Will Womble, CEO, Umbrage
In an interview with Invest:, Will Womble, CEO of Umbrage, stressed that enterprises must embrace “machine intelligence” to stay competitive, noting, “The winners will be those embracing new technology — not just for clients, but also to disrupt themselves.” He highlighted Umbrage’s role as a nimble, “super-boutique” partner, helping enterprises accelerate AI adoption and digital transformation.
What significant changes in the broader economy and industry have impacted Umbrage and your business strategy this past year?
I don’t think you can talk about technology and the natural shifts happening without mentioning intelligence. I don’t really like calling it “artificial” because there’s nothing fake about it. To me, it’s machine intelligence. AI can mean everything and nothing all at once.
The biggest change I’ve seen is enterprises trying to figure out how to embed intelligence into digital products and how to leverage their data to build smarter experiences. That’s always been important, but now it’s at the forefront.
As a company, we build custom software for clients. We’re often mistaken for a consultancy, but that’s not what we are. Still, I’ve seen a big shift in professional services, including consultancies, having to disrupt their offerings with AI tools. Those who don’t will get left behind.
A recent Wall Street Journal article highlighted how the AI boom is leaving consultants behind. I think the winners will be those embracing new technology, not just for clients, but also to disrupt themselves.
What unique value are you bringing to Bain, and how are you maintaining Umbrage’s craft-led, client-centric DNA?
We were acquired by Bain in February 2023, so we’re coming up on three years post-acquisition. We fit under Bain’s digital arm, and our role has broadened beyond innovation and design.
Bain partnered with us for a few reasons. Regionally, it made sense with our base in Texas and our presence in Central and South America. Capability-wise, they valued our expertise in digital products, helping clients not just with strategy, but scaling alongside them as a partner.
We’ve also been intentional about building client teams, training them, and ultimately working ourselves out of a job so clients don’t rely on vendors forever.
Culture and pricing were also factors. Bain wanted to preserve what made Umbrage unique, and that’s still intact today. We’re wholly owned, but we operate as a branded service line with our own culture and pricing strategy. That was by design.
Why is Houston an ideal home for Umbrage compared to other innovation hubs?
I was born and raised in Houston, went to college in Dallas, and have a lake house in Austin, so I know all three cities well. Historically, Austin has had the startup reputation, and Dallas has grown a lot, too. But when I founded Umbrage in 2019, I believed Houston had the talent to build a strong digital services offering.
Our first hires and partners were all Houston-based, and that was intentional. Of course, just a few months later, the pandemic hit, and like every startup, we had to figure out how to survive. Ironically, the pandemic made remote work normal, which helped us scale.
But Houston remains unique. Outside of New York, no metro has more Fortune 500 headquarters. Energy is still big, but so are healthcare, advanced manufacturing, retail, restaurants, and increasingly tech. Companies like Apple, Google, and Foxconn are establishing more of a presence here.
It’s exciting to see Houston come into its own, not just with big companies but also with entrepreneurs, and now, private equity is starting to show up. That’s something Houston historically lagged behind on, but the city is earning attention in its own steady way.
Yes, Houston may be a few years behind New York or LA in terms of trends, but it’s more than making up for it. Entrepreneurs are choosing to build here instead of leaving, and private equity is showing greater interest. That bodes well for the city, the state, and for businesses like ours. Sometimes the best innovations don’t come from the coasts, but from right here in Texas, over barbecue or Tex-Mex.
What digital trends are driving client demand, and how are you positioning yourselves in those areas?
Every enterprise is trying to figure out how to make its workforce more efficient and effective. That often starts with data. Companies generate tons of it, but the question is how to convert it into usable information, then wrap the right experiences around it to empower employees.
This has been a priority long before AI took over the headlines. The real challenge is moving beyond spreadsheets, centralizing data, and turning it into information that can help people work faster or take on more without burning out.
That’s where we come in, building digital products that augment the workforce in meaningful ways.
How are you integrating AI opportunities for your clients?
In one word: pragmatically. Enterprises are bombarded with new AI offerings every day. The question is what’s real, what’s useful, and what makes sense. Do you buy or build? We help clients avoid one-off solutions and instead look across the broader organization to identify horizontal opportunities.
AI has the potential to break down silos, which is positive, but it can also create chaos if you don’t have the right parameters around your data and processes. That’s where we focus, making sure intelligence is applied in a way that augments work, not complicates it.
While AI is the current lens, we know new technologies like quantum computing are around the corner. Our approach is about solving for the user with the best technology available, not chasing every trend.
How do you attract and retain the right talent in Houston?
Talent is something I’m most proud of at Umbrage. The first 10 or 20 people we hired are still here, even post-acquisition, which says a lot.
Houston is rich in programs that produce strong talent. Rice does a great job, and the University of Houston excels in product management. Boot camps and coding programs here also produce high-quality people who may not be flashy, but they’re strong contributors.
Our philosophy centers on autonomy. We push a culture of curiosity and encourage our people not just to follow the status quo but to disrupt themselves and bring new ideas. With 10 to 12 projects running at any given time, that autonomy fosters innovation.
How are broader economic factors like inflation affecting your strategy and clients?
We’re seeing more companies move to Houston because of the quality of life and cost of living. That’s a big draw.
Being headquartered here allows us to stay close to clients and work on-site when needed, which is valuable for our studio model of building products. Also, with more enterprises relocating or expanding here, it is even easier for us to be a true partner without always getting on a plane.
How is Umbrage engaging with the local community and business ecosystem?
The ecosystem has matured over the past decade. You have the Greater Houston Partnership, of course, but also incubators and hubs like The Ion and a growing number of grassroots meetups.
When we started, there was a group called Digital Wildcatters that wanted to be the “Barstool Sports of the oil field.” It tapped into a real need for the energy workforce to come together, and it’s become a strong community.
What’s exciting is how many of these groups are led by young entrepreneurs and craftspeople who want to share knowledge and push industries forward. There’s a collaborative spirit that benefits everyone.
What are your top priorities and goals for the next two to three years?
We see a massive shift happening in consulting. Enterprises will need more niche, super-boutique partners to help them do more with less.
That’s where Umbrage fits in. Our size, just over 200 people, is big enough to make an impact but small enough to stay nimble and adopt new ways of working.
By combining our product expertise with Bain’s scale and market validation, we can help enterprises accelerate their AI journeys and their broader digital transformations.
