Abel Disla built Domepeace around a bald scalp-care routine
Abel Disla, founder and CEO of Domepeace, developed a scalp-care brand for bald men, with products for shaving, moisturizing and sun protection. The conversation explores how customer feedback shaped a complete routine, why a promising partnership became a lesson in due diligence, and what new business owners should learn before investing in inventory.
Talk to the people you want to serve, test a focused offer with paying customers, and understand the costs behind each sale before scaling. A partnership’s promise matters less than clear deliverables, sound economics and careful evaluation.
What’s the short story of how your business started, and what makes it genuinely different from the other options your customers have?
Domepeace started with my own experience as a bald man. In 2021, I began using my wife’s skincare products and paying closer attention to how I cared for my skin. That sparked an idea: build a brand around the everyday needs of a bald scalp. I started working on it while serving in the U.S. military.
Our difference is how specifically we approach that customer’s routine. A bald scalp needs attention before a shave, afterward, and between shaves. Domepeace brings those steps together through scalp exfoliation, shaving soap, mattifying moisturizer, and daily SPF protection.
We also explain how those products fit together. The aim is to make scalp care easier to understand and easier to maintain. Being bald is already part of my identity, and I want our customers to enjoy taking care of that look.
How did you win your first customers, and where does most of your new business come from today?
Some of our earliest support came from people close to me. My brother Daniel, who is also bald, was an early customer. He wanted to support the business, but hearing that the products improved his shave gave me encouragement that went beyond the sale.
As we grew, showing up personally became an important part of earning trust. I answer questions, demonstrate routines, and talk about the everyday frustrations bald men recognize.
Today, Facebook and Instagram are important sources of discovery through both our content and paid advertising. We also reach customers through Google and our educational content. Our bald meetups have added an opportunity to connect in person, let people experience the brand, and hear their questions directly. Those conversations help shape what we explain online.
What’s one decision that changed the direction of your business, and one mistake that taught you the most?
A decision that changed our direction was organizing Domepeace around a complete scalp-care protocol. Each product has a clear place in the routine: preparing the scalp, shaving, moisturizing, and protecting it. That decision now guides how we present our bundles, demonstrate products, and educate customers.
One mistake was getting excited about a partnership before doing enough due diligence. The opportunity looked promising, but it did not work out. I let the excitement move faster than the evaluation.
That experience taught me to slow down before making a commitment. I want to understand the deliverables, the economics, and what could go wrong. I also pay closer attention when someone on the team raises a concern. Ambition is useful when the decisions supporting it are sound.
What has changed in your industry or in what your customers expect over the last couple of years, and how have you adapted?
In our conversations with customers, we hear specific questions about the whole scalp-care routine: what to use before shaving, how to manage shine afterward, and how daily sun protection fits in. That has reinforced the importance of clear guidance alongside the products.
We have adapted by making our scalp-care protocol more central to the brand and adding Daily Scalp SPF 50 to the range. Our content explains the purpose and order of each step, and our follow-up emails help customers use what they have purchased.
We have also made more room for direct conversation through community meetups. Seeing people try products and hearing their questions in person helps us recognize where our explanations could be better. For us, adapting means continually making the routine more useful and understandable.
If you were advising someone starting out in your industry today, what would you tell them to do first, and what would you tell them to ignore?
Start by talking to the people you want to serve. Ask them to walk you through their current routine, what frustrates them, and which products they have stopped using. Listen closely to the words they use. Those conversations can reveal a more useful starting point than studying competitors’ packaging.
Then test a focused offer and learn from paying customers before committing to a large inventory order. Work out what remains from each sale after product costs, shipping, packaging, payment fees, and customer acquisition. That tells you what the business can afford as it grows.
Ignore the pressure to launch a huge product range, chase every trending ingredient, or accept a partnership because the name sounds impressive. Give yourself room to learn, improve the product, and build a business you can reliably operate.
Thank you to Abel Disla and the team at Domepeace for sharing what actually worked with Leaders Perception readers.
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