Hear about our impact from our clients.

We create rapid step-change improvements in your profitability and growth.

Whom We Serve

The majority of clients we serve are privately held mid-market companies across a range of industries including: business technology (IT related), manufacturing, publishing, and healthcare.

Who We Are

We are experienced “hands-on” consultants. We have worked for top-tier consultancies in the past and – equally important – each team member has held significant extended management or leadership roles outside of the consulting arena.

What We Do

Our focus is on working with clients to create “step-change” improvements in EBITDA. We accomplish this by accelerating revenue growth, reducing costs related to outside spend, and improving employee productivity.

While each client has unique needs, we are typically retained in the following situations: post acquisition (stand-alone or integration), preparation for sale, turn-around, and when there is simply a need to jump-start or enhance growth.

Our engagements are execution-driven and results-oriented. We address identified opportunities with small teams led by our consultants. The teams complete targeted analysis in support of a series of “go/no-go” decisions that are then prioritized and acted upon. We carefully track and report on outcomes throughout the process to ensure the targeted results are achieved.

Developing solid, trust-based, working relationships with the entire management team is central to the success of our engagements.


"Through a diligent and framework based approach, Inside Consulting was able to not only identify, but deliver on close to a million dollars of incremental revenue that went straight to the bottom line. It is one thing for a consulting group to identify highly impactful projects but quite another to deliver on them. Inside Consulting did both by working hand-in-hand with management to achieve results that exceeded our initial estimates. We continue to use the methodology and lessons learned through the work we did with Inside Consulting, which has enabled us to realize benefits long after the initial project ended."

− Rick Moore, Vice President Sales & Marketing,

Client Successes

Rick Moore, CFO, Inc.

Tony Hughes, CFO


Jim Akerhielm, CEO


Mike Jennings, Former CEO


Rob Ganjon, COO

BLR Holdings, Inc.

Art Zeile, CEO

DHI Group, Inc.

Preparation for sale – $150 million Cloud Services Provider

“The work that the Inside Consulting team has done in remaking our expense structure and ultimately our business model was remarkable. Rick and his crew are some of the smartest people I have ever worked with.”

Art Zeile — Chief Executive Officer

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The investors in a top tier Cloud Service Provider were in the process of preparing the company for sale. Inside Consulting was retained to lead an initiative to rapidly improve EBITDA and enhance revenue growth.

We took a very hands-on approach in working closely with management to identify and implement profit improvement initiatives. We reduced outside spend, selectively shifted labor to lower cost markets, improved technician productivity, and increased revenue from their customer base by improving revenue retention and inside sales productivity.

All told, together with the client’s management team, we delivered $7 million of improved EBITDA run-rate (+25%) and added 2 points of annual revenue growth over a 16-month period.

Turn-around – $500 million construction materials business

“Time and again our improvement targets were greatly exceeded due to Rick and his team’s creative, outside the box thinking. They changed how I think about managing our outside spend.”

Derek Taylor — Chief Financial Officer

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The demand for construction materials collapsed following a major market downturn in the US economy. Inside Consulting was retained to help the management team turn around their business. We worked closely with the CEO, CFO, and SVP of sales as well as mid-level managers to identify, prioritize, and capture rapid EBITDA improvement initiatives.

Over a 12 month period we compressed outside spend (procurement-led initiatives), improved manufacturing efficiency (consolidated footprint/ improved plant level productivity), and turned the revenue trajectory from negative to positive by shifting the sales and marketing focus to relatively underpenetrated products and markets.

As a result, EBITDA improved from a $12 million loss to just above break-even during a major market downturn.

Jumpstart Growth – $200 million Healthcare IT company

These guys {Inside Consulting} coming in the door is the best thing that has happened to our business in 10 years.  It has really created a paradigm shift in my team.

Mike Hoganson — President of Operations

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Earnings growth had been stalled for nearly 12 months.  We worked with management to quickly identify and prioritize opportunities to compress outside spend and improve revenue. On the cost side, we reduced demand for outside services and goods, renegotiated vendor contracts, and implemented several design-to-cost initiatives. On the revenue side, we improved service contract renewals and optimized spare-parts pricings.

All told we added over $8 million to EBITDA over a 12-month period.

Our approach delivers proven ROI within ~12 months

Client ROI from Outside Spend Reduction, past 5 projects

ROI Multiple = Incremental EBITDA Run-Rate initiated / Professional Fees

Outside Spend Reduction Results

Inside Consulting has sourced well over 100 distinct spend categories, with an average compression of 23%.  We achieve this uncommon savings rate by applying proprietary methodologies including zero-based budgeting, strategic re-negotiations, and through our reverse auction bidding portal.   The chart below shows our actual client results per spend category- for every spend category sourced over the past 10 years:

(Click on the buttons below to view savings by spend category.)

Richard Condon


During his 20-year career, Rick has helped clients transform their businesses in a range of industries.  His clients are generally privately held mid-market companies (or equivalent business unit size) that are looking to accelerate (restore) earnings growth, improve along pre-defined performance metrics (such as average time to market, lead generation and conversion rates, material cost, etc.), or to successfully implement a strategic initiative.


What mattered most to him was reliably delivering improved year-over-year measured results that were important to clients.  This was generally, though not exclusively, earnings and revenue growth. To this end, Rick Condon cofounded Inside Consulting, Inc. with Megan Condon – Casselman in 2005 where their team focused on business performance improvement in a variety of contexts including:  optimizing EBITDA for company sale, company turn-around, focused cost reduction (mostly outside spend), revenue enhancement, and operational due diligence.

Before starting Inside Consulting, Rick began his career as a Lieutenant in the US Navy Nuclear Submarine Force, where he was awarded multiple commendations for his service.  After earning an MBA, he then consulted for McKinsey & Company in their Minneapolis office, where he helped range of Fortune 500 companies develop their business strategies.  He subsequently joined Thomson Reuters as the Director of Global Strategy and was later promoted to Vice President of Marketing for one of Thomson’s high growth publishing businesses.


Rick graduated with a Bachelor of Science in Chemistry from the University of Minnesota, completed a Masters equivalent in Nuclear Engineering from the US Navy, and received his MBA with honors from the University of Chicago.  In 1998, he received Naval Nuclear Engineering certification.

Mac Hodell


Mac joined Inside Consulting in 2016.  He has worked in the management consulting industry for over 15 years, including seven years with the Boston Consulting Group.


His consulting experience spans multiple sectors:  from financial services to B2B technology firms to healthcare.  Mac’s work has focused on strategy development and implementation, often in the context of organizational restructuring/ turnaround programs, sales force effectiveness programs, or operational efficiency/procurement optimization.

Mac’s prior background as a combat-arms military officer honed his ability to form and lead diverse teams to accomplish tough tasks in dynamic environments.  In his consulting work, Mac specializes in leading cross-functional and integrated (client + consultant) teams to diagnose issues and prioritize improvement initiatives thru fact-based analytics.

While with the Boston Consulting Group, Mac attained the grade of Principal early and received several awards for client service, innovation, and team development.  While with MWH Global, Mac was the VP of Strategy and Business Development and led a restructuring of a $1.5B global engineering consultancy, winning industry recognition. Before pursuing management consulting, Mac served as a US Army Infantry Officer where he was a Rifle Platoon Leader, Company Executive Officer, and a Battalion Personnel Officer.

Mac graduated from the United States Military Academy (West Point) with a Bachelor’s in Quantitative Economics and he obtained his MBA with honors from the Wharton School.

Mark D’Andrea


Mark has worked with Inside Consulting since 2009, providing measurable and sustainable improvements for mid-market companies in technology, manufacturing, hospitality, and healthcare.


Mark leads teams of consultants and clients in reducing outside spend, improving labor efficiency, and accelerating revenue growth.  When addressing outside spend, Mark not only drives savings to the bottom line, but ensures strengthened supplier relationships and purchasing processes.  The result is that clients are left not just with increased EBITDA, but with more qualified suppliers, stronger contractual agreements, and the knowledge to be able to sustain and build on these improvements in the future.  Here are some example EBITDA-improvement initiatives from recent projects:

  • BILLING SOFTWARE RFP: When client negotiations with their billing software provider had not resulted in price decreases, Mark and his team conducted an end-to-end RFP process inviting qualified suppliers to a live reverse auction. The auction resulted in potential 64% savings from a qualified competitor, while the incumbent dropped their price 20% in order to keep the business.
  • SOFTWARE SPEND REDUCTION: Mark analyzed the contract and license usage for a mission-critical software-as-a-service package for a cloud hosting provider. By reallocating perpetual licenses and setting up an ongoing audit of license usage, the team was able to save hundreds of thousands of dollars with zero impact to customers or ongoing operations.
  • FIXED OPERATING COST RATIONALIZATION: For a luxury hospitality provider, Mark examined the property leasing model and discovered that by increasing the granularity of their occupancy targets, capacity could be reduced significantly in under-occupied markets. The outcome was savings of 7-12% of total fixed operating costs with little to no impact on customer experience.
  • REVENUE ENHANCEMENT: Mark’s team was able to reduce revenue leakage for a cloud hosting provider by auditing deployed customer configurations against customer invoices in the billing system.  The effect was a 2% boost to revenue, increasing EBITDA by millions of dollars without affecting service for customers.

Before he began working with Inside Consulting, Mark worked in strategy consulting both as an external provider with Mercer Management Consulting, and also as part of the internal Global Strategy group at Thomson Legal & Regulatory (now Thomson Reuters).  He has also started his own technology and consumer products businesses.  He and his brothers have led the launch of multiple consumer packaged goods, achieving distribution to Walmart, CVS, GNC, Amazon, and 7-Eleven, while being featured in the Wall Street Journal, Men’s Health, ABC News, the Washington Post, and other media outlets.

Mark graduated from Harvard University.

David Hwangbo


David joined Inside Consulting in 2017. He has over 10 years of experience in management consulting including 3 years at the Boston Consulting Group. His consulting experience spans multiple sectors to include healthcare, media and entertainment, consumer packaged goods, and B2B technology. David’s functional work has focused on strategy development, post-merger integrations, organizational turnaround/restructuring, salesforce effectiveness, and operational efficiency/procurement optimization.


David’s prior experience as a combat veteran and combat-arms officer has honed his ability to lead and manage diverse teams in high-stress environments. In his consulting work, David specializes in leading cross-functional teams (i.e., client + consultant) to diagnose issues and prioritize improvement initiatives through fact-based analytics.

David was also the Founder and CEO of MaxPatient, a patient communication platform which optimized private practice physician utilization through SMS and email. While at NBCUniversal, David led multiple projects to include the TV Everywhere content rights initiative which allowed NBCU to stream content across all mobile platforms. His work was recognized by the EVP of content distribution and presented to the CEO. Before pursuing management consulting, David served as a US Army Armor Officer where he was an Armor Platoon Leader, Company Executive Officer, and Company Commander. His military service included deployments to Kuwait in 2002 and Iraq in 2003.


David graduated from the United States Military Academy (West Point) with a Bachelor’s in Applied Economics, and he obtained his MBA from the Stanford Graduate School of Business.

Dan Bleicher


Dan joined Inside Consulting in 2017. He has worked in the management consulting industry for over 3 years, including 2 years with McKinsey & Company. His consulting experience spans multiple sectors including health care, pharmaceuticals, advanced industries, and chemicals. Dan works on a wide range of projects from long term strategy through implementation and includes carrying out change management programs, optimizing supply chains, and improving procurement organizations.


Dan spent over 14 years in the military where, as a Navy pilot, he held leadership roles in various departments in aviation squadrons including Operations, Maintenance, Administration, and Safety Departments. While leading diverse teams, Dan overhauled complex internal processes; planned and executed large operational projects; and learned to gain extensive buy-in from the senior executive levels to frontline personnel.

While at McKinsey & Company he played critical roles identifying opportunities, devising pragmatic turnaround plans, and helping drive transformations at Fortune 100 corporations. Several of these projects sought to optimize internal processes, analyze cost or spend landscapes, identify and implement industry-wide best practices, and create holistic organizational systems linking strategy to both operations and organizational structures to aide in turning around distressed business units.


Dan graduated from the United States Naval Academy, earned an MBA from Dartmouth’s Tuck School of Business, and is a Lean Six Sigma Green Belt.

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