth-generation farmers in Ohio, were looking to adopt new technology to improve their business practices. They wanted to avoid using a range of different programs for different parts of the business. They had recently purchased their own self-propelled sprayer, which increased their workload and need for visibility of their outstanding jobs. The family farm is located close to Lake Erie, which brings some challenges with it as environmental management laws are getting stricter every year. They were also looking for a way to be proactive in their farming practices to prevent runoff of nitrogen and phosphates, and wind erosion, which could harm Lake Erie.

James Reamer had already managed succession planning from a land and asset point of view, but knew there is a lot more to pass on than just the asset. Jamie, his daughter, wanted to help facilitate the knowledge and experience transfer as quickly and effectively as possible and knew a digital platform was the best opportunity to do so. Jamie also knew that she needed to be in the field to really learn the farm’s subtleties and be of the greatest value to the business.

Friends University, an independent institution offering traditional and non-traditional undergraduate and graduate programs, was facing a challenge in managing two distinct business models for traditional and non-traditional course schedules. The university was operating via two distinct business models, making the need for current, accurate information incredibly urgent. The IT department at Friends was struggling to meet administrators’ increasing demands for custom reports. The legacy reporting tool offered only rudimentary security and ad hoc query functionality, which meant most departments depended on IT to run their reports. The university reviewed BI packages from Argos, Oracle, Cognos, and Microsoft before selecting Information Builders WebFOCUS BI platform.

Goodfellow Inc., a wholesaler and distributor of wood and wood byproducts, was hit hard by the economic downturn. The company was seeing a dwindling number of construction projects and clients going out of business. Goodfellow knew it needed better insight into key operations to maintain its position as an industry leader and its reputation for expertise in lumber processing and customer satisfaction. The company wanted a solution that could maximize efficiency and facilitate just-in-time business models – a strategy made even more critical by diminishing cash flow. Until recently, the IT group at Goodfellow struggled with an issue very common in large enterprises: All requests for information were routed to the IT department. Fulfilling these requests was very time-consuming for IT Director Graham Rattray and his group, so they needed to implement some major changes in the way information flowed throughout the company.

Grand River Hospital, a 615-bed community hospital in Ontario, Canada, was struggling with outdated data management technology. The hospital's IM/IT environment included more than 60 source systems, and an 11-member decision-support team depended on the IM/IT department to produce reports. Team members specialized in their own specific systems, making the production of cross-segment reports especially difficult. Hospital officials wanted to pull data from all these systems into one cohesive source and facilitate timely and accurate reporting for hospital decision-makers.

Guelph General Hospital (GGH) was struggling to obtain information from a MEDITECH health information management system. It was difficult to retrieve data from the system and hard to understand its static reports. Because data was scattered across many different information systems, administrators couldn’t achieve a holistic view of each patient’s experience, let alone roll up that data to gauge overall performance or use it to monitor hospital activities. The hospital needed a solution that could integrate data scattered among multiple information systems throughout the hospital. They also wanted to be able to conduct in-depth analysis of ambulance performance, admitted patients, emergency department visits, urgency levels of admitted patients, and other hospital performance metrics that drive positive outcomes for patients.