As Executive Vice President of Culture and Integration, Doreen Barnhouse has helped shape The Partners Group from its early entrepreneurial roots into the thriving, people-centered organization it is today. Ahead of her retirement in January, she sat down with Kerry Conroy, content and communications manager, to reflect on a remarkable 32-year career, the evolution of TPG, and what comes next.
When you think back over your career, what stands out most about how the company has changed, and how it has stayed the same?
When I think about how it’s changed, I’d say we’re much more intentional in our strategies and accountable for results. There are so many more moving parts now, and we pay closer attention to key performance indicators. When I first started, we were more entrepreneurial – looking for opportunities and saying yes to a lot of different kinds of business. As we grew, it required us to be more defined on where we focus and be more structured in our approach with people and resources.
Another big change is with people. When you’re a 20-person firm, everyone does everything – sales, service, admin, marketing. As we grew, we shifted to specialists, people with deeper expertise. Overall, it’s been an evolution of business.
What’s stayed the same is our focus on people – both our clients and our employees. We’ve always cared about individual needs, solving problems, and innovating to meet them. And we’ve always looked closely at who our people are – what they can do, what they like to do, and how their needs evolve through different stages of life.
You were able to transition your career so effectively from start to finish. Can you talk about that?
Thank you. I’ve always been a bit of a Jill-of-all-trades. Early on, I had the great fortune of working with leaders who gave me incredible freedom to take on big projects and learn.
I’ve always had a thirst for knowledge – I love solving problems and learning new things. I don’t like maintaining; I like building. Over the years, I worked across so many areas – HR, accounting, operations, M&A – which gave me a broad understanding of how everything fits together. Having the trust of Bruce (Kerr, co-founder of Kerr-Cruickshank) and Rod (Cruickshank, co-founder of The Partners Group) to take on new challenges was such a gift, and it gave me the confidence to keep pivoting and growing.
Let’s go through all the roles that you’ve had with the firm.
Sure. I first started as a bookkeeper and accounting person. We handled group billing for a local association. There were just five of us back then, including Bruce Kerr.
As we grew, I added HR and Operations. I’d done that before, so it was a natural move. Over time, I became part of the leadership conversations with Bruce and Rod. Later, when the company expanded beyond my accounting abilities, [current CFO] Jake Shafer came in to lead finance, and I transitioned fully into HR and Operations Leadership.
Along the way, I worked on process improvement, system development, office relocations projects, and eventually M&A – helping new partners integrate culturally and operationally. Through all those roles, I learned every line of business at TPG.
You’ve helped define TPG culture from the start. How would you define that specific “TPG way” to someone just starting?
I think the TPG way really shows up in our core values. Even before those were formalized, we had a “work hard, play hard” culture. We worked long hours, built a company together, and had a lot of fun doing it.
There’s also a strong sense of respect and integrity here – what I call our “code of honor.” We take the high road. We don’t get stuck in blame or pettiness, because it’s not worth the cost to your soul.
And there’s a lot of grace. People can make mistakes and still be supported. It’s OK to be human, to learn, and to grow. At TPG, you can truly be yourself. Not everyone needs to be a superstar – we value steady contributors just as much as high achievers. It’s that mix that makes us sustainable.
During your 2024 interview on the TPG podcast At the Core With Sarah Friend, you talked about how you’re not afraid to ask questions. What other things do you want the team to know – about it being OK to ask questions, to make mistakes?
That’s such a good question. I think it’s really OK to feel strongly about issues – to stand for what’s right and to speak out with respect. Understanding and grace are important, but so is conviction.
We don’t all have to agree, but we do have to listen. I’ve learned not to assume someone’s perspective is wrong – you don’t know their journey. And I think when people speak up, it encourages others to do the same. That kind of openness leads to better dialogue and deeper understanding.
At TPG, we’ve always been encouraged to say the unpopular thing, to challenge ideas, to push back respectfully. That’s part of what builds trust – and trust makes us efficient. We can work faster and smarter because we believe in each other’s intentions.
You’ve seen plenty of growth and change, especially through mergers and acquisitions. So what is it that makes a successful integration – beyond the org charts and spreadsheets?
It’s empathy. When independent business owners join TPG, they’re giving up autonomy, and that’s a big adjustment. Recognizing how hard that is – and honoring what it takes – makes all the difference.
The best integrations happen when we find like-minded firms that share our values. When both sides care about people, clients, and community, the trust is there from the start. That shared foundation makes it easier to merge systems and strategies – and it helps everyone feel part of something bigger.
Is there a specific story or memory that captures how culture is something you catch onto, not something you teach?
Yes. During the 2008 market crash, we decided to cancel our holiday party and instead donate the money to local organizations. We also volunteered together. Our clients and friends were losing jobs and businesses, but we were doing OK – so we wanted to give back. That moment really cemented who we are as a company: grateful, community-minded, and compassionate.
You’ve inspired so many people within the company, myself included. What value do you want TPG teams to carry forward after your retirement?
A few years ago, I did some personal leadership work and came up with a simple mission statement – Free to Be. That’s what I hope continues at TPG. Everyone should feel free to be who they are – we’re all uniquely made, and that’s what makes this place special.
Alright, final question: What’s next? Do you have a plan – or maybe there’s no plan?
Well, I’ve moved back to Washington to be closer to my mom and will spend more time with her. I also want to garden, volunteer with conservation groups, advocate for causes I believe in and start painting again. I’m a lifelong learner, so I’m excited for new adventures.
I’ll miss the community here – I’ve been so lucky to be surrounded by people who let me be myself. That’s hard to leave behind, but I’m grateful for the journey and ready for what’s next.
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Doreen’s influence will continue to shape TPG’s culture and direction. The standards she set – clarity, integrity, curiosity, and a genuine commitment to people – remain embedded in how we work and lead. TPG’s future is better because of the foundation she helped build. Thank you, Doreen.
