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Genpact is shorthand for “generating business impact”. We design, transform, and run intelligent business operations including those that are complex and specific to a set of chosen industries. The result is advanced operating models that foster growth and manage cost, risk, and compliance across a range of functions such as finance and procurement, financial services account servicing, claims management, regulatory affairs, and industrial asset optimization. Our hundreds of long-term clients include more than one-fourth of the Fortune Global 500 – and of those, over 10 are in the top 25. Genpact began in 1997 as a business unit within General Electric – and this heritage has contributed to our deep understanding of process. As GE made Lean and Six Sigma pervasive, Genpact applied this same industrial engineering ethos to business processes operations for the first time in the world. Built with this single-minded passion for process science and operational excellence, Genpact’s resulting Smart Enterprise Processes (SEPSM) methodology focused on delivering business impact while safeguarding costs and limiting initial investment – igniting the global Business Process Outsourcing (BPO) services industry. This proprietary SEPSM framework integrates effective technology and data-driven insight into the fabric of enterprise processes to help our clients be more competitive. In January 2005, Genpact became an independent company to bring our process expertise and unique DNA in Lean Six Sigma to clients outside the GE family, and then in August 2007, we became a publicly-traded company (NYSE: G). Since becoming independent, we have expanded rapidly from 32,000 employees and a revenue of US$823 million, to the current 66,000+ employees and 2013 revenues of US$2.1 billion. Bain Capital became Genpact’s largest shareholder in November 2012 with the strategic objective to grow the company further. Genpact has significant expertise accumulated over these 16 years of experience running operations for more than 800 complex enterprises and learning from the feedback loop of such extended enterprises. We remain loyal to our heritage of operational excellence as an extension of our clients’ business – reflected by the best client satisfaction scores in the industry. Our global critical mass, however, doesn’t dilute our flexible and collaborative approach. Our experienced management team drives client partnerships personally and manages global operations in 25 countries around the world, with main offices in New York City where key executives and corporate functions are based.
Virtify is a Cambridge, MA-based company in the Software and Internet sector.
Valley Software Co is a Grants Pass, OR-based company in the Software and Internet sector.
Since 2009 — before the phrase Internet of Things (IoT) was coined — C3 IoT (formerly C3 Energy) developed and delivered enterprise software solutions for one of the largest IoT domains: the energy sector. With hundreds of millions of smart meters and sensors deployed across the smart grid, the energy industry generates massive amounts of real-time data—data that are valuable only when yielding meaningful, actionable business insights. The company`s big data, predictive analytics, and machine learning software solutions deliver unprecedented business outcomes for the global energy industry. As C3 IoT, the company is meeting an urgent and fast-growing demand for enterprise IoT applications that enable organizations in data-intensive industries to use real-time performance monitoring and predictive analytics to optimize business processes, differentiate products and services, and create new revenue streams. C3 IoT offers a comprehensive technology stack for the rapid design, development, deployment, and operation of next-generation IoT applications that unlock data-driven insights and transform business processes. The C3 IoT Platform is the result of a seven-year development effort from a seasoned management team and industry-leading data scientists and software developers.
In medicine, we have long recognized that wide disparities exist amongst physician practice styles, and that these differences correlate significantly with the cost and quality of healthcare. But too often, we have concluded that if we could simply standardize medical care and make every doctor look and practice the same way, that we would have a better healthcare system.