Episode 89: Unpacking the Intelerad Rebrand with Jordan Bazinsky

Intelerad recently completed a rebrand in May 2024. In this episode Josh and Jordan spend time unpacking the reasons Intelerad decided to pursue a rebrand, the process they followed to get there, as well as the outcomes in terms of brand essence and strategy, visual identity, and market impact.

Here’s a little more about Jordan.

As CEO of Intelerad, Jordan Bazinsky is committed to improving global human health through advanced imaging technologies. He is entrusted with ensuring that Intelerad’s vision aligns with their clients, and ultimately patients, in supporting their unique healthcare journeys.

Jordan has spent over two decades applying technology and design thinking to drive positive change in healthcare– expanding access, improving outcomes, and lowering costs. He most recently served as Executive Vice President at Cotiviti, delivering billions of dollars in measurable value for some of the largest stakeholders in the healthcare community. He has proven leadership experience in understanding the market, developing growth strategies, and scaling transformational healthcare companies, including: Cotiviti, Verscend, Verisk Health, and The Advisory Board.

Jordan earned an MBA from Harvard University and a bachelor’s degree from Duke University, where he previously served on the Board of Trustees.

What you’ll learn about in this episode:

Who Intelerad is and what they are trying to accomplish in the advanced imaging technology space
Why Intelerad decided to pursue a rebrand
The reasons why Jordan believes branding should be viewed as a ROI generating activity by companies
The concepts and ideas that inform Intelerad’s new brand essence
The impact that the brand has had with customers and patients so far
The ways that that essence informed the new visual identity of the brand
Jordan and Intelerad’s vision for the next five years

Additional resources:

Transcript

Josh Dougherty:
Welcome to A Brave New Podcast. This is a show about branding and marketing, but more than that, it's an exploration of what it takes to create brands that will be remembered and how marketing can be a catalyst for those brands' success. I'm Josh Dougherty, your host. Let's dive in.

Hello, welcome back to A Brave New Podcast. I'm so excited to have you join me today, and I'm really excited to share with you a conversation that I've had with Jordan Bazinsky, who is the CEO of Intelerad.

Intelerad is an advanced imaging technology company, and one of the reasons I wanted to talk to Jordan was that they've recently gone through, what I would say is, a bold and refreshing branding process. They launched their new brand in May, and I wanted to unpack with him the reasons behind the brand, understand what drove the process, why they decided to rebrand now, where they're trying to go. And I think you'll see in this conversation that Jordan and his team brought an incredible amount of thought to this process.

They're really focused on nailing the brand's strategy, not just a new visual identity. They're also really focused on how they communicate clearly about what they do to their customers, to clinicians, and to patients. and so it's a great conversation. Jordan is an incredibly thoughtful person and does an amazing job of explaining the thought process behind this overall branding experience or this brand refresh. And so I know you're going to enjoy the conversation. So without further ado, I'm going to bring him in.

Hey Jordan, thanks so much for being on the podcast today. I really appreciate you joining me.

Jordan Bazinsky:
Josh, it's great to be here. Thanks for having me.

Josh Dougherty:
Awesome. Well, before we dive into the meat of what we're going to talk about, which is really about the brand that you're building at Intelerad and the things that you're doing, I'd love for you to share a little bit about yourself. Tell me about, or not so much tell me, but tell my listeners about who you are, what you've been up to, and where your career's taking you.

Jordan Bazinsky:
Absolutely. I'm a South Florida native and a long-suffering Miami Dolphins fan living in Patriots territory, and it's-

Josh Dougherty:
That's a rough combo.

Jordan Bazinsky:
Yeah, it's tough. My first job out of college, I moved to South America and taught middle school math, and in the many, many years since then, have often reflected on if you want good training for how to handle very difficult situations, go try and handle a classroom of middle schoolers.
From there, I moved into healthcare because I love the idea of being able to do some good in the world. I was never going to be a physician by training, and found that I had a real interest in and natural affinity for the business side of healthcare, and I've been doing healthcare for quite a long time now.

Josh Dougherty:
Well, let's talk about what you're doing at Intelerad. I'd love to have you give an intro about who you are. I think many people in the healthcare space obviously are aware of what your company does, but could you share a little bit about what that elevator speech is when you're introducing yourself? What's that impact that you're really trying to make with the company and with the work that you're doing?

Jordan Bazinsky:
Of course, I have the privilege of serving as the CEO of Intelerad, and we are a medical imaging software business. If you think about being a patient navigating the healthcare system, could be your first time, could be your 40th time, the unknown is what keeps you up at night. And getting answers sheds a light on the way forward. When your health, when the health of a loved one is in question, that is the only thing that matters.
And so at Intelerad, we put first and foremost simplifying the path to answers for patients and physicians, and diagnostic imaging is right at the beginning of any course of treatment. So we have this robust set of imaging technologies, and our goal is to empower confident decision-making, improve access to critical health information, and ultimately, get patients essential care faster. That's what we do.

Josh Dougherty:
Yeah, I think it's an awesome mission because at the end of the day, early detection of so many things is what leads to better health outcomes for people. And so the faster we can do that, the better.
Well, I want to dive into the meat of what we were going to talk about today. One of the reasons that I really wanted to have you on was that you've been pretty outspoken about the power of branding and the power of storytelling. I think even in your explanation, sharing about what your mission is as an organization, it's clear that you've done work to distill down: What does this really mean for real people at the end of the day and the impact they're going to have? And so back in May, you unveiled the new brand identity for the organization, and I'd love, as we get started, for you to just explain a little bit about what was the impetus for the rebrand, why pursue it now?

Jordan Bazinsky:
Over the last three to four years, Intelerad has acquired nine different organizations, and we've brought together various capabilities to create a very comprehensive medical imaging platform. Each organization brought its own distinctive identity, and this is often the case in M&A. We had a bit of a fragmented brand presence, and so you end up with a house of brands, when what you really want is one branded house. So to clearly articulate our purpose and more foundationally communicate having a fully integrated imaging suite, we really had to reintroduce the brand, and that was the impetus for moving forward with the rebranding initiative.

Josh Dougherty:
Tell me a little bit more about, obviously, communicating the brand, clearly creating a cohesive suite of products, but how did the branding help you with the integration of teams too, right? You acquired nine companies over three years, you had a lot of work to do internally from a change of management perspective, too.

Jordan Bazinsky:
Certainly. It's a funny thing, I expected, on the front end of this effort, that our teams would be incredibly resistant to a new brand. Holding tightly to some of those legacy corporate names, corporate personas.
What I found was something very different, that our people were eager to lean in and create together that unified view of who we are as a business. And I use the words very intentionally because it wasn't about, "Let's have a pretty look." It wasn't about, "Let's have some new names for the products." It wasn't about, "Let's create some additional collateral pieces." It was, "Who are we, and who do we want to be in the world as an organization and as people who ultimately compose that organization?"
So as we were going through the process, I was a little skeptical at first because I've been part of rebrand efforts before, and there are plenty of examples out there in the marketplace of rebranding efforts that are very expensive, very time-consuming, and yield little result. We did not want that to be the case. Over the course of the effort, I came to appreciate more and more some of the underlying market data that, to me, would suggest more companies might want to seriously consider a rebrand.
Things like companies that prioritize brand development seek three times higher shareholder returns over a decade period. That organizations with strong brands can command price premiums up to 20 percent, even in competitive markets. That companies with consistent branding across all channels experience as much as a 33 percent increase in revenue, and on and on and on. The data is really clear on these points, but as business leaders, it can be very easy to think through the lens of cost containment, and, "What's this going to cost me?"
And so to anyone that's considering a brand refresh and trying to do that ROI, I would encourage them to use a wider aperture and think not just about the initial cost and perhaps even the initial potential pipeline leads that will generate as the ROI, but more broadly, what are the direct and indirect pipeline leads I'm going to generate? What's the long-term marketing halo effect and additional partnerships I might be able to generate?
What's the benefit I'm going to get from this in my recruiting strategy, as well as my retention strategy? The list goes on and on, and we have actually found all of that to be true. In the follow-up to our rebrand, we look back on it and we've driven a 47 percent increase in engagement in all of the material we put out for the world. So we look across all our digital assets. That's remarkable. And that's not a point in time, that's over a six-month period, so there's some sustained momentum there.
And when we talk to new people that are entering as employees in Intelerad, fairly consistently, people tell us, "I heard about your business because…” either: “I read about you somewhere,” “I saw some interesting posts about this business,” or “it was referenced somehow through another publication that I was looking at." That's really exciting, and we weren't hearing nearly as much of that pre rebrand. So for all sorts of reasons, I've been just incredibly excited and proud of the team that has led this effort, and it's generated a lot of positive momentum for us.

Josh Dougherty:
Yeah, it's actually remarkable if you look six months in because I do this work on those types of projects with a lot of clients and we say, "Wait 12 months, wait 18 months to start seeing real upticks." So I'm excited to hear about the success of, "Six months in, we're already feeling the love coming back to us." So as you reflect back on the speed of the uptick that you've gotten from the brand, do you think there are any factors that have allowed you to make more of an impact in the market faster?

Jordan Bazinsky:
One that immediately came to mind for me was the desire to get very specific, about what's the unique space that we welcome Intelerad to occupy out in the world? Because it's easy when you're going through a rebrand to try and be all things to all people, but none of us can be all things to all people. You end up diluting the essence of who you are to nothing.
And so we went in the other direction, and so let's be very crisp about, who do we want to be? And by carving out that space where we could say our brand is about the people we ultimately serve, healthcare providers and their patients. And rather than center the brand on what we do, and what we do is really important, and we have fascinating software products that I love to talk about, but rather than centering on the nuts and bolts of what we do, let's focus on what matters most to those people that are at the end of the chain: the clinicians and the patients.
Through in-depth research, we uncovered their primary concerns: complexity leads to uncertainty, and uncertainty breeds anxiety. So that insight became the cornerstone of our unique assets. Our purpose is to offer a simpler, more direct path to answers and the whole brand identity reflects that commitment to delivering clarity and simplicity to our customers and the communities, ultimately, that they're caring for.

Josh Dougherty:
Yeah. So smart, and so I think you're keying on a key thing we often talk about, what are you really selling? And you're selling that simplicity, and then people will buy into that and then it's an entry point into all your products and services. Now what you do is super technical, and you've talked about this a little bit in the conversation so far about people who are hesitant to take on a branding project. They see it as a cost, not as a long-term ROI driver.
I think you've answered a little bit about why someone should pursue it, even if they are looking at it from just a cost perspective and they need to change their lens a bit. But I'd love to hear, as someone who is heavily steeped in the technology business, that business tends to be very focused for good or for bad on talking about features of the products and those sorts of things. How are you, as an organization, able to get past that roadblock? Obviously, part of it was the research you just talked about with customers, but what are the other ways that helped free you from talking about features and I'm sure the incredibly rich features of all your products that you have.

Jordan Bazinsky:
We have an excellent marketing organization, and they have been leading the way since the get go to make sure that we were thoughtful about presenting ourselves in the world, not through feature function, but through solutions that we offer to real challenges that real people have. And their leadership has helped us all follow suit, because you're right, Josh, it is really easy to fall into the trap of talking about feature function, especially in a dynamic market like ours that's very technical, and there's a lot of minutia within each product that differentiates between one solution in the market and the next.

Josh Dougherty:
Yep.

Jordan Bazinsky:
So we've taken the lead of our expert marketing team, and they've really helped all of us stay the course with respect to the brand is not about any one element of the visual identity, the brand is not about any one feature or function within the products, the brand is about the problems we solve for the people that matter.

Josh Dougherty:
Yeah, no doubt. And talked about how those people influence the landing on this simplicity concept, but can you share a little bit about, did you go back and test the concepts with customers, with patients, clinicians after you came up with the concepts? Or did you just decide to run with it?

Jordan Bazinsky:
We had a few conversations with a select group of customers that we knew we could trust to not let the cat out of the bag, and got a little bit of feedback during the process. That was incredibly helpful as we tried to determine what direction we wanted to go. And there were a couple initial ideas that we were really excited about that did not pass the test with our customers, super valuable information to have. We ultimately got to a place where we felt really good about what we had. Admittedly, it was a small number of people out in our customer base that we were speaking with about this, and then we just had to make a decision, "We're going to run with this. We like what we've got, we're getting good initial feedback. We feel really good about it, we're experts in our domain. Let's move fast and get this out of the world."

Josh Dougherty:
At the end of the day, I think you have to do that at a certain point. There's endless focus groups on something. People don't like change, people don't like new things, so you need to get as much of the touch point to know, "Yeah, this will resonate," but then you've got to be decisive, and I think great brands are decisive and they accept that some people will not like it, but they also accept that the vast majority of the people that need to like it hopefully will engage and trust you and build a stronger relationship as a result.

Jordan Bazinsky:
One of the guiding principles in our rebrand was that we would not rebrand by committee, and we stayed true to that throughout.

Josh Dougherty:
Yeah, that's a great point. Whenever you get 30 people in a room, it's really hard to get to something that's very mushy at the end.

Jordan Bazinsky:
It just dilutes the messages. You go to the least common denominator, and then it's very hard to have a distinctive brand.
Josh Dougherty:
Yep. So we've talked a lot about the success. I know branding processes are actually quite hard too, so I'd love to hear if you could share about some of the biggest challenges that you had through the process, and how you worked through them.

Jordan Bazinsky:
Unifying the many different stakeholders across Intelerad was among the more challenging parts of the process. We're a diverse organization, we have teams coming from many company cultures in many different geographies around the world with many specialties within the business. Bringing everybody together under a single cohesive brand identity required a lot of collaboration, a lot of empathy, sometimes compromise, and sometimes telling people, "No, we're going in a different direction." The alignment part was really crucial, though, because we didn't want the brand to just resonate with any one audience. We needed our internal stakeholders to buy in. We needed the external world to feel the power of that brand. And so, by driving alignment and working with our internal stakeholder groups, even in the moments where we had to say no, and bringing people along for that journey, we ultimately got what we needed to in the process. But driving that stakeholder alignment component was hard.

Josh Dougherty:
Yeah. And I think what you mentioned about empathy before gives you the power to say no when you have to because people can tell, "We're saying no because this is the right direction for the company, it's not because we aren't trying to gather your input," that sort of thing.

Jordan Bazinsky:
Right.

Josh Dougherty:
So obviously, that initial stakeholder buy-in, building engagement, all those things are vital as you're building out the concepts, but then when you get to roll out, you've got to keep your entire team on board, get them trained up, and get them engaged around the concept. It sounds like there's been a lot of energy internally around the brand, but how have you equipped people who maybe weren't stakeholders in the process, but equipped them with the tools that they need to have to represent the brand well in their day-to-day?

Jordan Bazinsky:
That is a great question. It is not an easy thing to do. We were very deliberate early on talking about why the rebrand and what it represents and telling this story. And we told the story again and again and again, so that it'd really sink in for people. The what, the why, and then we can get to the how. To your question about, how did we go about doing this? We developed a series of toolkits that reflected the types of collateral people would need.
So for example, PowerPoint templates, letter documentation, et cetera, and the content that we were going to put out into the world. So think of marketing collateral, product marketing, what's the story underneath the solutions, not just, "We're going to take what we have and slap a new logo on it," but rather, we're going to re-envision from the ground up, how we talk about what we do and why we do it, and then telling and retelling that story externally as well. Because it takes a lot of repetition for people to really absorb, in a meaningful way, who you've transitioned to as a business. So for us, there was a ton of upfront work to educate and put tools in people's hands so that they could effectively communicate the brand, but it's been far from perfect. Just yesterday, I was chatting with an employee in our business who was still using our old signature pile in their email, and occasionally I slip up and find that I'm using language that we would more closely associate with our prior brand identity.
And so it's a journey, and there are missteps along the way, but in general, we have found that by arming people with a lot of the materials they need to execute against that new brand and revisiting it and reminding ourselves and others who we are, and continually using the language that reinforces it, as well as, obviously, new product names and so forth, we're really able to reinforce the new brand.

Josh Dougherty:
Yeah, I think what you're hitting on is it's about consistency. You can't be perfect, but can you be consistent 95% of the time? And then your internal team gets on board, the external customers, prospects, everyone gets on board as well. So I'd love to transition. We've talked a lot about the brand strategy, which I appreciate because I think so many people are like, "Yeah, we're going to put on some new colors, put up a new logo, and everything's going to be new." But it's clear that you've taken a lot of intention behind and said, "What's that unique value that we're providing? What's the essence of what we're trying to do?" But I would like to go in reverse here and now talk a little bit about the logo mark, the visual identity, and have you walk me through a little bit how did the brand strategy, the core essence, influence the look and feel that you've transitioned to?

Jordan Bazinsky:
I love that question because it is not as simple as, "Eh, we'll come up with a new logo," to the point you're making, Josh.
Josh Dougherty:
Yeah.

Jordan Bazinsky:
There were several elements that we thought about. One was representations through color. And we work in healthcare, oftentimes blue and green are the commonly used colors in healthcare, we did not want to do that. However, our prior brand imagery was fire engine red.

Josh Dougherty:
Also not great.

Jordan Bazinsky:
A lot of the work we do touches on data analytics. In an analytics world, fire engine red equates to bad, and we didn't want the subliminal message when people looked at Intelerad to be, "Something bad is happening, I need to be on my guard." We also didn't want to deviate so far from where we were that we made it hard for people to connect who we are today to our legacy. So we ended up going with a plum color, that in the color palette is somewhat derivative, but far afield of bright fire engine red, and is very distinct relative to all the companies that work in our space.
We then built out a secondary palette which we'd never really had before, so we had a lot of red, black, and gray scale. And here we built out that secondary color palette. Again, looking for colors that were reasonably unique within our part of the market that were all complementary to each other. That was a nice place to get to because right out of the gate, it allowed us to change our visual identity.
Then we looked at, for the logo, we previously had a logo and a [inaudible 00:22:56], and we said, "We want to maintain that." Ultimately, we did not. It felt, to us, a bit duplicative. And because we want to be able to easily and quickly identify Intelerad within our software solutions, we wanted a wordmark and then a shortened form of that wordmark, not dissimilar than what Facebook does with their F. That would be a great example. We have a stylized version of the I and the N that start Intelerad that we put in our software. And we went for all lowercase letters, in part to differentiate from competitors that are all using bold uppercase letters.
And so it became very easy for us to say, "We don't want to look like everyone else. We believe we create a tremendous amount of unique value in the world. How do we make sure that our visual identity reflects that by not looking like everyone else? We're going over here." And there is no one else among our core set of competitive organizations that has a visual identity that looks and feels in the ballpark of what Intelerad is doing right now.

Josh Dougherty:
Yeah, I think that's very clear. You and I were both at Health earlier this week, and you walk around in the blue and green reign supreme throughout the-

Jordan Bazinsky:
Reign supreme.

Josh Dougherty:
Yeah. But I think the other couple things that I appreciate about the brand as I've looked at it is that you talked about that focus on clinicians, humanity, et cetera. I think the other nice thing that you've done with the color palette is you're using this nice tan or beige as a background, which is very soothing and human, and I think combined with the green, I'm sure these are both like the secondary palette colors, but they create a sense of peace, which I think allows someone to enter into a more emotive experience.

Jordan Bazinsky:
Of course. And if you look at the animated drawing iconography that we use in a number of our materials, it's done in a way to soften the feel from a harsh clinical environment to one that's more humanistic and engaging.

Josh Dougherty:
Yep. Agreed.

Jordan Bazinsky:
And it was hard to get the right balance. We went through a couple versions of what that would look like, and it started as being incredibly clinical, overly so. It shifted then a little too far to cartoony, and it didn't have the gravitas we wanted given the work we do, and we were able to get to a nice middle ground there, something that felt serious and appropriate to the topic at hand, while also being easily digested, relatable, and something that we thought our customers and providers and patients would ultimately really take joy in seeing, given the circumstance in which they're seeing it.

Josh Dougherty:
Yeah, absolutely. Well, let's talk about that a little bit. Obviously you talked about how customers have reacted really well to the new message, et cetera. Have they reacted well to the visual identity as well? Have you gotten feedback on that side?

Jordan Bazinsky:
Yes, I have gotten a tremendous number of requests for new swag. You would be shocked by the number of people that I have bumped into recently, customers and otherwise, who are asking for T-shirts, sweatshirts, ball caps. I take all that as a good sign that the new brand is working and doing its job.

Josh Dougherty:
Yeah, absolutely. So we talked about consistency already, we've talked about initial impact. I'd love to hear, so as you look at the next 12 months, consistency is going to be just as important as it was in the past 6 months. What is your team's plan to be able to continue to maintain momentum on this rollout to make sure you have the maximum impact?

Jordan Bazinsky:
A number of different channels that we are using to drive consistency and repeatability in how we represent ourselves. One is in-person, and we have rebranded all of the materials and all of the booths that we use at trade shows and otherwise, so that anywhere in the world that you see us, that could be in Australia or New Zealand or the UK or Canada or here in the United States, you will see a common look and feel. You don't see different names, you don't see different logos, it is one Intelerad.
Also, we have a steady, ongoing cadence of creating new product marketing collateral that talks about our solutions and the value creation element of them, and are rolling that out into the market mostly through our digital channels, and we very deliberately did not build up a big queue of material and drop that all at once on day one because we wanted the opportunity to reinforce again and again with new content pieces, this is who we are.
And so we've done that throughout the last six months, you'll see that continue throughout the next year. Also, as we write thought leadership pieces, we've been much more deliberate in interweaving some of the new corporate values that we've created as part of our rebrand, some of the language that we've adopted and how we talk about the industry, and connect the logo, the visual identity, the new product names to the strategy of where we're taking the company.
And the more we can do that, it just implicitly reinforces this is who we are. And it's not easy, as you and I were talking about, but consistency reigns supreme, and by having a very methodical approach to scheduling out these types of touch points that are consistent with the brand, I have conviction that we will, a year from now, two years from now, be very pleased with the results we're seeing, and have done a really nice job solidifying the new brand as this is Intelerad today.

Josh Dougherty:
Yeah. I think the other thing that is really going to help you is what you just spoke about, you're also emphasizing a brand that is not just about a marketing presentation, not just about products, but it aligns very tightly with the core of the mission and vision of what you're doing as a company. So when someone engages with you, there's authenticity there, which is the key to any brand building long-term value.

Jordan Bazinsky:
And in fact, I'm going to hold up for you Josh. And I know you can see me and our listeners here will not, the new Intelerad onesies that we sent around to all of our employees and partners that have new babies, you can't get them indoctrinated early enough into the new brand.

Josh Dougherty:
Yeah, you just gotta get going.

Jordan Bazinsky:
That's right, that's right. At three months, we want to make sure you're thinking about Intelerad.

Josh Dougherty:
Yeah, absolutely. Love it. So before we shift to closing out the conversation, there's two questions I'd love to ask. The first is, it's clear through this process that there's a lot of intentionality, a lot of drive to do this, but I'd love to hear, what was the most surprising positive outcome of the process?

Jordan Bazinsky:
It was really notable how much people embrace the new brand. I mentioned this a little bit earlier, I expected more pushback. But our employees, our financial sponsors, our customers, everyone universally embraced it in a really positive way. There was very little resistance to changing the brand, and universally people said, "It feels crisp, it feels modern, and it's consistent with what I know of you and where I know you're heading." And perhaps that piece, we don't talk about all that often, might be the most important, that we did not build a brand that was so separate and distinct of who we are as a company that it was [inaudible 00:30:53]. We built a brand that keyed off the best of who we are and who we aspire to be in a way that felt authentic and believable.

Josh Dougherty:
Yeah. Well, I like that you talked about who we're trying to be because that's the last question I'd like to ask you about. You didn't create and refresh a brand for the sake of creating and refreshing a brand. There's a vision for the future. There's a vision for, I think, probably where you want to take and influence how radiology develops over time. And you speak eloquently on LinkedIn and other places about your vision of how your industry's changing and the impact you can have. So I'd love to give you a chance to share a little bit about what that vision looks like, what you're hoping to achieve as a company over the next five years, where you're trying to impact the industry.

Jordan Bazinsky:
The next wave of enterprise medical imaging will have several harmonics. One of them is that it will be cloud native. Second, is that artificial intelligence will be deeply interwoven into the solution set. Third, is that it will be ubiquitous and accessible wherever it is needed, and that could be in imaging centers and hospitals and an ambulatory setting. That's the world. That's where we're heading. That's certainly where Intelerad is heading, and we want to be leading this next wave of medical imaging innovation. And so it was important to us that we built a brand that would stand the test of time, and that would journey with us through this next wave, and represent that core essence of who we are and what we are achieving out in the world.
Josh Dougherty:
Yeah.

Jordan Bazinsky:
That's how I think about this market right now, and that's why we did the new brand because we knew the old brand was rooted in who we were, and the new brand is rooted in what we're doing and where we're heading.

Josh Dougherty:
Yep. And it's now focused firmly on the humans that you're serving. So even as we experience this accelerated change, which all of us know is going on, it will stay relevant into the future. It's beautiful. As we close out, I ask everyone what their superpower is. So let's turn the focus off of Intelerad and and talk about Jordan here a little bit. What is your superpower? How do you think about that?

Jordan Bazinsky:
Everybody has their own version of Superman's red cape. Everybody has a superpower, and so often we go through the day, and we can miss it. And it's not because we're trying to overlook that in other people, it's because we're busy and we're focused on the mission at hand, and we've got too many things to do and not enough hours in the day to do them. But I believe one of my superpowers is bringing together a diverse team of people and seeing what their version of the red cape is so that they can together get done more than they ever thought was possible. And if I can brag for just a moment on my team, I work with such an incredible leadership group at Intelerad. They are smart and thoughtful and passionate about the mission and work so well together that the sum is truly greater than parts, and that gets me outta bed every day. And it's really fun to be a part of that, and I guess you could call that a superpower of sorts.

Josh Dougherty:
Yeah. Perfect. I like it, I love that answer. And I agree that sometimes people need someone pushing them in the direction of saying, "You really shine when you do this, so do it more." Great. Well, as we close out the conversation, I'd love to have you share how people can connect with you. What's the best way for them to stay up to date on what you're working on, what Intelerad's doing?

Jordan Bazinsky:
I am very active on LinkedIn. I love using that forum to share what we're doing at Intelerad, what trends I'm seeing in the industry, the things that get me excited, and to engage with other people who care about those things. And so that's usually the best way to connect with me.

Josh Dougherty:
Awesome. Well, thank you so much for your time. I appreciate your candid sharing about what is a very, I think, personal experience for a company to go through. It's really a pleasure to be able to learn more and learn from you about the process you've gone through.

Jordan Bazinsky:
Josh, thank you so much for having me. I really enjoyed the conversation.

Josh Dougherty:
Excellent.

Thanks for listening to this episode of A Brave New Podcast. Go to ABraveNew.com for more resources and advice on all things brand and marketing. If you enjoyed this episode, show us some love by subscribing, rating, and reviewing A Brave New Podcast wherever you listen to your podcasts. A Brave New Podcast is created by A Brave new, a brand and marketing agency in Seattle, Washington. Our producer is Rob Gregerson of Legato Productions.