RubinBrown: One Firm, A Tradition of Trust

Chapter 4

T rue to RubinBrown’s one-firm culture, everyone shares resources and there are fewer layers of management than in other comparable firms. Cross-functional teams work together, and more than one partner is involved in every client engagement. While it may be the norm for professional services firms to measure profit and loss (P&L) by service lines and industry groups, RubinBrown’s one-firm culture exemplifies a firm wide commitment to collaboration with a single P&L for the entire firm. In fact, the very absence of P&L by office is a key attribute of one firm. Competing in the Marketplace, Not in the Hallways

33