In particular, Stan felt that “on a personal level, it was important to have a non-competing business support system – people who understood our issues and could share their perspectives. As far as the global network was concerned, the appearance was almost more important than the reality. Clients would ask about these capabilities, but almost never needed them. It was the reassurance they were after.”
Then 9/11 hit. Whether coincidentally or not, business took a downturn requiring DB&R to reduce its size and space. Thinking back, Stan reflected, “It was the first time that we had to manage a decline in business and all the fallout. We closed ranks, felt a lot of pain, but became stronger in many ways. Doing well can hide of lot of issues. Running lean forced us to be better, work more closely internally and with our clients, and make some tough decisions that we had been putting off. Our culture actually became more positive and healthier.”
Today, DB&R occupies innovative space on the top floor of a refurbished former mill in Boston’s South End. The culture is highly collaborative, focusing less on advertising than on ideas across a more dynamic range of communications and brand marketing needs. Clients include Sodexo, Northeastern University, as well as financial services companies and real estate. DB&R also has a major commitment to supporting the work of Mutual Funds Against Cancer, Sodexo Foundation, and Tourism Cares. Stan says, “If we could support ourselves on specializing in non-profits and important causes, I would do it in a heartbeat. But we have to be careful. At one point I started referring to us as Pro Bono, Bornstein & Random.”
This coming January, DB&R will celebrate its 20th anniversary.
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