RubinBrown: One Firm, A Tradition of Trust

RubinBrown: One Firm

“ At my previous firm, there was a lot more emphasis on P&L by office with each location evaluated against the others. If I helped another office or practice area, they were required to reimburse me for my hours. Managers isolated certain staff and made them inaccessible to other groups. An individual’s level of responsibility was directly tied to P&L. ” Partner, 9 years of service

“ My previous firm espoused a one-firm culture, but within limits. We were one legal entity and offices shared earnings. But P&L results drove compensation and we were measured by local office, by region and by partner. There was no sharing of staff or resources because everyone needed to take credit for as much revenue as possible. ”

Partner, 14 years of service RubinBrown believes that having one P&L inspires excellence. Team members achieve their personal goals through the success of the firm because they are rewarded for the firm’s performance as well as their own, not for personal ambition. The firm also embraces transparency, providing financial details to all team members through regularly scheduled team events like the annual Team Member Update.

34