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.

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.