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It’s no accident that over the last five years DLC has grown revenue by 595% and EBITDA by 659%. Our firm was unquestionably engineered for growth. It’s also no accident that DLC is unique and unlike other consulting firms. Our firm was purposefully
architected to look and operate like no other.
When we started our practice in June of 2001, we aspired to create a firm that delivered superior value to our clients and a superior experience to our consultants. David Lewis, our founder and CEO, recognized that traditional consulting models often focused more on thought leadership rather than delivering tangible value to the client, and very often, those firms under-delivered on their promise to their consultants. Similarly, firms that focused on the consultant experience often fell short on their commitment to delivering value to the client. DLC has proven that a firm can do both – creating tremendous value for clients and consultants.
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At DLC, we are committed to providing our clients with superior intellectual capital at a tremendous value. To deliver against that commitment, we focus on maintaining an organization with almost no layers of non-revenue producing management. Stated simply, we are a firm of “working leaders”. Our dedication to running a lean operation is essential to maintaining a sustainable competitive advantage and perhaps more importantly, it keeps us focused on what really matters – our consultants and our clients.
TRADITIONAL CONSULTING MODELS
Most traditional consulting firms are organized in a hierarchical manner and are structured like a pyramid. The base of the pyramid is where all the work gets done – it houses the consultants that actually execute the work. The middle of the pyramid includes managers, senior managers and support staff. While the employees comprising this layer might provide some guidance and thought leadership, their primary role is to make sure that projects are adequately resourced and that the base of the pyramid is getting the work done. The top of the pyramid houses the partners. Generally speaking, the partners are responsible for developing business and while they bear some capital risk, they clearly stand to gain the most from the firm’s success.
This structure invariably imposes backward pressure on the base of the pyramid. In order to support layers of non-revenue producing management, the consultants at the base of the pyramid often need to work excessive hours. They also need to bill their clients multiples of their true pay rate. The result is less than ideal for the consultant and diminishes value to the client.
AFFILIATE MODELS
There are many firms in the market operating an “affiliate” model. These firms are ostensibly a loose confederation of contractors. These contractors have the ability to accept or reject an assignment and are paid only when they are on a project. While firms utilizing an affiliate model claim to employ their consultants, the reality is that these consultants are freelancers who can be similarly employed by other firms. For the contractor, these firms often provide a bridge to full-time employment.
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San Fernando and Ventura County
21800 Oxnard Street
Suite 980
Woodland Hills, CA 91367 |
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| Financial Project Solutions That Work. |
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