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In January 2019, Busways partnered with Via to deliver an on-demand shared service for residents in three fast-growing suburbs: The Ponds, Kellyville Ridge, and Schofields. The attractive neighborhoods offer close proximity to rail stations that connect commuters to Sydney’s central business district. As the population grew, parking pressure at stations created a headache for residents who had little choice but to travel by car. Many commuters were forced to park hundreds of meters away from stations and only after searching for spaces for long periods of time. Recognizing this growing problem, Busways conducted a survey, the results of which showed a strong interest in deploying an on-demand solution. Busways turned to Via to help design and launch a service that would provide residents with the convenience of driving alone without the stress of searching for parking and delayed travel.

Prove the case for on-demand transit in the greater Sydney region and grow ridership on the BRT line. The service aims to provide commuters a link to and from employment hubs in Macquarie Park and offer residents and visitors a connection to BRT stops in Northern Beaches. The initiative is part of New South Wales’ On Demand Public Transport Program, which explores the potential of on-demand transit to create additional connections to transit in the greater Sydney region. The challenge also includes aligning with the City’s “Sustainable Sydney 2030” plan, which calls for more public-private partnerships to make Sydney more accessible, equitable, and environmentally sustainable.

During evenings and weekends, North Bay Transit was experiencing a drop in the demand for their fixed route transit services. This meant the six buses that were running were often carrying few riders and not meeting their travel needs effectively. The City decided an on-demand solution could help optimize their fixed routes during times of low demand to provide a better service for customers and achieve operational efficiencies.

The cannabis and CBD market remains in a period of transition, teetering between legality and illegality on a state-by-state basis. In an immature market without widespread recognition, earning regulatory trust and proving quality with strong manufacturing processes is vital. Kazmira operated a highly manual paper-based quality system supported by SharePoint and spreadsheets. Kazmira leadership felt that FDA cGMP requirements couldn’t be met with this approach, and in early 2021 the company began the search for a digital quality system.

Founder and CEO Ingelin Clausen came from SINTEF, a contract research giant based in Trondheim, to set up InVivo Bionics in 2018. Ingelin’s experience in a highly mature, successful life science organization meant she was keen to start her new project in the strongest, most quality-centric way possible. The new InVivo Bionics team was keen to implement a system that would allow: Audit trailing and full traceability of quality data, Centralization of the entire QMS in one tool, Control of key quality areas like design controls, CAPAs and customer feedback as the company approaches marketization.

TriMed initially used a paper-based quality management system, which became inefficient as the company grew. They then switched to a competitor's eQMS, which also proved to be inflexible and unable to scale with the company's growth. This led to widespread frustration and inefficiency, prompting the search for a more suitable eQMS platform.

Intronis faced a significant challenge in managing and cleaning their marketing database. The process of handling new, fresh data and moving it into Salesforce was manual and time-consuming. With various lead scenarios such as new, duplicate, or additional contacts on current accounts, specific steps were required to treat the data effectively in Salesforce. This created a bottleneck, causing problems for both salespeople and marketers due to duplicate records.

GrabCad implemented Marketo a few months prior to its initial sync to Salesforce. The initial sync from Salesforce.com to Marketo created a slew of duplicates in Marketo, creating a 2:1 ratio of Marketo records to records in Salesforce. Therefore there were two duplicates in Marketo, and one matching Salesforce.com record. Prior to the sync, the record in Marketo was not associated with a Salesforce ID. The duplicate record created by the sync had an associated Salesforce ID. GrabCad had to decide whether they would manually review and merge each group of duplicates or choose RingLead to do a one time clean up and ensure future duplicate prevention via the RingLead Web-to-Lead integration for Marketo.

Egencia encountered a struggle when managing contacts with multiple email addresses, a problem that the out-of-the-box Marketo solution was not equipped to handle. Marketo’s standard configuration views a record’s email address (for example, jeff@egencia.com) and matches it with the corresponding record in CRM. A problem arises when a single individual has two or more email addresses, which is the case for many of Egencia’s customers. For every email address, Marketo’s default is to create a new lead, thus causing duplicates or triplicates. For Egencia, the most frustrating by-product of these redundant leads was the resulting inaccuracies in reporting and lead scoring.

SLI Systems faced significant data issues with their 10-year-old Salesforce CRM system and Marketo marketing automation. Sales reps from around the world were creating multiple Leads and Contacts, leading to poor data hygiene. New leads were not being attached to existing Accounts, and imports came through various methods, exacerbating the problem.

UPMC was experiencing issues with messy data impacting their quoting system, reporting, and ability to merge records. The data quality problems were exacerbated by multiple Salesforce integrations and data entry from three main sources: manual entry from sales reps, web form submissions, and in-store entry. This led to numerous duplicates and inconsistencies, making it difficult to enhance their systems and maintain accurate records.

With primary headquarters in Boise, Idaho and secondary headquarters located in Dallas, Texas, A10 Capital’s recent hiring efforts produced a large and growing sales force with divergence across locales, as well as corporate aisles. Keeping everyone on the same page with new opportunities required staying on top of data management practices. When sales personnel were brought onboard, they brought their own contact databases. The sales reps’ database, which was typically over 1,500 contacts, could contain as much as 50% duplicate records; meaning A-10 Capital had existing Lead or Contact records for up to 50% of the sales rep’s database. Maintaining the purity of A10 Capital's existing database, while marrying in as much relevant content from the contact databases, became a daunting task that would need to be done manually by Laura Penney and her team. Doing business in an agile commercial environment within a niche industry, commercial real estate lending, also has its unique challenges. In March of 2013, A10 Capital launched a form-based campaign on the web, and experienced more than the expected duplicate forms submitted by commercial real estate brokers. Integrating this front-end capture with the back-end database while ensuring data quality was of paramount importance to Laura as well as the sales team at A-10 Capital. With consultants involved in both the data management and IT processes, A10 Capital needed a platform that would serve the needs of its corporate professionals, as well as the demands of incoming data from multiple channels.

Totango sells to a defined market and targets specific groups within that market. They were looking for a turnkey way to find and reach niche individuals, as well as move away from the time-consuming task of manually entering these individuals’ contact data into Salesforce. The Totango sales team wanted to uncover their niche prospects’ contact information, and while they knew the names of their ideal customers, they struggled with gathering essential contact information, specifically email addresses and phone numbers. It would be an extremely manual process to try and guess every email. They needed a better way to quickly find that contact information, upload it into Salesforce, and have it right there to greatly reduce data entry.

NRI had many different databases and was seeking to consolidate and integrate them into one CRM. They were also migrating from Sugar CRM to Salesforce. The migration and integrations resulted in bad data, including duplicates, incomplete data, and the inability to segment data for sales and marketing efforts. This bad data inhibited their ability to develop new processes and procedures to reach new customers and be more effective communicators.

Jump Technologies faced significant data quality challenges due to the high turnover in the healthcare industry and the use of mass lists for marketing efforts. This resulted in outdated and incorrect data, making it difficult to identify accurate contact names and emails in their lists and Salesforce. The company struggled with the quality of data, leading to inefficiencies and potential errors in their CRM system.

LevelEleven’s sales team is growing quickly, and productivity matters more than ever before. For this tech company, it's about time, and how to spend each second of each day the most effective way possible. This is especially true for sales prospecting, which was currently a time-consuming manual process of finding contacts, ensuring the contact information was accurate, and updating Salesforce with the new prospects.

Confio Software faced significant challenges in managing its growing pool of marketing leads, which contained segmented, conflicting, and duplicate data. This resulted in skewed data in reports and e-mail campaigns being inadvertently sent to existing customers due to suspect records. With the adoption of Marketo and a firmly rooted Salesforce application, Confio needed a way to unify this crucial pool of information, ensure data integrity, and fast-track its lead generation process. The Sales Development Team required full transparency between Marketo and Salesforce to maintain synchronization and data integrity.

With a growing sales team, Yesware was looking to ensure their salespeople were as efficient as possible in their ability to conduct prospect research and generate interest. Joel Felcher, Sales Manager at Yesware, emphasized the importance of Sales Development Representatives (SDRs) in driving the company's growth. SDRs are responsible for conducting research, making initial contact, generating interest, and passing on the right contacts to close deals. The challenge was to streamline this process to make it more efficient and less time-consuming.

Accord first implemented MATS in 2008 as a workflow solution for mortgage application processing. As Yorkshire Building Society grew, Accord became the central processing hub for the group, and the use of MATS spread to handle mortgage applications for YBS and their subsidiary Chelsea Building Society. Further improvements of processing speed and efficiency were needed to scale the operation. Customer experience needed to become a competitive advantage, because brokers were looking not just for the best rates and terms, but for the quickest and most precise execution. Elimination of postal and paper handling delays was a key opportunity for process improvement.

With around 23 million customers traveling with Thomas Cook every year, it’s inevitable that some will have issues while on holiday. Addressing these quickly in resort is a sure recipe for improved customer experience. Regrettably, that was something Thomas Cook was finding hard to achieve. Resort reps were insufficiently empowered, and communications and IT capabilities were lacking, meaning that a high proportion of customers returned home with outstanding issues that had to be escalated. Such escalations, communication gaps and the difficulty compiling evidence to support compensation payments, led to significant delays, cost increases and poor customer experience.

Overcoming people’s reluctance to switch bank accounts was important to Nationwide’s growth plan. Their account switch guarantee promised £100 compensation if they hadn’t contacted all of a new customer’s direct debit companies within 10 days. Also, in the event of any transfer errors, they would cover all related Nationwide overdraft charges and interest for up to three months. The challenge for Nationwide, was to ensure their Account Switch process was so slick and error proof, that they’d always meet these service level guarantees, and not have to pay such compensation. Happy customers and cost effectiveness would be one and the same thing.

When the global financial crisis erupted in 2008, there was a huge upsurge in the volume of new ISAs being created as people moved savings in and out of various banks and building societies. This led to poor service, as many processing teams were unable to cope with increased work volumes. A consequent surge in chaser phone calls and customer complaints made the problem even worse for call centers and processing staff. The end result was poor customer experience, bad PR, compensation claims, and even fines and sanctions. This was the backdrop that led Nationwide to overhaul and streamline their ISA processing function. They needed a workflow solution that could streamline the application process and provide real-time management information to enable superior caseload monitoring to ensure SLAs were met. Additionally, it was recognized that improving and automating customer communications could dramatically improve customer experience and reduce inbound chaser phone calls, thereby making the operation more efficient and scalable.

In early 2015, the UK Department for Education (DfE) decided to expand the Adoption Support Fund (ASF) across England after a successful prototype phase with 13 local authorities. However, the prototype service relied on manual processes that were not scalable to meet the needs of 152 local authorities. The need for an IT solution to support the local authority application process was clear, but initial estimates for the project were six months, and additional staff would be needed to administer applications during development.

Pioneer Natural Resources Company faced significant challenges with their existing Exploration & Business Development Submittal application. The original application, built over five years ago using legacy systems, was expensive to maintain and required specialized skills only available through external contractors. Additionally, the company had separate applications for exploration submittals and business development, each with its own database (Oracle and SQL Server), and only one had offline capability. This fragmentation led to inefficiencies and increased costs. To address these issues, Pioneer decided to undertake a modernization project to replace the two separate submittal applications with a single web-based application and a common database. The goal was to create a new Pioneer Submittal application that could be maintained by in-house staff, thereby reducing costs and increasing IT responsiveness.

WaveMaker faced several challenges with their monolithic build process, which limited the number of releases they could manage. They also utilized excessive resources to support free trials for thousands of users, requiring a voluminous and complex operation for managing upgrades, updates, and workload migration. With a rapidly growing developer community, WaveMaker needed to quickly scale their operations or hire a large team to manage the increasing application workload. The company needed a solution that would allow them to efficiently manage thousands of custom apps built via their Rapid Application Development and Deployment platform.

Being a startup, SourceRFX needed a faster and easier way to develop user friendly and scalable business application starting with an MVP. SourceRFX did not have the luxury of going through formal UX/UI development process to create wireframes, mockups etc. Nor did it have dedicated developers for frontend, backend developers supported by business/system analysts. Moreover, being a startup time is of essence and needed a way to deliver features faster from the concept to finish. They knew having the right Rapid Application Development platform is the key for their success. As part of the discovery, they considered multiple options ranging from pure UI development frameworks to backend frameworks that could help but not many options when it comes to be being able to do end to end.

As software slowly moved from enabling client’s lab operations to impacting lab research outcomes, it formed the basis of their labs competitive difference. Additionally, the client needed unhindered control/ access to the research data they own. Buying a packaged application (COTS) wasn’t the best way forward since vendor customization for packaged applications are expensive and they are commercially available even for client’s competitors to use (no competitive difference). They needed a custom application without the development delays and high costs that come alongside.

Being a bank, it was very particular about security and compliance. Different workloads were categorized in tiers based on the level of security - gold meant the highest level of security and bronze the lowest. The IT department’s vetting process was elaborate and strict. Every deployment went through rigorous testing phases. The bank followed continuous integration pipeline and used Jenkins based CI/CD to deploy to their docker-based infra in private cloud. Moreover, the systems did not have internet connectivity for security reasons. WaveMaker platform needed to be updated and upgraded frequently for security patches and product updates. These VMs ran in AWS cloud environment.

With the increase of average life expectancy of the population, demand for good healthcare support has also become high. Doctors, nurses and other healthcare providers are finding it difficult to treat patients with limited resources. The traditional approach of creating a solution would require focus groups of doctors and other healthcare professionals to carefully go through all patient case studies and documentation. But this is a luxury that most doctors do not have due to their busy schedules. The healthcare industry also deals with a lot of personnel data including confidential patient history, patient healthcare information and other private information. The Australian government has legislation that protects this information. Therefore security is also a major concern. While Medical Wizard needs to provide software solutions to doctors and healthcare professionals that makes their cumbersome processes efficient, it needs to comply with the security parameters as well.

The client used a centralized member management system to manage their data related to legal professionals they govern. All these data were stored in a built-in DB2 of IBM AS/400 system and were accessed via green screen applications. Lack of flexibility to handle changing needs in business processes, rising maintenance costs, hardware risks, and vendor lock-in forced the client to move their proprietary systems onto standards-based platforms.