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RnDAO workspace
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Collabberry
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Strategy
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Collabberry Strategy | 2025 May-Jul
🧯

Collabberry Strategy | 2025 May-Jul

Strategy Surviving for Thriving After 4 months of being in production, runway has ended and we haven't reached the validation goals targeted in Q1. As a result, leadership has expressed her demotivation to continue as it is, bringing the need of a re-structuring the team as well as establishing a new and compelling strategy that projects not only the survival of the project, but also, the delivery os a proposal that thrives it.
0. Team Restructuring.
Team has been aligned into these new roles:
  • Gustavo: Servant CEO & Vision Holder
  • Nicki: Product & Ops
  • Cansy: Grip Tape
  • Milena: Tech Lead
  • Iulia: UX Dev
See agreements details here (phase 4): https://docs.google.com/spreadsheets/d/1q8NkNt_NHX2Dh2DblDJNHCbgFSehJQkTRxOCt1BlUOk/edit?usp=sharing)
1. Strategy Goals:
  • Assure 80k from grants (d/acc in process and Oasis in pipeline)
  • Design a Compelling Business Model & Plan with Exit strategy for getting ready for a Seed Round funding.
  • To switch from a Validation-oriented mindset towards a traction oriented mindset (subjective validation will come from our target investors).
2. Value Proposition
While the narrative towards markets will be kept the same for the time being, we are building a new business model with a change in the value proposition. We will pivot the value proposition from a web3 based "Ownership & Compensation, Simplified" towards a web3 & AI based "Human & Organizational accountability, Simplified."
  • Web3 facilitates quantitative human accountability thought tokens (TPs) minting and distribution (AS-IS solution)
  • (HR) AI Agent Facilitates qualitative personal & Inter-relational accountability through tracing and storing people’s feedbacks as well as being trained into coaching and collective empathy and deliberation.
A mix of both technologies will be projected as the Holy Grial of Decentralized Governance.
Integration for an MVP might be needed with RnDAO ventures like TogetherCrew & Harmonica, also an opportunity for exploring partnerships towards equity (TPs) exchanging.
3. Finances
We have a reserve (burning runway has been stooped) of 4k USD (including the 2k to be received from Celo). Beyond that, we are planning:
To Negotiate a new role for Grant Manager.
Reserve allocation to specific initiative(s) shall be a matter of Team Governance (TBD).
4. BizDev
  • Develop new version of the Business Model leveraged on the new Value proposition enabled by AI Agent integration.
  • Deep design into Business Plan for statting a compelling cost structure as well as projected revenues.
  • Tokenomics outline for offering an exit-to-utility on BM.
5. Market & Research
Although we have good validation on the interest of Collabberry Beta (subjective to conversations with leads and communities, as well objective from Public Good campaign successes), we haven’t found the proper validation in terms of usage/adoption of our tool. Therefore, we are planning:
  • Market Research:
    • To focus on onboarded Customers regarding Human & Teams’s accountability. To discover what are the pain points on this regards in order to explore AI Agent solutions to include into the Business Model.
  • Getting Traction:
    • To target Culture Aligned Communities (e.g. Regen, Public Goods, Ethereum Commies, Decentralization maximalists), but not only, other opportunities should be approached (e.g. Venture Studios & Incubators if at reach), still the effort to be address on cultural match long-hanging-fruits.
    • To adopt the onboarding strategy tnot only to a single founder, but look to meet and onboard the entire team.
    • To leverage Expansion towards new Chains (e.g. Celo, Base…) to target to onbiard new clients belonging to these communities.
6. Technology Development
The current finance & agreement situation makes this the most scarce resource, although we aim to:
  • Solve bugs
  • Deployment on new chains
  • AI Agent integration into dapp
Also, we are taking the acknowledgment of current product being an over-opinionated tool, which causes frictions for getting more traction. Therefore, we’ll get this factor into consideration for Business Plan.
7. PR & Partnerships
  • To close strategic partnership with Allo.Capital
  • To continuously go into strategic IRL events & project an Ambassadors Program to be funded with TPs.
8. Legal
This is still the most unexplored area, we continue to be inclined towards Private Law (P2P & trust models) constructs rather than Company Law ones
 
 
🔍
RnDAO workspace
/
🫐
Collabberry
/
🗺️
Strategy
/
🧯
Collabberry Strategy | 2025 May-Jul
🧯

Collabberry Strategy | 2025 May-Jul

Strategy Surviving for Thriving After 4 months of being in production, runway has ended and we haven't reached the validation goals targeted in Q1. As a result, leadership has expressed her demotivation to continue as it is, bringing the need of a re-structuring the team as well as establishing a new and compelling strategy that projects not only the survival of the project, but also, the delivery os a proposal that thrives it.
0. Team Restructuring.
Team has been aligned into these new roles:
  • Gustavo: Servant CEO & Vision Holder
  • Nicki: Product & Ops
  • Cansy: Grip Tape
  • Milena: Tech Lead
  • Iulia: UX Dev
See agreements details here (phase 4): https://docs.google.com/spreadsheets/d/1q8NkNt_NHX2Dh2DblDJNHCbgFSehJQkTRxOCt1BlUOk/edit?usp=sharing)
1. Strategy Goals:
  • Assure 80k from grants (d/acc in process and Oasis in pipeline)
  • Design a Compelling Business Model & Plan with Exit strategy for getting ready for a Seed Round funding.
  • To switch from a Validation-oriented mindset towards a traction oriented mindset (subjective validation will come from our target investors).
2. Value Proposition
While the narrative towards markets will be kept the same for the time being, we are building a new business model with a change in the value proposition. We will pivot the value proposition from a web3 based "Ownership & Compensation, Simplified" towards a web3 & AI based "Human & Organizational accountability, Simplified."
  • Web3 facilitates quantitative human accountability thought tokens (TPs) minting and distribution (AS-IS solution)
  • (HR) AI Agent Facilitates qualitative personal & Inter-relational accountability through tracing and storing people’s feedbacks as well as being trained into coaching and collective empathy and deliberation.
A mix of both technologies will be projected as the Holy Grial of Decentralized Governance.
Integration for an MVP might be needed with RnDAO ventures like TogetherCrew & Harmonica, also an opportunity for exploring partnerships towards equity (TPs) exchanging.
3. Finances
We have a reserve (burning runway has been stooped) of 4k USD (including the 2k to be received from Celo). Beyond that, we are planning:
To Negotiate a new role for Grant Manager.
Reserve allocation to specific initiative(s) shall be a matter of Team Governance (TBD).
4. BizDev
  • Develop new version of the Business Model leveraged on the new Value proposition enabled by AI Agent integration.
  • Deep design into Business Plan for statting a compelling cost structure as well as projected revenues.
  • Tokenomics outline for offering an exit-to-utility on BM.
5. Market & Research
Although we have good validation on the interest of Collabberry Beta (subjective to conversations with leads and communities, as well objective from Public Good campaign successes), we haven’t found the proper validation in terms of usage/adoption of our tool. Therefore, we are planning:
  • Market Research:
    • To focus on onboarded Customers regarding Human & Teams’s accountability. To discover what are the pain points on this regards in order to explore AI Agent solutions to include into the Business Model.
  • Getting Traction:
    • To target Culture Aligned Communities (e.g. Regen, Public Goods, Ethereum Commies, Decentralization maximalists), but not only, other opportunities should be approached (e.g. Venture Studios & Incubators if at reach), still the effort to be address on cultural match long-hanging-fruits.
    • To adopt the onboarding strategy tnot only to a single founder, but look to meet and onboard the entire team.
    • To leverage Expansion towards new Chains (e.g. Celo, Base…) to target to onbiard new clients belonging to these communities.
6. Technology Development
The current finance & agreement situation makes this the most scarce resource, although we aim to:
  • Solve bugs
  • Deployment on new chains
  • AI Agent integration into dapp
Also, we are taking the acknowledgment of current product being an over-opinionated tool, which causes frictions for getting more traction. Therefore, we’ll get this factor into consideration for Business Plan.
7. PR & Partnerships
  • To close strategic partnership with Allo.Capital
  • To continuously go into strategic IRL events & project an Ambassadors Program to be funded with TPs.
8. Legal
This is still the most unexplored area, we continue to be inclined towards Private Law (P2P & trust models) constructs rather than Company Law ones