This story appears in the June 9, 2013 issue of Forbes. Subscribe
As he mashes the joystick controls, Colin Angle grins like a 6-year-old boy playing with his first radio-controlled car, freshly torn wrapping paper thrown aside. But the 45-year-old
Despite more than 25 years of robotics experience, Angle is still enchanted by the high-pitched squeal where the robot meets the road. But as he puts down the PackBot controller, his voice turns serious: "Every single EOD [explosive ordinance detonation] technician I've interviewed has started off saying, 'Thank you, I'd be dead without your robot.' " The 4,000 iRobot PackBots in service have saved countless lives hunting IEDs in Afghanistan and Iraq--and more recently at home, where iRobot's fleet was deployed during the Boston Marathon bombings manhunt (less than 30 minutes away from the company's headquarters in Bedford, Mass.).
They also saved millions of carpets in America from dirt and dust bunnies. Profit from military robots subsidized the company's most well-known product, the eccentric autonomous home vacuum cleaner known as the Roomba. In 2011 defense contracts accounted for 40% ($187 million) of the company's revenue. However, with U.S. forces pulling out of Iraq and Afghanistan and budgets slashed across the board, government funding has dried up--iRobot lost 57% of its defense revenue in 2012 and projects another drop over 30% in 2013 .
Yet Angle has managed to pull off a remarkable transition to peacetime robotics. While 124 people were laid off over the last two years and overall revenue dipped 6% in 2012 to $436 million, consumer sales grew at a 28% clip, and Wall Street loved the results from the first three months of 2013, when iRobot raised its projected full-year Ebitda to $55 million, more than double that of 2012. If Angle can maintain growth like that, he has a chance to fulfill his longtime dream: bringing robotics from the realm of science fiction to the reality of home chores and health care. Supported by the Roomba's rapid growth, iRobot has invested millions of dollars to develop its big new thing: the RP-VITA, the first remote-presence robot approved for use in hospitals.
Founded in 1990 by Angle, fellow MIT grad Helen Greiner and MIT professor Rodney Brooks, the company was initially more of a nerd dream than a workable business plan. An early product idea was to take Angle's master's thesis, a six-legged insectoid robot, and send a variation of it with a camera to the moon, then sell the movie rights. As Angle says, "We were the first company to fail at that." (That robot now sits at the Smithsonian National Air & Space Museum.)
Instead, iRobot went into business with multinationals. It built a robot for
Just a few inches high, the Frisbee-size Roomba rolls drunkenly across your floor, bumping into walls and chairs seemingly at random. Of course, there's intelligence at work. The Roomba knows where it has already cleaned, adjusts vacuuming technique based on particles it encounters, and even detects and avoids stairs. When the device first launched in 2002, Angle brought a box of Cheerios to retailer pitch meetings. Smashing cereal into the office carpet, he would unleash the Roomba on the mess.
But as Angle now says, "Just because you have the technology doesn't mean you have a business." Roomba's gross margins of under 30% weren't enough to make the endeavor profitable. IRobot went public in November 2005 despite losing $7 million on revenue of $43 million in the first six months of that year. Without the military contracts for recon robots, iRobot might not have survived.
The problem, says COO Jeff Beck, who came to iRobot in 2009 from the aerospace and defense side of
No longer. IRobot cut off one big chain that refused to switch to more prominent, specialized displays. It attacked overseas markets like Japan, where a "barefoot clean" culture fit has made it the company's second-largest market, and invested $10 million in a new U.S. ad campaign to combat skepticism about the Roomba. Perhaps most important, iRobot added new models at higher prices with features like a HEPA filter, scheduling and room-by-room navigation. Gross margins have grown to more than 45%.
IRobot's consumer division, which also includes the floor-scrubbing Scooba, pool-cleansing Mirra and gutter-busting Looj, now make up 90% of revenue, up from 60% two years ago. And instead of a drag on the bottom line, Roomba has subsidized the development of what Angle hopes is the next big step for iRobot: health care.
The RP-VITA, a 5-foot remote-presence robot that doctors control with an iPad from miles away, is already deploying to six hospitals in the U.S. and one in Mexico in partnership with telemedicine company InTouch Health. Building on technology used in the Roomba, the RP-VITA can travel autonomously to a specific room or even follow a patient, rerouting based on obstacles. Doctors can communicate face-to-face with patients, making diagnoses via webcam, and can even use an attached stethoscope. The whole system, including support, runs $5,000 a month. As bigger players like Samsung and LG improve their own autonomous vacuum cleaner offerings, iRobot's long-term success will depend on diversification into new markets like this one.
And that fits fine with Angle's vision of the future, in which advanced robotics take over more functions between the extremes of cleaning floors and busting bombs. "It's going to be interesting to see how society deals with artificial intelligence," he says, flashing another puckish grin. "But it will definitely be cool."
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