Ray Business makes the pieces work together

In 2016, a Philippine newsroom had a problem with a date attached. An election was coming. Readers would arrive in numbers the existing website struggled to accommodate. A publishing system that seemed adequate on an ordinary afternoon looked different when measured against a national event. ABS-CBN News needed room to grow, and Ray Business Technologies got an assignment that sounds simple until you try it: change the machinery while the news keeps moving.

01 / An election is a useful deadline

The historical case study describes scalability trouble in the previous Drupal implementation. Ray moved the news operation to Kentico and Azure, introducing Redis caching, daily incremental content migration and publishing workflows. It delivered an initial usable version, then added features in subsequent sprints. The account reports 242 million page views in July 2016 without downtime.

The interesting part is the choreography. A newsroom needs old stories moved, new stories published and readers served simultaneously. The lesson travels: break a large replacement into manageable changes, and give the system somewhere to absorb demand. Buying a platform is only one decision among many.

02 / The business between the boxes

Ray occupies a familiar but easily overlooked part of the technology market. It is an implementation and services business. Clients hire it to build applications, migrate systems, connect platforms and keep operations running. Its practical territory is the journey information takes through an organization: a customer inquiry becomes a sale, a sale becomes an invoice, an invoice becomes a finance record.

Microsoft Dynamics 365 handles ERP and CRM assignments. Azure supplies cloud infrastructure. Fabric and Power BI support data engineering and reporting. Boomi connects applications and exchanges business documents. Kentico, Sitecore, Sitefinity and SharePoint cover websites, portals and content. The breadth matters when a project crosses departmental boundaries.

Ray’s retail integration account describes connecting stores, suppliers, ecommerce, inventory, finance and secure file transfers through Boomi. The implementation included transaction monitoring and error handling. That last detail deserves attention. An integration needs a way to expose the order that stopped moving, so somebody can act before the customer calls.

03 / Two Ajays, different responsibilities

Founded in 2009, Ray is led by co-founders Ajay Ray, its managing director, and Ajay Gupta, its CEO. The leadership page assigns Ray strategic direction and marketing, while Gupta also heads global delivery and support. One finds the work; the other must organize the capacity to deliver it. Their responsibilities meet at the client’s deadline.

In a December 2021 hiring announcement, Gupta described a delivery-capacity squeeze. The company said recent US and Australian contract wins had prompted a plan for 200 hires. It is a revealing services-business problem: winning more work creates an immediate obligation to find people who can do it.

“We need additional capacity to deliver projects as planned.”Ajay Gupta / December 2021

Ray lists a Plano headquarters and operations spanning India, Australia, Canada and the Philippines. Its stated values emphasize ownership and communication. For a buyer coordinating teams across locations, those promises become concrete in ordinary rituals: a named decision maker, a clear escalation route and a status update that arrives before it is requested.

04 / The cheque that still needs a human

A more recent healthcare account brings the work down to desk level. An Australian medical imaging provider was manually checking cheques and remittances against billing and ERP records. Ray connected the systems using Microsoft Power Automate and an AI reconciliation platform. Validated records moved automatically; mismatches went to the finance team.

Ray reports transaction processing falling from seven to ten minutes to under a minute and a half. These are the provider’s figures for one engagement. The useful design choice is visible without treating the outcome as universal: reserve human attention for the records that need judgment, and preserve the existing systems where they remain useful.

AIUN, Ray’s own platform offering, extends that interest in routine work into document extraction, email assistance and conversational tools. Ray also promotes it for candidate credential checks. The common thread is administrative friction: information arrives in a format that somebody must read, validate and put somewhere else.

05 / Buy a smaller problem first

Clutch lists Ray at $50-$99 an hour with a $50,000 minimum project size. Those are directory figures rather than a project quote. A buyer still needs a scope separating implementation, platform licenses, cloud usage and ongoing support. A faster process creates value only when the saved effort outweighs those continuing costs.

Ray competes with specialist implementation partners, broader consultancies and the client’s own engineers. Its Kentico directory record provides one concrete sign of specialization: certified staff, completed websites and a 2025 certification award. Its wider pitch is the ability to carry work across platforms. Buyers should test that pitch against their actual interfaces, permissions and data quality.

The practical move is to choose one painful workflow, time it, assign an owner and define acceptable errors before commissioning the build. Keep a route for exceptions. Review the maintenance burden. A small operation with modest volumes may gain more from simplifying its process than funding custom integration. For a larger organization, the prize can be wonderfully ordinary: the same information arriving in the right place, once.