Daugherty Business Solutions

Employee

Daugherty is privately owned and the owner fancies himself to be an IT solution provider. The consulting model assures clients that consultants will be staffed within the area where they live. In Chicago and in my direct experience, Daugherty is unable to break out of being a staffing or staff augmentation firm. It's main two clients, Walgreens and Allstate are staffed with senior program and project managers and some business analysts. There are no solutions being supplied. Just bodies. Recently, in May of 2015, Daugherty fired just about the entire bench (30 people) which had become bloated due to very poor planning on the part of leadership. Their dependence on just two main clients and their mistaken idea that they could hire to the bench could not sustain the attempt to change over the sales force, grow a new client base and deal with the likes of a Walgreens throwing turmoil into the mix with a two week vendor hiatus followed by cancelling projects and dumping the project staff back on their suppliers. Daugherty had built a bench of 20 and then added another 15 or so from the Walgreens fallout and this created their perfect storm. They had less than 100 consultants in the branch and only a handful of clients. They actually tried to farm the bench out to other cities, but clients were sold on the basis of the local talent mantra, so they would not accept out of towners. No foresight, no go to market strategy, no leadership. The owner, Ron Daugherty, likes to think of himself as a player, which he is in his own right, but Ron Daughery and what he has built at Daugherty Business Solutions, does not scale to call it a true Consultancy that can play with the big guys. He didn't know how to take his success in St Loius with Anheuser Bush and replicate it without him at the helm. His own narcissism is his Achilles heel. Unless he gets enlightened, he will never grow anything more than a staffing agency peddling senior talent to places that need it.

Employee

A consulting model mindset and indoctrination of a solutions methodology (the lip service) and a go to market model that does not align to the spoken strategy. Delivery model is pure staff augmentation.