In 2021, after nearly 40 years of private ownership, Rubicon transitioned into an employee-owned business, a decision aimed at ensuring the company’s longevity and benefiting its people. This move has since evolved into a business model that encourages employee empowerment and strategic planning. As we recently celebrated our third anniversary of employee-ownership, the positive changes are evident.
Strategic Beginnings:
The Founders originally drove Rubicon’s shift to employee-ownership. A decision aimed to secure the company’s future by preserving its independence and aligning the interest of employees with the business’s long-term goals. This ensured Rubicon’s core values remained intact and free from external investor pressures or potential buyouts, while also taking advantage of favourable tax implications for the Founders.
Embracing Employee-Ownership:
Over the past three years, scepticism has transformed, through perseverance, into enthusiastic support from the team and wider community. This transition has empowered our employees, creating a culture of collaboration and shared responsibility. The focus is shifting from financial incentives to genuinely amplifying the employee voice within the company.
As partners, our employees are motivated to contribute to Rubicon’s success, knowing their efforts directly impact their futures. This sense of ownership has continued to increase innovation, improve morale, and inspire stronger commitment to our company’s goals and values.
Future Planning:
The focus now is increasingly on the horizon and forming a strategic approach that involves every employee in setting long-term goals and creating a clear roadmap to achieve them.
An immediate and significant change is the transition from our former Founder and MD, Lloyd Banks, to a co-leadership model. Two MDs, Jess and Terry, now jointly head up the business, bringing diverse perspectives and complementary skills to the Leadership team. This collaborative approach ensures balanced decision-making, considering multiple viewpoints and leading to more robust strategies.
The Co-Leadership Model:
Jess and Terry bring distinct yet complimentary strengths to their roles. Jess is predominantly externally focused, dedicating her efforts to building relationships that drive Rubicon’s growth. Her ability to connect with various people and identify new opportunities ensures Rubicon remains competitive and forward-thinking.
Terry is predominantly focused on operations. He ensures our existing customer base is provided a quality service, optimising internal processes and implementing a culture of continuous improvement. Terry’s commitment to operational excellence guarantees that our processes run efficiently, maintaining high standards and customer satisfaction.
Looking Ahead
Our journey as an employee-owned business is still in its early stages and is constantly evolving. As we refine our business planning and strategies, our ultimate short-term goal is achieving financial freedom for employees. This means creating a sustainable and profitable business that benefits everyone, from the newest hire (post 6-months) to the most seasoned team member.
Rubicon’s shift to employee-ownership has been transformative. Initially driven by the need for an exit strategy for our Founders, it has evolved into a powerful model of shared ownership and collaborative leadership. As we look to the future, our commitment to future-proofing and financial freedom remains steadfast, ensuring Rubicon continues to thrive as a dynamic and employee-driven business.