As Canadians, most of us are returning to work this week in a tryptophan-induced fog thanks to another wonderful turkey dinner (or two) at the hands of that amazing friend or family member who spared no effort in bringing their kitchen skills to bear. While reflecting on culinary conquests is almost a requisite of Thanksgiving reflection, this particular edition of the holiday has given many Iridians the opportunity to reflect in a different way. More specifically, to think about what community means to them, and how they can give to it when given a simple means to do so.
Enter Iridia in the Community.
What is it?
Iridia in the Community, quite simply, is an initiative that saw each full time employee receive $100 and be tasked with spending it in a way that would provide value to their interpretation of “community”.
Little guidance was offered, and that was by design. While all Iridians share commonalities, we are also each very different. Our individual interpretation as to what “community” is, and what providing value to it looks like, is completely a function of our own perspective.
What was the inspiration behind it?
You never know when you might have a conversation that will have a profound impact. In February of this year, I was fortunate enough to have had such a conversation. While attending a professional development workshop I sat beside a gentleman that I had never seen before, and have never seen since. We spoke only for about 10 minutes, but that brief exchange led to Iridia in the Community.
He shared a story about a man in the early 1900s who took out an advertisement local newspaper offering to provide $10 to anyone who wrote him a letter articulating why they felt they needed $10. Initially dubbed Angels in the Streets, this idea has since evolved to see companies giving back through their employee teams.
Amazed at the simplicity and beauty of the program, we simply had to do it.
And now, it’s done.
Why did we do it?
At Iridia we aspire to be led by, and act in accordance with, our company values. Each of our eight values contributes directly to the very fabric of our organization. As one of our values is Social Responsibility, we are always on the lookout for creative ways to support our community. We felt that Iridia in the Community fit the bill, and we made it happen.
Thanksgiving is all about, well, giving thanks. As such, we felt was the perfect time for Iridia in the Community.
How will it play out?
To be honest, we don’t know, but we are as excited as you are to find out!
Over the course of this week, we will be sharing highlights of how Iridia dollars were spent through a combination of pictures and videos on our Facebook page. Please check back often to see how your friends and contacts on the Iridia team have made a difference.
We can say, however, that our hope is that this becomes only the first of many versions of Iridia in the Community.
On May 1st, I was again fortunate enough to have the opportunity to teach Economics for Success to a group of high school students, this time in Richmond, BC.
Without a doubt, the experience will be a highlight of the month, and I’d like to tell you why.
Economics for Success Background
The Economics for Success curriculum was designed by, and is delivered through, Junior Achievement British Columbia (JABC). The course is geared toward engaging grade 9/10 students on topics such as personal budgeting and career planning in a way that they otherwise wouldn’t be in the standard BC curriculum. Content is delivered by volunteers such as me, and the program is made available at no charge to the schools. Junior Achievement itself is a not-for-profit and is the world’s largest organization dedicated to educating young people about business. Locally, Cheryl Borgmann, Regional Manager, Lower Mainland, and her team do an exceptional job of coordinating us volunteers and supporting us to the deliver the best in-class experience that we can.
Why I Do It
At Iridia, all employees are fortunate to have 3 paid volunteer days per year that they can use to give back in some way within their community. In looking at the multitude of options, JABC struck a chord with me for several reasons. Firstly, it gave me the opportunity to teach which I simply love to do – indeed when teaching, time simply flies by. Secondly, it aligned perfectly with Iridia’s corporate value of Lifelong Learning. Lastly, it addresses an unmet need. I feel the course opens the door to a new way of thinking and provides some excellent tactical tools that will serve the students well as they grow up and start a career. Many of us, even as adults, could improve our planning and budgeting skills, so the chance to help instill some of these basics at an early age is very powerful in my eyes.
The rewards for participating in JABC are numerous, and here are a few that really stand out to me.
– There is nothing quite like watching students connect new ideas for the first time, make a realization, and then adjust their train of thought accordingly. Watching this happen in real time, maybe as they realize just how much of their paycheque will be sacrificed to drive that shiny new car, is quite impactful to see.
– Watching Cheryl and her team at JABC as they magically bring all the pieces to bear to continually tweak, schedule, and ultimately deliver this program is quite a sight to behold. Not even a year ago, I knew little of them, nor of the great work they do — but now I do.
– Working alongside my teaching partner Ed Gilbert, a consummate professional, is reward unto itself. Ed’s passion and commitment to this program is infectious, and his in-class enthusiasm resonates incredibly well with the students we teach. It’s great to see career professionals giving of their time so genuinely.
– On a more selfish level, I love the feeling I get from volunteering. We are all busy and have a myriad of commitments. They can feel all-encompassing and overwhelming. “If only I had an extra hour/day” inevitably floats to the forefront of our psyche. The irony, of course, it that it is precisely during such times that a volunteering experience can be maximally beneficial.
And that’s why May has started off on such a positive note. The JABC Economics for Success program, as with all JABC programs I’m sure, is always in demand and as such teaching opportunities will be available next year. I for one, can’t wait!
In closing, if you have the opportunity to volunteer through your employer, please do give it some considering. The rewards are numerous, and the opportunity to learn about yourself, your community, and your fellow citizens in unrivaled.
To make the Profit 500 – the exclusive ranking of Canada’s fastest growing companies
That says something about the accomplishment of making the Profit 500 list, namely that it is a lofty goal to shoot for. This year, the Iridia team found itself on that list.
One of the benefits of making the Profit 500 is the opportunity to attend the CEO Summit in Toronto. I was fortunate enough to have a schedule that allowed for my attendance, and I must say, the experience was fantastic.
Without a doubt, Ian Portsmouth and his team, the Publishers and Editors of the list, hosted an exceptional event.
The day was packed with talks, breakout events, and by the time all was said and done, it was a lengthy affair.
Highlights of the day included:
A speech by Ryan Wilson of the CEO Global Network who walked the group through the ideal characteristics of a CEO.
An address by Bruce Croxol, of Lava Life/Dragon’s Den fame, whose down to earth messaging was both humourous and practical.
Informative sessions on Mergers and Acquisitions, effective use of Social Media, and key indicators to watch for the Canadian economy.
The Ideas Exchange, wherein we sat in small groups and discussed current challenges we are facing and explored potential solutions together.
But perhaps more than the specific events themselves, it was the collective inspiration offered by those in attendance that provided the greatest reward. Hearing stories about how business were created, the challenges they‘ve overcome, etc., reaffirmed on the one hand that enterprises across the country are facing similar issues, but on the other hand, that we are also well-equipped to respond to those challenges head on.
This has certainly proven true for the team at Iridia in the past, and as a result, I could not be more enthusiastic about our future. With a passionate, driven team and a strategic approach to running our business, we look forward to delivering the richest of customer experiences for a long time to come.
Several years back, Mastercard ran a highly successful series of advertisements, each of which itemized a list of small purchases that ultimately combined to create a moment in time whose value far and away exceeded the costs of the individual items purchased. Fittingly, each ad concluded by describing the moment as “Priceless”.
In many ways, our rebranding journey has played out like a Mastercard advertisement. Beginning in May of 2011, we recognized that our logo could use a facelift. While the heart rhythm on a gold oval had served us well, we believed that it could be improved upon. And so we set out in search of someone who could assist us in that endeavor. Initially, we tried to crowd source our way to a solution, but the designs provided simply didn’t resonate. With that lesson under our belt, we then tried working with local logo designers. That too proved fruitless.
By August, we were discouraged by our progress, but still held out hope that we could chart a successful way forward. It was at this time that we were introduced to the Living Blueprint (LBP) team. Via discussions with their team, we recognized the value of looking at our brand more holistically and digging deeper than simply at the logo in isolation. Through a series of introspective questionnaires and group discussions with our senior leadership team, we laid the foundation upon which the ultimate rebrand would occur. By now, it was November.
In January 2012, we came to a crossroads. We had invested, and would continue to invest, significant energy, time, and money into the rebrand process. The goal was to uniquely position ourselves in the market so as to better reflect the unique services we provided. In other words, we felt a compelling need to differentiate from the competition. With this as our goal, we had to ask a fundamental question – could we differentiate with Global Medical Services as our name? A little bit of research showed that more than 450 companies in British Columbia had “Global” in their name, and broadening the search to all of Canada left us with over 2700 companies using “Global” in their corporate identity. Clearly, differentiation with GMS as the name, while not impossible, would certainly be more difficult. In the end, although difficult, we elected to commit ourselves to finding a new name.
And so began a new chapter in the rebrand.
As optimistic as we were about the ability to whip up a logo, we were more so when it came to the name. All we wanted was a name that resonated with us, and helped us tell our story. Surely that would be simple, after all, creating a logo required artistic skills, but a name ….that was just wording. Or so we thought. Working closely with the LBP team over a three month period we produced more than 300 candidate names. Early on, we realized that simple English words were seemingly all taken by existing companies. We resorted to splicing names from different language roots. Some held promise (e.g. Impera Medical), and others, not so much so (e.g. Fapalena Medical ). Through several rounds of voting, we ultimately narrowed our search down to four candidate names, and turned it over to our staff for a final vote. The clear winner was Iridia Medical.
But that wasn’t the end of the naming process. Although we had a solid name, and cerebrally understood the merits of making the change, putting it to action was challenging. We had to start using it, hearing it, and feeling it to the extent that one can “feel” a name. We finally signed off on the name Iridia Medical in May 2012.
And then there was the logo.
While focusing on the name, we had abandoned efforts on the logo. With renewed passion, we dove back into logo development. As with the name, we were insistent on having a logo that represented us and helped tell our story. All told, we vetted over 300 logos before finally arriving at the tri-coloured, stakeholder engagement-themed logo that will represent us going forward. At signoff, the calendar was now showing August, a full 15 months since we initially thought of changing our logo.
We now had a name and a logo, but what about a tag line – that all-encompassing, pithy statement that serves to distill the essence of what you do down to a few key words. What would a rebrand be without a tag line? The challenge for us became identifying a common link amongst the diverse products and services we take to market. Fortunately for us, this did come quickly. We saw that people weren’t really buying AEDs, or consulting hours from us, but rather they were securing peace of mind. And so, Enabling Peace of Mind became our tagline of choice.
Next up was divisional taglines, descriptions, and feature bullets. In essence, this was itself a mini-branding exercise trying to find the best way to describe what each division of the company offered to the marketplace while still paying homage to the overriding company tagline already selected. Opinion differed, but through discussions, we landed on Tools to Save Lives (Products), The Right Care at the Right Time (Paramedics), Facilitating Practical Healthcare Solutions (Consulting), and Empowering People to Save Lives (Education).
With the name, logo, taglines, descriptions, and feature bullets addressed, we then turned our attention to developing marketing collateral. Questions abounded. What types would we need (banner stands, one-pagers, business cards, folders, etc., etc.)? What would they look like? How many would we print? Offset versus digital? Seemingly the variables were endless. But again, we stuck to it, and persevered.
The hallmark of our online presence, we clearly needed a new website designed to meet our growing needs and to be reflective of our fresh new brand. Thus, in parallel to the efforts outlined above, we were also engaged in the website design/layout process. When it came time to build the site, yet another player was introduced into the mix in the form of a website architecture firm. Working with IdeaLever over a period of 8 months, the website design drawings became a reality.
Now armed with all the brand elements needed, the final step was to simply switch company operations to Iridia Medical. “Simply” being the operative word. While no one task was overtly back breaking, the sheer amount of effort that went into flipping to a new brand identity was nothing short of staggering. It was not unlike trying to halt and redirect a fully loaded tanker ship powering along in the shipping lanes at full throttle. We had so much momentum attached to the name Global. Indeed, all of our documents had to be changed, all of our vendor and client accounts required updating, our phone system messaging needed the new information, our building signage had to be enhanced, etc. Coordinating all the moving parts in a timely fashion was akin to the challenge of conducting an orchestra wherein selected instruments are brought to bear at the right moment so as to bring about a very specific musical effect. Once again, as with every other step of the rebrand journey, we rallied and made it happen.
And then the big day came.
With staff nervously excited, we flipped the switch and became Iridia Medical on March 11th, 2013. The sum of the team’s collective efforts boiled down to that one moment in time on a date that will remain special to all of us.
And so, in looking back, it truly was a Mastercard commercial type of experience. How so? Let’s review….
We started with a desire to tweak a logo, and added:
• 1 year, 10 months, and 10 days (680 days) • Countless hours • Untold number of meetings • A heavy dose of introspection • >300 candidate names • >300 candidate logos
• A new name, logo, and brand that resonates with our team, tells our story, and infuses us
As outlined in a previous blog post (Global Became Iridia, But Why?), our branding journey began with a simple desire to “tweak” our logo. The familiar golden oval with the heart rhythm tracing through it had served us well, but we felt that we could do better. Much as BMW had designed a logo that was both clean and meaningful (the white triangles representing an airplane prop spinning against a sky backdrop – the blue triangles ), we felt that we could produce a logo that would also make people smile when they understood the spirit behind it.
In creating our new logo, we tried several approaches. We engaged individual logo designers to lend a hand. We tried crowdsourcing. We asked friends, employees, and anyone we felt had a creative touch to give the design a shot. All proved fruitless.
We then began to recognize the unique opportunity that lay before us. Instead of merely changing a logo, we had the chance to redefine our brand identity, and along with it, how we would be perceived in the marketplace. By thinking more holistically in this way, we were forced to step away from the logo design process and focus at a much higher level about what we were trying to accomplish. Through introspective thinking and frank discussions, we emerged with a clearer picture of what made us unique and also had a new company name to boot.
Stepping away from the logo design process was a blessing in disguise. When we returned, we were refreshed, and buoyed with optimism based on our recent success in having zeroed in on what we thought was an excellent new name in Iridia Medical. Despite this, the process was not a quick one. To us, the logo had to be well thought out, which in our world meant it had to have meaning and it had to help tell our story. Sound familiar? These were in fact the very same non-negotiables we tabled for any new name we considered.
All told, we reviewed over 300 logos throughout our rebrand journey before finally landing on the one you see below.
But what makes this one so unique? In truth, a great many things.
Firstly, in appearance, we feel the logo has good symmetry and balance, and we quite honestly love it.
Beyond first impressions, however, when you look directly at the logo, you will note three circles with a curved line wrapping around each. The circles represent the heads of three people, and the curved lines are the shoulders and arms associated with each person. In this way, you should see three people with hands interlocked. To us, this is symbolic of stakeholder engagement which resonates very well with us as the solutions we deliver to our clients, and our overall corporate success, are directly dependent upon the collaborative involvement of a great many people. The symbolism is made all the more concrete as a core competency of our consulting division is physician engagement services.
Shifting now to the choice of colour, each of the three colours chosen was selected for its specific meaning:
• Red represents our passion and entrepreneurial fire, • Blue represents our strength and tranquility, and • Yellow represents our caution and intellect.
We feel that the colour choice is fitting as not only do we embody each of these attributes, but we have had to rely on each individually and collectively, to realize the successes we have had to date.
It is also fitting that the red, blue, and yellow primary colours appear in the logo as the name ‘Iridia’ was derived from the element Iridium which, in turn, was named after Iris, the Goddess of the Rainbow. In using the primary colours, we retain the ability to leverage additional colours in the future as we brand new service categories that come online.
Lastly, even the font itself was also subjected to its fair share of scrutiny. We ultimately settled on a modified Gotham font that was tailored to better reflect the professional nature of the services we deliver to market.
Only time will tell if smiles appear on peoples’ faces as they hear the story behind our logo, but if first impressions count for anything, we think we are well on our way.
We can only hope that one day the Iridia logo is cited in a blog post as embodying a standard for logo design the way that BMW was here.
In a previous blog entry (Global Became Iridia, But Why?) we shared that a simple desire to tweak a logo led to a rebranding effort that lasted nearly two years. We stopped short of outlining how we landed on Iridia Medical as our new name, but would like to tell that story now.
Midway through our rebranding project, we began scrutinizing the name Global Medical Services. With a goal of becoming a Top 100 employer, we asked ourselves if the name would help us get there. A bit of research highlighted that British Columbia has over 450 companies with “Global” in the name. Across the country, over 2200 companies used “Global”. We feared that as we continued to grow, we would get overlooked – picture standing up in a crowd of hundreds and calling out “John” only to have dozens of people respond. Worse still, we were also at risk of being confused with Global Medical Solutions, Global Medical Products, Global Health Network, or Global Health Ventures, to cite but a few similarly-named companies. And so, the push to rename was born.
We started out with our naivety on full display. Equipped with our “sit down, map it out” approach, we tabled a half-day, and fully expected to knock it out of the park. After all, we were a hard-working, creative lot, so it shouldn’t have been a huge deal, or so we thought.
Toward the end of our session, we realized that a genuine challenge lay ahead. With a half day under our belts, we had few, if any, quality names. To be fair, we were our own worst enemies. From day one, we tabled two non-negotiables when it came to a new name. Firstly, it had to resonate with us. In our mind, a clever name was useless if it didn’t connect to us in a significant way. Secondly, it had to tell a story. More specifically, it had to tell OUR story. With these two criteria in mind, our hope was that our new name would embody who were and would naturally open the door to further conversation should anyone inquire as to the name’s origin.
The reality was that that the naming process took a full five months to complete.
As we dove into the process, we quickly found that most one or two word names that might seem viable had already been taken by other firms. In response, we listed a series of adjectives that we felt described us and/or what we do. Words like unique, empowering, and enabling came to mind. From there, we began translating these words into other languages, and splicing syllables together to form candidate names.
Some worked (e.g. Emgen) and others clearly did not (e.g. Fapalena).
We made efforts to draw from science nomenclature, riffling through all subjects imaginable. Again some held promise (Cingulate – a fold in the brain: Mito – drawn from mitochondria, the powerhouses of the cell), but most did not. We scoured plant and animal species names looking for parallels to our company, but again, came up empty. We even briefly explored using names of famous Sherpas as a way forward.
All told, the fruits of our labour produced more than 300 candidate names. Through an aggressive whittling exercise, the list was reduced to 11. Through further discussions, the final four candidates were tabled, and our staff was asked to make the final decision. On the basis of the criteria listed below, our team ranked the candidate names.
A sample of the 300 names.
• How easy it was to pronounce • How memorable it was • How it sounded when it was said • How credible it sounded • How it “fit” with the company • The quality of the story it told
When voting was finished, Iridia Medical stood apart in the minds of our staff.
The name is borrowed from Iridium, an element with properties that align perfectly with our company, as outlined below.
• It is very rare, much in the same way that our team is a very unique collection of people, interests, and expertise. • It connects with other metals to form alloys, as we engage stakeholders to build solutions. • It is a standard of measure for weight, and we set the standard for practical, effective solutions for our clients. • It is durable as are we in having weathered economic slowdowns, competition, and a changing market landscape.
Lastly, and most intriguingly, is the fact that Iridium is found in very high concentrations in meteors and asteroids when compared to the amounts found in the earth’s crust. This finding has led to the idea that an asteroid colliding with the earth triggered an ice age and the eradication of the dinosaurs. This “out with old, in with the new” paradigm aligns perfectly with our company, as going back to our founding days, we are perpetually challenging the status quo in the interest of finding new ways to bring about improvements.
In the end, we find ourselves with a name that might trigger a double take when first heard, and we’re perfectly happy with that. In our view, it gives us license to tell our story and share how Iridia resonates so well with us.
In the months leading up to this special day, we began telling our key suppliers, clients, and partners about our intentions. While they were universally supportive in their feedback, we did field the odd query about the change. Typically, these questions took the form of “had the company been sold?” or “had it been merged with another firm?” In the context of the reactionary rebranding initiatives that have become commonplace in response to acquisitions, divestitures, and bad publicity, such questions are not surprising.
But in our case, such events weren’t the reason for the change. We were not the subject of an acquisition or a merger, and hadn’t endured any bad press. In fact, we were very healthy. We were fortunate enough to have been one of the province’sTop 100 fastest growing companies for two years running (2011, 2012), had an excellent customer base, and a solid demand for our products and services.
In stark contrast, our rebranding efforts were proactive in nature and came to be by asking ourselves a simple question: Can we do better?
While we are proud to have made the BIV Top 100 list, truth be told,we have our sights set on a loftier goal. We want to be a Top 100 Employer. In the words ofGood to Greatauthor, Jim Collins, this in the eyes of many amounts to a Big Hairy Audacious Goal (BHAG). Perhaps it is, but to us, it is what we have our sights set on. To make our BHAG a reality, we have necessarily turned the microscope inward and critically assessed many parts of our business. As it pertained to our brand, we started by looking at our logo.
The classic golden oval with the familiar hearth rhythm overlay had served us well to date, and certainly provided a direct connection back to our founding moments withHarmac PacificPulp Mill, our first workplaceAED client. This notwithstanding, we felt the logo could be improved.
And so began our rebranding journey.
While initially focused on a simple goal of tweaking a logo, the scope of our efforts grew quickly. Through introspective discussions with our team, we realized that far more was at stake than simplyadjusting the design of a logo.
We found ourselves on a precipice, overlooking an incredibly unique opportunity that lay before us. We could redefine our brand so that it better resonated with the uniqueness of our company and our team. If successful, we would also be differentiating ourselves in the marketplace, and thereby positively influencing the perception of our brand.
With only two options, to retreat or press onward, the choice was easy. We dove in wholeheartedly and committed significant energy and time into a process that ultimately took the better part of two years.
In the end, we emerged with a new logo, name, taglines, marketing collateral, website, and a healthy dose of pride. While time will certainly be needed to truly assess the success of our rebrand strategy, at present we feel that we have good reason to be optimistic and are smiling accordingly.
A day much like any other for most, but a day unlike any other for us. With the arrival of this day comes a mix of emotions for our entire team.
On the one hand, it is time to say goodbye to the name Global Medical Services (GMS) and the familiar heart rhythm logo to which we have grown so accustomed over the years. No longer will the GMS name and logo adorn our employee manuals, our educational handouts, or any other documents that our team produces. Indeed, the final paramedic daily report with a golden oval has been completed, reviewed, and filed for safe keeping.
On the other hand, we have cause for emphatic celebration! We are blessed with an incredibly rare opportunity to breathe life into a fresh new brand identity. But not just any brand identity – one into which we have poured our hearts and souls to develop over the past year and a half. One that we feel perfectly reflects who we are and what we represent. And, best of all, we have the chance to shape this new brand with the very same people that have made Global such a success.
So, while it is not easy saying goodbye to the GMS name which has served us so well over the years, we will forever be grateful for the memories and successes realized under it. And, as we look forward, we enthusiastically embrace a bright future under the Iridia Medical banner.
To kick things off, here are some of the biggest changes you’ll see:
The Iridia Medical name and logo, as pictured in this blog, will feature prominently on everything our team produces.
Enabling Peace of Mind is our new company tagline.
We also have four new divisional taglines: We have a snazzy new website at www.iridiamedical.com that is filled with fresh new content, has an intuitive and easy-to-use interface, and allows for online purchasing of AED accessories and course registration.
Tools to Save Lives (Products),
The Right Care at the Right Time (Paramedics),
Facilitating Practical Healthcare Solutions (Consulting), and
Empowering People to Save Lives (Education).
Our Social Media accounts have been given a facelift. View these on the the menu to the right.
Beyond today, the year ahead will be exciting and frenetic as we write the first of many chapters in the story of the Iridia Medical brand. There are vehicles to be branded, divisional launch promotions/events to be held, and a great many more things to come. Stay tuned!
As we embark on this new journey, we invite you take it with us. Please let us know how we are doing. If any of our team members or a product/service we provide has made a difference to you, we’d love to hear from you. We’ve made it as easy as possible to get in touch — on every page of our website there is a blue banner along the bottom with a “Feedback” button. Simply hit it and fill in the form that pops up!
Every young entrepreneurial company reaches a crossroad when it must position itself for long term sustainable growth. Our company reached that pivotal point toward the end of 2012 when Vern Biccum took on the role of President and Dr. Allan Holmes assumed the title of Founder.
When Iridia was founded in 1998 by Dr. Allan Holmes, he represented the entire workforce. Today, we have grown to include four divisions, each with its own team of staff. Indeed, things have gone well. We have been one of the province’s fastest growing firms for two years running, and have been very fortunate to see demand for services growing.
So why introduce a change?
We believe that all progressive companies make time for introspection. Honestly assessing the way in which a business is run, and confronting the reality of the findings is both healthy and prudent. When we assessed Iridia, the words of Good to Great author Jim Collins rang in our ears. He advocates strongly for having the right people on the bus (read “in the company”), and then figuring out where they should sit (read “what role they should fill”). Applied to Iridia, we recognized that we had selected members of our senior team that could benefit from a seat swap.
With more and more operational demands being made of Allan’s time, he wasn’t able to focus as much energy on his areas of expertise and passion. In the Founder role, Allan will be able to redirect his energies to these foci while Vern will apply his business acumen and strategic leadership to the running of the firm.
“This role change represents a natural transition which has been planned for the past couple of years”, says Allan. “I can provide much more benefit to the company by focusing on select areas such as Physician Engagement services and clearing the way for Vern to implement our long term growth strategy. It will also allow me to continue building a physician network and consulting team for the company.”
“We are leveraging our unique skills and interests to further build the company’s infrastructure and foundation,” says Vern. “Allan gets fired up by the challenges of healthcare and I want to make Iridia one of the top 100 companies in B.C. to work for. Allan will continue to support the business units at Iridia as his time allows. I see my challenges as focusing more on the actual organization, which includes helping our staff become more strategic and financially literate. I have a five-year plan to achieve these goals.”
In the intervening months, we have added new staff, settled into our office on 3rd Avenue, and have renewed our commitment to living our corporate values. We successfully completed our first corporate fitness challenge, ran our inaugural AED online giveaway, and we further cemented our associated with Kiva. Throughout the journey we have, as many other organizations have, looked for creative ways to share our experiences with through Social Media. In short, it has been another great year characterized by traditional levels of intensity, but this time also infused with additional new reasons for excitement.
When we received word that we had again achieved Top 100 status, we again felt incredibly fortunate to have had the year we did. And so, it is again time to give thanks. Thanks for our clients for believing in us and allowing us to serve them, to our partners for working alongside us, and to the Iridia team for their efforts in moving us toward greatness.
We can’t predict exactly what will happen in the coming year, but from what we do know, there are some very exciting things coming up, so do stay tuned.