BanklessDAO
BanklessDAO
/
Operations Department
Operations Department
/
πŸ“–
Notion Administration
/
Top-Level BanklessDAO Notion Pages
Top-Level BanklessDAO Notion Pages
/
🚧
Projects
/
🏦
BanklessDAO Governance Solutions Engineers
/
saulthorin#7696

saulthorin#7696

Detailed thoughts on how you would solve these two problem spaces
Solving these problems will be a team effort and require a fresh set of ideas and new leadership that relies on community input to be successful. Regarding our strategic priorities it will be essential for us to answer these questions: - Where do we want to play? What will we do? - How do we win? What is our competitive advantage? - What capabilities and resources do we need to win? What talent do we have? - What is our 6 month, 12 month, 18 month, and 24 month goals? Where do we see ourselves in five years? While answering these questions may seem simple, organizations spend millions of dollars paying people to try and answer them. I would lead efforts to organize focus groups and brainstorming sessions to ideate on these questions. After we have a firm foundation on what we want to do, how we want to do it, and where we need to go to get there the hard part begins: execution. Execution is where most strategies fail. Most people get stuck focusing too long on the what and overlook the how. In order to avoid this, I would encourage us to pilot new ideas quickly and iteratively. Our best chance of success is to test new ideas quickly and get community feedback on how they work. Above all, our strategy should protect us from taking on work that distracts from our core mission. While strategy is fun because it is so high-level, compensation is much more tactical and granular. In order to design a compensation system that is sustainable, practical, and equitable we would need to do a series of things: - We need to conduct what is called a critical task and job analysis for all roles at Bankless. This would require interviews, market research, and benchmarking jobs from other DAOs in order to catalogue the knowledge, skills, abilities, and other characteristics of each role. -After obtaining this granular job and task data we could then move on to the formation of job families. Job families are buckets of related roles group by skills. It is essential for us to be able to have division of labor in order to have a sensical framework on which roles are most similar and dissimilar from each other. Having job families also makes the analysis of pay more accessible and less overwhelming than looking at the granular task level. - Once we have job families established we would then begin benchmarking against other DAOs and roles that are comparative using available Web2/3 compensation data. We would want to break up by not only skills and job families but by also tenure (junior vs. senior roles). After doing this, we would need to get creative and translate our findings into crypto payment methodologies. This is a big undertaking and would require us to interview other DAOs as well as do market research. The above compensation design process gives us fundamentals but now we can get creative. DeFi allows us to explore novel payment solutions not readily available in Web2 and as such the above process could incorporate payment solutions foreign to traditional companies. For example, we have options to compensate in ETH, Stablecoin, and BANK. We would want to determine the optimal solution based on both community feedback and economic feasibility. One idea I want to explore is implementing a staking program for contributors. Rather than burning through our DAOs liquidity we could offer contributors the options to stake their funds with the DAO and earn a passive income from it. The opportunities to innovate and create new compensation strategies are numerous and I am excited to help pioneer the future of work on this subject.
Sponsor(s)
frogmonkee#6855, RunTheJewelz#7931, paul_apivat 🏴#3817, McKethanor 🏴#7319, hirokennelly.ethᡍᡐ🏴, Above Average Joe#5427, siddhearta#9802, Airbayer | Bankless DAO🏴, addamsson#7663, Jake and Stake#4439, Crypto Bushi#7859
Other obligations during Season 3
I currently do not have a full-time job outside of DAOs which I believe gives me extra bandwidth comparative to others. As mentioned previously, I quit my day job last summer without hesitation and have essentially lived off what little savings I have because I have faith that my work will pay off and so I trust the process. I am actively involved in the Analytics Guild serving as the Analytics Ambassador. Should I be elected for this role I plan to step down from the Analytics Guild role to let others have an opportunity to lead and so as not to stretch myself too thin. Outside of BanklessDAO, I am leading the development of the talentDAO community but do not feel this responsibility will distract me from the GSE role as there is a great team of core contributors who are excellent at dividing the work and decentralizing stress. I am ready to roll up my sleeves and get to work and support the DAO in a full-time capacity.
Qualifications
I personally believe I am uniquely qualified to fill this role for several reasons. I will organize my qualifications into three buckets: Professional experience, academic training, and personal interests. Professional experience: For the last eight years I have had the opportunity to work as both an individual contributor and leader for the private sector, government, academia, and consulting industry in the areas of Organization Design, Talent Strategy, Human Capital Research, and Data Science. I first started my career as a data analyst at a boutique consulting firm working with large fortune companies such as Best Buy and IHG Hotels where I led employee engagement research and ran the survey programs for these companies. This role taught me fundamentals like how to project manage a large initiative and make decisions based on data. After this, I decided to go to graduate school to pursue a PhD in Industrial Organizational Psychology and during this time I worked as a federal contractor for the U.S. Department of Defense where I lead employee survey and leadership training program for all branches of the U.S. military. This role taught me how to manage projects in a large complex organization and what tactics work best to influence others with data. It also taught me how to run good experiments and write compelling technical reports. After this role, I went on to co-found a data analytics company focused on dashboard development and system integration. This data analytics company we bootstrapped ourselves and became profitable within 15 months. We decided to liquidate and sell the company. Shortly after I was approached by a recruiter from Deloitte Consulting and propositioned to join an exciting new R&D division they had just created. I was hired as a Senior Consultant and Lead Researcher and led what is still to date the largest Organization Design and Team Effectiveness study Deloitte has ever done. We surveyed over 1000 organizations and interviewed close to 200 executives. We published over a dozen white paper publications as well as several toolkits and frameworks. This role greatly enhanced my stakeholder and project management skills and taught me how to be a good storyteller. After my first year, I transitioned to a new role at the firm as a Senior Data Scientist where I built tools for other researchers. My niche specialty was at the intersection of Organizational Network Analysis and Natural Language Processing and I created several tools that allowed teams to study the evolution of their communication networks over time as well as analyze interview transcripts in an automated fashion. I quickly became known at the firm as a subject matter expert at human network analysis and would be approached by Deloitte member firms all over the world for my advice on how best to study social networks at work. It was around this time that Covid hit and we experienced major disruption. Because of this, the firm opted to create a new Innovation and Strategy division focused on developing Human Capital Products for all of the U.S. in order to stay competitive in the market. I was recruited to this team and quickly promoted to manager where I led a team of 3 and designed an incubation and accelerator program from scratch to launch new products and services. I was responsible for the evaluation and validation of new business ideas and helped individuals achieve proof of concept and navigate the product development lifecycle. Within 12 months we had conducted over a dozen innovation labs and launched three new products in the market which are in operation still. Having piloted our program with great success my team went on to support all Deloitte member firms and our division was now managing Innovation and Strategy for all Deloitte global. I had the opportunity to work with teams across the world and help them scale their business and I also helped design several compensation strategies and salary bands for various member firms during this time. During the summer of 2021 I began to dabble at BanklessDAO and quickly realized it was the future of work. Over the past three and a half years at Deloitte I turned down opportunities to work at several lucrative companies including Amazon, Facebook, USAA, Walmart Global Tech as well as several Fintech Startups. These companies did not align to my values and I wanted to be apart of something bigger than myself. Within 5 weeks of working at BanklessDAO I quit my Deloitte job without hesitation and the rest is history. I believe my career journey from the start has been preparing for this role and I did not even know it. Everything I have done in my career has led me here and I am so glad it has. Academic training: I have a Bachelors in Psychology and Business, a Masters in Industrial Organizational Psychology, and am PhD candidate in Industrial Organizational Psychology with a concentration in Organization Design and Network Science. This formal training is directly applicable to DAOs and especially applicable to the two problems the GSE team is tasked with solving. Throughout my studies, I received formal training in statistics and research methods, talent and performance management, training, compensation design, organization design, team effectiveness and a multitude of other courses related to human resource strategy, organizational effectiveness and human motivation. I excelled in my coursework and after my first year I was asked to teach Research Methods and Statistics to new incoming students. All this training has given me a strong foundation on how to design organizational systems to make humans better at work and how to best measure progress in a way that is academically rigorous while still being accessible to others. With my training, I intend to apply what I know to design a compensation strategy that is sustainable, practical, and equitable in order to retain our talent and motivate others to contribute. Personal interests: While I have had formal coursework on social network analysis the depth of my knowledge has come from personal studies. I am enamored by the social structures that emerge over time when humans coordinate, communicate and cooperate on work tasks. To me, being able to use statistics to quantify social and structural capital is essential if we are to fully understand DAOs. DAOs are, after all, networks of teams across an ecosystem of networks. Perhaps part of my excitement when first joining BanklessDAO is I finally had found an organizational structure type that was a perfect use case for the social network theories I had grown so fond of. I view DAOs as complex adaptive systems that are fluid and flexible. My goal is to study these systems so that I might make them better. In short, I am a complexity science and network geek that is obsessed with DAOs and I welcome the opportunity to support BanklessDAO at this capacity. I will happily dox myself to verify any of these credentials or experiences should anyone ask me to do so.
Reason for Applying
I am passionate and relentlessly focused on supporting the BanklessDAO mission and have a strong interest both socially, philosophically, and financially to see the DAO succeed. As one of the earliest contributors starting back in May of 2021, I have been here long enough to understand our operations and what does and does not work and have the social capital required to quickly navigate DAO operations to get things done. Over the summer of 2021 I made the big decision to leave a very well paid and stable job at a prestigious firm in order to pursue a mission and dream I care about - BanklessDAO. I wanted to be part of an organization that valued humans and not just institutional incumbents. As we scale it becomes increasingly important we do not drift from our mission and try and take on too many side projects not aligned with our goals. Additionally, it is critical we retain people and reward them adequately and equitably for their contributions. I am applying for this role because I love BanklessDAO and this community and will do everything I can to see it succeed and believe our success is contingent upon our ability to compensate people and establish a strong strategy that others can execute on. I am applying for these reasons.
BanklessDAO
BanklessDAO
/
Operations Department
Operations Department
/
πŸ“–
Notion Administration
/
Top-Level BanklessDAO Notion Pages
Top-Level BanklessDAO Notion Pages
/
🚧
Projects
/
🏦
BanklessDAO Governance Solutions Engineers
/
saulthorin#7696

saulthorin#7696

Detailed thoughts on how you would solve these two problem spaces
Solving these problems will be a team effort and require a fresh set of ideas and new leadership that relies on community input to be successful. Regarding our strategic priorities it will be essential for us to answer these questions: - Where do we want to play? What will we do? - How do we win? What is our competitive advantage? - What capabilities and resources do we need to win? What talent do we have? - What is our 6 month, 12 month, 18 month, and 24 month goals? Where do we see ourselves in five years? While answering these questions may seem simple, organizations spend millions of dollars paying people to try and answer them. I would lead efforts to organize focus groups and brainstorming sessions to ideate on these questions. After we have a firm foundation on what we want to do, how we want to do it, and where we need to go to get there the hard part begins: execution. Execution is where most strategies fail. Most people get stuck focusing too long on the what and overlook the how. In order to avoid this, I would encourage us to pilot new ideas quickly and iteratively. Our best chance of success is to test new ideas quickly and get community feedback on how they work. Above all, our strategy should protect us from taking on work that distracts from our core mission. While strategy is fun because it is so high-level, compensation is much more tactical and granular. In order to design a compensation system that is sustainable, practical, and equitable we would need to do a series of things: - We need to conduct what is called a critical task and job analysis for all roles at Bankless. This would require interviews, market research, and benchmarking jobs from other DAOs in order to catalogue the knowledge, skills, abilities, and other characteristics of each role. -After obtaining this granular job and task data we could then move on to the formation of job families. Job families are buckets of related roles group by skills. It is essential for us to be able to have division of labor in order to have a sensical framework on which roles are most similar and dissimilar from each other. Having job families also makes the analysis of pay more accessible and less overwhelming than looking at the granular task level. - Once we have job families established we would then begin benchmarking against other DAOs and roles that are comparative using available Web2/3 compensation data. We would want to break up by not only skills and job families but by also tenure (junior vs. senior roles). After doing this, we would need to get creative and translate our findings into crypto payment methodologies. This is a big undertaking and would require us to interview other DAOs as well as do market research. The above compensation design process gives us fundamentals but now we can get creative. DeFi allows us to explore novel payment solutions not readily available in Web2 and as such the above process could incorporate payment solutions foreign to traditional companies. For example, we have options to compensate in ETH, Stablecoin, and BANK. We would want to determine the optimal solution based on both community feedback and economic feasibility. One idea I want to explore is implementing a staking program for contributors. Rather than burning through our DAOs liquidity we could offer contributors the options to stake their funds with the DAO and earn a passive income from it. The opportunities to innovate and create new compensation strategies are numerous and I am excited to help pioneer the future of work on this subject.
Sponsor(s)
frogmonkee#6855, RunTheJewelz#7931, paul_apivat 🏴#3817, McKethanor 🏴#7319, hirokennelly.ethᡍᡐ🏴, Above Average Joe#5427, siddhearta#9802, Airbayer | Bankless DAO🏴, addamsson#7663, Jake and Stake#4439, Crypto Bushi#7859
Other obligations during Season 3
I currently do not have a full-time job outside of DAOs which I believe gives me extra bandwidth comparative to others. As mentioned previously, I quit my day job last summer without hesitation and have essentially lived off what little savings I have because I have faith that my work will pay off and so I trust the process. I am actively involved in the Analytics Guild serving as the Analytics Ambassador. Should I be elected for this role I plan to step down from the Analytics Guild role to let others have an opportunity to lead and so as not to stretch myself too thin. Outside of BanklessDAO, I am leading the development of the talentDAO community but do not feel this responsibility will distract me from the GSE role as there is a great team of core contributors who are excellent at dividing the work and decentralizing stress. I am ready to roll up my sleeves and get to work and support the DAO in a full-time capacity.
Qualifications
I personally believe I am uniquely qualified to fill this role for several reasons. I will organize my qualifications into three buckets: Professional experience, academic training, and personal interests. Professional experience: For the last eight years I have had the opportunity to work as both an individual contributor and leader for the private sector, government, academia, and consulting industry in the areas of Organization Design, Talent Strategy, Human Capital Research, and Data Science. I first started my career as a data analyst at a boutique consulting firm working with large fortune companies such as Best Buy and IHG Hotels where I led employee engagement research and ran the survey programs for these companies. This role taught me fundamentals like how to project manage a large initiative and make decisions based on data. After this, I decided to go to graduate school to pursue a PhD in Industrial Organizational Psychology and during this time I worked as a federal contractor for the U.S. Department of Defense where I lead employee survey and leadership training program for all branches of the U.S. military. This role taught me how to manage projects in a large complex organization and what tactics work best to influence others with data. It also taught me how to run good experiments and write compelling technical reports. After this role, I went on to co-found a data analytics company focused on dashboard development and system integration. This data analytics company we bootstrapped ourselves and became profitable within 15 months. We decided to liquidate and sell the company. Shortly after I was approached by a recruiter from Deloitte Consulting and propositioned to join an exciting new R&D division they had just created. I was hired as a Senior Consultant and Lead Researcher and led what is still to date the largest Organization Design and Team Effectiveness study Deloitte has ever done. We surveyed over 1000 organizations and interviewed close to 200 executives. We published over a dozen white paper publications as well as several toolkits and frameworks. This role greatly enhanced my stakeholder and project management skills and taught me how to be a good storyteller. After my first year, I transitioned to a new role at the firm as a Senior Data Scientist where I built tools for other researchers. My niche specialty was at the intersection of Organizational Network Analysis and Natural Language Processing and I created several tools that allowed teams to study the evolution of their communication networks over time as well as analyze interview transcripts in an automated fashion. I quickly became known at the firm as a subject matter expert at human network analysis and would be approached by Deloitte member firms all over the world for my advice on how best to study social networks at work. It was around this time that Covid hit and we experienced major disruption. Because of this, the firm opted to create a new Innovation and Strategy division focused on developing Human Capital Products for all of the U.S. in order to stay competitive in the market. I was recruited to this team and quickly promoted to manager where I led a team of 3 and designed an incubation and accelerator program from scratch to launch new products and services. I was responsible for the evaluation and validation of new business ideas and helped individuals achieve proof of concept and navigate the product development lifecycle. Within 12 months we had conducted over a dozen innovation labs and launched three new products in the market which are in operation still. Having piloted our program with great success my team went on to support all Deloitte member firms and our division was now managing Innovation and Strategy for all Deloitte global. I had the opportunity to work with teams across the world and help them scale their business and I also helped design several compensation strategies and salary bands for various member firms during this time. During the summer of 2021 I began to dabble at BanklessDAO and quickly realized it was the future of work. Over the past three and a half years at Deloitte I turned down opportunities to work at several lucrative companies including Amazon, Facebook, USAA, Walmart Global Tech as well as several Fintech Startups. These companies did not align to my values and I wanted to be apart of something bigger than myself. Within 5 weeks of working at BanklessDAO I quit my Deloitte job without hesitation and the rest is history. I believe my career journey from the start has been preparing for this role and I did not even know it. Everything I have done in my career has led me here and I am so glad it has. Academic training: I have a Bachelors in Psychology and Business, a Masters in Industrial Organizational Psychology, and am PhD candidate in Industrial Organizational Psychology with a concentration in Organization Design and Network Science. This formal training is directly applicable to DAOs and especially applicable to the two problems the GSE team is tasked with solving. Throughout my studies, I received formal training in statistics and research methods, talent and performance management, training, compensation design, organization design, team effectiveness and a multitude of other courses related to human resource strategy, organizational effectiveness and human motivation. I excelled in my coursework and after my first year I was asked to teach Research Methods and Statistics to new incoming students. All this training has given me a strong foundation on how to design organizational systems to make humans better at work and how to best measure progress in a way that is academically rigorous while still being accessible to others. With my training, I intend to apply what I know to design a compensation strategy that is sustainable, practical, and equitable in order to retain our talent and motivate others to contribute. Personal interests: While I have had formal coursework on social network analysis the depth of my knowledge has come from personal studies. I am enamored by the social structures that emerge over time when humans coordinate, communicate and cooperate on work tasks. To me, being able to use statistics to quantify social and structural capital is essential if we are to fully understand DAOs. DAOs are, after all, networks of teams across an ecosystem of networks. Perhaps part of my excitement when first joining BanklessDAO is I finally had found an organizational structure type that was a perfect use case for the social network theories I had grown so fond of. I view DAOs as complex adaptive systems that are fluid and flexible. My goal is to study these systems so that I might make them better. In short, I am a complexity science and network geek that is obsessed with DAOs and I welcome the opportunity to support BanklessDAO at this capacity. I will happily dox myself to verify any of these credentials or experiences should anyone ask me to do so.
Reason for Applying
I am passionate and relentlessly focused on supporting the BanklessDAO mission and have a strong interest both socially, philosophically, and financially to see the DAO succeed. As one of the earliest contributors starting back in May of 2021, I have been here long enough to understand our operations and what does and does not work and have the social capital required to quickly navigate DAO operations to get things done. Over the summer of 2021 I made the big decision to leave a very well paid and stable job at a prestigious firm in order to pursue a mission and dream I care about - BanklessDAO. I wanted to be part of an organization that valued humans and not just institutional incumbents. As we scale it becomes increasingly important we do not drift from our mission and try and take on too many side projects not aligned with our goals. Additionally, it is critical we retain people and reward them adequately and equitably for their contributions. I am applying for this role because I love BanklessDAO and this community and will do everything I can to see it succeed and believe our success is contingent upon our ability to compensate people and establish a strong strategy that others can execute on. I am applying for these reasons.