Saudi Electricity Company (SEC), the largest provider of electric power in the Middle East, faced significant challenges in managing construction and maintenance projects across its vast network of remote sites. The company's previous mainframe-based management system relied heavily on manual processes, which made it difficult for contractors to submit project updates from the field. This resulted in limited visibility for managers based at the company's headquarters. SEC considered solutions from a range of first-tier ERP suppliers and a solution based on SharePoint, but these either lacked the functionality that SEC required or were too costly to develop and maintain.

Saudi Telecom Company (STC), one of the largest telecommunications providers in the Middle East, was struggling with managing and interpreting the vast amount of data generated from its daily operations. With over 160 million customers contacting STC daily for various services, the company had to monitor all this information in a data centre featuring a soccer-field-sized wall of monitors displaying network statistics, service analytics, and customer calls. The challenge was to prioritize and contextualize this data for better understanding and decision-making. The executives lacked the ability to see key performance indicators and had to rely on technical teams for status reports, which often arrived too late, leading to reactive problem-solving rather than proactive prevention.

Servier Saudi Arabia, a branch of the international pharmaceutical company Servier, was facing a significant HR challenge. As part of Saudi Arabia's Vision 2030 initiative to decrease unemployment, Servier was tasked with localizing talent and hiring for pharmaceutical professions such as medical representatives and medical affair officers. The company aimed to hire the best graduates and intermediate-level talent to boost their talent development program and lead a successful transformation with the next generation of pharmaceutical professionals. However, the traditional hiring process was time-consuming, often taking months to hire for a single position. This slow process was hindering Servier's ability to meet their hiring targets and compete in Saudi Arabia's competitive talent market.

Saudi Telecom Company was incorporated in 1998, following the Council of Ministers’ Decree No. 213 dated 23/12/1418 H, approving of the establishment of a Saudi Stock Company under the name of “Saudi Telecom Company” Accordingly, STC adopted a challenging program aiming to transform its business from government system to the recognized commercial business standards. The company has developed clear strategies focusing on internal re-organization, re-skilling and development of its staff, enhancement of its internal processes and studying its customers’ needs and requirements while continuing carrying out its national and social duties and responsibilities STC is the leading national provider of telecommunication services in the Kingdom of Saudi Arabia. The company is working continuously to fulfill and satisfy the market requirements, keeping pace with the emerging technologies in the telecommunications sector and satisfying its customer's needs. STC has put in its consideration that, this is the way to reinforce its position and identity in view of a changing world where the role and usage of telecommunications became more significant Believing in the importance of its customers and fulfillment of their needs, STC has recently adopted its FORWARD Strategy that aims to support and re-enforce its competitive position. Based on this strategy, STC strives to enhance customer- centric culture in all its business aspects. This culture has been reflected in the organizational design of the company that comprises Corporate Center, a number of Functional Units and Four Key Business Units focused on the Key STC Customer Categories which are: 1. Personal BU 2. Home BU 3. Enterprise BU 4. Wholesale BU