ABOUT US
WHAT WE DO
Since our founding at the request of Ernst & Young more than 35 years ago, US Consults has been making the impossible possible for its clients.
Most companies and government entities don't spend much time or energy on the impossible. As such, we have yet to serve a client who was fully aware of all possibilities, including strategic options. For example, a multi-national private sector client originally engaged us to identify and negotiate economic incentives for a planned $20 million investment in Pennsylvania. Once engaged, we identified investment options for them providing an ROI they had only seen with investments made in Europe and Asia. As a result, their planned $20 million investment morphed into their first significant investment in the United States in over a decade - a $1 billion investment elsewhere for which we negotiated $750 million in "no harm, no foul" (no clawback) benefits. The agreement provided our client a period of 40 years within which to make the total investment, with benefits delivered to them over a 30 year period. In total, the historic agreement spanned 70 years.
It is important to note that our client wasn't the only "winner" in these negotiations. Government also "won", as did the communities - the people. The outcome was a "win-win" - perceived at the time the agreement was signed and since (years later).
How is this possible?
Another example: a government client approached us to help them diversify their economy - attract new businesses and jobs - and eliminate the generational poverty plaguing its community. As the client was two hours away from the nearest commercial airport (with limited service), much less a bowling alley or movie theater, the community was not exactly a convenient option for a company seeking expansion or relocation. Even the geography and climate were acquired tastes. In short, the client needed economic development funds (which it did not have) in order to compete effectively with other communities for new businesses. Yet, it had no source of revenue it could dedicate for that purpose, and building the funds out of tax revenues from the citizenry was an idea that would only be embraced by someone intent on political suicide. In response, we identified several options that would enable them to generate a new source of revenues that didn't tax their citizens, paving a path for new economic development monies and righting a 100-year-long wrong along the way. Local businesses in the community also shared in the benefits as no new taxes were assessed. Another win for both parties.
How is that possible?
In essence, we resolve challenges by finding solutions that benefit all parties involved. Rather than antagonists, government (e.g. the community) and the company are collaborators and mutual beneficiaries. This dynamic is why we often struggle to easily answer the question: "What do you do?" Do we negotiate discretionary cash grants? Yes. Do we negotiate discretionary tax exemptions? Yes. Do we negotiate discretionary special utility contracts (outside the normal tariff)? Yes. Do we negotiate discretionary tariff mitigation? Yes. Do we negotiate discretionary wage subsidies? Yes. Do we negotiate mitigation of a client's investment costs? Yes. Do we negotiate mitigation of a client's operating costs? Yes. Do we find new sources of revenue for government without adding to the voters' or businesses' tax burdens? Yes.
Although each of these is something we do, each of these activities fails to capture the essence of what we do. Perhaps the essence of what we do is create a transactional benefits möebius - where financial benefit is realized by the private sector concurrently with financial, economic, social and political benefits realized by the public sector.
How do we do that? By carefully and accurately constructing, through extensive research and analysis, the raisons d'état and d'être necessary to achieve unparalleled results we make the impossible possible.
WHO WE ARE
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