Dominic Esposito and the art of finishing all ten events

Dominic Esposito finished the last race first. At the 2015 NCAA Division III outdoor championships in Canton, New York, the Babson decathlete ran 1500 meters in 4 minutes, 26.30 seconds. After ten events, his overall position was fifteenth. The final race was a victory; the competition had a longer memory.

It is a useful place to begin a career that would eventually include mobile apps, a staffing marketplace, a chief technology officer’s job and the leadership of a company with two business lines. Esposito’s professional life contains plenty of titles. The track results offer something less polished and more interesting: a record of several different kinds of work, added together.

The final event has its own verdict

At Babson, Esposito became the first man in the college’s track and field program to qualify for the NCAA championships. He arrived at the national meet in 2015 and scored 6,120 points. Earlier that month, he had reached 6,159 at the New England Division III championships, setting a school decathlon record.

His college life included more than competition. He completed Babson in three years and listed work as a resident assistant and undergraduate student technology advisor. He was also a Rick and Sandy Sorenson Arts Scholar, an award intended for students combining creative work with entrepreneurship. In 2013, he received Babson’s Emerging Leader of the Year recognition. Alongside the decathlon results, those activities give the student years a range that a degree and graduation date alone would miss.

The record lasted until April 2025, when Aithan Bezanson scored 6,355 points. By then, Esposito had spent years building software for temporary staffing. A college score had remained on the board through an entire stretch of his working life. Records are unusually economical biographies. They keep your name in circulation without requiring another meeting.

The individual results give the college chapter some texture. At nationals he cleared 3.70 meters in the pole vault, threw the javelin 44.08 meters and ran the 400 meters in 51.48 seconds. The 1500 meters came after the sprinting, jumping and throwing. His first-place finish in that final event earned 769 points toward the total.

There is no need to turn every hurdle into a business metaphor. The athletic achievement stands on its own. Esposito competed nationally in a discipline that asks one person to do ten different things. His later work would have its own collection of demands, and its own ways of keeping score.

The price of a match

Esposito attended Babson from 2012 to 2015, then worked at Applico Capital before beginning at Jitjatjo in 2016. The move placed him inside a business model he had already been examining: a platform connecting people who need a service with people able to provide it.

In November 2015, he published a comparison of commissions charged by service marketplaces, including Uber, Airbnb and Handy. The table was explicitly a snapshot, with rates subject to change. Its subject was the business beneath the convenience: once a platform arranged an exchange, how did it get paid?

That question has consequences on both sides of a marketplace. A commission is revenue for the platform and a deduction from the transaction for someone else. Esposito’s early work put those mechanics on the page. Before the staffing business, there was the accounting of how platforms participated in other people’s work.

In February 2016, he followed with an essay on marketplace performance indicators. It organized the questions into five groups: matchmaking liquidity, trust and safety, user behavior, network effects and profitability. Booking time mattered. So did retention, cancellations and the relationship between the people buying and providing services.

It was a broad checklist for an apparently simple exchange. A completed booking might look like a single result, but the conditions behind it were worth measuring separately. How much effort did the booking require? Would either participant return? Was the business making money? An app could be pleasant to tap and still have awkward answers.

One engineer, many ways to break an app

At Jitjatjo, Esposito led product and engineering. The marketplace had to work for businesses and workers, on both iOS and Android. That meant multiple versions of the experience, with a small distributed development team and a single quality assurance engineer supporting the platform.

A published account of the team’s work with Rainforest QA supplies a particularly revealing episode. Earlier crowdtesting arrangements had required too much support. The team wanted testing that became easier to reuse. Its answer included shared test workflows and preparation that began while product design was still underway.

The team reported reducing total QA time by 25-30%. One booking workflow was reused across more than 100 test cases. The numbers describe a specific development process, rather than a promise about every customer’s experience. They also show how much of product leadership happens in the machinery behind the interface.

His colleagues remember the documentation too. Justine J. Li, who worked with him on the mobile apps, described careful requirements, persistent testing and an enthusiasm for API documentation that extended to bedtime reading. She also remembered him explaining taxes in his spare time. Some colleagues recommend novels. Others arrive prepared to discuss your deductions.

Those recollections are affectionate and specific. Alessandro Desantis, who worked on backend applications under Esposito, praised his responsiveness, detailed feature specifications and remote team culture. A product manager’s work can be difficult to photograph. A developer remembering the specifications years later is a different kind of portrait.

Skills before job titles

By late 2023, Esposito was speaking publicly as Jitjatjo’s co-founder and CTO about artificial intelligence in staffing. His emphasis was on skills: businesses could identify a gap without knowing exactly which job title would fill it, and the data needed to connect a worker to that gap could become difficult to handle.

“The future of AI in HR will be focused on skills-based resourcing instead of role-based resourcing.”

Dominic Esposito · 2023

He also discussed workers wanting their preferences taken into account. Those two interests belong together in the matching problem: the business needs a particular capability, while the worker has choices about availability and the work itself. A technically possible assignment still has to make sense to the person accepting it.

The vocabulary is familiar now: skills, preferences, matching. In Esposito’s career, it follows years spent on the product that had to make those connections. The practical question remains wonderfully stubborn. When a shift needs filling, who can do the work, and who is willing to take it?

The builder gets the whole company

On June 27, 2024, JJJ International announced Esposito’s promotion to CEO. He had been the parent company’s CTO and one of its founders. The appointment put the product architect in charge of a wider operation, with Jitjatjo and Network becoming distinct business lines.

Jitjatjo provided the temporary staffing marketplace. Network concentrated on software for managing workers and staffing vendors. The distinction widened the remit beyond arranging a shift: an enterprise could also need to coordinate agencies, schedules and the administration attached to contingent labor.

The staffing conversation also took him onto the conference program. In November 2024, TALiNT Partners listed him as Network’s CEO among the speakers for its Talent & TIARAs US conference in Atlanta. The agenda covered candidate experience, contingent labor, workforce planning and the role of technology. These were subjects requiring decisions from employers and staffing specialists as well as software builders.

His conference biography described work at Applico and Wiz Studios and experience building remote teams across countries. The settings had changed since his early marketplace essays. The professional territory still included product development, the people doing it and the businesses expected to use the result.

Co-founder and chairman Ron McCulloch described the promotion as a progression from Esposito’s long involvement in software development and his understanding of operational change. The announcement paired technology leadership with the work of running the business. A roadmap now came with the rest of the company attached.

Another company, the same unfinished shift

Dayforce acquired JJJ International in 2025. Its September announcement described the acquired business through the two brands Esposito had overseen: Jitjatjo’s on-demand temporary staffing and Network’s frontline vendor management system. The technology moved into a company already handling broader workforce needs.

Esposito marked the transition with a recollection of the early work: “knocking on doors, filling shifts.” He described wanting reliable staffing, quicker replacements when coverage fell through and clearer choices for workers. He also named Erik Zimmer as a partner in the next chapter at Dayforce.

His current role is listed as general manager of Dayforce Flex Work. The platform’s subsequent development has continued to bring staffing agencies and contingent labor into a shared system. In July 2026, Dayforce announced WorkWhile as a flagship partner, expanding the staffing options available through that network.

It is a different scale of organization from the one Esposito joined as a founder in 2016. The underlying transaction is still recognizable: a business needs somebody to do a shift, and a worker decides whether to take it. Between those decisions sit the schedules, systems and operational details on which he has spent his career.

The Babson results remain unusually satisfying reading beside that career. Fifteenth overall. First in the final race. Neither number needs improving for the story to hold. Esposito’s work has moved through several kinds of responsibility, and the detail is where the person comes into view: the booking, the test, the specification, the shift somebody still needs to fill.