has grown into a reputed software solutions organization with offices in the US and in India, fulfilling the IT ambitions and requirements of a very broad range of organizations and industries – embracing the Fortune-listed as well as the middle markets. As a first generation enterprise, Iris has accumulated all the experiences of being one and has built a strong foundation for its future growth a
nd vision. Backed by a group of professional promoters, Iris has been able to chart for itself a roadmap for sustained progress and professional achievement, keeping in perspective the continuously changing technology landscape, customer needs, employee aspirations and social and cultural imperatives. The Growth Indicators
Employee - The Growth
With a modest beginning more than a decade ago, Iris currently has a large number of software professionals working for it in the United States as well as in India. Irisians are employed at the levels of Project Managers, Project Leaders, Module Leaders and Team Members. Supporting them is an effective Sales and Marketing team, a resourceful HR team, a Quality Team and accounting and administrative support staff. Our Human Resource practices are well defined, clearly outlining the career growth opportunities of all staff. We identify the goals and objectives of every individual and map these to what Iris can offer - these are discussed with every prospective employee. A clear organization structure is in place and the lines of authority and responsibility have been clearly defined. Customers - The Growth
Today, Iris Software has a larger number of customers from diverse industry sectors, including financial services, banking, high tech, retail, supply chain, and telecomunications. Many of our customers whom we began an engagement with many years ago have still retained our services. This high level of customer satisfaction has helped us serve many more customers and take on diverse engagements. This has helped us maintain a high level of repeatability and strive for higher growth.
