Whistleblowers Of America

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We are seeing a spike in whistleblowers both locally and globally. As you all consider your next move with regards to what JFK has called Workforce Resilience, we are offering a new service with Dr B-A, the creator of Employment Law to work with you and your legal counsel (inside or outside) to amend current DEI priorities and make sure that you are lawsuit proof.

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Below is some data that we've gathered with peer organizations from consultants that do this work based what they are seeing and hearing from the market.

Overview

This benchmark report surveyed 100 DEI (Diversity, Equity, and Inclusion) consultants in the USA to gauge the trajectory of the DEI consulting field by 2025. It covers:

• Perceptions of future revenue potential

• Strategies consultants plan to adopt

• Sentiments on whether the DEI industry is set to decline or evolve

• Definitions of success and key pieces of advice for the DEI community

• Demographic details on years of experience and reach (followers)

Key Findings

1. Mixed Outlook on Future Growth

   • About 44% of respondents believe that DEI consulting will see a marked decline in 2025.

   • Around 29% disagree with the notion of decline, while 27% remain uncertain.

2. Revenue Expectations and Optimism

   • A significant segment (35 out of 100) expects annual revenue above 150K, indicating confidence in DEI’s financial viability.

   • Those who are optimistic about DEI’s future tend to aim for higher revenue, whereas those predicting a decline mostly project lower earnings (e.g., just covering expenses). Nevertheless, a few who foresee a decline still hope to surpass 150K.

3. Proposed Strategies

   • Taking a Traditional Job (20%) and Watching the Market (24%) are popular fallback plans.

   • 5% have no clear strategy, whereas 51% are either pursuing something else or taking alternative approaches (e.g., rebranding, changing service offerings).

   • Consultants leaning on “Other” strategies often set higher revenue goals, suggesting an appetite for creativity and adaptability.

4. Insights on “Doubling Revenue”

   • Two-thirds believe certain DEI consultants will be able to double their income in 2025, implying that even amid uncertainty, there are pockets of strong optimism.

5. Advice Trends

   • Emphasis on tying DEI work to measurable business outcomes and staying flexible in response to changing market conditions.

   • Encouragement to integrate DEI within broader organizational strategies, rather than treating it as a standalone initiative.

6. Sentiments on Success

   • A majority define success as blending personal fulfillment, hitting solid revenue targets, and demonstrating effective leadership.

   • A smaller share highlight concerns about swift expansion leading to burnout or lacking sustainable infrastructure.

7. Demographics

   • Combined, the 100 participants have about 1,800+ years of experience, with an average of nearly 20 years each.

   • Their total social media following is approximately 763K, reflecting significant reach and influence.

SUMMARY

• Backdrop of Political PressureWith President Trump beginning his second term in 2025, the administration issued multiple executive orders targeting both federal and private-sector IE&D initiatives, such as ending IE&D programs in federal agencies and calling for investigations into similar initiatives at private organizations. This has put additional legal and reputational pressure on companies to reconsider or scale back IE&D commitments.

• Ongoing Commitment, but Growing UncertaintyDespite negative headlines and regulatory scrutiny, a notable share of companies reported maintaining—or even increasing—their IE&D activity in 2024 and plan to continue doing so in 2025. Employee expectations, talent retention, and organizational culture remain major factors driving IE&D efforts, though executives express rising concerns about government enforcement and shareholder lawsuits.

• Retrenchment in Specific AreasOrganizations that are scaling back IE&D are largely doing so in “higher-risk” areas, like metrics, benchmarks, or executive incentives tied to IE&D goals. Many of these initiatives are seen as more likely to trigger regulatory scrutiny or allegations of unlawful quotas. Some leaders are also removing IE&D language from outward-facing communications, though few are completely eliminating IE&D roles.

• “Wait-and-See” ApproachMore than half of the survey respondents say their organization is waiting for clarity from Washington, D.C., on enforcement plans before making major changes. This indicates that while the legal and political environment is fraught, many companies are avoiding wholesale rollback of IE&D programs until more details emerge.

• Differences by Company SizeLarger companies with over 5,000 employees are feeling greater pressure due to higher visibility and a bigger risk profile. They are more likely to anticipate lawsuits or enforcement actions and to scale back IE&D. At the same time, bigger organizations historically had more robust IE&D initiatives—such as affinity groups, training, and recruitment pipelines—so any retreat could be especially visible and influential in the broader corporate landscape.

KEY TAKEAWAYS FOR A BLOG POST

1. IE&D Is Still a Strategic Priority—But More Politically Charged Than EverMany organizations remain committed to IE&D as a strategy for attracting and retaining talent. However, the second Trump administration’s executive orders have polarized the conversation, forcing C-suite leaders to balance legal risk with the competitive advantages of a diverse workforce.

2. Risk Mitigation vs. Culture BuildingWhile some executives are dial­ing back public-facing statements and scrapping metrics that could be seen as “quotas,” employee resource groups and inclusive culture-building initiatives remain common. This shift reflects a desire to keep IE&D commitments alive while reducing legal exposure.

3. Legal and Compliance Considerations Are ParamountOver half of the surveyed executives report heightened concern about litigation, government investigations, and shareholder proposals specifically targeting IE&D. Conducting privilege-protected audits to identify and fix potential vulnerabilities is a prudent step in this environment.

4. Size and Visibility MatterLarger, publicly visible companies—especially federal contractors—have been singled out for enforcement under recent directives, driving them to be more conservative. Even so, they face strong internal and external pressure to sustain IE&D as a cornerstone of brand reputation and employee engagement.

5. A ‘Wait-and-See’ Mindset for ManyAs organizations take stock of the administration’s evolving enforcement priorities, many are pausing major changes and opting for quieter, lower-risk IE&D initiatives. This measured approach indicates that a full retreat from IE&D is not inevitable, but the form and visibility of these programs are shifting rapidly.

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