LOCKPORT – City school district officials and the president of Ridge Road Express are contesting a state audit, released Tuesday, that said the district did not get its money’s worth on bus consulting services and that it overpaid for diesel fuel.
Superintendent Michelle T. Bradley said, “Certainly, we take it very seriously, but interestingly enough, we started to address these issues before the audit because we had some concerns.”
On June 10, the School Board hired Kevin P. Love, former transportation supervisor for the West Seneca district, as the district’s busing consultant. He succeeded Thomas Ryan, who was general manager of Ridge Road Express, the district’s busing company, for 20 years. The State Comptroller’s Office found that a little too cozy and said the old arrangement raised “a substantial concern as to whether the consultant could truly provide independent monitoring and consulting services in the district’s best interests.”
The Comptroller’s Office made the same point in a 2008 audit, but the following year, the district rehired Ryan, who worked through a company set up by Ridge Road Express called Scholastic Transportation Management Services. It was paid $179,194 from 2009 to 2015.
“That vendor was 50 percent cheaper than any others. Why would we pay double because of a perceived conflict of interest?” asked Deborah A. Coder, assistant superintendent for finance and management.
R. Thomas Weeks, president of Ridge Road Express, said Ryan never made any financial decisions.
The district also has not bid any of its six transportation contracts since 2009 – three go back to the 1980s, the audit said – and has simply rolled them over when they expire.
Coder said that the district lost $8 million in state aid in 2010 because of a state fiscal crunch and chose to extend Ridge Road Express with a 2 percent increase rather than seek bids, which she said probably would have increased busing costs 20 percent at a time when the district could ill afford it.
The audit said the company didn’t submit sufficient documentation for bus mileage and accused Ridge Road Express of overbilling the district for 5,249 gallons of diesel fuel in 2013-14 at a cost of about $16,300, based on miles driven as listed in the bus reports, records of fuel purchases and typical fuel mileage of a school bus. The audit also criticized the 5 percent add-on charge for warm-up and idling time, which the report said is not a charge listed in the contracts for bus services.
Weeks had his doubts about the audit’s accuracy. “We will get to the bottom of it. I’m not nervous about it at all,” he said.
see more: http://www.buffalonews.com/city-region/lockport/lockport-city-school-district-busing-company-president-contest-state-audit-on-consulting-services-fuel-20160113
Thursday, January 14, 2016
Saturday, January 9, 2016
How Political Consulting Became a Multibillion Dollar Racket
Adam Sheingate, a political scientist at Johns Hopkins University, just released his new book Building a Business of Politics: The Rise of Political Consulting and the Transformation of American Democracy. The book takes a critical look at the rapid growth of profitability and influence in U.S. political consulting industry, especially in a post-Citizens United world where the money spigot runs untapped. In a recent New York Times op-ed, Sheingate explained how and why the amount of money spent on ad buys—where consultants make their money—in 2016 will eclipse that in any previous election.
This week, The American Prospect talked with Sheingate about his book and the impact of consulting on the American political process. This interview has been edited for style and clarity.
What did you set out to do with this book and what did you ultimately find in your research?
I want people to think about politics from the perspective of a consultant. We normally think about it from the perspective of candidates; we might think about contributions from donors; we certainly think about voters. But we don’t give enough attention to the people whose businesses survive based on the money they earn in politics, so I wanted to focus attention on that perspective.
I think once you do that, you find some of the characteristics of politics are reflections of the incentives of the consultants who run the campaign. The heavy reliance on media is partly due to the fact that it’s the way to make the most money.
You lead off the book by introducing Mentzer Media, which is one of the most prominent consulting firms for GOP campaigns. The firm has made more than $1 billion in campaign ad buys, most recently placing $245 million in ads for Mitt Romney’s 2012 super PAC. You also briefly highlight the large market share that GMMB, another consulting firm, enjoys on the Democratic side. In 2012, it handled $435 million in spending—90 percent of which came from Obama’s campaign.
How are consulting giants like these indicative of the modern political consulting industry?
see more at: http://prospect.org/article/how-political-consulting-became-multibillion-dollar-racket
This week, The American Prospect talked with Sheingate about his book and the impact of consulting on the American political process. This interview has been edited for style and clarity.
What did you set out to do with this book and what did you ultimately find in your research?
I want people to think about politics from the perspective of a consultant. We normally think about it from the perspective of candidates; we might think about contributions from donors; we certainly think about voters. But we don’t give enough attention to the people whose businesses survive based on the money they earn in politics, so I wanted to focus attention on that perspective.
I think once you do that, you find some of the characteristics of politics are reflections of the incentives of the consultants who run the campaign. The heavy reliance on media is partly due to the fact that it’s the way to make the most money.
You lead off the book by introducing Mentzer Media, which is one of the most prominent consulting firms for GOP campaigns. The firm has made more than $1 billion in campaign ad buys, most recently placing $245 million in ads for Mitt Romney’s 2012 super PAC. You also briefly highlight the large market share that GMMB, another consulting firm, enjoys on the Democratic side. In 2012, it handled $435 million in spending—90 percent of which came from Obama’s campaign.
How are consulting giants like these indicative of the modern political consulting industry?
see more at: http://prospect.org/article/how-political-consulting-became-multibillion-dollar-racket
Monday, January 4, 2016
How to master the application process for consulting jobs
Everyone talks about how competitive it is to get into investment banking, but consulting is just as tough. As someone who recently started at a Big Three strategy consulting firm, and who now screens graduate applications, I can tell you it’s getting fiercer. The likes of Mckinsey and Bain received up to 100 applications for every role this year.
Getting into consulting is not all about innate talent, there’s a strategy to your application. These are my tips for getting in.
1. Apply to a lot of firms
The first stage of the selection process will be some form of problem-solving test. Firms use this to filter from roughly 100 to 50 candidates for available role. These tests are not intended to assess your ability in ‘maths’, they try to test the way in which you think through problems.
Natural problem-solving ability is important. But the questions often repeat – if not in content they do in style. It is possible to learn how to solve the questions well or more quickly. Making sure you get plenty of practice is therefore critical. To get ahead of your rivals, apply to lots of firms across professional and financial services. Most firms will pass you automatically to the testing stage giving you fantastic, real practice.
2. Have a ‘top’ university on your CV
Academic standards will be used to chop 50 candidates for every role to around 25. Missing minimum grade requirements (normally an A in GCSE Maths and English and a predicted or realised 2.1 degree or above) causes an immediate rejection.
Less obviously, going to the wrong university can get you shown the door immediately too. Consultancies receive so many applications that they lack the resources to screen each one of them manually. They can also be very picky.
If you do not go to one of the top universities in your country (i.e. a ‘top 10’ university in the UK, or an Ivy League college in the U.S.), then your application will not even be considered. Don’t give up if you’re not in the right place now though – your chances could be increased hugely by pursuing postgraduate education at a better-regarded university. Then, you’d have both a more impressive level of education and a better university on your application. Alternatively, focus on building your experience.
3. Get work experience, but not too much
Manual CV and cover letter screening cuts the number of candidates from around 25 towards 10 for every role. At this stage, candidates will have the minimum academics and have passed the problem solving test. CVs are therefore graded for two things: exemplary academics and/or the right sort of experience.
PhD, university level awards or first-class degrees are the best ways to get bonus points for academic achievements.
Having at least two months’ work experience at a blue-chip firm is a strong support to an entry level application too. Well-regarded internship programmes – within or outside of consulting – are therefore well worth doing. Spending a summer in an investment bank and then applying to a consultant is almost as good as experience in consulting.
On the other hand, if you have loads of experience, you are unlikely to be considered for a role above entry-level.
The most efficient route into consulting is to apply straight after university having done one summer internship. More experience does not equal an increased chance of success.
Other experiences outside of work will also be considered. It is well worth including part-time jobs you may have held during your studies, for instance, as these will be taken as a positive demonstration of initiative. Extra-curricular leadership roles could even be treated as equivalents to internships or jobs. Your role in a society at university could well be the difference between getting an interview and being rejected.
4. Use a repeatable formula to write cover letters
Cover letters are used to confirm your interest in consulting and for the specific firm that you are applying to. Not much else.
It is therefore worth being ruthless and formulaic with how you write them. Writing something around one side of A4 is important – it shows effort, and most other candidates will do the same.
Pointing towards your key skills or achievements is also useful in making sure an assessor gets the right points out of your CV. But the key thing you must do is to write something specific and relevant about the firm you are applying to. Mentioning your attendance at a recruiting event (and a person you met there) is ideal.
see more: http://news.efinancialcareers.com/uk-en/230291/consulting-applications/
Getting into consulting is not all about innate talent, there’s a strategy to your application. These are my tips for getting in.
1. Apply to a lot of firms
The first stage of the selection process will be some form of problem-solving test. Firms use this to filter from roughly 100 to 50 candidates for available role. These tests are not intended to assess your ability in ‘maths’, they try to test the way in which you think through problems.
Natural problem-solving ability is important. But the questions often repeat – if not in content they do in style. It is possible to learn how to solve the questions well or more quickly. Making sure you get plenty of practice is therefore critical. To get ahead of your rivals, apply to lots of firms across professional and financial services. Most firms will pass you automatically to the testing stage giving you fantastic, real practice.
2. Have a ‘top’ university on your CV
Academic standards will be used to chop 50 candidates for every role to around 25. Missing minimum grade requirements (normally an A in GCSE Maths and English and a predicted or realised 2.1 degree or above) causes an immediate rejection.
Less obviously, going to the wrong university can get you shown the door immediately too. Consultancies receive so many applications that they lack the resources to screen each one of them manually. They can also be very picky.
If you do not go to one of the top universities in your country (i.e. a ‘top 10’ university in the UK, or an Ivy League college in the U.S.), then your application will not even be considered. Don’t give up if you’re not in the right place now though – your chances could be increased hugely by pursuing postgraduate education at a better-regarded university. Then, you’d have both a more impressive level of education and a better university on your application. Alternatively, focus on building your experience.
3. Get work experience, but not too much
Manual CV and cover letter screening cuts the number of candidates from around 25 towards 10 for every role. At this stage, candidates will have the minimum academics and have passed the problem solving test. CVs are therefore graded for two things: exemplary academics and/or the right sort of experience.
PhD, university level awards or first-class degrees are the best ways to get bonus points for academic achievements.
Having at least two months’ work experience at a blue-chip firm is a strong support to an entry level application too. Well-regarded internship programmes – within or outside of consulting – are therefore well worth doing. Spending a summer in an investment bank and then applying to a consultant is almost as good as experience in consulting.
On the other hand, if you have loads of experience, you are unlikely to be considered for a role above entry-level.
The most efficient route into consulting is to apply straight after university having done one summer internship. More experience does not equal an increased chance of success.
Other experiences outside of work will also be considered. It is well worth including part-time jobs you may have held during your studies, for instance, as these will be taken as a positive demonstration of initiative. Extra-curricular leadership roles could even be treated as equivalents to internships or jobs. Your role in a society at university could well be the difference between getting an interview and being rejected.
4. Use a repeatable formula to write cover letters
Cover letters are used to confirm your interest in consulting and for the specific firm that you are applying to. Not much else.
It is therefore worth being ruthless and formulaic with how you write them. Writing something around one side of A4 is important – it shows effort, and most other candidates will do the same.
Pointing towards your key skills or achievements is also useful in making sure an assessor gets the right points out of your CV. But the key thing you must do is to write something specific and relevant about the firm you are applying to. Mentioning your attendance at a recruiting event (and a person you met there) is ideal.
see more: http://news.efinancialcareers.com/uk-en/230291/consulting-applications/
Thursday, December 24, 2015
Trainee Learning & Development Analyst
The purpose of the role is to support our consultants on client projects, this could be designing a course for future train drivers to the development of training for a new piece of equipment operated by the military, and everything in between. All taskings will be carried out under guidance from experienced colleagues.
We will provide the training, you will be expected to provide enthusiasm and eager to learn new skills. Full training will be provided, in a supportive environment.
You will be responsible for conducting the following tasks, under supervision. You will not be expected to understand them prior to appointment but please take the time to research them if you are invited for an interview:
Carrying out job analysis and data mapping
Populating competency frameworks and competence management systems
Task analysis and breakdown
Visiting or working on client sites to capture information
Drafting client reports
Development of courseware using a variety of learning solutions
Candidate Attributes
Strong academic background with a minimum of a 2:1 Degree
A background in creative technologies would be beneficial
Have a highly analytical mind, with excellent attention to detail
Able to present ideas and solutions in a clear and professional manner
Strong planning and organisation skills in order to ensure activities are completed on time
Excellent skills with Microsoft Office products (Word, Excel, PowerPoint)
Able to travel when necessary in the interests of the business
Have the persona to instil confidence in your abilities
The ability to interpret large amounts of data and produce the necessary reports
source: https://targetjobs.co.uk/employer-hubs/cuerden-consulting-ltd/438198-trainee-learning-development-analyst
Friday, December 18, 2015
Simpler Consulting Senior Advisor Dr. Patricia Gabow Receives Shingo Research and Professional Publication Award
ANN ARBOR, Mich., Dec. 17, 2015 /PRNewswire/ -- Simpler Consulting, a Truven Health Analytics company and leading global management consulting firm, today announced that Dr. Patricia A. Gabow and Philip L. Goodman were awarded the Shingo Research and Professional Publication Award for their book, The Lean Prescription: Powerful Medicine for Our Ailing Healthcare System. Patricia Gabow, M.D., is a senior advisor at Simpler Consulting and former CEO of Denver Health, a large integrated public healthcare system.
The Shingo Research and Professional Publication Award recognizes and promotes research and writing regarding new knowledge and understanding of lean and operational excellence.
"We would like to congratulate Dr. Gabow and Phil Goodman for being recognized with the prestigious Shingo Award, a worthy acclaim for having thoroughly captured seven years of experience in an engaging and straight forward re-telling of their Lean transformation of Denver Health," said Marc Hafer, president of Simpler Consulting. "All of us that know and worked closely with Patty appreciate her unparalleled attention to detail and hands on leadership of her operations as CEO of this magnificent public hospital system. In The Lean Prescription, that same Gabow mastery of nuances and the critical elements of transforming a large health system are factually presented, covering not just select clinical areas but the whole enterprise...as it should be done."
The Lean Prescription offers a comprehensive account of how Denver Health applied Lean management to realize nearly $200 million of well-documented, hard financial benefit in just seven years. Through Denver Health's journey, readers learn how Lean management can be utilized to achieve dramatic results such as eliminating waste, cutting costs, engaging employees and improving patient care. The Lean Prescription provides a step-by-step analysis of the implementation of Lean principles, from the integral role of leadership in leveraging Lean principles and techniques for detecting and eliminating waste, to the process of Lean deployment and effectively using the right metrics.
"I am honored to be the recipient of the Shingo Research and Professional Publication Award," said Dr. Gabow. "Leading the charge on Denver Health's Lean transformation was an eye-opening experience that I hope inspires other healthcare organizations to transform through Lean. The Shingo Institute and its awards recognize organizational commitment to leveraging principles for operational excellence. It is a privilege to receive this award as I truly believe that implementing Lean into healthcare organizations can lead to dramatic improvements."
Patricia Gabow and Philip Goodman will be presented the Shingo Research and Professional Publication Award at the 28th Annual International Shingo Conference April 25-29, 2016 in Washington, D.C.
see more at: http://www.prnewswire.com/news-releases/simpler-consulting-senior-advisor-dr-patricia-gabow-receives-shingo-research-and-professional-publication-award-300194119.html
The Shingo Research and Professional Publication Award recognizes and promotes research and writing regarding new knowledge and understanding of lean and operational excellence.
"We would like to congratulate Dr. Gabow and Phil Goodman for being recognized with the prestigious Shingo Award, a worthy acclaim for having thoroughly captured seven years of experience in an engaging and straight forward re-telling of their Lean transformation of Denver Health," said Marc Hafer, president of Simpler Consulting. "All of us that know and worked closely with Patty appreciate her unparalleled attention to detail and hands on leadership of her operations as CEO of this magnificent public hospital system. In The Lean Prescription, that same Gabow mastery of nuances and the critical elements of transforming a large health system are factually presented, covering not just select clinical areas but the whole enterprise...as it should be done."
The Lean Prescription offers a comprehensive account of how Denver Health applied Lean management to realize nearly $200 million of well-documented, hard financial benefit in just seven years. Through Denver Health's journey, readers learn how Lean management can be utilized to achieve dramatic results such as eliminating waste, cutting costs, engaging employees and improving patient care. The Lean Prescription provides a step-by-step analysis of the implementation of Lean principles, from the integral role of leadership in leveraging Lean principles and techniques for detecting and eliminating waste, to the process of Lean deployment and effectively using the right metrics.
"I am honored to be the recipient of the Shingo Research and Professional Publication Award," said Dr. Gabow. "Leading the charge on Denver Health's Lean transformation was an eye-opening experience that I hope inspires other healthcare organizations to transform through Lean. The Shingo Institute and its awards recognize organizational commitment to leveraging principles for operational excellence. It is a privilege to receive this award as I truly believe that implementing Lean into healthcare organizations can lead to dramatic improvements."
Patricia Gabow and Philip Goodman will be presented the Shingo Research and Professional Publication Award at the 28th Annual International Shingo Conference April 25-29, 2016 in Washington, D.C.
see more at: http://www.prnewswire.com/news-releases/simpler-consulting-senior-advisor-dr-patricia-gabow-receives-shingo-research-and-professional-publication-award-300194119.html
Tuesday, December 15, 2015
Bronx Assemblyman Decides Not to Take Political Consulting Job
THE BRONX — Bronx Assemblyman Michael Blake is not taking a job with a top political consulting firm, following outcry over the announcement he made the same day former Senate Majority Leader Dean Skelos was convicted in a corruption trial.
Rebecca Katz, a partner at Hilltop Public Solutions, confirmed that Blake would not be joining the firm as a partner. Blake said the decision was his.
"While everything was ethical and appropriate, the climate right now creates a perception," Blake said in an interview.
He added that he didn't want the "distraction" the job created.
Good government groups criticized the announcement Friday that Blake, who has spoken in favor of ethics reform, would take such a position, especially given the climate in Albany around corruption.
Two of the most powerful politicians in the state — Skelos and former Assembly Speaker Sheldon Silver— were both convicted of selling their offices by federal prosecutors within the last month.
Both convictions involved outside employment.
Silver was convicted of receiving millions in kickbacks from companies with business before the state by masking the income as money earned from legitimate employment.
Skelos and his son Adam were convicted on eight counts of bribery and extortion after Skelos's son secured no-show jobs based on the promise of favorable legislation.
"How many prosecutions will it take before Albany gives the people of New York the honest government they deserve?" U.S. Attorney Preet Bharara tweeted after Skelos was convicted.
Blake's announcement came on the same day Skelos was convicted. The press release did not mention that Blake was an assemblyman.
Blake said he had cleared the position with a state ethics commission and saw no conflict of interest because he would be working with national and international clients. Being a state legislator is officially considered a part-time job. Many assemblymen and senators have outside work.
Although he is single and without children, Blake said he uses his income to support his mother and a nephew, among other family members.
"I understand the sensitivity," said Blake who added that he already consulted for national and international clients over the last year.
"In the exact same way that individuals have multiple jobs to support their families and provide for their needs, this is no different," he added.
Greatly reducing or eliminating the ability of state lawmakers to earn outside income while boosting their salaries is one of the proposed solutions to reduce corruption in Albany.
see more at: https://www.dnainfo.com/new-york/20151214/high-bridge/bronx-assemblyman-decides-not-take-political-consulting-job
Rebecca Katz, a partner at Hilltop Public Solutions, confirmed that Blake would not be joining the firm as a partner. Blake said the decision was his.
"While everything was ethical and appropriate, the climate right now creates a perception," Blake said in an interview.
He added that he didn't want the "distraction" the job created.
Good government groups criticized the announcement Friday that Blake, who has spoken in favor of ethics reform, would take such a position, especially given the climate in Albany around corruption.
Two of the most powerful politicians in the state — Skelos and former Assembly Speaker Sheldon Silver— were both convicted of selling their offices by federal prosecutors within the last month.
Both convictions involved outside employment.
Silver was convicted of receiving millions in kickbacks from companies with business before the state by masking the income as money earned from legitimate employment.
Skelos and his son Adam were convicted on eight counts of bribery and extortion after Skelos's son secured no-show jobs based on the promise of favorable legislation.
"How many prosecutions will it take before Albany gives the people of New York the honest government they deserve?" U.S. Attorney Preet Bharara tweeted after Skelos was convicted.
Blake's announcement came on the same day Skelos was convicted. The press release did not mention that Blake was an assemblyman.
Blake said he had cleared the position with a state ethics commission and saw no conflict of interest because he would be working with national and international clients. Being a state legislator is officially considered a part-time job. Many assemblymen and senators have outside work.
Although he is single and without children, Blake said he uses his income to support his mother and a nephew, among other family members.
"I understand the sensitivity," said Blake who added that he already consulted for national and international clients over the last year.
"In the exact same way that individuals have multiple jobs to support their families and provide for their needs, this is no different," he added.
Greatly reducing or eliminating the ability of state lawmakers to earn outside income while boosting their salaries is one of the proposed solutions to reduce corruption in Albany.
see more at: https://www.dnainfo.com/new-york/20151214/high-bridge/bronx-assemblyman-decides-not-take-political-consulting-job
Tuesday, December 8, 2015
A Consulting Firm Hired By Uber Found That Its Drivers Are Very Happy
Uber released a survey on Monday whose findings tend to support its position in misclassification lawsuits and regulatory battles. The survey found the ride-hailing company's drivers are happier than ever and most work part-time, but it has also been criticized for excluding key data points like driver earnings and how many drivers work full-time—omissions that are less surprising when you consider that the study was conducted by a brand strategy firm.
The survey polled 833 of Uber's more than 400,000 drivers. Eighty-one percent of them said they were satisfied with the experience of driving for Uber, a slight increase over the 78% who gave the same response in a similar survey released back in January 2015.
Uber, which is facing lawsuits in several states alleging that its drivers—though classified as contractors—are treated as employees, has argued that it serves as a flexible option for people to earn supplemental income on their own terms. The survey found that 69% of its drivers have other full-time or part-time work outside of Uber, and that 50% drive fewer than 10 hours per week on average. Almost all the drivers, 97% of participants, said they were satisfied with the flexibility that Uber allowed them.
Uber has also cast itself as an option for students, parents working around children's schedules, and people between jobs. The survey reported that 11% of its drivers are students, 48% have children 18 years old or younger living at home, and 67% had no prior professional driving experience.
Just as important, however, is what doesn't appear in the survey results. Though the survey reported that most drivers are part-time drivers, it did not report how many drivers worked more than 40 hours per week (20% rely on Uber as their sole source of income). Last year, the survey reported that drivers who had previously driven taxis earned $23 per hour but that did not account for driver expenses, like gas, that significantly reduce take-home pay. This year, during which some drivers have complained about fare cuts that impact their pay, there's no information about driver pay. Though the survey examines whether drivers like the flexibility on the platform, it doesn't ask them, for instance, whether they're happy with their pay or the way that the company communicates with them.
Uber's survey seems to paint a selective picture of its drivers. Which is exactly what it's designed to do. Like many companies, Uber hired a brand strategy firm called Benenson Strategy Group to incorporate data into its message.
see more at: http://www.fastcompany.com/3054331/a-consulting-firm-hired-by-uber-found-that-its-drivers-are-very-happy
The survey polled 833 of Uber's more than 400,000 drivers. Eighty-one percent of them said they were satisfied with the experience of driving for Uber, a slight increase over the 78% who gave the same response in a similar survey released back in January 2015.
Uber, which is facing lawsuits in several states alleging that its drivers—though classified as contractors—are treated as employees, has argued that it serves as a flexible option for people to earn supplemental income on their own terms. The survey found that 69% of its drivers have other full-time or part-time work outside of Uber, and that 50% drive fewer than 10 hours per week on average. Almost all the drivers, 97% of participants, said they were satisfied with the flexibility that Uber allowed them.
Uber has also cast itself as an option for students, parents working around children's schedules, and people between jobs. The survey reported that 11% of its drivers are students, 48% have children 18 years old or younger living at home, and 67% had no prior professional driving experience.
Just as important, however, is what doesn't appear in the survey results. Though the survey reported that most drivers are part-time drivers, it did not report how many drivers worked more than 40 hours per week (20% rely on Uber as their sole source of income). Last year, the survey reported that drivers who had previously driven taxis earned $23 per hour but that did not account for driver expenses, like gas, that significantly reduce take-home pay. This year, during which some drivers have complained about fare cuts that impact their pay, there's no information about driver pay. Though the survey examines whether drivers like the flexibility on the platform, it doesn't ask them, for instance, whether they're happy with their pay or the way that the company communicates with them.
Uber's survey seems to paint a selective picture of its drivers. Which is exactly what it's designed to do. Like many companies, Uber hired a brand strategy firm called Benenson Strategy Group to incorporate data into its message.
see more at: http://www.fastcompany.com/3054331/a-consulting-firm-hired-by-uber-found-that-its-drivers-are-very-happy
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