About
Brandon Moore.
Sacramento. Solo practice. Twelve years as a senior software engineer before starting Phenominal Consulting in 2026.
I am Sacramento-based. Before starting Phenominal, I spent twelve years as a senior software engineer at a Sacramento-area software consulting firm — backend systems, multi-tenant SaaS architecture, hardware integration, networking, and the long tail of operational engineering that doesn't fit cleanly under any single label.
I started Phenominal Consulting in early 2026 to focus on one thing: cannabis distribution compliance — specifically, the gap between Metrc, ERP systems, label pipelines, COA pipelines, printers, and the floor procedures that hold them together.
The capability
What I can reach for when the gap calls for it.
- Backend systems: Laravel and PHP across the full backend surface, with multi-tenant SaaS patterns underneath. The work that keeps a small set of code serving a growing set of operators without per-client forking.
- ERP and pipeline integration: through documented APIs when they exist, through other paths when they don't. Browser-resident augmentation, direct database integration, queue-and-event architectures, custom protocol bridges — the right one is whatever closes the gap fastest without breaking the operator's existing tooling.
- Label and printer protocols: ZPL, Zipher, EPL, raw TCP. Direct-to-printer pipelines when middleware is the bottleneck. Per-station queue architecture when routing is the failure mode.
- Networking and infrastructure: VPN-to-on-premise paths, certificate handling, subnet diagnostics, the kind of work that comes up when an “obvious” hardware fault turns out to be a routing or auth problem nobody thought to check.
- Hardware and mechanical capability: 3D modeling and 3D printing for one-off mechanical fixes when the gap is physical. A tool I reach for only when the right answer is mechanical, not when the right answer is software.
- Diagnostics on the floor: the part that makes the rest matter. Walking the line, watching the handoffs, finding the gap nobody upstream could see because the gap was between two things they each owned.
Each engagement uses a different subset. The fit is what matters, not the inventory.
The combination
What's rare about this practice is the combination, not any one piece. Most software consultancies live above the API. Most hardware-leaning consultants live below it. Most operators-on-floor work outside both. The cross-vendor integration work that defines distribution compliance lives in all three places at once — and it sits in gaps no single vendor owns.
The work I do is not novel software engineering. It is end-to-end visibility across systems no single party is responsible for, with the technical range to act on what I find — whether that's a config drift on a printer, a missing API that needs a creative bridge, a procedure on the floor that pre-dates a regulatory change, or a piece of plastic that needs to be modeled and printed by Wednesday.
Why cannabis distribution, specifically
The reference engagement at LBS Distribution made the structural gap between vendors visible to me. Once you have walked a distribution floor and watched the COA, the label, the printer, and Metrc fail to agree with each other on the same package — and watched four vendors each correctly insist they are not the problem — you cannot un-see it. The gap is real. It is not getting smaller. The DCC's recall data confirms what the floor confirmed.
I have chosen, deliberately, to work only on regulator-aligned distribution compliance. Not gray-market. Not plant-touching. Not speculative. The work is grounded in public regulatory data and verifiable operational outcomes. That choice is structural to the practice, not a marketing posture.
Schedule a 30-minute call
Thirty minutes. No slides. If an engagement does not make sense, I will tell you on the call.