On March 11th, 2013, we became Iridia Medical.
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’s Top 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 of Good to Great author, 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 with Harmac Pacific Pulp Mill, our first workplace AED 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 simply adjusting 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.