Where We Started

DAL Management Consultants entered the aviation industry in 1979 as a consultant on equity financing and leveraged buyouts of aviation-related companies, and served as a negotiator for corporate acquisitions. DAL was a pioneer in the development of time-share programs for corporate jet buyers.

Since 1991, DAL has shifted its focus away from aviation toward three primary areas: organizational development, community leadership development and impact evaluation. DAL facilitated the development, implementation and evaluation of a $1.2 million, five-year national leadership and community building initiative (Leadership Challenge 2001: Connecting, Communicating, Collaborating) in Colorado’s nonprofit community. This initiative created a diverse network of 75 to 100 skilled leaders possessing the skills and capacities necessary to collaboratively address the shared concerns of marginalized communities. Following on the heels of that initiative, DAL facilitated the design, implementation and evaluation of Partners for Collaborative Change™, a second generation leadership development program that focused on developing and sustaining collaborative, ethical and conscious leadership in nonprofit organizations that address health-related issues.

In 2001, DAL shifted 100 percent of its resources to improving the quality of life and well-being of children orphaned and/or made vulnerable by the HIV/AIDS epidemic on the African continent. DAL donated time and financial resources to an international partnership that is advocating for the global scale-up of a strategy called test-and-treat, which has been proven to stop the transmission of the HIV virus using current drug regimens.

Informed by earlier initiatives, our theory of change is based on the belief that communities in crisis are the best qualified to determine what change is needed, how it will be created, and how communities will organize and accept responsibility for changes made.

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