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Sharp Transportation Inc. was facing challenges in managing their trailer fleet. They were struggling with knowing where their trailers and assets were at all times and how they were being used. This was causing inefficiencies in their operations and was also impacting their ability to comply with the Food Safety Modernization Act. The company needed a solution that could help them better manage their trailer fleet, improve detention billing, reduce wasted driver time, and ease compliance with regulatory requirements.

American West World Wide Express, a medium-sized transportation services company, was facing challenges in managing their trailer fleet. They were struggling with knowing where their trailers and assets were at all times and understanding their usage. These challenges were affecting their ability to effectively manage their fleet and optimize their operations.

Coreslab Structures, a medium-sized enterprise in the construction industry, was facing challenges in managing their trailer fleet. The primary issue was the inability to know the exact location of their trailers/assets at all times. This lack of real-time visibility and control over their assets was a significant problem that needed an immediate solution.

Tommy Rooter Plumbing, a company specializing in drain cleaning for commercial businesses in Southern California’s Coachella Valley, faced a challenge of tracking and managing their fleet of 11 vehicles. The company had limited awareness of technician locations throughout the area, which spans approximately 303 square miles, including the cities of Indio, Cathedral City, and Palm Springs. The staff is typically out in the field all day, whether on a job or on stand-by, so driver efficiency was neither trackable nor reliable.

Pan American Express, a company that operates a fleet of over 600 dry van trailers traveling from Mexico to Canada, was facing a significant challenge in providing accurate and timely information to their customers. The company's customers, mainly automotive parts suppliers, operate on a just-in-time model, making on-time pick-up and delivery absolutely critical. The company was relying on manually generated, time-consuming, and often flawed second-hand information, which was costing them in wasted resources, revenue, and time. The need for greater visibility and increased efficiencies drove the company to look for a better trailer management solution.

Corridor Motors II, a small business in the automotive and transport industry, was facing significant challenges in reducing vehicle recovery time and quickly locating delinquent customers/vehicles. The company needed a solution that could help them overcome these challenges and improve their overall business operations. The inability to quickly locate delinquent customers and their vehicles was causing delays and inefficiencies in their operations. Furthermore, the extended vehicle recovery time was negatively impacting their business performance and profitability.

Auto Now, a small business in the automotive and transport industry, was facing significant challenges in reducing vehicle recovery time and locating delinquent customers or vehicles. The company needed a solution that could help them overcome these challenges and improve their operational efficiency.

Texas Nissan of Grapevine faced several challenges that led them to invest in Kahu. They had difficulty managing and locating their inventory, which consisted of more than 500 vehicles. This led to long delays in retrieving vehicles for test drives. Additionally, they often found dead batteries on test drive vehicles, which further delayed the process. The dealership was also dealing with thin margins on vehicle sales, which put pressure on their profitability.

Joe Myers Toyota, a dealership in Houston, Texas, was facing a significant challenge in managing and locating its inventory. The dealership prides itself on putting the customer first, ensuring a positive experience from the showroom floor to the service drive and parts counter. However, the difficulty in managing and locating inventory was hindering the dealership's ability to provide the level of service it aimed for. The challenge was not only affecting the dealership's operations but also its reputation for outstanding service, recognized by several awards including the Toyota Presidents Award and Board of Governors Award.

Jim Burke CDJR, a family of car dealerships in Birmingham, Alabama, was facing several challenges that led them to invest in Kahu. They were having difficulty managing and locating their inventory of over 300 vehicles, which was causing delays and inefficiencies. They were also experiencing vehicle theft, which was a significant concern for the dealership. Additionally, they often found dead batteries on test drive vehicles, which further delayed the sales process. Lastly, they were facing thin margins on vehicle sales, which was impacting their profitability.

East Valley Nissan, a dealership in Mesa, Arizona, was looking for ways to expedite the sales process. The dealership had previously used solutions that would flash the third brake light to help locate specific vehicles for test drives. However, this process was time-consuming and often led to customer dissatisfaction. The dealership found that a delay of 15 to 20 minutes in locating a car for a test drive could significantly dampen a customer's excitement and interest in the model. The dealership needed a solution that could help them locate specific vehicles quickly and efficiently, thereby improving the customer experience and meeting their key performance indicators (KPIs).

Double H Auto Exchange, a small car dealership in Queen Creek, Arizona, has been in business since 1999. The dealership sells about 19 units per month, mostly through buy here pay here (BHPH) financing. From the very beginning, the dealership has placed GPS devices on its cars, following the advice of a board member of the Arizona Independent Auto Dealers Association (AIADA). The board member recommended GoldStar, a leading GPS provider in the used car industry. Despite this, the dealership faced challenges as it grew and took on more risk, leading to an increase in repossessions.

Best Towing, a trusted towing company in the Huntington Beach area, was facing challenges with compliance to Hours of Service (HOS) regulations. The company was using Keep Truckin’s Hours of Service app to manage their logs, but it was complicated and not user-friendly. The company needed a simpler solution for their drivers. Additionally, some of the drivers at Best Towing have been there for decades and were resistant to change, making the selection of an easy-to-use solution crucial. The company also wanted to prepare for the eventuality of additional requirements in the future.

Tejas Distributors, a company that places amusement vending machines across five states, needed a reliable fleet management system. Their drivers load their vans and trailers, leave Monday, and return each Friday, servicing stores along their routes. The company needed to know how late their drivers were working, help them in real time around flooding when hurricanes and other tropical storms hit the coast, and guide them safely through blizzard conditions. They also needed to locate their drivers in case of emergencies, such as accidents or health issues.

Annett Bus Lines, a motorcoach company with five terminals and nearly 60 full-size charter buses, faced challenges in tracking its infrastructure. The company had previously experimented with electronic logging, but the experience was not successful, leading to a loss of faith in electronic logging solutions.

THRE360 Energy, a company offering complete asset lifecycle expertise within the offshore energy industry, was set to become a Duty Holder Operator for the first time on the UK Continental Shelf (UKCS) in 2021. As part of the regulatory requirements, they needed to establish robust emergency response services. This included a 24/7 control room, an incident management facility with a full incident management team, relative and media response teams, and a 24/7 HR Meet and Greet service for Hull and Norwich locations. The challenge was to meet these requirements within a tight timeframe, allowing THRE360 to focus on their operational duties and commitments as a Duty Holder.

The Virgin Money London Marathon was set to go ahead in 2021 after being cancelled in 2020 due to COVID-19. The organizers needed to ensure that the 200+ elite runners, who were flying in from all over the world, would be free from infection. Once in the UK, these athletes would stay at the De Vere Beaumont Estate Windsor for 2-3 days along with their support teams, media, reporters, and hotel staff. The challenge was to keep every athlete safe during their stay and be able to identify and isolate anyone at risk in case of a positive test.

Gordon & MacPhail, a company with various sites in Moray, Scotland, including distilleries, lower tier COMAH, and retail areas, sought to review and enhance their emergency preparedness, crisis management, and security response. They had recently developed a suite of emergency response documentation, introducing a three-tier structure encapsulating operational, tactical, and strategic arrangements. This structured approach was relatively new to many in the company and required the development of bespoke training for staff who may be asked to fulfill roles in different elements of the response.

American Family Insurance (AmFam), a private mutual insurance company, faced challenges in providing data support to its local and regional agencies. These agencies, organized as independent contractors, are a crucial part of the AmFam data ecosystem, utilizing corporate data to optimize their sales and customer service contributions. However, the existing system was siloed and offline, making it difficult for agencies to access and analyze data. AmFam sought to improve the delivery of analytics to its agents, particularly around product availability, performance metrics, and expected business results. The challenge was to replace the siloed data sources and offline workflows with a secure portal that integrates insights into existing user interfaces (UI).

Anadolu Sigorta, Turkey's first national insurance company, was facing challenges in identifying and investigating fraudulent claims, a process that was extremely time-consuming and detracted from their ability to serve genuine claims efficiently. The company was dealing with disparate data sources, legacy systems, and manual work processes, making it difficult to identify and eliminate fraudulent claims. Additionally, as a 95-year-old company, Anadolu Sigorta had many legacy systems and applications throughout the business, creating a fragmented ecosystem that was hard to work with. They had multiple production environments for the same process, leading to problems with data quality, reliability, and effective governance. The company also faced cultural challenges, with employees and external distributors resistant to modern data visualization trends.

PT Bank Rakyat Indonesia (BRI), one of the largest banks in Indonesia, was facing a significant challenge in its data analytics process. The bank, which is data-driven in its approach, was struggling with a centralized system where data analytics was considered a task for the IT department only. Business teams had to put in a request to IT every time they needed a new report or dashboard, and then wait up to four weeks for a response. The reports and dashboards were prepared using complex queries and coding, which often led to requests for changes and further delays. In some cases, the dashboard was no longer required by the time it was complete. BRI wanted to enable faster delivery of data to business teams and build a foundation for self-service analytics.

Basware, a global provider of SaaS solutions, helps businesses digitize their financial processes to drive compliance, facilitate better process automation, and optimize overall data quality. The company supports over 2,500 customers across more than 175 countries. However, the challenge was to provide these customers with a complete overview of their financial data, from procurement-to-payment (P2P), via a single, central platform. The goal was to enable customers to make faster, more informed decisions and streamline payment processes. The ongoing COVID-19 pandemic further emphasized the need for organizations to have complete visibility of both direct and indirect spending, making accurate analytics essential.

Belcorp, a Latin American beauty corporation, faced a significant challenge due to the COVID-19 pandemic, economic turmoil, and drastic changes in consumer behavior. The company, which operates in 13 different countries, had to rethink its line of beauty products and business model that had been in place for the past 53 years. The pandemic also posed a challenge to Belcorp's traditional direct selling model, as face-to-face interactions were no longer possible. The company had to quickly adapt to these changes and find a way to continue its operations and maintain its growth. The challenge was not only to survive the crisis but also to take advantage of it and transform the business to become more digital and consumer-centric.

Belcorp, a leading beauty and cosmetics company in Latin America, was facing a challenge in its business intelligence model. The company was struggling with a high demand for business cases and was seeking solutions to empower its business areas and generate immediate responses to questions that previously took weeks to address. The traditional BI model was not serving the company's needs, and there was a need for a tool that could introduce the Self Service BI concept at Belcorp. This was part of the digital transformation initiated by the company's CTO & CDO, Venkat Gopalan. The company was also looking to involve its business areas in the selection of the new BI tool, a first in the company's history.

BMW Group Germany, one of the largest commercial enterprises in Germany, was facing significant data challenges. The company was dealing with multiple data sources, databases, and in-house systems, making it difficult to collate, analyze, and visualize information effectively. Employees were conducting their own isolated analytics and reporting, leading to data discrepancies. The senior leadership team recognized the need for a unified analytics platform that would provide a 360-degree view of data, support data-driven decision-making, and foster cross-functional synergies within the company.

Bridgestone Sales Thailand, the local trading business for Bridgestone, was facing challenges with its data analysis process. The teams were heavily reliant on spreadsheets for data analysis, which had its limitations. The process was time-consuming, taking two to three hours to extract insights from data. The data had to be consolidated from different sources, including Bridgestone’s ERP, which added to the complexity and inefficiency of the process. The company was in need of a solution that could streamline this process, make it more efficient, and enable informed decision-making in line with the corporate philosophy of Bridgestone.

American Systems, a government services contractor, was tasked with developing and deploying a cloud-based version of its emergency notification system for the United States Air Force (USAF). The legacy Emergency Mass Notification System (EMNS) was reliable and secure, but required hardware installations at individual major commands and military bases, supporting approximately 700,000 users. The USAF realized that migrating the EMNS solution to the cloud could significantly reduce licensing, hardware, and maintenance costs, and make the system easier to scale and manage. However, the new cloud-based solution had to meet the stringent requirements of the Defense Information Systems Agency’s Secure Cloud Computing Architecture (SCCA). American Systems lacked the internal expertise to meet these requirements and needed a partner to help them tackle the SCCA requirements.

Auckland Transport (AT) is responsible for the region’s transportation services, including buses, trains, ferries, roads, and related facilities. With public transport trips expected to double from 70 million per year in 2012 to 140 million by 2022, AT needed a modern transportation system that could seamlessly connect people, devices, and systems, offer enhanced safety, improve commuters’ travel experience, and reduce operational costs. AT also wanted to address the fast-changing consumer landscape, where commuters and citizens expect dramatically improved levels of service, usability of customer-facing platforms, accelerated response from organizations, and high availability of information related to traffic and transportation schedules. To achieve this, AT had to improve the integration of its transportation network using an integrated single-system approach while moving away from its legacy information technology systems to a cloud-based environment. The constantly evolving technology also changed the nature of the transportation business, with AT amassing large amounts of customer data, especially through their mobile applications: AT Mobile and AT Park. This meant that AT had to abide by regulatory frameworks, particularly the General Data Protection Regulation (GDPR). Finally, AT also recognized the need to protect its systems from increasingly sophisticated and dangerous cyber-attacks that have the potential to disrupt its transportation network.

The Bangladesh Post Office, a public sector enterprise, was determined to support the ‘Digital Bangladesh’ initiative by launching a digital wallet for instant money transfer. The wallet was expected to cater to a wide audience, including individuals without bank accounts. The challenge was to develop a highly robust, feature-rich, and easy-to-use application that enables secure money transfers. The app was a late entrant to the space, competing against established e-wallet applications in Bangladesh, which meant it had to be designed and function seamlessly. The requirements of the application included 24/7 availability and high-level security. The Post Office needed a tool that could reroute incoming requests from Telecom operators to their app servers, improving the app usage experience. Given the financial applications of the tool, safeguarding the application was vital, requiring protection against application layer attacks, Denial of Service (DoS) attacks, Bot traffic, and data breaches to steal user credentials.

SVP faced several business challenges with the management of their energy assessments. SVP was going out into the field with a checklist in hand and manually conducting energy audits—taking key staff members out of the office. Once the audit was completed, the utility staff would need to assess the data and compile a report to send to the customer. Depending on the bandwidth of the auditor, the time it would take to generate and send out the report could vary from a few days to a few weeks. Overall, SVP spent about three hours to conduct an audit and assemble the report. In addition, all of the valuable customer, premise, and building data was tracked manually.