Semantic Arts Enters Its’ 25th Year

According to the U.S. Bureau of Labor Statistics, 15,336 companies were founded in Colorado in the year 2000. By 2024, only 2,101 of those companies remained. While we can speculate endlessly about why just ~14% survived recessions, pandemics, and international conflicts, the impression is clear.

The organizations that endured… and ideally thrived deserve recognition for their adaptability and resourcefulness. Seeing how we are entering our 25th anniversary, this statistic is a big deal. Most companies do not make it that long.

70% of companies fail in their first 10 years.

Even the venerable S&P 500 companies have an average lifespan of 21 years.

Resilience is in Our DNA

So here we are at 25, just getting warmed up.

To make things even more interesting, it is cool to be 25 years in an industry that many people think is only a few years old. Many people have only recently stumbled into semantics based on open standards, knowledge graphs, and data-centric thinking, and are surprised to find a company that has been specializing in this since before Facebook was founded.

It hasn’t always been easy or a smooth ride, but we like to think longevity is in our DNA.

Keep reading for a look at three of the most important lessons we’ve learned, a brief tour of our biggest achievements over the past 25 years, a glimpse of where we’re windsurfing to next, and as a bonus for reading through the entirety of our history, we’ll give you an inside scoop on Dave McComb’s origin story leading up to the founding of Semantic Arts.

3 Lessons Learned Surviving 25 Years

You learn a few things after surviving and eventually thriving for 25 years.

After you learn them and then state them, they often sound obvious and trivial. The reality is that we had to learn them to get to where we are today. We hope it serves you as much as it has served us.

LESSON 1:

Becoming data-centric is more of a program than a project. It is more of a journey and process than a destination or product.

We’ve observed a consistent pattern among our clients: once they discover the data-centric approach, they want it immediately. But meaningful transformation requires rethinking deeply held beliefs and shedding long-standing stigmas. This paradigm shift challenges cultural norms, restructures how information assets are organized, and redefines how knowledge is shared (in more meaningful and context-rich ways).

We’ve also seen what happens when organizations resist the data-centric shift. Despite initial interest, they cling to legacy mindsets, siloed systems, and entrenched hierarchies. The transformation stalls because cultural resistance outweighs technical readiness. Information remains fragmented, knowledge-sharing stays shallow, and AI initiatives struggle to produce meaningful results, often reinforcing the very inefficiencies the organization hoped to overcome.

LESSON 2:

Successful data-centric transformations require you to simultaneously look at the big picture and the fine-grain details.

Through decades of execution (and refinement of that execution), we employ a “think big” (Enterprise) / “start small” (Business Domain) approach to implementing data-centric

architecture. We advocate doing both the high-level and low-level models in tandem to ensure extendable and sustained success.

If you only start small (which every agile project advises), you end up recreating the very point solutions and silos you’re working to integrate. And only thinking big tends to build enterprise data models that do not get implemented (we know, because that’s where we started).

Doing both simultaneously affords two things that clients appreciate.

1. It demonstrates a solution to a choice problem set, by leveraging real production data, and in a way that a skeptic can understand

2. It performs in a way that ensures future proofing while avoiding vendor lock-in. After the first engagement with a client, each new project will fit into the broader data-centric architecture and will be pre-integrated. This work can later be re-used and leveraged to extend the ontological model.

LESSON 3:

To instill confidence, you need to prove value through a series of projects validating the utility of the data-centric paradigm.

Most of our clients re-engage us after the initial engagement to guide in the adoption. Generally, we extend the engagement by bringing our approach to more sub-domains. While in parallel, we help a client think through the implementation details of the architecture by modeling the business via an ontology and contextually connecting information with a semantic knowledge graph.

Part of the magic of our modular approach to extending a knowledge graph is that each newly integrated subdomain expands the limitless applications of clean, well-structured, and verified data. The serendipitous generation of use cases can’t be planned (as they are not always obvious),but it often creates opportunities that delight our clients and exceed their expectations.

Let’s take a text-guided tour of what led us to these conclusions, as well as the events that shaped our history.

A Historical Account of Semantic Arts

If we look at the official registration date with the Colorado Secretary of State, Semantic Arts was formed on August 14, 2000. However, reality is rarely as clear-cut as what’s captured on paper. In fact, we had already been operating loosely as Semantic Arts for several months prior.

Stick around, and we’ll take you through the journey, from August 2000 to the time of this writing, August 2025.

FOUNDING & EARLY EXPLORATION (2000)

• In 2000, the idea of applying semantics to information systems was just beginning to gain traction, with emerging efforts like SHOE, DAML, and OIL.
• Leaning into this promising field, the company was aptly named Semantic Arts and served as a vessel through which contracts flowed through to the consultants, all of whom were subcontractors.
• There was virtually no demand for semantic consulting, largely due to a lack of understanding of what “semantic” even meant, so Semantic Arts focused on delivering traditional IT consulting projects (such as feasibility studies and SOA message modeling), often embedding semantic models behind the scenes to build internal capabilities.

THE 1ST SEMANTIC WAVE NEVER CAME (2001–2002)

• In 2001, the “Semantic Web” was formally introduced by Tim Berners-Lee, Jim Hendler, and  Ora Lassila in Scientific American, and given Berners-Lee’s legacy as the inventor of the  World Wide Web, excitement soared. 
• On surface, it appeared that Semantic Arts was poised to ride what seemed to be the next monster wave, but the wave never came. • Despite the hype, potential clients remained unaware or uninterested in semantics, and adoption stagnated.

BOOKS, CLIENTS, AND THE BIRTH OF gist (2002–2004) 

• From 2002 to 2003, while Dave McComb authored Semantics in Business Systems: The  Savvy Manager’s Guide, while Semantic Arts primarily sustained itself through contracts with the State of Washington. 
• Behind the scenes, Semantic Arts developed semantic models for departments such as  Labor & Industry and Transportation, and it was during the Department of Transportation project that gist, the open-source upper ontology, was born. 
• A small capital call in 2003 helped keep Semantic Arts viable, with Dave McComb becoming majority owner, and Simon Robe joining as the minority shareholder. 

EVANGELISM WITHOUT DEMAND (2005–2007) 

• From 2005–2012, Semantic Arts produced the Semantic Technology Conference and simultaneously began teaching how to design and build business ontologies.
• Despite the proactive outreach efforts, the market remained indifferent.
• During this time, an ontology for Child Support Enforcement in Colorado was created, but  clients were still largely unreceptive to semantic technologies.

THE FIRST WAVE OF REAL DEMAND (2008–2011) 

• In 2008, interest in semantics began to emerge with Sallie Mae being among the first to seek an ontology for a content management system.  
• Semantic Arts advised the team to build a Student Loan Ontology instead, a decision that proved critical when legacy systems could not support a new loan type, marking the first real demonstration of the serendipitous power of semantics. 
• Other clients soon followed: Lexis Nexis (their next generation Advantage platform),  Sentara (healthcare delivery), and Procter & Gamble (R&D and material safety). 

FROM DESIGN TO IMPLEMENTATION (2012–2016) 

• By 2012, Semantic Arts had matured into a premier ontology design firm; however,  increased efficiency meant projects became smaller, and few enterprises required more than one enterprise ontology. 
• A pivotal change occurred when an intern transformed the internal timecard system into a graph-based model, which became the prototype for Semantic Arts’ first implementation project, partnering with Goldman Sachs to solve a “living will” regulatory challenge. 
• This era saw deeper implementations, including a product catalog for Schneider Electric in partnership with Mphasis, and marked the period when Dave McComb eventually bought out Simon Robe to become the sole owner of Semantic Arts. 

SCALING THE DATA-CENTRIC MOVEMENT (2017–2019) 

• By 2017, implementation projects had overtaken design as Semantic Arts’ core business, and feedback from those projects helped rapidly evolve gist, with clients including Broadridge, Dun & Bradstreet, Capital One, Discourse.ai (now TalkMap), Euromonitor, Standard & Poor’s, and Morgan Stanley. 
• Dave McComb published Software Wasteland, followed by The Data-Centric Revolution,  both of which galvanized interest in reforming enterprise modeling. 
• Up to this point, Semantic Arts was primarily composed of highly experienced senior ontologists and architects, but with the growth of implementation work, they developed repeatable methodologies and began hiring junior ontologists and developers to support delivery at scale. 

INSTITUTIONALIZING THE VISION (2020–2024) 

• Around 2020, Semantic Arts realized that version 1.0 of the model driven system was not going to satisfy the increasing demands, so work began on a more ambitious version 2.0  (code named Spark) to begin development of a low-code, next-generation model-driven system.
• In parallel, implementation work toward data-centric transformations continued at pace  with clients including Morgan Stanley, Standard & Poor’s, Amgen, the Center for Internet  Security, PricewaterhouseCoopers, Electronic Arts, PCCW (Hong Kong Telecom), Payzer,  Juniper Networks, Wolters Kluwer, and the Institute for Defense Analyses. 
• At some point, Semantic Arts decided that the industry needed some companies that could become fully data-centric in a finite amount of time, which led to further self experimentation, and in an unplanned way yielded towards data-centric accounting, and the book promoting it, Real-Time Financial Accounting: The Data-Centric Way, by Dave  McComb and Cheryl Dunn to be published in late 2025. 

THE NEW SELF-GOVERNANCE OPERATING MODEL (2025) 

• In 2025, Semantic Arts entered a new era of self-governance as ownership transferred to the Semantic Arts Trust, secured by a royalty agreement that ensures independence from market acquisition. 
• The firm is now guided by a five-person Governance Committee, responsible for key deliberative functions such as budgeting, staffing levels, and strategic direction, alongside  a new President (Mark Wallace), who leads day-to-day strategic execution. 
• One of the first key initiatives in transitioning to this self-governance model is to improve the discipline and repeatability of the marketing and sales functions, making the pipeline of new work more predictable. 

If you’re interested in learning more about why we transitioned into an employee-governed company, we’ll leave you in suspense just a little while longer. We’re currently writing a companion article to this one, where we’ll share more about the company’s secret sauce, cultural  DNA, and what makes Semantic Arts as unique and bespoke as the work we do for our clients. 

You can find more information on our about us page here:  https://www.semanticarts.com/about-us/

Looking towards the Future 

As we reflect and prose on the last 25 years, we adjust our sails to ride the wind of our lessons into the next 25 years. We have a plan. It is not set in stone, but it is surprising how many things have remained constant over these last few decades, and we anticipate them staying constant into the future. 

Most software companies operate hockey-stick business plans that forecast explosive growth over the next few years. If you’re a software firm, that pace is both possible and desirable. But as a professional services firm, there is a natural limit to how fast we can, and should grow. We’ve seen that natural growth limit in other professional services firms, and we’ve experienced it ourselves.  We think that the limit is around 25% per year. Under that number, culture and quality can still be maintained, even as a firm grows.  

We’ve chosen the slightly more ambitious 26% per year as our target. 26% yearly growth is the number that results in a firm doubling in size every three years. We won’t always hit this exact target, but it is what we are aiming for. Afterall, the vast backlog of legacy applications, combined with the continuing accumulation of new legacy systems, suggests that we will have meaningful,  high-impact work for far longer than 25 years. 

If you’re a history buff, you might appreciate learning a thing or two about Dave McComb’s origin story. His professional background deeply shaped the DNA of Semantic Arts and continues to  influence how it functions today. 

Dave McComb’s Origin Story 

Since we’re reviewing Semantic Arts’ history in 25-year increments, we’ll do the same with Dave,  starting in 1975 and leading up to the founding of Semantic Arts. Like a skyscraper, an organization can only rise as high as its foundation is strong, and thanks to Dave’s remarkable background and expertise, Semantic Arts has been built into a truly exceptional organization. 

BREAKING INTO THE REAL WORLD (1975 – 1979) 

• Dave started his career in software in 1975, teaching the class “The Computer in Business”  at Portland State University while getting his MBA.  
• The same year, he got his first paid consulting gig, for an architectural firm (maybe that’s the source of his fascination with architectural firms); to computerize the results of some  sort of survey they had issued for a whopping $200 fixed price bid.  
• He joined Arthur Andersen (the accounting firm) in their “Administrative Division,” which would become Andersen Consulting and eventually Accenture. 
• Five years of building and implementing systems for inventory management, construction management, and payroll, he was made a manager and shipped off (in a plane) to  Singapore.
• After rescuing a plantation management system project that was going badly, he ended up in Papua New Guinea (no good deed goes unpunished). 

BUILDING AN ERP SYSTEM FROM SCRATCH (1980 – 1989) 

• On the island of Bougainville, Papa New Guinea was home to what was, at the time, the world’s largest copper and gold mine.  
• Their systems were pathetic, and so, Dave launched a project to build an ERP system from the ground up (SAP R/2 did exist at the time but was not available on the ICL mainframes that ran the mine).  
• The plan was fairly audacious: to build out a multi-currency production planning, materials management, purchasing and payables system of some 600 screens and 600 reports with  25 people in two years. 
• The success of that project was mostly due to partially automating the implementation of use cases.  

AI BEFORE IT WAS COOL (1990 – 1994) 

• Around 1990, Dave returned to the U.S. and was tasked with delivering another custom ERP  system, this time for a diatomaceous earth mine of similar size and scope as the previous mine in Papa New Guinea.  
• In this project, there was even more automation leveraged, in this case 98% of the several million lines of code were generated (using artificial intelligence in 1991). 
• Around this time, Dave started the consulting firm First Principles, Inc.  
• One of the anchor clients was BSW, the architectural firm that designed all the Walmarts in  North America, and it was on this project, in 1992, that First Principles decided to apply semantics to the design of database systems. 

TURNING A CORNER AT THE END OF THE CENTURY (1995-1999) 

• First Principles, was rolled into Velocity Healthcare Informatics, a dot com era healthcare software company.  • Velocity Healthcare Informatics built and patented the first fully model-driven application environment, where code was not generated, but behavior was expressed based on information in the model.
• Alongside this new model-driven application, the nascent semantic methodology evolved and was grafted onto an Object-Oriented Database.  
• Velocity Healthcare Informatics created a semantic model of healthcare that, in 1999, the medical director of WebMD said, after a multi-hour interrogation of his team, “I wish we had that when we started.”  
• Velocity Healthcare Informatics built several systems in this environment, including Patient  Centered Outcomes, Case Management, Clinical Trial Recruiting and Urology Office  Management.  
• Towards the turn of the century, Velocity Healthcare Informatics was preparing for the road show to go public in March of 2000 when the dot com bubble burst.  
• Velocity Healthcare Informatics imploded in a way that intellectual property could not be salvaged, and as a result, several of the employees jointly formed a new company in the late spring of 2000.

Semantic Arts, Inc. Celebrates its 25th Anniversary

Pioneering Data-Centric Transformations to Modernize IT Architecture, Advance Knowledge Systems, and Enable Foundational AI

Fort Collins, Colorado – August 14, 2025:

According to the U.S. Bureau of Labor Statistics, 15,336 companies were founded in Colorado in the year 2000. By 2024, only 2,101 of those companies remained. While we can speculate endlessly about why just ~14% survived through recessions, pandemics, and international conflicts, the impression is clear. Organizations that endured, and ideally thrived, deserve recognition for their adaptability and resourcefulness.

On August 14, Semantic Arts is celebrating its 25th year of leading the data-centric revolution. In those 25 years, we have undergone a long and treacherous journey from a one-person consultancy to a globally respected firm.

Throughout that time, Semantic Arts has guided organizations to unlock the power of semantic knowledge graphs to structure, manage, and scale their data. With over 100 successfully completed projects, we have refined our “Think Big, Start Small” approach, aligning strategic priorities with high-impact use cases where knowledge graphs create measurable value. And as a result, we have come to specialize in end-to-end, design and implementation of enterprise semantic knowledge graphs.

Company CEO, Dave McComb remarked: “Our 25-year journey has proven that while technologies evolve, the core challenges persist. The vast backlog of legacy applications, and the continuing addition to the legacy backlog suggest that it will be far more than 25 years before we run out of work. Lucky for us, it also means we’re just getting started in bringing meaningful, semantic transformations.

To put things into perspective, we have supported multinational organizations like Amgen, Broadridge, and Morgan Stanley to undergo their semantic transformation, through the adoption of taxonomies, ontologies, and semantic knowledge graphs. We’ve developed and continuously evolved gist, a foundational ontology built for practical enterprise use.

We are proud to faithfully serve organizations undergoing their data-centric transformations, in the same fashion that sherpas support and guide high-altitude climbers in the mountaineering world.

As a matter of fact, we’d like to extend an invitation for you, our dear reader, to sample our guidance in a 30-minute, no-strings-attached consultation. During this session, we’ll share how to avoid common pitfalls and reduce ongoing project risks. We guarantee it will improve your chances of launching successful pilot projects using taxonomies, ontologies, and knowledge graphs.

If you are interested in having a friendly chat, email us at [email protected] with a summary of your goals.

We’ll set up a time that works for you.

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Semantic Arts’Secret Sauce

An organization founded by an individual or small group is deeply shaped by the priorities and capabilities of its founder(s), as well as the market and industry it enters. The baseline requirement for any startup is to identify and meet the needs of specific types of customer or clients to sustain and grow financially. How an organization chooses to do that, how it responds to feedback that validates or challenges its value proposition, and how it adapts over time, each could be the subject of a thesis on its own.

To understand an organization, you might take what is written in a business plan at face value, consult the company charter to understand its aspirations, or evaluate performance through public-facing news, press releases, and financial reports to get a sense of its real-world impact. But we are not here to get lost in all that, or to bore you with the generic, hollow promises often engraved inside generic institutions.

In this paper, we want to turn our house into glass to share what makes this professional services firm so darn special to us and our clients. We will start by sharing some background on our newly minted employee-governance operating structure, why it matters for our culture and growth, the organizational foundations behind it, and a few internal practices that foster trust, knowledge sharing, and organizational alignment in our day-to-day work.

Our New Employee-Governance Model

As of 2025, Semantic Arts is an employee governed company. It is not employee owned, as enlightened as that might sound, as that is still a risk factor for premature death. We have watched that situation unfold right here in our own backyard (Fort Collins, Colorado). The New Belgium Brewing Company, of the famous Fat Tire Ale, became employee owned in 2012. For several years it was one of the darlings of the ESOP movement. But by 2019 the employees succumbed to the same temptation that traditional owners face: the lure of the exit, when they sold to the Kirin company. Semantic Arts is now owned by a perpetual benefit trust. The company pays a small royalty to the
trust in exchange for the privilege of continuing the execution of a company that has great people, proven methodology, and an excellent reputation. As part of the transition to self-governance, Mark Wallace, a long-time senior consultant with the firm stepped up to the role of President, while Dave transitioned to CEO.

Employee-Governance Supports Culture and Growth

There are some interesting and subtle things that our structure does to provide alignment.

The first, that has been in place for over a decade, helps align the incentives of the company with the incentives of the employee.

The second, which is just being implemented, more closely aligns the interests of our clients with the interests of Semantic Arts.

Employee and Semantic Arts Alignment

Most companies, at some level, are at odds, to some degree with their employees. If they can pay the employees less, they will make more profit. If they can outsource the work, it improves their margins. And when it comes to promotions, there are a limited number of boxes in the upper rungs of the org chart.

At Semantic Arts we have created an incentive pay system that aligns the company’s goals with the employees. As employees become more skilled, we can charge more for those skills in the marketplace. The incentive system continually adjusts their pay without any negotiation. The company also makes more money from the upskilled employees. As a result, the company is continually investing in training and coaching. And while there are positions, there is no limit to how many people can be in any of them.

Client and Semantic Arts Alignment

In a comparable way, most consulting firms, really most types of firms, have some degree of inherent conflict with their clients. If they can charge a bit more for an engagement, it goes to the bottom line.

Because of our employee alignment, we often do something that other consulting firms would not think of doing, and if they did think of it, they would not do it. When we take on a fixed price engagement and finish ahead of budget, most firms would pocket the difference, indeed that is the reward for taking the risk. But because of our employee incentives, in those cases the employee did not have the opportunity to earn the full amount of the contract. As standard practice, we try to find additional work that we can do for the client, to produce meaningful results within the original budget.

Additionally, our new trust arrangement adds another level of alignment. Professional Services firms make money off the difference between what they charge for their consultants and what they pay them. The owner of a professional services firm is incented to maximize this difference, not just to provide distributions to the owners, but also it is the main factor in determining the ultimate sale price of the firm, on exit.

Clients know this. They know most consultants list price fees that are inflated and negotiate aggressively accordingly. They believe the reduction in fees comes out of the margin. We have shared with our clients that it does not work that way here. At Semantic Arts, the reduction in fees comes from the consultants pay (not immediately and directly, but it factors strongly). Now we have further increased our alignment. The perpetual trust cannot be sold. We do not inflate our rates to try to boost our profits. As a result, there is no incentive to increase the margin to increase the final sale value. And the trust is receiving its payment off the top line not the bottom line, so the trust would rather see growth than profit.

Besides, there is no real mechanism for distributing profit. Any profit we gain through client engagements is retained to tide us over through lean times. From a practical point of view, the firm will operate like a non-profit. That is because we deeply value and protect the reputation we have built as honest brokers.

You might ask, “Why go through the trouble of creating a money management mechanism within the organization instead of simply maximizing profitability?” While most firms aim to maximize profits and then exit, our philosophy is a little different, as you will find it is reflected in our vision, mission, and values.

Semantic Arts Organizational Foundations

At Semantic Arts, the cultural line between management and employees is nearly invisible in dayto-day activities, thanks to the high degree of autonomy and transparency built into the
organization’s operational framework.

Our Vision:

We want to be a part of a world where any employee of an organization has easy access to all the
information they need to do their job, subject to authorization. Data is not siloed away in hundreds
or thousands of application-specific systems but is presented in a data-centric fashion. We have built methodology, tools, and quality assurance processes to make sure we continue to deliver the highest possible quality outcome.

Our Mission:

Our motivation when we get out of bed is to transform as many organizations as possible.

Our Shared Values are:

• Create value: All our projects should create value for our clients. We are not trying to setup situations where our clients pay us because we have coerced them or made them dependent on us.
• One voice: We can disagree violently in the office but will present our best consensus when we are with the client.
• Share equitably: We focus on ways to share the results of our efforts with clients, partners, and employees. Equitable sharing is based on contributions.
• Lifetime learning: We value continual study and research to look for better ways, and to stay current in our discipline, rather than milking whatever expertise we have.
• Show respect: While focusing on results, we remain mindful of the contribution, options, and rights of others. In all our dealings, we need to be humble.
• Have fun: We are not here to suffer for the sake of the company. We can accomplish all we set out to, stay true to our values, have a good time, and take time to enjoy our lives.
  

6 Semantic Arts Organizational Practices

A critical component of our core competencies and strategic advantage in implementing data centric transformations is rooted in the internal practices we have embedded into our culture. These practices enable us to blend the experience, skills, and strengths of our collective into a cohesive unit, allowing us to act like a stick of dynamite for our clients’ toughest problems.

1. Weekly Staff Meetings: Twice a week, we hold company-wide staff meetings to report on active project work, discuss ways to deliver more value to our clients, and address any
   technical or operational challenges that arise. These meetings offer everyone an opportunity to engage meaningfully in current and future activities, while also serving as a vehicle for learning through osmosis.
2. Knowledge Exchange: Once a week, we hold open Q&A sessions where employees are encouraged to share challenges they are facing or present new ideas. These sessions
   quickly become a rich forum for collective problem solving, offering a fast and effective way to get up to speed on a variety of issues, and the solutions that address them.
3. gist Development Meeting: One of our most valuable internal resources and core competencies is the continuous use and refinement of gist, our open-source upper ontology, in client projects. Over the past decade, we’ve leveraged gist in more than 100 engagements to accelerate time-to-value and deliver impactful results. With each project, we have applied gist across diverse domains (such as pharma, manufacturing, cyber security, and finance), allowing us to iteratively refine our knowledge and approach. Each month, we actively evolve gist based on our collective learnings and community feedback.
4. Friday Sessions: We reserve a weekly session on Friday for our consultants or select invited guests to deliver a prepared presentation on a topic of their choice and expertise.
   The goal is to infuse our team with insights on cutting-edge technologies, whether from technical vendors, consultants in complementary areas, or internal projects we want to share with the broader company.
5. Heavy Investments into R&D: We have superb technical talent with deep expertise in ontology modeling, software engineering, and the end-to-end development of enterprise knowledge graphs, from design through to live production environments. This core differentiator of technical excellence is shared openly and cross-pollinated across a wide
   range of interests and domains. Individual curiosity, combined with the resolution of new or recurring technical challenges, results in reusable scripts, design patterns, operational strategies, and innovative ways to deliver greater value in less time.
6. Drinking our Champagne: A natural consequence of our heavy investment in R&D activities and projects is that we have had the opportunity to make, and drink, our own champagne throughout the entire lifespan of Semantic Arts. Our focus on reducing the effort required to deliver value to clients, combined with a commitment to continuously elevating our practice, has fostered a culture of ongoing innovation, for our people, processes, and tooling.

The Secret Sauce

The people who make up this organization, our ongoing practices, and the incredibly rich and stimulating client work we engage in are part of what makes working at Semantic Arts feel like you have stepped back in time to the intellectually rigorous forums of ancient Greece.
Iron sharpens iron; that’s our way of life.

At Semantic Arts, you do not need to wear a toga to feel like a philosopher, nor a lab coat to feel like a research scientist. But you will need to get used to Hawaiian shirts on Fridays, and spending hours wrestling with deeply stimulating intellectual challenges.

Both our clients and our people are better because of them.

And if you want to get an inside scoop into some of the history, origin story of our founder Dave McComb, as well as learn the top 3 lessons that have kept us surviving and thriving, visit our about us page here: https://www.semanticarts.com/about-us/.

Stay in Touch with Us

We have an open-door policy here at Semantic Arts, with our staff and clients.
If you’d like to stay in the loop or engage with us in a more formal discussion, we’ll always make time to talk; see below to find out how!

For general interest, we have a newsletter:

Sign up for the newsletter: https://lp.constantcontactpages.com/sl/gS1gQIf/newslettersignup

For practitioners and information seekers, we have community events:

Sign up to take part in the Estes Park Group, a non-commercial monthly review of topics around data-centric architecture: https://lp.constantcontactpages.com/sl/fe6usRp/EstesParkGroup

Sign up to take part in the gist Forum, a monthly discussion around gist related developments and presentations: https://lp.constantcontactpages.com/sl/e1DBewb/gistForum

For prospective employees, we have a recruitment process:

1. Review the job description to make sure you are a fit: Ontologist Job Description
2. Complete our job application found here: Semantic Arts Ontologist Application
3. Email your resume to [email protected] (after completion of the application)

For clients, we have our contact information:

Contact JT Metcalf, Chief Administrative Officer at [email protected] to provide us with context and more information around your priorities, roadmap, and any efforts that your organization has already conducted. We’ll find a suitable time to have a conversation and shape out a clear path forward.

Should you have any other inquiries, you can call us at (970) 490-2224