CIRI CEO Swami Iyer characterized 2024 as a year with ‘a lot of changes, and a lot of success’
“There wasn’t a single area where there wasn’t a breakthrough,” Swami shared. “Our success is attributable to our employees coming together and supporting one another, knowing that the economic and social well-being of our Shareholders and their families depends on CIRI meeting—and in most cases, exceeding—our goals.”
With the acquisition of OSC Edge (OSC) in December, CIRI now has a presence in 45 states and seven countries. A leading IT solutions provider to government and defense organizations, OSC is known for its industry-leading expertise, innovative solutions and commitment to delivering exceptional results. OSC’s robust and growing financial performance, strong contract backlog and operational efficiency aligns with CIRI’s vision for sustainable, long-term growth. The company’s 300-plus employees—approximately half of whom are veterans of the U.S. military—are committed to delivering global services across the U.S. and in Europe, Southwest Asia and Africa.
“Acquiring OSC is a strategic decision that will drive growth and innovation for both organizations,” Swami said. “We are excited to support and expand on OSC’s achievements and look forward to what we can accomplish together.”
Other 2024 highlights include hiring and onboarding 30 new CIRI employees; opening a satellite office in Washington, D.C., allowing CIRI to more easily access major markets and resources and pursue federal contracting opportunities; and working toward a shared services model, which consolidates CIRI’s support functions and offers greater flexibility across organizations, supports improved reporting and analytics, and aids in information sharing and collaboration.
Robust staffing, a new office location and resources shared across the entire organization—all these innovations contribute to what Swami calls an “enterprise culture.”
“It’s creating a growth mindset and a shift in how we come up with systems,” Swami explained. “Thinking big picture—what does a world-class company look like? Operating on a global scale, telling our story in different ways and engaging at every level of the organization.”
“Being a global company also means leaning into our status as an Alaska Native corporation and strengthening our foundation here at home,” CIRI Board Chair Doug Fifer added. In 2023, Cook Inlet region leaders identified three region-wide priorities: 1) Protect self-determination, 2) subsistence and subsistence management, and 3) revitalize Alaska Native culture and identity. In 2024, CIRI executives visited each of CIRI’s seven villages and met with the Tribes and village corporations in the Cook Inlet region to discuss shared opportunities and goals. These conversations will continue in 2025, with a focus on collaboration and mutuality.
For CIRI Shareholders and Descendants, efforts will be centered on optimizing the CIRI Settlement Trust (CST), offering programs and opportunities that connect at all life stages and across geographies, and enhanced communication plans and initiatives.
“Our 2025 goals are a natural progression in the evolution of the Company’s transformation from a passive portfolio to one with several operating companies,” Doug shared. “ANCSA mission operations remain a clear focus, with significant resources dedicated to the CST, and we will continue our vital work in government and Tribal relations both in Alaska and beyond.”
“Sharpening our focus on key areas that make meaningful improvements remains a priority,” Swami said. “I look forward to sharing more with our Shareholders and Descendants at our Information Meetings in April and the Annual Meeting of Shareholders in June.”
