(This is the first of a weekly series of technical advisor CEO Spotlights, where leading TAs share their secrets for success and goals for the future).

Alexi Pomierski said she founded John Alexander Consulting (JAC) in 2015 “on the belief that technology procurement can be both process-driven and accountable.”

As JAC’s executive director, she has built her New York-based technology advisor firm to the point where it manages more than $45 million in annual client spend. Pomierski regularly spends time with emerging agents, sharing best practices, guidance, and real-world insight to help elevate the next generation of channel leaders.

Pomierski also advises private equity firms, holding companies, and global enterprises on complex integrations, cost optimization, and vendor negotiations. She sits on advisory boards for RingCentral, Zayo, RapidScale, and Masergy, and was honored by Channel Futures as a TA 101 in 2022.

JAC partners with more than 300 global technology providers. “If you can establish a strategic partnership that may cost you points but provides valuable experience in a specific vertical, consider taking 50% of the deal instead of 100% of nothing,” Pomierski says.

She will be part of the TA CEO track at the 2026 Channel Partners Conference, participating on the April 14 Succession Planning and Business Continuity Strategies session. We conducted the following Q&A with her for this TA CEO Spotlight story.

What inspired you to start or lead your company, and what is your company’s mission?
Pomierski: JAC was founded on the belief that technology procurement can be both process-driven and accountable. We strive to always "do the right thing," and with our proprietary process and platform, all parties benefit from transparent and accountable procurement.

What advice would you give to aspiring entrepreneurs or leaders in the tech space?
Pomierski: Find a partner whom you admire and seek their mentorship. It doesn’t have to require a significant time commitment. Our industry is incredibly generous with sharing knowledge and best practices. If you can establish a strategic partnership that may cost you points but provides valuable experience in a specific vertical, consider taking 50% of the deal instead of 100% of nothing.

Where do TAs risk losing credibility with buyers today?
Pomierski: TAs can lose credibility by relying solely on transactional, relationship-based sales. While some individuals may find success with this approach, employee turnover or cultural changes can make sustaining the business very challenging.

If you were starting today, what would you do differently, and what would you do exactly the same?
Pomierski: I greatly admire my friends and colleagues who have launched agencies post-COVID. The pandemic significantly reduced face time with clients and prospects, and we are only now beginning to regain that interaction. If I were starting now, I would choose to partner with an organization that offers a strong back office—such as project management, inventory management, and TEM—because the points you lose would be less than the cost of building it organically. In fact, that is exactly what I did with BCM over 10 years ago; our partnership ensured my clients were fully supported while keeping my capital investment minimal until the business's growth necessitated further investment.

How big is your company now, headcount-wise, and who are your main technology partners?
Pomierski: JAC currently has nine full-time employees and utilizes the resources of under 30 consultants. We collaborate with technology partners who not only offer innovative solutions but also treat their customers and partners with consistency and fairness.

How is your company using AI and other emerging technologies to stay ahead of the curve?
Pomierski: We have integrated Copilot into our SharePoint and proprietary platform to query historical bids, existing inventory, and contract terms. We are also exploring the possibility of rebuilding some of our data on Claude, which will enhance the experience for both end users and our internal teams by making data and best practices readily accessible.

What do most people misunderstand about building a sustainable business in the advisor channel?
Pomierski: Each company has its own personality and niche, but the only consistent factor is the need for a strong contractual objective and regular commission reviews.

What’s next for your company? Are there any exciting projects or initiatives you’d like to share with our audience?
Pomierski: Stay tuned!