Surgical Information Systems (SIS) is a leading developer of perioperative information technology solutions for hospital surgical suites. “In today’s environment of lower healthcare reimbursements, the surgical suite is a hospital’s most important department,” explains chief financial officer Bruce Duner. “It’s the source of at least 60% of a typical hospital’s revenues and about 70% of its profits. To be successful, surgical departments have to be made safer, more efficient, and more profitable, and our systems help meet those three objectives.
“Another factor driving our success is the market’s readiness for anesthesia information management systems (AIMS),” Duner adds. “As this specialty moves from paper to electronic documentation along with other areas of the hospital, anesthesiologists are adopting digital medical records at a rapid rate.”
Chief executive officer Ed Daihl notes that Surgical Information Systems has grown at a compound annual rate of nearly 20% for the past several years. In that time, its customer base has grown from 200 hospitals to more than 300, and its team has grown from 78 associates to over 200. To accommodate its growth, Surgical Information Systems engaged Wm. Leonard & Co. to locate space that reflects the SIS culture, facilitates future growth, and saves money in the process.
“Without Wm. Leonard & Co. we would not have found this space,” Duner recalls. “We toured many buildings but when we saw this space we knew right away that it was a perfect fit. It just screamed ‘the right culture,’ and we knew we could create a vibrant, exciting, contemporary environment.”
Wm. Leonard & Co. helped SIS throughout the entire process, negotiating with the landlord for a great economic package and introducing the company to vendors to furnish and build-out the space. Open communication throughout construction ensured that the end-product was just what the company envisioned. Duner notes, “They guided us from selection through move-in, and helped us analyze the impact of the new space on our finances from both a cash flow and GAAP accounting perspective. Our investors were very impressed with the deal and the thorough analysis.”
“We moved from a traditional space,” says Daihl, “with offices on the outside and cubicles in the middle where many of our associates had no natural light. We now have a loft feeling, with a lot of common space, brick walls in the core, 15-foot ceilings with exposed ductwork, and sliding ‘barn’ doors on the offices, light flows in to conference, cubicle and common spaces, creating a high-energy environment. This environment helps us create a culture where people want to come to work. When you walk into our offices today you see ‘opportunity.’ Another advantage is the flexibility this space gives us to plan for our continued growth.”
SIS’ HR manager is ecstatic, saying that the space makes her job so much easier, and their associates are continually thanking them. Even better, SIS is actually paying less for this space than they were in their former location, and they were able to negotiate the inclusion of much of the furniture from the previous tenant, which delivered additional savings.
“We got a great deal, and structured the agreement so we will be able to grow in the building for a long time,” Daihl concludes. “The icing on the cake was negotiating exclusive building signage on top of a 7-story building. Our logo looks great on the building, especially when backlit at night.”
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