Twenty years on the buyer side taught me what was broken.
I built the firm I wished had existed.

Twenty years on the buyer side taught me what was broken. I built the firm I wished had existed.

A personal letter from the founder about the work that shaped Domino, the three things most consulting gets wrong, and the kind of partnership this firm was designed to be.

A personal letter from the founder about the work that shaped Domino, the three things most consulting gets wrong, and the kind of partnership this firm was designed to be.

WHY DOMINO EXISTS

WHY DOMINO EXISTS

For two decades, I sat in the client chair. I watched consultants roll off engagements before the systems they’d built were stable. I inherited platforms whose architecture only made sense to people no longer on payroll. I signed contracts where the senior name on the sales deck disappeared after the engagement started. I approved budgets that ballooned because nobody on my team could extend the work without calling the firm back.

I didn’t leave to build another consulting firm. I left to build the one I needed when I was buying.

For two decades, I sat in the client chair. I watched consultants roll off engagements before the systems they’d built were stable. I inherited platforms whose architecture only made sense to people no longer on payroll. I signed contracts where the senior name on the sales deck disappeared after the engagement started. I approved budgets that ballooned because nobody on my team could extend the work without calling the firm back.

I didn’t leave to build another consulting firm. I left to build the one I needed when I was buying.

The buyer-side years