The IMRIS team has a lot to be proud of and to look forward to as new growth opens the door for more talent and resources internally.
IMRIS has faced its fair share of challenges in the past, overcoming a reorganization in 2015, adapting to new ownership and shifting roles. A major turning point occurred for the team in August 2015 when they were acquired by Deerfield Management, a $6 billion parent company that knew the potential and value of IMRIS innovation – and the value of its talent. With the support and leadership of new CEO Andrew Flanagan, the team was able to begin narrowing its focus on a new operational plan that centers on clients and patients. Since then, they’ve achieved record earnings before interest, taxes, depreciation and amortization (EBITDA) generation, 44 percent revenue growth in 2016, as well as 68 percent growth in 2017 year-to-date (YTD) contract bookings.
Since Sarah Fyfe, Vice President of Talent and Culture, came on board in 2016, she and the leadership team have spent a lot of time thinking about who they want to be both as a brand and a culture. “We’re focused on building a customer-centric organization that’s heavily concentrated on innovation – not just with our products, but in the way in which we operate, collaborate and work together cross-functionally,” Sarah says.
As part of its rebrand this year, IMRIS introduced a new four-pillared approach – Consult, Design, Create, Support – that leverages the unique skillset and depth of knowledge within the company to partner with clients in a way unlike anyone else in the industry. “It’s great to see employees self-identify with each of these pillars and see how their roles fit into the larger vision of the company,” Sarah remarks.
As IMRIS continues to see significant growth, they look forward to ways that they can develop employees internally as well as grow their team from just over 80 to close to triple digits by year end. Beyond technical skill, Sarah and the leadership team are looking for fellow collaborators, those who can think creatively and cross-functionally to carry forward the IMRIS legacy of innovation. And they’re looking for teammates who believe in the mission.
“Everyone at IMRIS realizes the direct impact they have, and that’s attractive to people,” Sarah says. The IMRIS team embraces the vision for how each member can make a difference in the lives of surgeons, hospital administrators, patients and their families. Sarah explains that employees appreciate being able to see the immediate influence their work and ideas have on IMRIS’ strategy and success. Among other attractive perks, IMRIS offers an onsite fitness facility and fully-staffed bistro that offers breakfast and lunch every day at a highly subsidized rate. “For a small organization like ours, we have a lot of big company benefits,” Sarah says.
IMRIS leaders know the future won’t be without challenges. In a fast-moving industry, they’ll face pressures of various kinds as they continue to set the bar higher. “We never want to lose sight of who we are and what we’re here for,” Sarah says.
Alignment, she notes, is critical. After a company-wide gathering this fall to unveil the new brand and strategic direction focused on “IMRIS: For the Human Experience,” Sarah and her team surveyed employees to gauge their perspective. As a result, more than 97 percent said that they are encouraged about the direction that IMRIS is headed. This level of internal alignment is covetable for organizations of any kind, but especially for this team that has overcome great obstacles. With a clear vision, winning solutions and the right team in place, IMRIS is poised for significant future growth together.
Interested in joining the rapidly growing IMRIS team? Please visit the Careers page online for more information on current openings.