40 years of DAI

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front, it seemed likely that ICF would maintain the hands-off approach that it had used with its other new subsidiaries. That turned out to be a problem. In buying the remnants of Kaiser Engineers, ICF bit off more than it could swallow, and invisible to ICF management, some of the other subsidiaries were hemorrhaging cash. In June 1991, the deal with DAI was weeks away and ICF was about to issue $4 million in new shares to cover the acquisition, when the losses incurred by those subsidiaries came home to roost, with a vengeance. The value of ICF’s publicly traded stock (the currency for the planned purchase of DAI) plunged, and the deal was called off. When ICF collapsed, a number of the recently acquired subsidiaries were dismantled in the effort to salvage the company—a fate that DAI had narrowly escaped. Things looked very different to DAI management after the narrow escape from ICF. Mickelwait had gained some of his optimism back. “We were able to move again in what I thought were some sensible directions,” he said. He had finally learned what Betsy Marcotte, watching intently from the ICF side of the table, had quickly grasped—that DAI was a company with a great deal of promise. “It was a younger, more entrepreneurial firm, really able to go after things more quickly than we were,” she said. Marcotte was deeply disappointed—she had looked forward to working with DAI. But both she and the company were still young, and her chance would come. 43
Photo courtesy of USAID 44
Page 3 and 4: 2 DAI, Bethesda, MD 20814, USA www.
Page 6 and 7: FOreWOrd There are three reasons we
Page 8 and 9: chapter One Something to believe In
Page 10 and 11: Chapter One Something to Believe In
Page 12 and 13: Development By 1979, the notion tha
Page 14 and 15: It was Charles Franklin “Charlie
Page 16 and 17: law in Delaware, where many small c
Page 18 and 19: ects in Africa. Hatch held a newly
Page 20 and 21: Most staff members who joined DAI i
Page 22 and 23: tise, energy, and especially money.
Page 24 and 25: Barclay encountered Charlie Sweet,
Page 26 and 27: after Barclay. In early 1978, he be
Page 28 and 29: norm after this. The offering docum
Page 30 and 31: gathered in the well-appointed surr
Page 32 and 33: Chapter Two Learning by Doing, 1981
Page 34 and 35: spending, and demand in the technic
Page 36 and 37: several senior managers, including
Page 38 and 39: Back on the Growth Path Don Mickelw
Page 40 and 41: second was that the firm was ready
Page 42 and 43: spurs and become assets in the firm
Page 44 and 45: A Different Direction By 1981, soon
Page 46 and 47: in rural enterprise development and
Page 48 and 49: cided to begin providing annual cas
Page 50 and 51: DAI began to grow again, he grew re
Page 54 and 55: Chapter Three The Fresh Faces of De
Page 56 and 57: household word. USAID had commissio
Page 58 and 59: epublics. For the work in Poland, D
Page 60 and 61: tion. Calculating the growing impor
Page 62 and 63: to development policy, but no chang
Page 64 and 65: to realizing Mickelwait’s vision
Page 66 and 67: in the forefront, serving an unprec
Page 68 and 69: find alternatives as long as the Go
Page 70 and 71: Transition These successes and fail
Page 72 and 73: Mickelwait knew that Barclay had in
Page 74 and 75: Chapter Four Farther and Faster, 20
Page 76 and 77: Barclay could not have known then t
Page 78 and 79: Tactical deployment of grants was t
Page 80 and 81: DAI on track to cross the $100 mill
Page 82 and 83: ECIAfrica as a reliable service pro
Page 84 and 85: highly successful. Said Abu Hijleh,
Page 86 and 87: able expertise in federal procureme
Page 88 and 89: When new projects first appeared in
Page 90 and 91: Transformation and Transition The e
Page 92 and 93: to improve as soon as this change o
Page 94 and 95: Chapter Five Pulling Together, 2005
Page 96 and 97: in the ESOP were distributed throug
Page 98 and 99: Ownership, however, could be figura
Page 100 and 101: advantage, USAID would favor a comp
Page 102 and 103:
As Jim Boomgard noted, “Developme
Page 104 and 105:
governments on all levels to better
Page 106 and 107:
In his role as COO, empowered by Ba
Page 108 and 109:
the mid- and late 2000s, the compan
Page 110 and 111:
the mid-1990s, DAI had begun to ext
Page 112 and 113:
immense—and DAI’s projects are
Page 114 and 115:
ard Winkler. Few will dispute that
Page 117:
DAI Advancing Human Prosperity
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