All its 150 employees, says DLC chief executive Tom Sweeney, have worked at Fortune 1000 companies, and are either experienced Big-Four CPAs or MBAs from Top-25 schools, with many of them having both backgrounds. And while DLC is filling the particular needs of corporate clients by placing finance consultants with them, it seems at least as interested in expanding the experience base of its consulting force through a sort of targeted on-the-job training.

That's because, Sweeney says, by strategically assigning its people "we are able to leverage our consultants' current skill and experience to provide them exposure to new industries, software environments, and functional disciplines."

He adds, "The thing that's really unique about our firm is the employment model and the operating model, and how they work together. It's the intersection of them that creates value." And both Sweeney and his CFO, Brad Gray, had personal experience with the DLC consulting system before moving into their current jobs. So they should know first-hand.

The educational background and the years of finance experience its consultants have may offer some level of assurance when clients call looking for finance help. But many of those clients also are drawn to the "project-based" thrust at DLC, rather than the more common "rent-a-CFO" approach.