Rubis | 7
months to fully embrace the Rubis philoso-
phy. New employees were also brought on
after the acquisitions to fill some gaps in the
organization and to make sure the rebranded
operations aligned with the company’s exist-
ing worldwide standard of service.
“Those businesses were very centralized
and very functional, and what we found
is that they didn’t have a robust structure
that we were looking for,” he says. “We had
to reinforce the management teams and we
brought in some additional leadership staff
where they were not already in place. In the
old structure, few decisions were expected
to be made on the local level, but we found
most people made that change. People enjoy
being able to make decisions and to see the
positive contributions their decisions make.
This gives them a much greater sense of ac-
countability and makes them feel they con-
tribute to the future success of the company
and the rewards it can bring.”
And, lest anyone think if you’ve done
business in one Caribbean jurisdiction then
you’ve done business in them all, Nicholls
insists that logic doesn’t jump quite so easily
from island to island.
“It’s a fascinating market, very complex
and diverse,” he says. “People think they’re
pretty much the same, but it’s really not the
