At Nintex, we talk to a lot of organizations about their automation and AI goals. Like … a lot. And they’re all at different stages on the maturity curve.  

But we’ve found the organizations that ultimately succeed tend to have a few things in common:  

1. They start with a real problem, not a technology agenda. 
2. They start with a strong foundation of automation. 
3. They measure success not in deployment metrics, but in real business results.  

Here’s what that looks like in practice across three very different organizations: 

Los Angeles County Department of Health Services: Closing the loop on lab orders 

Healthcare environments are particularly vulnerable to process gaps, because the people generating work – physicians, in this case – tend to come and go. At LA County’s Department of Health Services, which manages a network of six hospitals, lab orders were being placed without a reliable process for tracking who ordered what, who approved it, whether it was fulfilled, and who needed to be notified when it was. 

With Nintex, the lab ordering workflow now captures the full chain automatically – who ordered, who approved, and confirmation of fulfillment – with notifications to all relevant parties and automatic storage in the appropriate database. The loop that was previously left open now closes reliably, every time.  

“With Nintex in place, we were able to streamline the process very quickly. We can identify who ordered, who requested, and who approved, and automatically notify all parties involved once the request was fulfilled.” 

— Marcos Pola, IT Manager, LA County DHS 

GM Financial: Seeing the whole picture 

When GM Financial had a newly stood-up product line preparing to scale, the first challenge wasn’t automating processes but understanding how they worked in the first place. These processes existed across multiple internal groups with no unified view of how they connected. 

Larry Bennett’s process excellence team documented all the department’s processes end-to-end in Nintex Process Manager, linking them together into a single view. 

“Instead of piecing it together in different steps and looking at each pain point individually, stepping back and seeing across six, seven, eight processes — we can actually be more impactful end-to-end.” 

— Larry Bennett, Process Excellence Manager, GM Financial 

That visibility was immediately actionable. Leadership could see how work flowed across the organization, spot optimization opportunities that were invisible at the individual process level, and give their audit and compliance teams a documented foundation to work from. 

HEMIC: Starting the journey the right way 

Hawaii Employers Mutual Insurance Company (HEMIC) didn’t come to Nintex with a specific broken process, but with a mandate to inspect how work was getting done across the organization, identify where automation and AI could reduce friction, and build a foundation for sustainable growth.  

“We always talk about technology in terms of meeting people where they are. We had to find a partner that meets us where we are on our continuous improvement journey.” 

— Leila Kagawa, Chief Transformation Officer, HEMIC 

Working with Nintex partner AIGS, HEMIC began by documenting standard operating procedures in Process Manager – establishing the baseline understanding of how their processes work before attempting to automate or enhance them. The goal was freeing peoples’ time to focus on what really matters: The customer and agent relationships that are core to HEMIC’s business. 

Kagawa is also thinking about her multigenerational workforce and using automation to give experienced employees relief from repetitive work while creating more standardized onboarding paths for newer team members. And crucially, she wants business process owners – not just IT professionals – to be able to build and improve their own workflows. 

“A lot of times we rely on IT to do all that work behind the scenes. We were very excited about being able to lead with the business and have them take the lead.” 

— Leila Kagawa, HEMIC 

Looking ahead, HEMIC sees AI playing a specific role in areas like claims intake and policy processing, that rely on repeatable, high-volume workflows where intelligent automation can improve both speed and consistency of the customer experience. Their approach is to solve for specific improvements first, prove value, then expand. 

The pattern behind the results 

These proof points come from different industries and different stages of the automation journey, but they share a common thread: Each organization started by identifying a small, manageable starting point before reaching for the technology. The result, in every case, is automation that sticks because it was built around something real and measurable. 

To hear more from real Nintex customers, get analyst insights, and discover how the Nintex platform roadmap can help your organization succeed, check out NintexConnect 2026 on demand.