DeepNet Computer Consulting

I've always wanted to figure out how to do good with business.

I first learned about B Corporations during my MBA in sustainable enterprise, and what grabbed me was the triple bottom line—people, planet, profit. Most businesses are purely profit focused, which means decisions often screw over people or the planet. We needed a structure that could outlast me where those three things actually stayed balanced.

Honestly, I wasn't convinced an IT company could do much with it. But the impact assessment proved me wrong. Pay transparency, real inclusion, equity, volunteerism—there's loads you can do on the people side. And vendor side too. We basically ditched our old list and rebuilt it with partners who actually give a s**t about sustainability.

But the real reason we did it? We just weren't interested in the standard MSP playbook—pick a vertical, drill down, grab every client you can. Boring. We wanted to work with actual interesting humans. People trying to change something. So we aligned our business with theirs. We handle the IT mess so they can focus on what actually matters.

That's what being a B Corp means to us. Not the badge. The actual commitment.

I've always wanted to find a way to do good with business. I first learned about B Corporations while doing my MBA in sustainable enterprise, and what grabbed me was the idea of a triple bottom line: people, planet, profit. Most businesses are solely profit focused, which means decisions don't always work out well for people or the planet.

We became a B Corp because I wanted a structure that could outlast me—one where those three things stayed balanced no matter who's running it.

Honestly, I wasn't sure how much we could actually do in a virtual service business. But the impact assessment surprised me. We could do plenty on the people side—equity, pay transparency, volunteerism, inclusion. And on the vendor side too, even though we're not manufacturing. We got to rebuild our entire list of recommended partners with sustainability in mind.

But the real reason? I just didn't want to play the MSP game of picking a vertical, drilling down, and hoovering up as many clients as possible. That didn't excite us. We wanted to work with genuinely interesting humans—people trying to change the world. So we aligned our business with theirs. We handle the IT headache so they can focus on their mission and actually make a dent.

That's what being a B Corp means to us.

Most IT MSPs talk about support.

Very few can explain their operating system.

For us, the difference isn’t “faster ticket replies” — it’s having defined procedures behind the service, so the experience stays consistent even when things get complex.

Here’s what that looks like in practice:

Structured intake + triage so the right work gets prioritized early

Tiered support + clear escalation so issues don’t stall

Self-service resources so common problems don’t become recurring distractions

Security built into the lifecycle (devices, access, patching, monitoring)

A 30–45 day transition plan so switching providers doesn’t become “month one chaos”

That’s what we mean by prevention.
Not reacting faster — reducing the number of problems that reach the business in the first place.

The 4-question filter

One of the most useful things we’ve done as a leadership team is simplify decisions.

Before something becomes a meeting, we run it through a simple filter:

Is it reversible?
Who’s closest to the problem?
What’s the cost of waiting?
What does “good” look like?

Most decisions don’t need escalation.
They need clarity!

"My entire motivation for building a different kind of company came from one feeling I had over and over: I don’t matter here."

People rarely leave companies because of money.
They leave because they don’t feel seen.

That’s what pushed me to look for alternatives — models where people actually had a voice, where the work they put in mattered. Discovering employee-owned companies and purpose-driven businesses wasn’t a theoretical interest for me. It was a reaction to what I’d lived.

So when it came time to build a company, the goal was simple:
Create a place where people genuinely matter.

A place where their work comes back to them.
Where leadership listens.
Where staying isn’t an accident — it’s a choice.

It sounds basic, but it’s rare. And if there’s one thing I’ve learned, it’s that people will do remarkable work when they feel valued and included in the outcome.

2The Mondragon Moment (Expanded Version)

In 2008 I stumbled on something that completely rewired how I think about business — Mondragon, a worker-owned cooperative in Spain with over 100,000 employees and hundreds of companies under its umbrella.

One worker, one vote.
A CEO earning no more than five times the lowest-paid employee.
A system built on participation, not hierarchy.

Until then, I had never seen a real-world example of ownership at scale — a global business proving that shared governance and shared reward weren’t idealistic theories, but operational realities.

What struck me most wasn’t the structure itself, but what it unlocked: stability, loyalty, resilience. Employees choosing collective pay cuts to save every job during a recession. Leaders empowered but not separated. A community growing because value stayed where it was created.

Mondragon showed me that a company could be large, profitable, and still deeply human — and that changed the trajectory of how I wanted to build and lead.

The Consumer Impact Summit in Bentonville was surprisingly engaging and aligned — especially for a state that, until recently, had only one Certified B Corp. Arkansas now has four, and many more organizations are heading that way.

What stood out most was how open people were to the idea of employee ownership — though for many, it was still a new concept. The key, I’ve found, is framing: you don’t “go” employee-owned — you sell to your employees.

That distinction matters. It’s about structure, not sentiment — about building companies that are designed to last.

That’s exactly what we’ll be exploring in my new video diary series, Built to Last — a look at how we’ve structured DeepNet differently: independence over private equity, ownership over hierarchy, transparency over complexity, and purpose over buzzwords.

Episode 1 drops soon: The Ownership Mentality.