Imprivata Innovation & Technology Culture

What tools support your day-to-day work?

The tools that support my day-to-day work are increasingly AI-native. I use platforms like Claude Code, Codex, Augment and other agent-based tools to build, organize and iterate in real time. On any given day, that might mean restructuring files and knowledge, generating code, creating a small app for a specific need, designing a new training experience, building an AI skill, or using sub-agents to break down complex work into smaller streams.

The biggest change is that I no longer have to wait for the perfect tool or operating model to exist. If something is missing, I can prototype it. If information is scattered, I can make it usable. The biggest shift is that I no longer see my work as a fixed set of tasks but as a system I can continuously redesign.

How does your team experiment?

My team experiments by building around real moments of friction and curiosity. We look for the place where someone is stuck, slowed down, or assuming a manual task is just the way things have to be. Then we create something tangible around it, whether that is an agent, a distributable AI skill, a lightweight app, a training experience, or a reusable method others can pick up quickly.

A major goal is helping people reach their AI “aha” moment. Once someone sees AI solve a problem that felt unavoidable, their mindset shifts. They start asking better questions, spotting new possibilities and beginning their own journey. That is when experimentation becomes more than a pilot; it becomes a catalyst for a new way of working.

How does your company adapt to change?

With AI, Imprivata is moving as fast as is safe. We are not taking a slow, waterfall approach where every answer has to be known before people can learn. Instead, we are approaching it as an enterprise transformation: agile, intentional and tied to the real ways people work. That means testing new tools, weaving them into everyday workflows and removing legacy systems, habits and processes that no longer fit this new environment.

A specific example is how we are helping employees make the shift into AI-enabled work in our R&D group. The goal is not simply to introduce new technology; it is to help the organization cross into a fundamentally different operating model. That requires a clear strategy, practical enablement, prioritized use cases and strong guardrails. In a healthcare technology environment, trust, security and responsibility have to stay at the center. Within that structure, we are pushing hard to help teams move faster, think differently and build the capabilities we need for what comes next.