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Oracle Implementation history
Killexams : Oracle Implementation history - BingNews Search results Killexams : Oracle Implementation history - BingNews Killexams : Insiders describe 'complete chaos' at Oracle following layoffs and restructuring

Take a deep breath. It's Friday. I'm Jordan Parker Erb, and today I'm taking you inside the "complete chaos" at Oracle as layoffs and restructuring roil the database giant.

By the way, apologies for the slight delay this morning — we had a technical issue. (Fitting for a tech newsletter!)

Let's get to it.

If this was forwarded to you, sign up here. download Insider's app here.

Larry Ellison, Oracle cofounder, speaks onstage in front of background of red circles

Kim Kulish/Getty Images

1. Oracle insiders describe "complete chaos" from layoffs and restructuring. Earlier this week, Oracle began a sizable layoff, potentially impacting thousands of employees — and those who haven't yet been laid off are scrambling to figure out whether they'll be next.

  • The hardest-hit units, current and former employees said, were in the marketing and customer experience divisions. Some marketing teams have seen their headcount slashed by anywhere from 30% to 50%.

  • In some cases, they said, managers were given the choice of who would get cut, while others had no say in how the layoffs would affect their teams.

  • The Advertising and Customer Experience team was said to have been cut, too. "The common verb to describe ACX is that they were obliterated," one employee said.

  • This leaked org chart shows Oracle's cloud leaders after the company's major organizational changes.

A look inside Oracle over the past week.

In other news:

Lina Khan speaks with hand up

FTC chair Lina KhanGraeme Jennings/Pool via REUTERS

2. The Federal Trade Commission is deepening its investigation into Amazon's Prime sign-up and cancellation process. The FTC sent out subpoenas and other demands for information after Insider reporting. Here's our scoop on what's going on.

3. Axed "Robinhoodies" say they were tipped off to layoffs weeks ago. Former Robinhood employees said they saw signs of belt-tightening — including plans to shrink office space — long before the company laid off 23% of its staff. Five former employees took us behind the scenes.

4. Elon Musk's countersuit against Twitter says the company is operating a "scheme" to mislead investors. Musk argued that he is entitled to drop the deal entirely — and Twitter pushed back, saying the billionaire's story is "implausible." Get the big takeaways.

5. Nike is offering $5,000 employee bonuses for some tech job referrals. Grappling with internal turmoil and a wave of exits, the company announced the new referral program, which has been met with mixed reviews from employees. Here's what we know.

6. Fifteen current and former Apple female employees say the company dismissed claims of misconduct. After the Financial Times reported the HR unit retaliated against some of them after speaking up about the incidents, Apple vowed to "make changes." What we know so far.

7. Startup founders' mental health is crumbling. Dried-up funding and the stress of a turbulent economic year has piled stress on founders who are already trying to do the impossible: build iconic tech companies. Why some founders "are especially not OK."

8. Elon Musk denied that he's planning to build his own private airport in Texas. Local news site Austonia reported last week that an airport could help grow his companies in the region, but Musk said that's "not true" and it "would be silly." Get the full rundown here.

Odds and ends:

Mark Zuckerberg wearing sunglasses

Alex Kantrowitz

9. Mark Zuckerberg is minting an NFT of his Little League baseball card. In a post announcing Instagram's expanded support for NFTs, Zuckerberg shared his own "soon-to-be NFT." See the potential digital collectible of a young Zuck.

10. We broke down how to unsend text messages using iOS 16. iPhone users with iOS 16 will have 15 minutes to unsend a text — and delete it from the recipient's phone. How it works and how to do it.

The latest people moves in tech:

Keep updated with the latest tech news throughout your day by checking out The Refresh from Insider, a dynamic audio news brief from the Insider newsroom. Listen here.

Curated by Jordan Parker Erb in New York. (Feedback or tips? Email or tweet @jordanparkererb.) 

Read the original article on Business Insider

Thu, 04 Aug 2022 22:58:00 -0500 en-US text/html
Killexams : Bringing Java To The World Of Microcontrollers

C is a beautiful language perfectly suited for development on low-power devices such as the 8-bit microcontrollers. With newer, more powerful ARM microcontrollers making their way onto the market and workbenches around the world, it was only fitting that Oracle got in on the action. They released a version of Java targeted at these newer, more powerful microcontrollers called Java ME embedded.

The new embedded version of Java has everything you would expect from a microcontroller development platform – access to GPIO pins, including SD cards and I2C devices. The new Java machine is designed for full headless operation and is capable of running on devices with as little as 130 kB of RAM and 350 kB of ROM.

As for the utility of programming a microcontroller in Java, it’s still the second most popular language, after spending the better part of a decade as the number one language programmers choose to use. The requirements of the new embedded version of Java are far too large to fit onto even the best 8-bit microcontrollers, but with a new crop of more powerful ARM devices, we’ll expect to see more and more ARM/Java projects making their way into the Hackaday tip line in the coming months.

Tip ‘o the hat to [roger] for sending this one in.

Thu, 04 Aug 2022 12:00:00 -0500 Brian Benchoff en-US text/html
Killexams : Lambeth maps future with cloud applications

Lambeth Council has been modernising its business applications environment over the past few years, against the background of cost pressure, Covid, and now the rising cost of living crisis.

With a long history as a progressive borough, even a militant one, Lambeth has a culturally diverse population that has been economically under the cosh for many years. It has almost 330,000 inhabitants, is just over 10 square miles in size, and was known as a landing place for lambs in the Middle Ages, hence the name.

Hamant Bharadia, assistant director of finance at Lambeth Council, says it has learned to do more with less, and, in relation to IT, has pursued a cloud strategy that involves Oracle and Microsoft technology.

Lambeth Council became the first UK public sector body to adopt Oracle’s suite of business applications in the cloud, in 2018.

Bharadia says, in a video on an Oracle web page: “We are a £1bn business, with 3,000 staff providing 700-800 services to our businesses, residents and wider community. Over the last 10 years, our funding has reduced by 50%, about £250m. But the demand for our services has not changed and has become more complex.

“The reasons for the move to the cloud were to have a simpler and easier solution, to have nimble, anywhere, anytime access. That is critical for us.”

Lambeth has a long-standing relationship with Oracle, and was one of six London councils in a multi-year Oracle shared services partnership that started in 2012, and ran until March 2018.

Bharadia tells Computer Weekly that when it was looking, in 2017, at moving its applications to the cloud, Oracle came out ahead of SAP in terms of breadth and depth of functionality, especially in relation to financials, while Workday was still in its infancy at that time. There was also continuity in respect of the previous joint customer relationship with the other London councils, namely Barking and Dagenham, Brent, Lewisham, Havering and Croydon.

“The reasons for the move to the cloud were to have a simpler and easier solution, to have nimble, anywhere, anytime access. That is critical for us”

Hamant Bharadia, Lambeth Council

Bharadia has worked for the council for 32 years, and recalls having the ICL system, Lafis (Local Authority Financial Information System), as well as the shared Oracle partnership. “That [the latter] had its challenges – getting everybody to agree to the right kind of format, specifications, processes. We managed it, but it came to end of life.

“At that point, we’d already committed, as an organisation, that our future lay in the cloud primarily. We couldn’t justify occupying central London property to store databases. And then the other half about the cloud was about flexibility of working.”

The intention was to reduce the council’s property estate and get staff working flexibly, with a view that “data can be accessible from anywhere”.

The move to cloud

It started its cloud migration, in 2015-2016, with a move to Microsoft Office 365. All post comes into a processing centre outside London, where it is scanned and delivered to council workers’ mailboxes digitally. “We’re trying to reduce paper as much as possible, on the basis that making as much information as possible online, available for analytics and decision making, is the way forward,” says Bharadia.

“We started looking at our options in 2017. We knew we wanted cloud. In 2017, there wasn’t much ERP [enterprise resource planning] in the cloud space. Oracle, with some of their products, but not with everything. Oracle Financials, yes, and they’d made good progress on bits of HR.”

Oracle came out ahead of SAP in terms of breadth and depth of functionality, he says, while Workday was still perceived to be less mature. However, even with Oracle, payroll was not yet there in the cloud, so it was the last module to be implemented, in May 2018, while everything else went live in March of that year.

Financial forecasting has improved for the council by virtue of the Oracle cloud applications for that. Previously, Bharadia says it was a scenario of “budget forecasting done on Excel spreadsheets, with lots of files being shuffled around the organisation, lots of meetings between accountants and budget holders”. The aim was for “budget holders to have sight of their budgets more routinely, and to be able to do their own forecasts so that they have control”.

The self-service model the council has moved to has developed from around 20-30% of budget holders routinely updating their forecasts to more like 70%. The finance team, of around 120 accountants, is now liberated, he says, to engage sooner with budget holders, playing a more advisory role with respect to activities like procurement.

In the HR function, with more self-service capabilities, the council has seen a 55% improvement in appraisal and performance reporting, allowing the HR team to allocate fewer resources to share a greater workload.

In the area of supply chain, the council has used the Oracle cloud Enterprise Performance Management (EPM) product to streamline its suppliers, reducing the number of these by 19%.

One area that is still evolving is recruitment. It had struggled with Oracle’s legacy Taleo product and is now moving to Oracle Recruiting, which is part of the supplier’s Oracle Cloud HCM service. “We were experiencing a lot of incomplete applications, with people giving up halfway through. So, we were missing candidates,” says Bharadia. “From what we have seen, Oracle Recruiting cloud is a lot more user friendly.”

Data analytics at Lambeth

Putting together the Oracle implementation with its Microsoft estate, the council is aiming at a new vista of using data more effectively to serve its residents. Part of that has involved building a small data science team, which has been working on activities such as identifying people especially vulnerable to Covid-19, socially and economically, as well as medically. Now, in a similar vein, it is identifying people especially vulnerable to the rising cost of living crisis.

“We’ve got all this data in Oracle systems, we’ve got a housing system that has data, and we have a social care system that has data. So we’re now exploring better use of data”
Hamant Bharadia, Lambeth Council

“The next piece we’re working on is data,” says Bharadia. “We’ve got all this data in Oracle systems, we’ve got a housing system that has data, and we have a social care system that has data. So, one of the things we’re now exploring is better use of data.

“We now have a data analytics team internally, that’s looking at those connections. They are using [Microsoft] PowerBI and other cloud-based products to bring together different datasets to target our services better.”

This team has existed for around two years. They could have done this kind of work before, but it would, he says, have taken a lot longer.

Hybrid future

Another legacy of the Covid period is the council will not return to previous levels of office occupancy. “What we’re saying to staff and managers is come into our office buildings if you’re going to be collaborating, not as a matter of routine just for the sake of doing your day job.”

It is working to a ratio of six office desks for 10 people, and Bharadia says it might end up with more collaborative spaces rather than individual desks.

It is also freeing up office space for use by local businesses. “One of our buildings is entirely based on that model, for new and emerging businesses in the community,” he adds. “We also delivered lockdown support without taking on lots of extra staff. So, we were doing the vaccination centres, the food hubs, the additional support to our residents during the period, through a combination of remote working and some mobile working, where people were just out there in vans delivering things, getting stuff done.

“So, it is possible to have that hybrid model of working. That’s not to say it’s perfect. In either model, you are going to get some people who are not 100% contributing. But you get that currently anyway,” says Bharadia.

Tue, 26 Jul 2022 12:26:00 -0500 en text/html
Killexams : Musing On Common Platforms, Integrating Acquisitions, And ERP Marketing Campaigns

Cloud ERP vendor FinancialForce recently launched a marketing campaign that was introduced at exactly the same time as competing cloud ERP vendor NetSuite was holding its annual SuiteWorld conference. (Disclosure, NetSuite covered my travel and expenses to attend the event). FinancialForce's campaign centered around what it calls the "FrankenCloud." To understand what they mean here, it is important to look at a little historical context.

NetSuite's CEO, Zach Nelson, has long been critical of legacy ERP vendors. Microsoft , Oracle and SAP create what Nelson likes to call "the hairball." In Nelson's view, these products require massive amounts of integration in order to make them work in a real world setting. This integration creates an impenetrable tangle (the hairball) that means organizations are crippled by an inability to innovate. The business is hamstrung by technology solutions that are rigid. Nelson contrasts this with cloud solutions that, by their very nature, include clear and open connections to third party solutions and which also offer the full gamut of functionality.

The issue that FinancialForce has with that message is that NetSuite has something of a history of acquiring external solutions - OpenAir, Retail Anywhere, OrderMotion and TribeHR are just a few examples. In FinancialForce's view, these acquisitions mean that NetSuite has created a hairball of its very own. The extension of this argument is that FinancialForce, which is built on's platform, enjoys the benefit of a core platform and hence doesn't suffer these ills.

I wanted to reflect upon FinancialForce's campaign and look at its validity or otherwise. At SuiteWorld, I spent time talking to Nelson and questioned him on the existence of a NetSuite hairball. I pointed out to him that, whereas in previous years when he had dropped the hairball term dozens of times in the keynote, this year it was only mentioned once. Was this perhaps a tacit admission that Nelson realizes a NetSuite hairball exists? Or perhaps a growing realization that hairballs are a fundamental part of technology, especially when one considers that every customer wants a solution that is tailored to them?

To an extent, Nelson seemed to agree to this viewpoint. After all, NetSuite has an extensive list of implementation partners that help customers derive the most value from the platform. These implementation partners look at platform customization, but they also help integrate third-party products, aware of the fact that it is generally necessary to build full functionality both within and outside of the core back office solution.

The other issue lies with the product pieces that NetSuite has acquired. Customers are arguably more willing to accept a degree of integration pain for an external solution, but less likely to do so for a component supplied by the back office vendor. I put this to Nelson and asked about the integration of the acquired companies.

Nelson pointed out that NetSuite's strategy is to acquire small companies for their domain expertise and not their customer list. Indeed, he suggested that NetSuite would prefer to acquire companies with a small customer list since it means less pain when going about the re-architecting process. He also reiterated that all the acquired solutions (at least those that NetSuite considers "core" to its ERP offering) have been rebuilt on the NetSuite platform. Of course, this assertion is a little confusing given that the integration guide to help customers combine NetSuite and OpenAir runs close to 200 pages, but perhaps that's just a fact with enterprise software.

That said, software is complex, and even solutions on the same platform have a balancing act between flexibility and complexity. In Nelson's view, it is less of an integration problem than it is a data problem. He pointed out, perhaps a little incensed by FinancialForce's campaign, that FinancialForce had no content management system. He contrasted that strongly with NetSuite's own solutions that include content management. He and his executives explained that it is only through using a fully integrated solution that covers all the sales channels that organizations can get true end-to-end visibility. NetSuite gave the example fo UK retailer Marks and Spencer, who rolled out NetSuite across both e-commerce and in-store. Customers can now have a shopping cart on the website that they can then transact in-store. He was critical of other vendors who miss out the important content management elements of ERP.


There is validity to both arguments here. FinancialForce does raise something of a valid point when they suggest that NetSuite's acquisitions have created something of a tricky technology problem. In purely conceptual terms, utilizing a common core platform is the best approach. But at the same time, that is a purist's viewpoint that somewhat ignores the reality for businesses. The bottom line is that every organization has a degree of complexity and has something of a hairball. The promise of technology is that it can connect consumers, producers, sellers and the broader public, means that in all but the very simplest of organizations, complexity exists.

Should customers be thinking about NetSuite's acquisitions and the question over whether they are fully integrated with the core solution? Probably not. The reality is that 99 percent of NetSuite customers need a service offering to get the product to fully meet their needs. They require some integration to get it all working. This isn't a criticism so much as it is a reflection of the reality. Software is complex, businesses are complex and in order to make those businesses more efficient, a degree of complexity needs to be built into the processes.

At the end of the day, this is an attention-grabbing campaign, and FianancialForce achieved its main objective. It will achieve what it was intended, and build some increased awareness for the company. It won't, however, greatly impact upon NetSuite - the company is rapidly moving up the foodchain into larger customers where integration is a necessary evil. It's all fodder for the pundits, but it's probably not particularly important where the rubber meets the road.

Mon, 18 Jul 2022 05:33:00 -0500 Ben Kepes en text/html
Killexams : Red Clay Consulting Recognized for Delivering Customer Success with Oracle Cloud

Red Clay Consulting Achieves Service Expertise in Oracle Utilities Customer Cloud Service in North America

Atlanta, GA , July 11, 2022 /PRNewswire-PRWeb/ -- Red Clay Consulting, a member of Oracle PartnerNetwork (OPN), today announced that it has achieved Service Expertise in Oracle Utilities Customer Cloud Service. To achieve this certification, Red Clay staff had to obtain multiple individual credentials across a range of disciplines and demonstrate company-wide excellence with a successful CCS implementation.
Expertise is a core tenet of the modernized Oracle PartnerNetwork (OPN) program and allows Oracle partners to highlight their capabilities in a focused area. Ultimately, Expertise is designed to make it easy for customers to identify partners that can deliver quality results and minimize risk for their specific needs as they adopt Oracle Cloud.

In order to achieve a Service Expertise, partners like Red Clay must meet a series of qualifiers that demonstrate their experience and success in implementing, deploying and/or managing a specific Oracle Cloud product/service area within a defined geographic region. Requirements may include having certified individuals across diverse roles and demonstrating successful go-lives within the same region. Learn more about Expertise, including viewing the complete Expertise Catalog, at

This achievement marks another milestone for Red Clay and continues its history of being "one of the first" in the Oracle community including achievements in Oracle Smart Grid Gateway certification, and implementations of Oracle Utilities Customer to Meter and Oracle Utlities Customer Cloud Service.

"We are proud of our delivery professionals who have completed Oracle Utilities' rigorous training and for successfully implementing Oracle Utilities Customer Cloud Service," said Paul Marnell, CEO of Red Clay Consulting. "Our team members are committed to the success of our clients and are energized by working on projects that leverage the latest technologies to move our clients forward."

Red Clay adds the Oracle Utilities Customer Cloud Service Expertise to a long list of accolades, including Oracle Utilities User Group's "Project of the Year" in 2020 and "Partner of the Year" in 2019. This Expertise achievement further solidifies Red Clay's position as a valued technology partner to the utility industry – with the expertise to implement Oracle Utilities Customer Cloud Service, a system that includes a market-leading Oracle Energy and Water Customer Care and Billing and Meter Data Management.

"Oracle PartnerNetwork's Expertise is a gold standard for recognizing partners with exemplary skills and a successful track record, and in Red Clay this achievement is well deserved," said Matt Gleeson, Oracle Vice President of Global Alliances. "We actively promote to our customers that engaging Oracle partners with Expertise is the right way to secure proven results. Red Clay's accomplishment of this Expertise speaks to the dedication and excellence of the entire Red Clay team."

About Red Clay Consulting
Focused solely on the utility industry Red Clay advises, delivers, and manages technical and business solutions based on their clients' unique needs. Red Clay works hand in hand with Oracle to offer our clients the industry's most comprehensive and flexible software platform. Red Clay's strong partnership with Oracle Utilities provides our clients innovative and proven solutions. For more information, visit

About Oracle PartnerNetwork
Oracle PartnerNetwork (OPN) is Oracle's partner program designed to enable partners to accelerate the transition to cloud and drive superior customer business outcomes. The OPN program allows partners to engage with Oracle through track(s) aligned to how they go to market: Cloud Build for partners that provide products or services built on or integrated with Oracle Cloud; Cloud Sell for partners that resell Oracle Cloud technology; Cloud Service for partners that implement, deploy and manage Oracle Cloud Services; and License & Hardware for partners that build, service or sell Oracle software licenses or hardware products. Customers can expedite their business objectives with OPN partners who have achieved Expertise in a product family or cloud service. To learn more visit:
Oracle, Java and MySQL are registered trademarks of Oracle Corporation.

Media Contact

Saurabh Parashar, Red Clay Consulting, Inc., 1 678-445-3770 Ext: 329,

SOURCE Red Clay Consulting, Inc.

© 2022 Benzinga does not provide investment advice. All rights reserved.

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Mon, 11 Jul 2022 06:39:00 -0500 text/html
Killexams : Java 7 SE reaches a dead end, Java 8 becomes the norm

Java 7 certainly had its time, but it’s time to prepare for the future. Oracle has been trying to implement Java 8 and 11 and make it the norm, however, there are always developers that keep using Java 7, and 8. Therefore, the company is ceasing its support for the old version. The company has announced that Java 7 will reach the end of its life cycle. So, the company will cease the extended support for this particular version.

According to the official statement, when the life cycle is over, the product will enter continuous support mode. No further patch updates will be provided, no bug fixes, security fixes, or feature implementation, and only limited support will be provided. Furthermore, the company is ceasing its support for Java SE 7. Therefore, some older versions of various Oracle Fusion Middleware products will no longer provide certified JDKs.


“Community support will end when Java 7 reaches the end of service on July 29, 2022. All applications running on 7 will continue to run, but 7 itself will not receive updates or security patches. To minimize risk and potential security vulnerabilities, upgrade your applications to 8 or 11 depending on your workload requirements.

The canonical guide to follow is the Oracle JDK Migration Guide. The migration guide addresses all Java specification incompatibilities and JDK implementation incompatibilities. Most of these incompatibilities are edge cases. You should make an investigation when a warning or error occurs.”

“Most applications should run on 8 without modification. The first thing to try is running on 8 without recompiling the code. The point of just executing is to see what warnings and errors are coming from the execution. This approach gets an application to run faster on 8 for the least amount of effort required.”

Oracle is recommending its users upgrade to a new Java SE version that has support. Currently, the company is offering support for Java SE 8 and Java SE 11. Users opting for these versions will get full support for their Java runtime.

It’s a common behavior for companies to cease existing services to focus on new ones. Amazon, for example, is shutting down Amazon Cloud Drive to focus on Amazon Photos.  Google last year, changed the Google Photos policies.

Sun, 31 Jul 2022 16:03:00 -0500 en-US text/html
Killexams : Is The Greatest Software Opportunity Of Our Time?
Artificial Intelligence. Concept

BlackJack3D/iStock via Getty Images

I'm assigning (NYSE:AI) a positive risk/reward rating based on its exceptional leadership team, discounted valuation, fortress balance sheet, its industry-leading position, strong technical underpinnings, and asymmetric potential return profile. Operating within one of the largest secular trends of our time, artificial intelligence, opens the door to explosive growth potential. is a top choice for high-risk, high-reward investors seeking exceptional opportunities.

Risk/Reward Rating: Positive

The marketplace broadly expects Artificial Intelligence or AI to be an immense opportunity and views it to be a game-changer technology in the future. By way of logical extrapolation, if it's a game-changer technology, AI will become a requirement for enterprise adoption in order to remain's spring 2022 investor presentation illuminates each of these AI possibilities: Both a game changer and required adoption. The following two screenshots from the presentation summarize the size of the market opportunity and its importance to chief information officers.

AI Worldwide Artificial Intelligence Software Revenue

Source: C3 AI’s spring 2022 investor presentation

AI Tops List of Game-Changing Technologies

Source: C3 AI’s spring 2022 investor presentation

In essence, as described in the presentation by’s Chairman, CEO, and Co-founder, Thomas Siebel, the software industry is on the brink of a secular growth shift, from a history of descriptive systems to a future of predictive systems. Game Changer And Required Adoption speaks directly to the game-changer nature of AI as well as the competitive requirement for enterprise AI adoption in discussing how customers use its platform and the benefits that are expected to be achieved. The following three screenshots from the spring presentation detail’s value proposition.

What's particularly unusual about the customer detail is the precise quantification of economic value across business segments that’s platform is expected to deliver. Please note that I have detailed the annual economic benefit expected in the header above each image.

Leading European Utility Company: $6.7 Billion Euros Per Year

C3 AI High-Value Outcomes in Utilities

Source: C3 AI’s spring 2022 investor presentation

$3 Trillion Asset Financial Institution: $3.5 Billion Per Year

C3 AI High-Value Outcomes in Banking

Source: C3 AI’s spring 2022 investor presentation

Top Five Global Energy Company: $3.8 Billion Euros Per Year

C3 AI High-Value Outcomes in Oil and Gas

Source: C3 AI’s spring 2022 investor presentation

For the three customers above, the expected annual economic benefit to be derived from implementing’s platform is $14 billion. This is an extraordinary value proposition across just three clients. If the benefits are achieved, these companies would clearly have a competitive advantage in their respective industries. The value proposition is extraordinary in light of’s revenue base of $253 million in its just-completed fiscal year 2022. Based on the above customer details,’s platform offers an incredible return on investment and is truly a game changer if the benefits are realized.

Growth Strategy’s growth strategy is threefold: Penetrate existing customers, expand multi-tiered distribution, and expand its ecosystem.

Penetrate Existing Customers

In terms of penetrating existing customers, believes it has reached roughly 5% penetration of its existing client base. As a result, existing customer penetration alone represents an enormous growth opportunity from a $253 million revenue base. If the 5% figure is in the ballpark, existing customers represent a $5 billion opportunity. More conservatively, if penetration is closer to 10%, the opportunity remains substantial at $2.5 billion.

These penetration estimates are well supported by Palantir’s (NYSE:PLTR) customer penetration trajectory. Please refer to my prior Palantir reports for greater detail: Palantir Visibility Into The Upside and Palantir Red Flag Or Opportunity. targets similar key customers with similar adoption trends. As a result, Palantir represents an excellent comparable company for valuing Interestingly, similar to Palantir,’s existing customer base is quite small at only 218, as can be seen in the following screenshot from the presentation.

C3 AI Customer Count

Source: C3 AI’s spring 2022 investor presentation

Customer growth of 82% is exceptional, although off of a small base. Importantly, is targeting large strategic customers for its market entry. These customers represent some of the largest individual opportunities for AI over time. Additionally, as industry leaders, they should help drive adoption amongst industry peers. The following screenshot provides color as to’s existing customer base.

C3 AI Select Customers

Source: C3 AI’s spring 2022 investor presentation

Shell, the top five energy company highlighted previously, is expected to derive $3.8 billion euros per year of economic value and has decided to standardize on’s platform. The following three screenshots provide an excellent overview of how’s platform is generally adopted and implemented through time. I have provided a header above each to highlight the process of customer penetration and the visibility that this creates. The screenshots also shine a spotlight on the true nature of the AI opportunity as a continual process rather than a discrete solution.

Shell: Detailed Implementation Plan Through Time

C3 AI Shell Rapid Time to High-Value and Scale

Source: C3 AI’s spring 2022 investor presentation

Shell: Detailed Deployment Roadmap Creates Visibility As AI Enables The IoT Revolution

C3 AI Shell Deployment Status

Source: C3 AI’s spring 2022 investor presentation

Shell: Detailed Implementation Roadmap Creates Visibility

C3 AI Path to 65

Source: C3 AI’s spring 2022 investor presentation

The same adoption cycle is on display in the next screenshot detailing the US Air Force’s C3 AI implementation.

US Air Force: Detailed Implementation Roadmap Creates Visibility

C3 AI US Airforce Platforms Rapid Time to High-Value and Scale

Source: C3 AI’s spring 2022 investor presentation

The US Air Force is nearing year one of its implementation while Shell is approaching year three.’s client penetration occurs via a well-defined and detailed implementation roadmap. This process and the long-term strategic nature of AI adoption are conducive to a high degree of visibility into the ultimate opportunity size at each customer. As a result, the company’s estimated 5% penetration, or a more conservative 10% penetration estimate, is likely well supported by internal customer data. Of importance, notice that AI is the application layer that enables the full potential of the IoT or Internet of Things revolution.

Growth Strategy: Multi-Tiered Distribution And Expand Ecosystem

The two remaining legs of the growth strategy are interrelated and pertain to new customer acquisition. The multi-tiered distribution strategy is comprised of three vectors: Geographic, industry vertical, and partner ecosystem. Segmenting’s market penetration strategy by geography is common, as is the segmentation by industry vertical.

The industry segmentation takes on added importance for as each industry has its own unique AI requirements. Industry segmentation creates the opportunity for to develop standardized industry solutions which are the key to creating economies of scale. Meaning, a primary challenge to broad AI adoption is the cost of developing customized solutions. Customized solutions lack scalability due to the inability to sell them to the broader marketplace. The following screenshot displays’s scalable solutions.

C3 AI Portfolio of Cross-Industry and Industry Applications

Source: C3 AI’s spring 2022 investor presentation

The multi-tiered distribution and ecosystem expansion strategies can be visualized in the two images below. They highlight how the strategy was applied to the Shell opportunity. Notice that is partnered with a leading energy service company on the top of the cube, Baker Hughes (NASDAQ:BKR), and a leader technology firm on the side of the cube, Microsoft (NASDAQ:MSFT).

C3 AI Expand Ecosystem

Source: C3 AI’s spring 2022 investor presentation

C3 AI Expand Ecosystem

Source: C3 AI’s spring 2022 investor presentation is partnered with industry leaders in four major verticals: Financial services, aerospace and defense, oil and gas, and utilities. At the same time, it's looking to expand its partnerships with leaders in the remaining industries. This appears to be an optimal approach as the industry leaders know the intricacies of their markets best and can enable more rapid and full penetration of each vertical.

In addition to industry vertical leaders, has partnered with all major technology product and service providers. This ensures that it can serve the entire enterprise universe regardless of each company’s existing technology infrastructure. Similar to its industry vertical strategy,’s technology partner strategy is the optimal approach in that it's technology agnostic, which ensures can compete across the entire AI opportunity set.

Growth Strategy: Summary

The growth strategy being implemented by looks to be perfectly suited for the AI market opportunity. It targets industry-leader partners for vertical distribution and all major technology platform leaders for breadth of distribution. As new customers are acquired, they then enter the process of implementation, which offers extraordinary growth potential by fully penetrating each customer’s long-term AI opportunity set.


Importantly, paraphrasing Siebel from the presentation, views its AI opportunity to be largely a matter of execution at this stage. Siebel believes there's little market risk in that the AI software opportunity estimate of $600 billion by 2025 is a high confidence industry projection. He views there to be little technology risk as is in the marketplace at scale today with a broad and industry-leading AI portfolio. Finally, Siebel believes that there's no meaningful competitive risk in the near term, leaving execution as the key to’s success.

In other words, Sibel views’s future success to be largely in the company’s control, which is an ideal position. The market’s view of AI and the industry players is more nuanced and understandably confusing as AI is applicable across all information systems. There are an incredible number of firms and products that many consider to be under the AI umbrella. captured the market’s view of the competition in the following image.

C3 AI Competitors

Source: C3 AI’s spring 2022 investor presentation

Competitors? Yes And No

Upon review, many of the firms and offerings in the above image do indeed compete with in terms of specific AI-related applications or features. That said, they do appear to be largely tangential competition, perhaps with the exception of Palantir. The following screenshot demonstrates how many of these leading firms and offerings integrate with’s platform approach. They are circled in blue on’s console image.

C3 AI Enterprise AI Software

Source: C3 AI’s spring 2022 investor presentation

In essence, has designed its platform to be a new AI-specific software layer that incorporates the leading-technology tools of the day. The company has positioned itself on top of or parallel to these providers and can accommodate its clients use of their preferred tools. In this respect, faces little meaningful competitive risk, as suggested by Siebel. I view Palantir, in the center of the competitive collage, as a natural competitor and possibly a great fit to be a suitor for


Given my view that Palantir is a natural competitor of, it's helpful to view’s valuation on its own and in relation to Palantir as a comparable enterprise. It should be noted that remains an earlier stage company and is unprofitable. Management expects to reach sustainable free cash flow generation within two to three years. This is in line with the lone analyst earnings estimate for 2025.

While the earlier stage nature of and the industry generally creates heightened risk, there's heightened opportunity. Investors are well compensated for the heightened risk by’s strong balance sheet. The company has a book value of just under $1 billion, which is nearly all cash and equivalents. has a fortress balance sheet from the perspective of its early stage of growth.

Due to the lack of current earnings and the nature of’s secular growth opportunity, sales estimates are the most important metric for intermediate-term valuation purposes. The table below was compiled from Seeking Alpha and displays consensus sales estimates for (the top section) and Palantir (the bottom section). I have highlighted in yellow the consensus growth rates, and in blue the current valuation to sales.

AI Consensus Sales

Source: Seeking Alpha. Created by Brian Kapp, stoxdox

Notice that the expected growth rates are nearly identical over the coming three years, while trades at a substantial discount to Palantir. In my prior Palantir reports, I cover the challenge that Palantir faces in terms of its traditional customized software development approach. Palantir has discussed its priority to address this in referring to “productizing” its offerings in recent times.

Given its scalable industry solutions outlined above, should have a distinct market advantage in the AI space. The value proposition on offer from, $14 billion across three companies outlined above, should be well received across the broad marketplace. It should be noted that Palantir is taking a much broader approach than AI with its platforms. This too opens the door for, an AI-focused company, to gain significant traction across the broad AI opportunity set.’s 30% discount to Palantir on a price-to-sales basis points to the opportunity for multiple expansion. This offers a relative buffer within a generally high valuation multiple industry. In fact, many leading application software companies trade in the 12.65x sales range today. Relative to the AI opportunity set and its software peers, trades at a substantial discount. The discounted valuation is further reinforced by roughly $9 per share of net cash on’s balance sheet.

Leadership: A Competitive Edge’s executive leadership offers additional downside support and enhanced execution potential. Siebel created the leading CRM platform prior to Salesforce (NYSE:CRM), Siebel Systems, which was acquired by Oracle. Many of the Siebel Systems veterans are with, and the board of directors appears to be top quality. I have included two screenshots below for those interested in the executive leadership details.

Next, I will walk through the price action which appears quite constructive, and then wrap things up.

C3 AI Board of Directors

Source: C3 AI’s spring 2022 investor presentation

C3 AI Executive Management

Source: C3 AI’s spring 2022 investor presentation


The technical backdrop for is one of well-defined resistance levels (the orange lines on the charts below) and emerging signs of strong support (the green line). The following three-year weekly chart provides a bird’s eye view of’s trading history. Notice that the company came public during the most speculative phase of the bull market in December 2020 and opened at $100 per share. The shares are currently priced near $19 or roughly -80% below the opening price.

C3 AI 3-year weekly chart

C3 AI 3-year weekly chart (Created by Brian Kapp using a chart from

There are six well-defined resistance levels highlighted by the orange lines, which represent upside technical price targets. Only one support level is visible, which is represented by the green line and is the primary downside technical price target. The return potential to each of these targets and other key levels discussed above are summarized in the table below.

AI Potential Return Spectrum

Created by Brian Kapp, stoxdox

I have highlighted in yellow what I view as a high probability potential return spectrum over the short term (0 to 1 year). The blue highlighted cells represent an additional high-probability potential return spectrum over the nearer term (0 to 3 years).

The following 1-year daily chart provides a closer look at the first three technical upside targets and the primary support level. Please note that the gold trend line is the 50-day moving average (near $18) while the grey line is the 200-day moving average ($27.54). The moving averages represent additional support (50-day MA) and resistance (200-day MA) levels.

C3 AI 1-year daily chart

C3 AI 1-year daily chart (Created by Brian Kapp using a chart from

While the upside resistance levels are clearly defined and well above the current price, the most interesting technical behavior is in relation to the primary support level (the green line). provided disappointing guidance when it reported its fiscal year 2022 fourth quarter results on June 1, 2022. The stock sold off nearly 20% the next day in reaction to the company’s cautious guidance, before finishing the day down only 5%. went on to rally over 12% the following day.

Importantly, in the above chart, notice the massive volume surge over the three days following the guidance cut on June 1, 2022. What's interesting is that did not breach its prior closing low of $13.85 reached on May 11, 2022. In essence, lower near-term growth was already priced into the shares compared to what was guided to by management on June 1, 2022. This type of price behavior in reaction to a large guidance cut is generally bullish, especially when accompanied by a surge in trading volume as this points to heavy accumulation.

Management guided to mid-20% revenue growth in the near term due to week macroeconomic conditions. Previous expectations were for revenue growth in the mid-30% range. Of note, on the Q4 2022 conference call, management stated that 30% to 35% revenue growth remains achievable under more favorable macroeconomic conditions.

Given the price action since March 2022, the green support level now resembles the neckline of an inverted head and shoulders bottom formation. This level has been thoroughly tested and held since March 2022, which suggests the area near $16 should offer exceptionally strong support. The following six-month daily chart provides a closer look at the bottoming pattern.

C3 AI 6-month daily chart.

C3 AI 6-month daily chart. (Created by Brian Kapp using a chart from

Notice that the shares are sitting on top of the 50-day moving average (the gold line). Business conditions could deteriorate further in the short term which would open the door to further downside risk below the primary support level. That said, technically speaking, has carved out a substantial bottom formation while exhibiting bullish price action in response to materially reduced guidance.

It should be noted that has a dual class structure with the voting power vested in Siebel. This renders ineligible for inclusion in most indices. While this theoretically lends itself to less liquidity in the shares, it can be a material positive from a technical perspective in a bear market.

On the upside, with heavy insider ownership and a public float of only 80 million shares, the supply of shares could become quite tight if continues to execute successfully. This dynamic could offer a powerful boost to upside momentum under bullish conditions for


The technical setup appears quite bullish from a long-term investment perspective as it's an ideal environment for those looking to accumulate the shares. In fact, from the perspective of a long-term investor, one would be hard pressed to find a larger secular growth opportunity than artificial intelligence universally applied. is a uniquely positioned pure play on this megatrend with an exceptional leadership track record. The discounted valuation and fortress balance sheet further reinforce as a top asymmetric risk/reward opportunity for those seeking exceptional growth potential.

Thank you for reading. We continually curate the most asymmetric and broadly relevant risk/reward opportunities of our times. The stoxdox platform is designed to empower all investors by providing the highest quality, unbiased, professional analysis delivered in an actionable format. We will be launching a Seeking Alpha Marketplace in the near future. Please follow us to keep abreast of updates and the coming Marketplace launch.

Mon, 18 Jul 2022 08:38:00 -0500 en text/html
Killexams : Oracle Automates the Tasks Sellers Despise with Next Generation CRM

Oracle Fusion Sales provides sellers with AI-powered recommendations and guided steps to close deals faster

AUSTIN, Texas, July 26, 2022  /PRNewswire/ -- Oracle today announced the next generation of Oracle Fusion Sales, a sales automation application that identifies high-quality sales opportunities and guides sellers to close deals faster. Part of Oracle Fusion Cloud Customer Experience (CX) and powered by artificial intelligence (AI), Fusion Sales automatically provides sellers with quotes, proposals, and recommended steps to help them increase productivity, close more deals, and instill confidence among buyers.    


Nearly one third of sellers struggle to close deals and meet quotas, according to a recent study conducted by CRM analyst firm Beagle Research Group in partnership with Oracle. The study, "Does Your CRM Leave Money on the Table," highlights the struggles that sellers face with customer churn and archaic sales processes. In turn, sellers have noted that they are open to greater automation and trust AI to take on greater responsibilities, including qualifying leads (70 percent), identifying priority deals (60 percent), and tracking deal progress (80 percent).

"Traditional CRM systems were designed to be a system of record for planning and forecasting versus a tool to help sellers sell more. As a result, sellers spend countless hours on data entry and administration that stunts sales productivity," said Rob Tarkoff, executive vice president and general manager, Oracle Fusion Cloud Customer Experience (CX). "Applying 40 plus years of data and business process expertise, we have done the heavy lifting to engineer the next era of CRM. Oracle Fusion Sales removes the manual steps in the B2B sales process to help sellers close more deals faster and more efficiently."

Oracle Fusion Sales provides sellers with:

  • Step-by-Step Guided Processes: Sellers can onboard faster and Excellerate productivity with a guided step-by-step process to help engage with accounts, progress opportunities, and close deals faster. Customers can choose to base the processes on best practices set by leadership or customizable, industry-specific templates. 
  • Conversation Ready Opportunities: Sellers can automate the process of re-qualifying and converting marketing leads into opportunities. Connected to Oracle Fusion Marketing, Fusion Sales automatically creates highly qualified leads and then passes them to sellers for follow-up.
  • Automated Quotes and Proposals: Sellers automatically receive initial quotes, proposals, and implementation schedules when opportunities are created. The quotes are automatically updated throughout the sales process as a deal progresses and are based on historical data that includes prior successful deals, a customer's industry, and other account attributes.
  • Intelligent Content Recommendations: Sellers can automatically receive marketing-approved content that is most likely to progress the sale. This saves sellers' and buyers' time at each step in the sales process and puts the right offers and answers to commonly asked questions directly in the seller's hands.
  • Digital Sales Rooms: Sellers can Excellerate the buying experience and better engage buyers by building personalized microsites. Helpful resources like quotes, past contracts, reference stories, and details for past or upcoming Zoom meetings are aggregated to help move buyers closer to a purchasing decision. As buyers use Digital Sales Rooms, sales operations can capture buying signals and other customer engagement data that can inform sales insights, internal training and enablement, and drive future deal success.
  • Advanced Revenue Intelligence: Sales leaders can easily access and report on business trends, spot outliers, and monitor customer sentiment and sales performance with Oracle Fusion CX Analytics. Fusion Sales provides a complete view across the business being able to pull in data from sales, marketing, service, finance, and HR all without support from IT.

What Customers and Partners are Saying About Fusion Sales

"CRM is an integral tool especially as we sell complex and expensive equipment and software solutions in 180 countries across the globe. We used to stitch together sales insights from an array of applications, Excel spreadsheets, and post-it notes. It wasn't an efficient process," said Samantha Mohr, vice president, inside sales, Ricoh. "Oracle Fusion Sales provides our sellers with a guided experience that focuses their time and improves deal success by delivering better insights to help us adapt to market shifts faster."

"Our customers are always searching for new approaches that drive real value and instill confidence in buyers. Oracle Fusion Sales helps solve significant challenges of the B2B selling environment with a boundaryless, adaptable, and radically human engineered architecture" said Andrea Cesarini, Europe Oracle business group lead, Accenture. "Having partnered for over 30 years now, Accenture and Oracle bring unparalleled innovation, industry, and technology acumen to our joint clients."

To learn more, please tune into Oracle Live on July 26, 2022, here.

Part of Oracle Fusion Cloud Applications Suite, Oracle Fusion Cloud Customer Experience (CX) connects data across advertising, marketing, sales, and service to make every customer interaction matter. Going beyond traditional CRM, learn about how Oracle Advertising and CX helps businesses      improve customer experience and build brand loyalty.

About Oracle
Oracle offers integrated suites of applications plus secure, autonomous infrastructure in the Oracle Cloud. For more information about Oracle (NYSE: ORCL), please visit us at

Oracle, Java, and MySQL are registered trademarks of Oracle Corporation.

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Mon, 25 Jul 2022 22:40:00 -0500 en-US text/html
Killexams : Cost of VA's new electronic health record system could triple to more than $50 billion; launch at Boise facility delayed
The Department of Veterans Affairs building in Washington, D.C., is shown in this undated file photo.

The Department of Veterans Affairs building in Washington, D.C., is shown in this undated file photo. (Carlos Bongioanni/Stars and Stripes)

WASHINGTON — The cost of the Department of Veterans Affairs' new electronic health record system could increase to more than $50 billion in 28 years, and a new company is now working to fix the problem-riddled system, senators said Wednesday.

"This should serve as a wake-up call to everybody, including the folks at VA, Oracle Cerner, and of course us because we have a lot of work ahead of us," Sen. Jon Tester, D-Mont., said during at the Senate Veterans' Affairs Committee hearing about the health record system.

In addition, the VA notified the Senate committee that its plan to deploy the electronic health record system at the Boise VA Medical Center was now delayed. The record system was originally scheduled to launch there Saturday.

"I will tell you that I support that decision," said Tester, the chairman of the committee. "I believe additional improvements are needed to ensure any future deployments are safe and successful. We need to know what's working and what's not, and we need to listen to the local VA administrators and employees about what they are saying."

The VA originally signed a $10 billion contract with Cerner in May 2018 to overhaul the agency’s health record system and make it compatible with the Defense Department. However, the cost later increased to $16 billion.

An independent review by the nonprofit Institute for Defense Analysis estimated the implementation of the electronic health record system would cost nearly $39 billion in 13 years. The estimate also included more than $17 billion to sustain the system.

"Until Monday, we were not aware of how large the cost overrun truly is," Sen. Jerry Moran of Kansas, the ranking Republican on the committee, said during the hearing.

The system was first launched at the Mann-Grandstaff VA Medical Center in Spokane, Wash., in October 2020. Since then, records issues have plagued the facility. VA Inspector General Michael Missal said in March that his office received wide-ranging complaints since the system launched in Spokane. Complaints included unauthorized and inaccurate medication orders, patients’ name and gender errors, issues in scheduling primary care appointments, misdirected links to video medical appointments and lost referrals.

"I'll be blunt," Terry Adirim, executive director of the VA's Office of Electronic Health Record Modernization, said at the hearing. "In hindsight, Mann-Grandstaff wasn't ready to adopt a new electronic health record. Planning was inadequate and lacked a thorough assessment of the site's readiness. And most importantly, in October 2020, VA medical centers were still being seriously impacted by the [coronavirus] pandemic."

Adirim also said VA personnel in Spokane were not at fault, and they should be commended. She also said the agency learned lessons from that failed launch.

In addition to the cost analysis, the VA Office of Inspector General released two reports last week. One report found the electronic health record system sent medical care orders — such as psychiatric consults — to an undetectable location, which caused harm for 149 VA patients.

In another report, the inspector general found two senior staff members at the Spokane facility gave inaccurate information to IG reviewers about the health record system training.

David Case, VA deputy inspector general, said the actions of the staff members were not intended, meaning a crime was not committed. However, the inspector general found that their actions did represent careless disregard.

"It was a whole mix, a lack of communication, a lack of checking what the data was, a lack of even understanding what data was being produced by the consultant who was working on [electronic health record system], so there were a lot of problems," Case said. "It's within [VA's] purview how they want to hold these folks accountable, or whatever actions they want to take. We have no purview or authority to take action or really to recommend action.”

VA Secretary Denis McDonough said Wednesday at the VA's monthly news conference that the agency's Office of Electronic Health Record Modernization has been meeting weekly to ensure they sort out any issues related to patient safety or patient harm.

"What our veterans should expect, what our clinicians should expect, what Congress, the [inspector general], and all of our partners should expect is that we take very seriously our obligations to patient safety, which is our No. 1 priority at VA," McDonough said. "We will get to the bottom of problems when they're identified and make sure that we can realize the promise at the heart of a modernized electronic health record that draws the full history of our veterans' service to the country by accessing his or her defense or DOD health record and the VA health record."

Oracle Corp. completed its $28 billion acquisition of Cerner on June 8, with the latter now dubbed Oracle Cerner. The Austin-based company also took over Cerner's electronic health record contract with the VA, Defense Department and the Coast Guard.

Mike Sicilia, executive vice president for industries at Oracle, said he spent the last six weeks reviewing the system's issues and working through engineering plans. Moreover, he said the company had established a command center led by Oracle's senior engineers.

"Our war room is conducting a top-to-bottom analysis of the entire system," Sicilia said. "It is already hard at work making a number of improvements that previously were not possible. If something isn't working for caregivers or patients, we plan to fix it first and work out the economics later.”

Sicilia also said the company intends to move Cerner's electronic health record application to a modern cloud data center within the next six to nine months. He said the move would deliver better performance and stability for the user.

"The Cerner [electronic health records] system is currently running on a dated architecture with technology that is, in some cases, two decades old … and it requires massive amounts of manual support. This isn't unusual in the [electronic health records] industry, but it does lead to more frequent outages and degradations of service," Sicilia said.

He said Oracle's cloud infrastructure has built-in security, which will remove the possibility of human error that is a major cause of breaches.

"I really do hope that the acquisition by Oracle is going to be a game-changer," Tester said. "I hope it is, and if it is, that's going to be good news for our veterans."

Thu, 21 Jul 2022 09:13:00 -0500 en text/html
Killexams : Alithya's Oracle Practice Signs Anticipated 10 Million USD Contract with Leading U.S. Dental Insurer

ALPHARETTA, Ga., July 12, 2022 /PRNewswire/ - Alithya Group inc. (NASDAQ: ALYA) (TSX: ALYA) ("Alithya") is proud to announce the signing of a contract to accompany an existing Oracle client through important stages of its digital transformation processes. The contract has now commenced and is expected to generate approximately 10 million USD in revenues over its 2.5-year term.

The contract, signed with a client that offers dental insurance coverage to millions of Americans, covers an Oracle Cloud Enterprise Resource Planning (ERP) project that will include the implementation of a payroll system, as well as change management and cloud-based training services to ensure optimal adoption of the technology. The newly signed contract follows a previous Oracle Cloud Enterprise Performance Management (EPM) project conducted between the Alithya Oracle team and the client.

Quote by Mike Feldman, Senior Vice President, Oracle Practice at Alithya:

"This agreement seals the deal on one of the largest contracts ever awarded to the Alithya Oracle Practice. It reflects our reputation for excellence as an Oracle partner, as well as showcases Alithya's expanding role as the trusted advisor to top tier organizations across multiple sectors. This undertaking was an entire team effort, and it gives us the opportunity to deliver repeat success for this important client."

About Alithya

Alithya is a trusted North American leader in strategy and digital transformation, employing a dedicated and highly skilled workforce of 3,700 professionals in Canada, the United States and internationally. Alithya's strategy is based on a plan of accelerated organic growth and complementary acquisitions to create a global leader. The company's integrated offer is based on four pillars of expertise: business strategies, enterprise cloud solutions, application services, and data and analytics.

A 25-year Oracle Partner, Alithya's expertise includes more than 300 certified consultants and Oracle ACEs. The company has a dedicated practice for healthcare and financial services and serves other industries, and contributes in an advisory role to the Oracle Product Development team. To learn more about Alithya, visit

Forward-Looking Statements

This press release contains statements that may constitute "forward-looking information" within the meaning of applicable Canadian securities laws and "forward-looking statements" within the meaning of the U.S. Private Securities Litigation Reform Act of 1995 and other applicable U.S. safe harbours (collectively "forward-looking statements"). Statements that do not exclusively relate to historical facts, as well as statements relating to management's expectations regarding the future growth, results of operations, performance and business prospects of Alithya, and other information related to Alithya's business strategy and future plans or which refer to the characterizations of future events or circumstances represent forward-looking statements. Such statements often contain the words "anticipates," "expects," "intends," "plans," "predicts," "believes," "seeks," "estimates," "could," "would," "will," "may," "can," "continue," "potential," "should," "project," "target," and similar expressions and variations thereof, although not all forward-looking statements contain these identifying words.

Forward-looking statements are presented for the sole purpose of assisting investors and others in understanding Alithya's objectives, strategies and business outlook as well as its anticipated operating environment and may not be appropriate for other purposes. Although management believes the expectations reflected in Alithya's forward-looking statements were reasonable as at the date they were made, forward-looking statements are based on the opinions, assumptions and estimates of management and, as such, are subject to a variety of risks and uncertainties and other factors, many of which are beyond Alithya's control, and which could cause real events or results to differ materially from those expressed or implied in such statements. Such risks and uncertainties include but are not limited to those discussed in the section titled "Risks and Uncertainties" of Alithya's Management's Discussion and Analysis for the quarter ended March 31, 2022 and Management's Discussion and Analysis for the year ended March 31, 2022, as well as in Alithya's other materials made public, including documents filed with Canadian and U.S. securities regulatory authorities from time to time and which are available on SEDAR at and EDGAR at Additional risks and uncertainties not currently known to Alithya or that Alithya currently deems to be immaterial could also have a material adverse effect on its financial position, financial performance, cash flows, business or reputation. 

Forward-looking statements contained in this press release are qualified by these cautionary statements and are made only as of the date of this press release. Alithya expressly disclaims any obligation to update or alter any forward-looking statements, or the factors or assumptions underlying them, whether as a result of new information, future events or otherwise, except as required by applicable law. Investors are cautioned not to place undue reliance on forward-looking statements since real results may vary materially from them.

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SOURCE Alithya

Tue, 12 Jul 2022 00:14:00 -0500 en-US text/html
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