Domo Strategy and Business Model

Executive Overview

Domo is a U.S.-based cloud software company focused on business intelligence, data integration, analytics, and what it increasingly describes as data products. Founded in 2010 by Josh James and headquartered in American Fork, Utah, Domo sells a cloud platform that helps organizations connect data from many systems, prepare and govern it, build dashboards and applications, and distribute insights to internal and external users. The company operates in the crowded analytics and data-platform market, but its pitch is broader than visualization alone: Domo aims to reduce the friction between moving data, analyzing it, and acting on it, with artificial intelligence features increasingly layered into the workflow. In FY2024, ended January 31, 2024, Domo reported revenue of $317.5 million. Subscription revenue made up the large majority of sales, which gives the business a recurring-revenue base, while professional services help customers implement and expand the platform. Domo serves customers globally, though the business remains U.S.-centric. The central strategic question is whether Domo can keep differentiating as an integrated, cloud-native analytics platform while improving sales efficiency, profitability, and relevance against much larger software ecosystems.

Domo at a Glance

Logo
Common name	Domo
Full legal name	Domo, Inc.
Headquarters	American Fork, Utah, United States
Ownership	Public company with a dual-class share structure; founder and CEO Josh James held super-voting Class B shares as of the 2024 proxy.
Ticker	DOMO
Exchange	NASDAQ
Market Cap	$101.36M
Revenue (FY2024)	#N/A
Founding / major historical milestones	Founded in 2010; went public in 2018; expanded from dashboard-centric business intelligence into broader data integration, data apps, embedded analytics, and artificial intelligence capabilities.
Industry or industries	Cloud software; business intelligence; analytics; data integration; enterprise software
Key products or services	Analytics platform subscriptions, dashboards and reporting, data integration and transformation tools, embedded analytics, low-code data apps, artificial intelligence features, implementation and professional services
Geographic footprint	Global customer base with a primarily U.S.-centered business and cloud-delivered operating model
Business segments as officially reported	One reportable segment; revenue is disclosed primarily as subscription revenue and professional services and other revenue
Company website	https://www.domo.com

1. What Is the Strategy of Domo?

1a. What is the winning aspiration of Domo?

In FY2024 public materials, Domo positioned itself as more than a dashboard vendor. Its stated ambition was to help organizations turn data into action through a cloud platform that combines integration, analytics, applications, and increasingly artificial intelligence. Winning, in practical terms, appears to mean becoming embedded in customer workflows so that Domo is used not just for reporting but also for operational decisions, external-facing data products, and workflow automation. Public disclosures in FY2024 did not center on a single long-term revenue target. Instead, the visible aspiration was balanced growth: expand recurring subscription revenue, deepen product relevance, and improve profitability and cash generation.
1b. Where does Domo play?

Domo plays in cloud-based analytics and business intelligence, but it deliberately stretches that boundary into adjacent categories such as data integration, low-code data apps, embedded analytics, and AI-enabled data experiences. Customer-wise, Domo focuses on organizations rather than consumers, especially companies that need to connect many internal and external data sources and distribute insights to a broad set of business users. Based on its product and go-to-market posture, Domo appears most relevant to mid-market and enterprise customers, including buyers that want faster deployment and less tool sprawl than a stitched-together analytics stack. Geographically, Domo serves customers internationally, though the United States remains its core market as of FY2024.
1c. How does Domo plan to win?

Domo’s visible recipe for winning is integration plus usability. Rather than compete only on the sophistication of charts or only on back-end data engineering, Domo tries to offer a unified platform that lets customers connect data, transform it, govern it, analyze it, and distribute it through apps and embedded experiences. That matters because many analytics projects fail not on visualization but on the handoffs between data preparation, business access, and action. Domo also tries to win on speed to value, cloud-native deployment, broad connector coverage, and business-user accessibility. As larger rivals bundle analytics into broader cloud suites, Domo’s differentiation depends on being easier to deploy across heterogeneous systems and more useful for turning analytics into operational workflows.
1d. What capabilities must Domo have in place?

To execute this strategy, Domo needs several specific capabilities. First is a strong technical platform: reliable cloud architecture, broad data connectors, transformation tools, security, governance, and scalability. Second is product breadth without excessive complexity, so nontechnical business users can still adopt the platform. Third is an enterprise go-to-market engine that includes consultative sales, solution engineering, customer success, and partner enablement. Fourth is ongoing AI integration, because management’s recent positioning depends on making artificial intelligence useful inside governed enterprise data environments rather than as a disconnected add-on. Finally, Domo needs disciplined cloud-cost management and product-development prioritization so that gross margins and operating leverage improve as the business scales.
1e. What management systems does Domo require?

As a public software company, Domo’s management system needs to reinforce recurring-revenue execution. The metrics visible in public reporting include subscription revenue, total revenue, billings, profitability, and cash flow. Operationally, the company also needs tight management around pipeline quality, sales productivity, renewal and expansion performance, product usage, implementation speed, uptime, security, and cloud-infrastructure efficiency. Because Domo reports one operating segment, management discipline matters even more internally: leaders need to distinguish between high-margin subscription economics and lower-margin services activity, and they need to keep product, sales, and customer-success teams aligned around expansion and retention rather than just new-logo bookings.

2. What Are the Current Strategic Initiatives of Domo?

Domo’s public communications in FY2024 and into early FY2025 pointed to a fairly clear set of strategic initiatives.

Expand from BI into AI-enabled data products

Domo has been repositioning itself from a business-intelligence platform toward a broader data-products and AI platform. This includes embedding generative AI and natural-language capabilities into analytics workflows and giving customers tools to connect large language models to governed enterprise data. The strategic logic is straightforward: if Domo can be the layer that operationalizes trusted company data for AI use cases, it has a better chance of remaining relevant as the analytics market shifts.

Grow external-facing and operational use cases

Domo has emphasized app-building, embedded analytics, and the ability to deliver data products to customers, partners, suppliers, and field teams. This matters because internal dashboards alone can become commoditized. By helping customers push analytics into external portals and operational workflows, Domo can support broader deployments, more users, and higher strategic importance inside accounts.

Strengthen interoperability with modern data stacks

Domo has continued to emphasize connectivity across cloud data warehouses, applications, and operational systems. Rather than forcing customers to rebuild their architecture around Domo, the company has tried to position itself as a connective layer that works with existing systems. That is important in enterprise software buying, where few customers want to rip and replace core data infrastructure just to adopt a new analytics tool.

Improve go-to-market efficiency and focus

Like many subscale software vendors, Domo has had to balance growth with efficiency. Public commentary in FY2024 reflected continued attention to sales productivity, operating discipline, and the quality of new business. The company appears focused on landing customers where it can drive broader platform adoption over time, rather than chasing low-quality volume.

Use partners more effectively

Partners matter because analytics projects often require implementation work, cloud integration, and business-process redesign. Domo has publicly discussed relationships with technology and services partners, and partner-led distribution can help the company extend reach without building a proportionately larger direct-services footprint.

Protect profitability while continuing product investment

Domo’s recent strategy has not been growth at any cost. Public materials show a strong emphasis on maintaining product innovation while improving operating margin and cash generation. For investors, that discipline matters because the company competes against much larger rivals; for customers, it matters because a durable platform vendor must remain financially stable enough to keep investing in the product.

3. What Is the Business Model of Domo?

What customers actually buy

Customers buy access to Domo’s cloud platform. In practical terms, they are buying the ability to connect data from many systems, transform and govern it, create dashboards and applications, distribute insights, and support decision-making across teams. Some customers also buy implementation help, training, and advisory support through professional services.

Recurring versus one-time revenue

Domo is primarily a subscription software business. In FY2024, subscription revenue represented the large majority of total revenue. That makes the core model recurring and repeat-driven, with renewals and expansions more important than one-time project revenue. Professional services and other revenue is more transactional and lower in strategic value, but it can accelerate adoption and expansion if it helps customers reach value faster.

How the revenue model works

The revenue model is best understood as enterprise software as a service. Customers typically contract for platform access and support, and pricing can vary with edition, scale, user access, use-case breadth, and, in some cases, workload or usage characteristics. Professional services add a project-based component, but they are not the central economic engine.

How pricing power works

Domo’s pricing power is not the same as that of a deeply entrenched enterprise resource planning or database vendor. In analytics, competition is intense and alternatives are plentiful. Domo’s real pricing leverage comes when it becomes embedded in decision processes, supports multiple departments, replaces several point tools, or powers external-facing data products. In those cases, switching costs rise because the customer is no longer paying just for dashboards; it is paying for data workflows and business distribution.

Why the business mix matters

The mix between subscription revenue and professional services matters because the economics are very different. Subscription revenue generally scales better and supports higher gross margins. Professional services can be strategically useful, especially in complex deployments, but if too much value creation depends on labor-intensive services, scalability becomes harder. Domo’s long-term value creation therefore depends more on subscription growth, retention, and expansion than on services revenue.

What drives gross margin, operating margin, and cash generation

Gross margin is primarily shaped by cloud-infrastructure costs, customer-support costs, and mix between software subscriptions and services. Operating margin depends heavily on sales and marketing efficiency and on disciplined research and development spending. Cash generation is influenced by renewal rates, billing terms, collections, infrastructure efficiency, and the company’s ability to keep implementation effort from becoming too costly. In short, Domo behaves like a recurring-revenue software company, but one whose economics improve materially when customers expand usage without requiring proportionate increases in service effort.

4. What Products and/or Services Does Domo Sell?

Domo’s offerings span a broader range than the label business intelligence suggests.

Core analytics and dashboards: The foundation of the platform is reporting, dashboarding, visualization, alerting, and mobile access for business users and executives.
Data integration and transformation: Domo provides connectors and tools for ingesting, combining, and preparing data from cloud applications, databases, files, and other enterprise systems. This is strategically important because analytics value often depends on fast, reliable integration.
Data apps and workflow-oriented applications: Domo has invested in tools that let customers build low-code or workflow-oriented applications on top of data. This moves the product from passive reporting toward operational decision support.
Embedded and external analytics: Domo supports use cases where analytics are shared with customers, partners, suppliers, or field teams through embedded experiences and branded portals. These use cases can increase account value because they expand the number of stakeholders touched by the platform.
Artificial intelligence capabilities: Publicly disclosed AI features include natural-language interaction, AI-assisted analysis, and capabilities intended to connect AI models to governed enterprise data.
Professional services and support: Domo also sells implementation, training, and related services. These offerings are usually less central economically than subscriptions, but they can be crucial in adoption and customer success.

The offerings with the greatest revenue and strategic importance appear to be platform subscriptions, especially where Domo is used across multiple departments or extended into external-facing data products. Professional services are important as an enabler, but the recurring subscription layer is the core business.

5. What Are the Key Competitors or Peers of Domo?

Domo competes across several overlapping categories. In many deals, it is not simply competing against one dashboard vendor; it is competing against broader software ecosystems, customer in-house builds, and modern data stacks that combine several tools.

Microsoft Power BI: A major competitor because it is widely adopted, tightly integrated into the Microsoft ecosystem, and often priced aggressively as part of broader enterprise agreements.
Tableau (Salesforce): One of the best-known analytics and visualization platforms, with strong enterprise penetration and a large analyst user base.
Qlik: A long-standing analytics and data-integration vendor that competes in enterprise reporting, self-service analytics, and governed data workflows.
Google Looker: A cloud analytics platform with strong ties to Google’s data and cloud ecosystem, especially relevant for customers standardizing on Google Cloud.
ThoughtSpot: Competes through search-driven analytics and AI-oriented user experiences aimed at making data exploration easier for business users.
SAP Analytics Cloud: A major alternative for enterprises already standardized on SAP systems and looking for analytics embedded in a broader enterprise-software stack.
Oracle Analytics: Relevant in accounts that rely on Oracle databases, enterprise applications, or cloud infrastructure and prefer an integrated vendor approach.
MicroStrategy: A legacy enterprise analytics platform that remains a point of comparison in some large-scale reporting and dashboarding environments.
Alteryx: More adjacent than identical, but it overlaps where customers are evaluating data preparation, analytics workflows, and business-user access to data.
Snowflake and other modern data-platform ecosystems: These are not direct substitutes for every Domo use case, but they shape buying decisions because many customers increasingly assemble their own stacks around cloud data platforms plus front-end analytics tools.

Domo’s competitive challenge is that several rivals are larger, more deeply bundled, or more specialized. Its opportunity is to win buyers that want a unified platform spanning integration, analytics, apps, and distribution without stitching together multiple tools.

6. What Is the Marketing Strategy of Domo?

Domo’s marketing strategy is shaped by the fact that it sells enterprise software rather than a consumer product. The company does not need broad mass-market awareness as much as it needs credibility with data, analytics, and business leaders evaluating platforms. Its marketing therefore appears to be a mix of category positioning, event-led demand generation, customer proof, and sales enablement.

Brand matters, but mainly as a trust signal in a crowded market. Domo has long used conferences, product launches, customer stories, webinars, and thought leadership to frame itself as an easier and more action-oriented alternative to fragmented analytics stacks. Events such as Domopalooza have been part of that motion. Marketing also likely supports account-based and field-driven programs, because many deals require multiple stakeholders across IT, finance, operations, and line-of-business leadership.

Brand marketing: Important for credibility, but not the primary moat.
Field and account-based marketing: Likely central, given the enterprise buying process and need to support direct sales teams.
Partner marketing: Relevant where Domo sells with cloud partners, implementation partners, or system integrators.
Customer proof and ROI storytelling: Especially important because Domo often needs to justify why buyers should choose a standalone or semi-standalone platform instead of bundled analytics from a larger vendor.

Overall, marketing appears to be a supporting capability rather than Domo’s defining advantage. The real differentiators are product breadth, time to value, and the ability to turn analytics into operational use cases.

7. What Are the Key Customer Segments of Domo?

Domo serves organizations rather than consumers, and its customer segmentation is best understood by buyer type and use case rather than by a single industry vertical.

Data and IT leaders: Chief data officers, analytics leaders, and IT teams that need governed access to data across many systems.
Business-function leaders: Finance, sales, marketing, operations, and supply-chain leaders that need easier access to performance data and decision support.
Executives and general managers: Domo has long emphasized executive visibility and easy-to-consume dashboards for senior decision-makers.
Organizations building external-facing data experiences: Companies that want to share data with customers, distributors, suppliers, franchisees, or partners through portals and embedded analytics.
Mid-market and enterprise customers: Public evidence suggests Domo is most relevant where the data environment is complex enough to justify a platform, but the customer still values deployment speed and ease of use.

Industry-wise, Domo appears fairly diversified across sectors such as retail, consumer products, manufacturing, technology, media, financial services, and other data-intensive industries. Public disclosures do not suggest that the company is dependent on a single end market. That diversification helps, but it also means Domo must sell horizontal platform value rather than rely on one vertical niche.

8. What Is the Sales Model of Domo?

Domo primarily uses a direct enterprise sales model, supported by solution engineering, customer success, and professional services. This is consistent with the nature of its product: analytics platforms often require consultative selling because the buyer is not just purchasing software but also evaluating architecture, governance, deployment speed, and business use cases.

Direct sales: The core motion appears to be direct selling into organizations, especially where there are multiple stakeholders and a need for demonstrations, proof-of-concept work, and business-case development.
Partner-assisted sales: Domo also works with technology and services partners. These partners can help with implementation, architecture, and broader digital-transformation programs.
Customer success and expansion: Because the model is subscription-based, renewal and upsell matter heavily. Once Domo lands in one department or use case, expansion into additional teams, users, or external-facing deployments can materially improve account economics.
Professional services support: Services help customers deploy the platform and realize value faster, but the long-term goal is still a scalable subscription relationship rather than a labor-intensive services model.

The channel structure affects growth and pricing. A direct model gives Domo more customer intimacy and better control over solution selling, but it can be expensive. Partner leverage can improve reach and implementation capacity, but Domo must keep partners trained and aligned. For consultants, this structure creates opportunities in pricing, sales productivity, partner strategy, and post-sale adoption.

9. In What Geographies Does Domo Operate?

Domo operates globally, but its business has remained centered in the United States. The company is headquartered in American Fork, Utah, and its cloud-delivered model allows it to serve customers internationally without the kind of physical footprint required in manufacturing or retail. In FY2024, Domo disclosed both U.S. and international revenue, with the United States remaining the larger market.

Operationally, Domo’s geographic footprint is best understood in three layers:

Corporate and product base: Centered in the United States, with headquarters and core functional leadership there.
Global customer coverage: Customers span North America and selected international markets, including Europe and Asia-Pacific.
Cloud delivery: The platform is delivered digitally through third-party infrastructure rather than through owned plants, stores, or a large physical service network.

This footprint means Domo is geographically scalable, but it also means international growth depends more on localized go-to-market execution, partner support, and customer success than on physical asset deployment.

10. Who Are the Owners of Domo?

Domo is a publicly traded company. Ownership is notable because of its dual-class structure.

Josh James: Founder and Chief Executive Officer. As of Domo’s 2024 proxy, his Class B shares carried enhanced voting rights, giving him outsized voting influence relative to a one-share, one-vote structure.
Institutional shareholders: Public filings in 2024 showed large asset managers such as BlackRock and Vanguard among shareholders. Those positions can change over time.

The practical implication is that Domo is public, but founder influence remains strategically important.

11. How Is Domo Organized?

Domo is organizationally simpler than many larger software vendors. As of FY2024, it reported one operating and reportable segment. That means external financial reporting does not break the business into multiple divisions such as geography, product line, or industry group.

At a practical level, Domo appears to be organized functionally:

Product and engineering: Builds and maintains the core platform, integrations, applications, and AI capabilities.
Sales and marketing: Drives demand generation, new-customer acquisition, and market positioning.
Customer success and professional services: Supports implementation, adoption, renewal, and expansion.
Corporate functions: Finance, legal, security, human resources, and public-company infrastructure.

The key distinction is between the legal and reporting structure, which is simple, and the economic reality, which is more nuanced. Subscription revenue is the core of the model, while professional services support adoption but do not define the company’s long-term economics.

12. How Does Domo Operate?

Domo’s day-to-day operations revolve around running a cloud software platform and helping customers use it successfully. The core operating loop looks like this:

Connect data: Domo ingests data from enterprise applications, databases, spreadsheets, cloud platforms, and other sources.
Prepare and govern data: Customers use Domo’s tools to transform, combine, secure, and organize data for analysis.
Deliver analytics and applications: The platform turns that data into dashboards, alerts, workflows, and data apps for internal and external users.
Support adoption: Domo’s teams and partners help customers implement the platform, train users, and expand use cases.
Renew and expand: Because the revenue base is mostly subscription, operational success ultimately depends on retention, customer satisfaction, and broader use within each account.

The operating complexities are typical of enterprise software but still meaningful. Domo must maintain a large connector ecosystem as third-party application interfaces change. It must balance ease of use with enterprise-grade governance and security. It must control cloud-infrastructure costs even as customers process more data and use more compute-intensive features. And it must help customers reach value quickly; in analytics software, slow implementation can hurt renewals as much as product weakness can.

13. What Are the Growth Opportunities for Domo?

Domo’s most plausible growth opportunities, based on public strategy and market context, are the following:

Expand within the installed base: The most durable growth path is often deeper penetration of existing accounts through more departments, more users, more data sources, and more external-facing use cases.
AI-enabled analytics and data products: If Domo can make AI useful on governed enterprise data, it can defend relevance and potentially raise account value.
Embedded analytics and external data distribution: These use cases can materially increase the number of stakeholders touched by the platform and make Domo harder to replace.
Partner-led growth: Stronger relationships with system integrators, cloud partners, and channel partners could improve reach and reduce customer-acquisition friction.
Replacement of legacy analytics stacks: Many companies still operate fragmented or outdated reporting environments. Domo can benefit when buyers want faster deployment and fewer tool handoffs.
Selective international expansion: Because the platform is cloud-delivered, Domo can scale internationally without massive physical investment, provided it builds localized go-to-market support.

Main constraints are also clear. The analytics market is intensely competitive, especially against larger vendors that bundle capabilities. Budget scrutiny can lengthen sales cycles. Customers may choose to build around cloud data warehouses and lower-cost front-end tools. And Domo must keep proving that its integrated model is differentiated enough to justify adoption in a market where many alternatives claim similar outcomes.

14. What Is the History of Domo?

2010: Domo was founded by Josh James, the former Omniture executive, to build a cloud-native business-intelligence platform.
Early 2010s: The company gained attention as a fast-growing private software business focused on making business data more accessible to executives and decision-makers.
2018: Domo became a public company through its Nasdaq listing.
Late 2010s to early 2020s: The product broadened beyond dashboarding into data integration, application building, and external-facing analytics distribution.
By FY2024: Domo’s public positioning increasingly emphasized data products and artificial intelligence, reflecting the market’s shift from static reporting toward more operational and AI-enabled use cases.

The broad pattern in Domo’s history is a gradual expansion from executive dashboards toward a more complete analytics and data-action platform.

15. How Is Domo Using AI?

Domo’s use of artificial intelligence is publicly visible and strategically important. By 2024, the company had been positioning AI not as a separate novelty product, but as a layer built into analytics, data products, and application workflows.

Live AI-related use cases publicly discussed by 2024: Natural-language interaction with data, AI-assisted analysis, and tooling intended to connect large language models to governed enterprise data inside the Domo environment.
Operational use of AI: Domo’s platform strategy suggests AI is being used to help users move faster from raw data to summaries, insights, and actions.
Strategic significance: The company’s AI posture is aimed at making Domo more central to customer data workflows, not just adding a chat interface. If successful, that could increase stickiness because the customer would be using Domo as a governed execution layer for AI-enabled decisions.
Still evolving: As of 2024, the AI opportunity was real, but it was also still developing. The key issue for Domo is whether AI features become production-grade and widely adopted rather than remaining demo-friendly differentiators.

16. What Is the Technology Strategy of Domo?

Technology is central to Domo because the product itself is a technology platform. Domo’s technology strategy appears to rest on four pillars.

Cloud-native delivery: Domo is delivered as a cloud service, which supports continuous updates, centralized security management, and scalable deployment.
End-to-end workflow coverage: The company has tried to bridge data integration, preparation, visualization, app development, distribution, and AI rather than specialize in only one layer.
Interoperability: Domo needs to work across heterogeneous customer environments. Its value depends heavily on connectors, integrations, and the ability to coexist with other enterprise systems.
Governed usability: The technology strategy is not just about technical power. It is also about making enterprise data usable by business teams without losing control, governance, or security.

This technology strategy is both customer-facing and internal. The customer offering is the platform itself. Internally, the same strategy requires disciplined engineering, cloud-operations management, product-release execution, and security posture. In a crowded market, Domo’s competitiveness depends on reducing the friction between data engineering and business use.

17. What Is the R&D Strategy of Domo?

Research and development is a major strategic function for Domo because product relevance determines whether the company can hold its own against larger software ecosystems. Domo’s R&D work is less about scientific research in the pharmaceutical sense and more about product engineering, platform modernization, user experience, and feature expansion.

Publicly visible priorities in recent years have included:

Broadening data connectivity and transformation capabilities
Improving app-building and workflow functionality
Embedding artificial intelligence into the platform
Making enterprise-scale governance, security, and administration more robust
Reducing friction for business users while still serving technical teams

The strategic challenge is prioritization. Domo is not large enough to outspend the biggest platform vendors, so R&D has to focus on areas where integration, usability, and speed to value can create a real advantage. In that sense, R&D is not just a support function; it is the core of Domo’s competitive survival.

18. What Is the Finance Strategy of Domo?

Domo’s finance strategy, as visible in FY2024 public materials, appears centered on balancing product investment with improving operating discipline. That is a common but important shift for smaller public software companies: investors want recurring growth, but they also want evidence that the business can convert scale into healthier margins and cash flow.

Protect the subscription base: Since subscription revenue drives most of the economics, retention and expansion are the financial backbone of the model.
Improve operating leverage: Sales and marketing efficiency matters greatly. A software company of Domo’s size cannot indefinitely support a cost structure designed for much faster growth.
Manage gross margin through cloud and services discipline: Infrastructure costs and services mix both influence how much of revenue turns into gross profit.
Prioritize internal reinvestment over capital returns: Domo’s public profile is that of a reinvestment-oriented software company, not a dividend or buyback story.
Maintain strategic flexibility: For a company in a fast-moving software category, financial flexibility supports continued R&D and go-to-market adjustment.

At a high level, Domo’s finance strategy supports the broader corporate strategy by trying to ensure that the company can keep funding product innovation while becoming a more durable, efficient recurring-revenue business.

19. How Companies Like Domo Leverage Independent Consultants through Umbrex

Umbrex has grown a global community of more than 8,000 independent management consultants based in more than 50 countries. These consultants are alumni of McKinsey, Bain, BCG, and other top firms. Companies like Domo engage Umbrex when they need the training and pattern recognition those firms provide, but they do not need a full consulting team with the related overhead. Umbrex consultants support strategy, operations, organization, marketing, sales, finance, technology, enterprise resource planning, and AI. For a company like Domo, the most useful projects are usually tightly scoped, high-impact efforts tied to product-market fit, go-to-market productivity, customer retention, and platform economics.

Pricing and packaging redesign: Evaluate how to price core analytics, embedded analytics, and AI-enabled features across seat-based, platform, and usage-oriented models.
Net revenue retention improvement program: Diagnose churn and contraction drivers, redesign customer-success motions, and build expansion playbooks by account segment.
Enterprise go-to-market segmentation: Re-cut the market by use case, buyer type, and industry to focus direct sales effort where Domo’s integrated platform is most differentiated.
Partner ecosystem strategy: Prioritize cloud partners, system integrators, and channel partners; define the economic model and enablement required to scale partner-sourced revenue.
AI product commercialization: Assess which AI use cases customers will actually pay for, and translate product features into clear value propositions and packaging choices.
Salesforce productivity diagnostic: Review pipeline conversion, territory design, sales compensation, and solution-engineering deployment to improve go-to-market efficiency.
Implementation and onboarding acceleration: Redesign the deployment journey to reduce time to value, lower services burden, and improve early renewal outcomes.
Cloud cost and gross-margin improvement: Run a FinOps-style review of infrastructure consumption, customer-level economics, and margin leakage points.
International expansion screen: Identify the most attractive foreign markets and define the right mix of direct coverage, partners, and localized marketing.
Strategic roadmap prioritization: Help leadership decide where to invest across core BI, data integration, embedded analytics, and AI so that product spending stays aligned with the best commercial opportunities.