RubinBrown: One Firm, A Tradition of Trust

Growth & Innovation

“ Having spent many years at a large national firm, I wondered why RubinBrown was always talking about its culture so much. It took some time to adjust to the RubinBrown culture, including fewer layers of management. The big difference at RubinBrown is that everyone helps and trusts each other. ”

Partner, 15 years of service

“ Coming from a Big 4 firm, it was a challenge not to refer to ‘my client,’ because I still felt personally responsible. But I found I could still create ownership by structuring the best team, assembling the best resources, and having the flexibility to work together to problem solve. ”

Partner, 8 years of service

One RubinBrown partner who joined the firm from Arthur Andersen describes how Andersen initially adhered to a one-firm culture.

In fact, Arthur Andersen internally discussed the concept of a one-firm culture as early as the mid-70s, and having a one-firm culture became a cornerstone of the firm. At that time, all of the practice areas shared a common earnings pool, and there was no measurement of earnings by individual unit, which drove a firm-wide spirit of cooperation.

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