Rubis | 3
A
mong the tasks a global compa-
ny faces is maintaining enough
nimbleness to react to changes in
a far-flung marketplace. But Rubis, it seems,
has an answer to that challenge built in to its
very structure.
“One of the keys to our organization is that
the operations are decentralized,” says Mau-
ricio Nicholls, the Barbados-based chief
executive officer of the company’s burgeon-
ing Caribbean operations. “The local man-
agement has an in-depth knowledge of the
