Recognized as one of Canada's Top Small & Medium Employers
By Richard Yerema and Kristina Leung, Mediacorp Canada Inc. staff editors (Apr 12, 2018)
Here are some of the reasons why Uberflip was selected as one of Canada's Top Small & Medium Employers (2018):
- Uberflip's head office is located in Toronto's rapidly developing and gentrifying Liberty Village district -- the office is housed in a renovated industrial building and features an employee lounge with a television, video games, foosball, comfortable seating, and a wine and beer cooler
- Uberflip employees are encouraged to make personal health and wellness a priority with weekly onsite fitness classes hosted by a professional instructor -- classes include yoga, kickboxing and Krav Maga self-defence
In Uberflip's values, culture comes before revenue
If you need a measure of Uberflip's confidence in its own future, just have a look at its new space in downtown Toronto. The six-year-old tech company, which supports businesses' content marketing efforts with a variety of digital techniques, has just moved into a place designed to host twice as many people as it currently employs.
"We've invested well over $1 million into the buildout alone," says Randy Frisch, President and Chief Marketing Officer. "It's going to allow us to grow from about 110 employees as we are now to about 240." And the source of that confidence? "I think we've been doing the right things for a long time, and now we're fortunate that the market is aligned in a lot of ways to the things that we've been preaching."
Uberflip calls what it preaches "The Content Experience". It helps companies bring together and highlight various forms of their marketing content, including videos, blogs, webinars, social media posts, e-books, presentations and more, and channel it in engaging ways to many different types of customers, often in the business-to-business sector. "In today's marketing, getting content in front of the people you want to connect with means personalizing that delivery -- to segments, to individuals, to specific accounts -- and that's really hard for a marketer to achieve at scale," says Frisch.
As for the 30,000 square feet of new space, located in a former radiator factory near Toronto's Liberty Village, "it's got a pretty cool vibe," he says. "The ceilings are something like 25 feet high. It's just gorgeous." There's a gym, a 35-seat room for internal training, a large meeting area with a stage for community events, game tables and -- reflecting a core value of diversity -- non-gender-conforming bathrooms.
A lot of Uberflip's workplace spirit is based on its core values, says Frisch. "One of them is 'culture, then product, then revenue'. The idea is if we put our culture first, it's a lot easier to make business decisions that will lead us to success. Figuring out what we stand for is where it starts." The key words, which apply to both the people and the product, he says, are being valuable, relevant and consistent.
People's reasons for deciding where to work go beyond what they earn, he notes. "Do they believe in what they're helping to build, and do they feel they have a career path? We do a lot of things to communicate what our vision is, and we really invest in people's careers." There are town halls and lots of team-building events for the vision, and career guidance that includes a $1,000 annual allowance for professional development.
The company also has a strong belief in giving back, with one per cent of revenue growth going to charity. Last year, $25,000 went to SickKids hospital in Toronto. Uberflip also makes some of its space available at no charge to start-ups and other members of the tech community for meet-ups and events. It annually hosts Startupong, with over 800 players in the tech community playing ping pong to support SickKids.
Adam Brophy, a Senior Account Executive, joined Uberflip in 2014 as a business development representative on the sales team, and says he's seen "a huge amount of change" in that time, including a quadrupling of the workforce. "But we've been able to keep a great culture -- some of the nicest people I've ever worked with," he says. "I never get those feelings on Sunday nights -- 'oh, no, another work week.' I enjoy what I do and it's primarily because of the people."
Brophy says he has had great support in being able to develop his career and understand the full sales process. Even in sales, revenue does not come first, he says, echoing Frisch. "People come first," says Brophy. "It's making sure we have all the right people in place and everybody's happy, and then the rest should take of itself."