Less noise.
More control.
Simple equipment.
Dots handles the work behind employee equipment — rules, approved choices, orders and delivery.
My proposed starting point
New hires and peripheral refresh.
Fewer questions, less manual work.
More workflows, stock and integrations.
Employees choose approved equipment. Dots removes the manual work behind it.
Choose without confusion
- See only company-approved options
- Track delivery without chasing IT
Stay in control
- Set rules, budgets and approvals once
- Handle exceptions — not every order
Run and grow the service
- Manage the workflow and fulfilment
- Build recurring platform revenue
I would own the outcome end to end — and align the people needed to deliver it.
Stay close to customers
- Lead discovery and support sales conversations
- Own product issues through stable go-live
- Make sure employees actually use the product
Connect the right teams
- Align Product, Engineering, Operations and CS
- Help Sales and Marketing explain the value
- Bring clear options, owners and decisions
Make success repeatable
- Turn feedback into better product workflows
- Build a reusable rollout and support playbook
- Enable Implementation and CS to scale delivery
My IT background helps me understand the customer’s real pain points, speak their language and connect product, sales and implementation.
The employee sees only what the company already approved. Dots handles the rest.
Employee profile
HiBob tells Dots who joined, their role and country.
Secure login
Pre-hire link first; Okta login from Day 1.
Company choice
The laptop is assigned by role. The employee chooses an approved color.
Choose extras
Use the 600-token wallet on approved peripherals.
Check the rules
Dots checks policy, balance, stock, address and approvals.
Order + update
Dots orders, ships, solves issues and sends status updates.
Dots connects the systems, applies IT's rules and keeps every order on track.
Who joined, their role, country and start date.
Secure login, permissions and account closure.
Allowed equipment, wallet, approvals and refresh timing.
+ RULES
Dots workflow engine
One managed process that follows each customer's rules.
+ ORDERS
Approved choices, token balance and order status.
Cart, approval, purchase order and financial record.
Catalog, min/max stock, alerts, delivery and returns.
HiBob sends the profile.
Okta or limited pre-hire link.
Role, wallet, approval and stock.
Laptop color + approved peripherals.
The purchase is recorded.
Everyone sees the status.
Make one workflow work well first. Then add more value step by step.
Prove the need
- Understand today's manual work
- Configure one clear policy
- Launch 2–3 small pilots
- Test must-have + willingness to pay
Make it repeatable
- Simple policy admin
- Equipment refresh
- Clear reporting
- Rollout guide
Add operations
- Support + offboarding
- More countries
- Min/max stock alerts
- Optional auto-replenishment
Build the vision
- Employee personal helper
- Zip, ITSM and ERP integrations
- Packaging + pricing
- Scale through Implementation + CS
Ask Dots to nominate matching customers. Select 2–3 design partners and start with a small group in each.
Talk to employees and teams; find the repeated questions, delays and manual steps.
Score Dots customers by profile fit, pain, sponsor commitment, data readiness and a manageable supplier path.
Employee profile, login, policy, wallet, catalog, order and delivery.
Daily launch monitoring, weekly scorecard, issue triage and structured employee/admin feedback.
Use real usage, saved work, reliability, costs and willingness to pay.
Target within Dots' customer base
- Existing Dots customer relationship
- ~2,000 employees + meaningful hire/refresh volume
- Multi-country policies; HiBob + Okta + Slack
- Executive sponsor + named IT/HR operators
- Baseline data + paid-pilot intent
task feedback
evidence + decisions
workflow + exceptions
Employees complete the task, teams save time — and Dots earns recurring platform revenue.
Six signals that show real customer value
How long from employee request to a completed delivery?
Does the process finish correctly without getting stuck?
How often do people still need manual help?
How quickly can Dots launch the next customer?
Do employees and company managers find it clear and useful?
Does equipment arrive and return with less delay and follow-up?
How money moves — and what counts as revenue
Monthly base fee + fee per covered employee
This is what creates MRR and ARR.
Quarterly, half-year or annual equipment budget
Not Dots revenue. A 3–5% bonus is a closing tool, only when supplier savings fund it.
Paid pilot, rollout, fulfilment and special handling
Charge for real work instead of hiding it inside the subscription.
Learn early, improve the product calmly — and expand only when the experience is ready.
Employee experience
Watch: employees still ask for help.
Improve: shorter flow, bundles and clearer guidance.
Next step
Simplify the experience and test it again.
Simple customer setup
Watch: every customer asks for different development.
Improve: flexible settings before new code.
Next step
Keep one product that works for many customers.
Reliable information
Watch: employee or order information is missing.
Improve: stop safely, explain and notify the owner.
Next step
Make the workflow stable before expanding.
Healthy business model
Watch: delivery, support or bonus costs grow.
Improve: review pricing and supplier funding.
Next step
Fix the offer before selling it at scale.
Listen to each customer — then solve the need in a way that can work for many customers.
I would stay close to early customers, turn real IT pain into product decisions — and make each launch easier than the last.
Join discovery, sales and product marketing; connect real pain to clear value.
Stay accountable for product issues and early go-live with Engineering, Operations and CS.
Turn customer feedback and friction into reusable workflows — not one-off fixes.
Build the rollout and support playbook, then enable Implementation and CS.
IT experience + product ownership: understand the pain, explain the value and stay accountable through delivery.
First 90 days: earn customer trust and the right to scale.
Select 2–3 Dots customers that match the target profile and feel a must-have pain.
Discovery, sales support, pilot delivery, issue resolution and stable adoption.
Show what we learned and recommend whether to expand, improve or stop.
Leadership decides how far to invest.