Application Submission Form

Default view

GSE Applications Submissions

Name

Date

Detailed thoughts on how you would solve Contributor Alignment and Strategic Prioritization

Sponsor(s)

Other obligations during Season

Qualifications

Reason for Applying

M Goes Distance

‣

I don’t wanna jump into solutions before going through the proper enquiry process. I would start with structured discussions with various guild and project members who will be most affected by any potential changes - to closer identify pain points and their sense of potential solutions. Then I would draft our main objectives for all this - which I don’t think have been defined clearly enough yet. Is it about balancing our resources? Is the aim to be cashflow positive by…. When? How much are we willing to dislocate some of the current structure and processes, to achieve this? That said, I intuitively like some of the suggestions that Frog mentioned in his initial post. I think forcing new projects to provide much clearer specs as to what KPIs will measure their success, how they will contribute to the DAO financially, and being strict about discontinuing projects that don’t meet these goals at the end of a season would be key. I also agree that our approach to voting so far has been to default to YES without thinking through the implications - we should reverse-engineer the project approval process so that the default answer is NO, unless criteria XYZ are met, or unless the experiment is small enough, by standards ABC. As Frog mentioned, we have got some extremely successful projects that are bringing in revenues and can (almost) stand on their own - we should focus on leveraging those (always double down on what works) and find ways to scale them to their full potential. If this means taking away some funding from things that are NOT taking off, that’s a good thing. I think a structured framework for this is possible. Lastly, I think we need to find more utility for BANK outside of paying contributors - which results in selling pressure and price decline, unless new people keep joining the DAO and buying the token, which can’t be relied on outside of bull market. There should be another sink for BANK token - be it from revenues we are making via our successful initiatives, etc. We are not exactly a company but we need to partly think like one, when it comes to economics. Big acknowledgement: I am fully aware that we already did take measures to address some of the above and we currently do have working groups active in some of these further (esp tokenomics). I'm not trying to deny their work, just suggesting supporting and taking the already successful initiatives a few steps further, with a structured focus.

AboveAverageJoe, Bo, NFTThinker, Lizt, Steff, nifteex, 0xprismatic, nterziev

I don’t have an IRL job and am very flexible with how I allocate my time. I will likely be involved with Fire Eyes DAO in the next season - essentially also a governance-related consulting/activist role for other projects - but this would be part-time and up to my discretion. I am also volunteering with some tasks for DAO Planet but again, I have flexibility in how much time I dedicate to this, week on week. I am confident that these engagements are compatible or even better, can provide learnings that feed into one another.

Before web 3 I was the Head of Operations at a prop tech startup for almost 4 year - from pretty much inception all through fundraising Series B. I have built, scaled, and managed distributed teams of up to 40 people - including issues of structure, day-to-day ops, compensation, and more. I have started and failed two other companies - I am very familiar with the lean startup model and iterating one’s way towards product-market fit and economic sustainability, with a very limited financial runway. I know how the collaborative hands-on process on this works and I know how to say no to things that are not critically important, which is sometimes a big part of the solution. Over the past year - my full-time DAO journey has included being active in the governance of Sushi, being on the Governance and Finance councils of JennyMetaverseDAO (including having drafted their constitution), and leading IreneDAO - which was a serious experiment in a decentralized influencer setup until it pivoted away from being a proper DAO. I haven’t seen everything and don’t have all the answers but I have seen a lot of what works and what does not. I am not an academic but I know how to do my research and am good at spotting strategies that work well elsewhere and jumping in the deep rolling them out. I used to be more active in Bankless governance discussions than I have been lately and I also used to hold the role of an Ombuds. I have not been active in a designated role lately as my focus has been elsewhere, even though I’m aware of the recent developments at the DAO. I feel this ‘partial outsider’ perspective of someone who is currently not involved day-in-day-out could be a nice addition to the team, in helping to apply external ideas and a fresh perspective on a problem space that has apparently been looking for a solution for quite a while now.

I have been a full-time contributor to various DAOs for the past year. The future of this model of cooperation is the main thing I care about. I have seen major governance successes and failures at DAOs like Sushi, Irene, and JennyMetaverse, and I want to keep applying these lessons to build the most decentralized, resilient, and sustainable orgs possible. BanklessDAO is probably the best organized and run major DAO out there atm, and I wish to do my part to help it reach its full potential and be a shining example for all the other DAOs. The whole DAO space is a new and emerging category, we are learning as we build, and we need to keep experimenting thoughtfully, to figure out sustainable models that work. I wish to continue being an active part of this process.

WITHDRAWN(3/15/22) - Jake and Stake#4439

‣

As we've seen, the things that are important during a bull market may not be as important during a bear market. In general, we should be thinking long term about how to scale when BANK is at $5 and how to reward our contributors when BANK is at $0.05. With respect to Contributor Alignment, I think it's important to give more voting power to the people who are actively adding value to the DAO and improving the value add for the people who give this DAO life. This means perks, compensation, and a more granular leveling system. I'm greatly in favor of Links' system outlined here: https://forum.bankless.community/t/an-idea-for-long-term-contributor-alignment/2734 With respect to strategic prioritization, I've outlined some preliminary thoughts in this post: https://forum.bankless.community/t/draft-1-an-optimistic-governance-structure-discussion-gc-governance/2718 In general, I think it's important to drive value to BANK. The best way to impact the world is through a strong BANK token. BANK is our Schelling point. BANK is how we raise funds and deploy projects. We should drive long-term value to it, and the best way to do that is to make a financially sustainable organization. At the same time, I recognize the importance of delayed gratification (profits). Some of the highest value-add projects should not be profit driven in the short term. The focus should be on product market fit and growth.

Hirokennelley; Siddhearta; Icedcool

State of the DAOs Newsletter Coordinator Writers Guild Governance Coordinator

- Writers Guild Governance Coordinator - State of the DAOs Newsletter Lead - Weekly Rollup contributor - Writers Guild Staff Editor - Level 2 Contributor https://banklessdao.substack.com/p/state-of-the-daos-5-beginnings-of?s=w https://banklessdao.substack.com/p/daos-are-superorganisms-state-of?s=w https://banklessdao.substack.com/p/banklessdao-weekly-rollup-37-what?s=w https://banklessdao.substack.com/p/getting-in-the-game-and-leveling?s=w

I want BanklessDAO to make it. My goal is to help everyone in the community find meaningful work and become wealthy in the process. But this is not a get rich quick scheme. It may take a while for us to reach escape velocity and prove to the world that our work is valuable and important, but we can become wildly successful. During the last bear market, the teams and communities that continued to build became "overnight success" stories. I think we have a similar opportunity here at BanklessDAO. Let's reward the people who stay and continue to build during these turbulent times. I want to solve the hard problems that BanklessDAO is facing. This means creating value through products & services and driving that value to BANK through tokenomics.

0xRene

‣

I do not have a predetermined solution rather I am very open to first really understanding the needs the DAO has. To make sure all voices and concerns are heard. Also, I am convinced there is no one static solution. Governance will be a series of experiments on what works and what doesn't. I want to spend less time on finding a perfect solution and more time developing a framework that allows us to make brave experiments, Season after Season, refining without breaking everything.

frogmonkee, links, Icedcool, RunTheJewelz, DSide, 0xJustice, Swol Chasse, Bo Bankless

I have a full-time fiat job. In addition, I am coordinating the PM working group in BanklessDAO. However, I believe I still have enough capacity to fill the GSE role because: - I live in CET+1 time zone. Many contributors of the DAO live in the US, so I feel meetings are not impacted by my fiat job. - My fiat job currently is not very challenging, so this does not take away mental capacity. I can focus fully on the GSE topics. - The PM working group is taking approximately 3 hours a week. So this is also relatively small.

I have been having many different positions in my professional career and studied Macroeconomics, This trained my broad angle of view on strategic problems. I am great at seeing the big picture through the noise of information, identifying patterns and trends. If you want someone to make complex things simple and make them digestible, vote for me. My biggest strength is my mediation skill. I am great at finding common ground where people seem to have opposing positions. Listening to people, I am able to understand their positions, drivers and needs. This in my view is hugely beneficial in finding a solution that is accepted by the whole community. In addition, developed strategies for my former employers. For two years, I set-up and developed a company, was responsible for the initial structures of the company and compensation mechanism.

Governance is everyone's responsibility. But it seems so damn complex, so many posts to read, so much information to digest. I believe we need a way to make it easy for you, for everyone, to make an informed vote on things in the DAO. In my view this is the most important task of the GSE, to make Governance digestible! I am passionate about this and I am convinced the beehive intelligence of the DAO already has all the answers. We just need to harvest them. I want to help to do that!

saulthorin

‣

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.

frogmonkee#6855, RunTheJewelz#7931, paul_apivat 🏴#3817, McKethanor 🏴#7319, hirokennelly.ethᵍᵐ🏴, Above Average Joe#5427, siddhearta#9802, Airbayer | Bankless DAO🏴, addamsson#7663, Jake and Stake#4439, Crypto Bushi#7859

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.

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.

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.

0xJustice.eth

‣

Establish explicit gates with associated expectations and rewards around the existing bDAO leveling structure. Increased compensation to directly responsible individuals at critical positions of the DAO to reduce responsibility dilution. A seasonal KPI template for all funded entities requiring 6 milestones for all funded entities. A restructuring of the weekly community call around demos of listed milestones. Introducing a form of delegated governance to address voter apathy and plutocracy. Greater financial transparency via publicly visible project ROIs. A reallocation of grants committee responsibilities to the broader DAO. A path-to-subDAO framework that incentivizes faster project self-sufficiency.

CompositeFellow#7988, Bo | BanklessDAO 🏴#7210, links#7868, Monkey_Flower#4039, bΞnip#5400, Icedcool🏴#4947

I won’t have any other significant BanklessDAO obligations during the season and will keep external commitments to minimal levels. Any unexpected conflicts will be eliminated if they arise.

Over a decade of experience in Agile process and lean organization design. Proven track record of team and DAO thought leadership. I’ve been thinking and writing about these exact issues in the BanklessDAO context since June of 2021. You could say that I’ve already started the task at hand. I have established relationships with emergent thought leaders in the space of DAO organization and governance and will use them as sounding boards in addition to my research to provide options that are currently being used successfully.

I’m deeply invested in the sustainability of the DAO construct. I believe it's not just the future of business and cooperation but the foundation upon which future nations will be built. Having massive cascading failures in DAOs due to poor structuring and governance is going to set the entire ecosystem back and we can not afford such a failure. Freedom is at stake. I feel a moral obligation to do everything I can to forward this movement and contribute to its success and I can't think of a better way to advance that service than to take on this challenge.

ManuelMaccou🏴 | BanklessDAO#6974

‣

First I would get all of us acting as a single unit by encouraging each GSE to read through the comments on each of the most popular forum posts. Then each GSE would share community insights from the corners of the DAO they hang out in most. This will help us build a strong understanding of community sentiment. A strong GSE team will pool together perspectives and context so we are all working with the same amount of DAO intelligence...working as one unit. Related to this, we should explore solutions that other organizations have implemented. We are not the first to have these problems and we wont be the last. 0xJustice shared some great learning resources on a recent community call. We should explore those. Discussions on mission, vision, and values will likely come out of this exercise, and refining them will help us build the foundation for solving the other problems.   To help us determine our strategic prioritization, we should look at the strengths and values of our community and see how it overlaps with the opportunities in Web3. We prioritize the overlap. Content production will be high on that list, but there are others. Incentives can then be built around these priorities to build contributor alignment and long-term dedication. Reward those that make progress towards these priorities. Again, a strong organization is built by working with a systems mindset where the different pieces are complimentary to each other. Contributor incentives and membership structures should be aligned with our priorities. This also means restructuring the Guest Pass/L1/L2 structure. There's been a lot of talk around this, but one idea I haven't heard yet is competency/contributor badges that are earned. This allows Guest Passes to show their commitment through time/sweat equity when the financial means are not there. I have a lot more ideas around this that I'll share if I'm elected. The most important thing when trying to solve these problems is regular involvement and feedback from the DAO. We need a high amount of support if we want to see change. Finally, I’d encourage us not to move too fast and disruptive. Whatever plan we come up with, it should be a phased approach so we don’t disrupt the way everyone works. That would cause chaos, disagreement, and more problems.

Trewkat#1933 Bo | BanklessDAO 🏴#7210 addamsson#7663 hirokennelly.ethᵍᵐ🏴#0001 siddhearta#9802 AbanklessDoodle#0052 (previously Airbayer), Tetranome #1965

I’m currently a champion in Education Guild, but that role could end after this season. I’m also a core contributor to Content Gateway and working on a DAOlationships project to help build a better DAO relationship management tool. I don’t contribute to any other DAO and don’t have an IRL job, so I have enough time to commit to this.

I see everything as pieces of a larger system. I spend time understanding how the system works and how to optimize each piece to create a more integrated and efficient machine. This skill is exactly what we need in each GSE. I’ve shown evidence of this during season 2 and 3. Some of the problems the GSE is set out to solve are similar to that of the Education Guild. Before season 3, our identity was weak, priorities were not clear, and we were not creating enough educational content. I took a look at the problem areas like roles, compensation, guild structure and collaboration, weighed a few solutions, shared it with the most active members for feedback, and led the change. There is still a lot of room for improvement, but I can honestly say that we are in a better position than we were before. I’ve already done GSE work on a small scale and I’m ready to move to the next level. In addition to that, I’ve progressed through the ranks from Guest Pass to L2 very quickly, earned the trust and respect of many L2s, and receive consistently positive feedback from my work. I don’t work in silos. I have actively been trying to break them. I’ve led the recruitment of educational talent for paid work in Developers Guild and Fight Club. I’ve created Notion pages like “Lessons Learned” so we can all learn from our mistakes. I also see a near future where all educational projects across the DAO sync up to help people go Bankless. I've just started that work. The last thing I’ll say is Links made a great point in the original GSE proposal - "If your GSEs have a limited perspective, the solutions they present will be limited by that perspective." My perspective when I joined was the education guild and a bit of Academy. Since then, I’ve been leveling up my perspective by working with media teams and grants, DAOlationships tooling (DRM), and becoming a core member of Content Gateway. This has also opened me up to the wider DAO ecosystem, learning how other organizations work, some of their priorities, and challenges. I’ve also been expanding my network. My point is that I realized 2 months ago that my perspective was limited. I’ve been growing that perspective since then.

I want us to succeed! For the first time in my life, I’ve been surrounded by smart, motivated, and supportive people at a much larger scale than I ever thought possible. My previous job was at a Fortune 100 financial company with 16,500 employees. Over 6 years, I think I might have felt close to 3. I didn’t care if I woke up one morning and the entire company went bust. Here at BanklessDAO, I feel a connection to so many of you. I want all of us to succeed. I would be legitimately sad if this organization failed. We are in an amazing position to create a powerful impact on the world. I am willing to dedicate my time and energy to make sure that we thrive and the world benefits from our work.

rotorless

‣

Both of these gaps in governance can be minimized by developing new governance tooling. Risk framework: to decentralize opportunity properly one must also decentralize risk. This is a data driven approach to identify and map the risks in the bDAO environment through bottom-up survey in each guild and project to capture and synthesize the knowledge of members *inside* their own guild or project and includes the aggregation of internal(what we control) and external (what we cannot control) data. Understanding risk framework will form the basis for tools similar to a "DAO worthiness checklist" tool which might asses the suitability of a project or activity by the sponsor and a "funding priority matrix" tool that might enable the relative weighting of dissimilar projects against the universe of proposals. It will empower a risk aware culture across the DAO and may identify emergent opportunity for organizational decentralization. If a sufficiently thorough environmental scan is accomplished there is a possibility of monetizing it externally to other DAOs. DAO risk appetite DAO risk tolerance DAO risk Universe DAO risk impacts DAO risk Severity DAO risk Assessment DAO risk mitigation Strategies Environmental Scan SWOT 3 questions to be answered: Q1; How might we create value for membership? Financial/non-financial Q2:How might we make sustainable decisions? Q3: How might we estimate value creation and sustainability? With these kinds of tolls alignment, consensus and directionally going west together should be enhanced.

@Frogmonkey, @Katarina, @Above average Joe, @Grendel, @Eagle, @SovereignHealth.Crypto, @Taxpanda, @Bo|Bankless, @Marvel

I do not have a 9-5 job. 10 hrs a week in other DAOs. I will step back from my role in the bDAO Ombuds office for the term if need be.

I am collaborative, detail oriented, creative problem solver and I have education, experience, and skills in governance, organizational science, and project management. IRL I have has led the redesign of risk frameworks, strategy, and governance process in both public, private and NFP enterprises in tech, finance and sports with various titles like “change agent”, “special projects”, "advisor" first as employee, then as a consultant, and for the last few years as a board director.

I have been thinking about this for a long time and this is an area that I can bring my full skill set to benefit the DAO. I cannot draw, write, sing, or code well, but I have spent most of life engaged in building risk frameworks and in strategic planning spaces, and this is an area where I can contribute.

Above Average Joe

‣

Contributor Incentives: -A dynamic approach to remuneration guidance that calculates an equilibrium between contributors(measured by coordinape participants) and the available budget for wages in a season -A core team compensation plan, with KPI options, Vesting Schedules, and Fiat/Eth base salary -A Treasury Equity buyback program (exclusively for members) that allows for trading bank back into the treasury in exchange for Eth/Stables, at a premium determined by the overall Eth/Stables held by the treasury Strategic Prioritization: -Framework for identifying mission advancement, sustainability initiatives, and Dao member value capture within submitted projects that allows for effective evaluation of viability. -Cost center vs. revenue source distinctions and guidelines for each -Guild self sufficiency roadmap creation -Bank payment for services plan

RunTheJewelz, Rene, Frogmonkee, Grendel, Ornella, Saulthorin, Hirokennelly.eth

Grants Committee during remainder of season, will only reapply if GSE position is not obtained.

Eagle Scout (Leadership training) Day 1 forward DAO involvement (Governance context)

I believe a dynamic approach to answering the two mandates of the GSE are going to be necessary, and would advocate for methods that are responsive to changing conditions in the DAO. I also believe that the nature of this position, and it's future focal points are going to be vital in developing a fully functional organization with long term viability.

OLD SUBMISSION FORM (FOR REFERENCE AND HISTORY):

OLD Application Submission Form

Default view

Applications Submissions-OLD

Name

Detailed thoughts on how you would solve these two problem spaces

Sponsor(s)

Other obligations during Season 3

Qualifications

Reason for Applying

RedVan#0611

There are a number of questions we need to ask ourselves in each problem space before we starting deploying any ideas. From there we will have the proper foundation to begin testing solutions. Strategic Organization: -At one or another point we were a Media DAO, focused on sponsoring revenue generating projects, all with the goal to onboard one billion individuals to Web3. What do we want to be now? How do we get there? -How do we ensure this will carry us on in future seasons? -How can we ensure guilds, projects, and governing bodies are synced across these ideas? -Who will be the stewards of these principles within each part of the DAO especially during the onboarding of new contributors? Contributor Remuneration: -How have bDAO projects managed compensation before? -How can we refine the Guest Pass and L2 tags to better facilitate and categorize contribution? -How have other DAOs tackled compensation? -What are the biggest concerns regarding compensation within the DAO? -Will our comp. model be able to weather shifts in BANK price? -KPI based remuneration will have to be the cornerstone of this model. Who will be responsible for enforcing these on the guild and project level? How do we build this out so it can be easily implemented into a new project? All of these ideas must be parsed out in an open forum and reach consensus amongst DAO constituents.

-ManuelMaccou🏴#6974 -NFThinker🏴#2814 -RunTheJewelz#7931 -Ap0ll0517.eth🏴#5781 -fin4dao#8470

I have a W-2 job that requires approximately 4-7 hours per week. This allows me to be committed directly to the GSE role in S3.

-Product Champion for Bankless Academy in Season 1 and Season 2. -Education Guild Governance Coordinator for Season 2.

Being an early DAO contributor it has been my pleasure to see this organization build and grow. The nubs in our side has been what/where does our focus get placed and how do we pay all of our incredible contributors. These are issues that need to be tackled and consensus gathered on the highest of levels. What will bDAO look like once we solve this issue? How much will we be able to accomplish with a concrete strategic foundation and compensation plan? Making sure that we realize that opportunity is my reason for applying. I look forward to crafting the solution for these problems that will lift the DAO to it's highest level of efficiency.

frogmonkee#6855

Contributor Alignment - Promote transparency for remuneration - Standardize guild and role compensation - Create more granular global compensation guidelines (eg instead of 1000 BANK/hr) - Provide guidance for projects and guilds to distribute funds (when to use Coordinape, when to use Team Set Salaries, when to set hourly rates, when to use KPIs) - Tie compensation to USD value (perhaps a 30 or 90 day moving average) - Redesign the guest pass system - Rethink monthly Coordinape rounds to be more equitable Strategic Prioritization - Work to create a meta-level strategy that will inevitably lead to sustained economic growth. At the very least, that means (1) Building out our media products to be revenue generators and consolidate operations into a broader Media Department (2) Membership perks to drive value for the BANK token. - Once the meta strategy is defined, create systems of funding that allow for community members to propose new projects, but evaluate them in reference to the meta-strategy - Have multiple avenues for funding, instead of a single grants committee for different degrees of funding requests. This would basically mean having multiple "tiers" of funding, each tier requiring further community consensus and signalling. Part of this would involve decentralizing the grants committee into a body of delegated voters - Standardize projects that we've already funded, but operate differently (eg. Newsletter team vs International Media Nodes) - Create ways to evaluate KPIs to inform future funding requests - Create a template SOP for any project that receives sustained funding for the DAO (eg. What does BanklessDAO gain in exchange for funding a project and what does a project have rights do from BanklessDAO)

Above Average Joe#5427 nonsensetwice#3475 Icedcool🏴#4947 0xLucas#3124 RedVan 🏴#0611 Grendel#3875

My only obligations are: 1. Ops Guild Coordinator - Working towards offloading these responsibilities, with the recently implemented Apprentice Program 2. BanklessHQ Newsletter Editor - This comes out to 10 hours a week or so.

Time at BanklessDAO: - I've been here since the beginning. I joined the DAO on May 4th and was the first person to take the leap and quit my job to work here. I've seen the DAO evolve before my eyes, which provides me with context for how the decisions we make going forward will best align with where we've come from. Past experiences: - Previous co-founder of a small professional services company - Previously Writers Guild Coordinator, Writers Guild Governance Coordinator, and currently Ops Guild Coordinator Skills: - Writer - Operator - Building frameworks that can scale - Detail-oriented Misc. - My greatest qualification is my reputation. The time I've spent at the DAO, the sacrifices I've made, and the leadership I've demonstrated have allowed others to put their trust in my judgment. I want to do what's best for the DAO and I've lived that truth for as long as I can remember. I'm here to build something that can change lives.

Reasons are threefold: The GSE program as a whole is an extension of the work I was trying to do in Season 2. I tried to solve some of these problems on my own (with small working groups) and realized that, as I pulled the thread, the scope of the problem far exceeded what I was capable of tackling on my own. As such, I proposed the GSE program. It's only natural that I apply! But more concretely, these broad & complex problem spaces excite me the most. They are where I have historically provided value to BanklessDAO by way of my various Brain Dumps and Seasonal Specification. I've already spent dozens of hours thinking, sketching, and talking through these two problem spaces.

rotorless | Amicus.eth#0429

Both of the named problem spaces result from gaps in governance and they can be resolved by building absent governance tooling. A strategic process looks like Environmental Scan(1) > SWOT Analysis (2) > Vision/Mission statement > Risk Framework( 3) > Strategic Plan (4) The steps 1,2,3 and 4 above, did not occur at DAO genesis or since in a meaningful way but are core functions of governance. To decentralize opportunity and reward necessitates a decentralized risk framework; to do so we have to first identify and map the risks. There are three separate but related efforts: Effort 1: Risk Framework Guidance Effort 2: SWOT analysis Effort 3: Strategic Guidance (incl environmental scan) Delivered these will be powerful tools in the hands of DAO members. The effort are mainly a bottom-up effort of surveys, town hall, and individual conversations to capture and synthesize the knowledge of members *inside* their own guild or project and includes the aggregation of internal(what we control) and external (what we cannot control) data. Expected outcomes As a data driven approach, there is no way to definitively know what the answers will be. However, based on experience here are some expectations: -Empower a Risk aware culture across DAO membership through tooling: e.g. “DAOworthiness” checklist tool – A suitability questionnaire that accompanies a funding request. e.g. Funding Priority matrix tool – a reasoning questionnaire that enables weighting of dissimilar projects against a universe of projects/proposals. -Possibility of monetizing the Environmental Scan or the process externally - Identifying emergent opportunities for organizational decentralization -Simplifying compensation schemes -Identification of sustainable business and revenue models -Baseline DAO data for future reference Risk Framework Guidance Risk Framework is a bottom-up effort. Each entity is canvassed (guild, project, server, individuals) and the information is synthesized into a basket of diverse risks from our across the DAO. The interviews are a necessary component because most people do not ordinarily label risks. For example, many people will answer yes to driving off the road as a risk, which it is not, the risks are loss of the vehicle, injury, life, driving off the road is a cause of the risk. The deliverable tools: DAO risk appetite DAO risk tolerance DAO Risk Universe DAO risk impacts DAO Risk Severity DAO Risk Assessment DAO risk mitigation Strategies. Environmental Scanning This is a large effort and consumes the most amount of resources. The quality of the Environmental Scan will largely determine the quality of the SWOT analysis, which will in turn largely determine the quality of the Strategic plan. Garbage in = Garbage out. This effort is built through research and member consultation ( individual, guild, projects, etc..), thought leaders and GSEs. The deliverable tools: Environmental Scan Business Model & organizational Capacity IMO this can be a pioneering effort, a first in the DAO space, and there may be an opportunity to monetize. (This is a separate discussion open-source free use license vs closed). SWOT analysis GSEs will complete a Strengths and Weakness assessment (things the DAO controls) and an opportunities and Threats assessment ( external things we do not control) through member canvassing survey and whiteboard, and town hall activity. Strategic Guidance Risk Framework+ SWOT + Mission/Vision analysis>>> Strategic guidance. Q1: How might we create value for membership? Financial/non-financial Q2:How might we make sustainable decisions? Q3: How might we measure value creation and sustainability? Deliverable tools: Strategic Guidance Compensation alignment With these baseline tools, DAO frictions should be reduced and alignment, consensus and directionally going west together should be enhanced. The concepts outlined above can be injected in part, or full, into any process the GSE group decides to follow.

Frogmonkey, Katarina, Above average Joe, Grendel, Eagle, SovereignHealth.Crypto, Taxpanda, Bo|Bankless, Marvel

I do not have a full-time traditional job. My other commitments during the period are two board of directors meetings; A weekly Treasury Management meeting at ShapeShift; and I will be attending EthDenver for a week. I will step back from my role in the bDAO Ombuds office for the term if need be.

I am collaborative, detail oriented, creative problem solver and I have education, experience, and skills in governance, organizational science, and project management. IRL I have has led the redesign of risk frameworks, strategy, and governance process in both public, private and NFP enterprises in tech, finance and sports with various titles like “change agent”, “special projects”, "advisor" first as employee, then as a consultant, and for the last few years as a board director. I have some visibility with the state of the bDAO from my perch in the Ombuds office, where I listen to the problem spaces across the DAO.

I am applying to this role for a few reasons: I have the time and the motivation to do this, I identify with the Bankless DAO ethos, and I have been waiting for an opportunity to contribute my full skill to the DAO. I cannot draw, write, sing, or code well, but I have spent most of life engaged in building risk frameworks and in strategic planning spaces, and this is an area where I can contribute. Great planning of any type starts with an understanding of where we are today, confronting the brutal facts, so we can build a future. Firstly, there are many great proposals and ideations already underway by other DAO members, each trying to address problem spaces. Building a bottom-up, member inclusive holistic risk framework, will group the ideology and cultural norms of the DAO. As the DAO scales a risk framework will be a key element for ensuring that emergent contribution and member pathways remain in service of the DAO’s ethos and mission. Right now, this is a missing enabler. This framework can move us further towards horizontal collaboration and multiply power in the system so we can create what we need to create without running a bureaucracy with permissions. Longer term, this could enable the dissolution of the grants committee and further enable decentralization and move projects and guilds towards self-organizing without requiring unity in internal process and structures between them. Ultimately, a risk framework can evolve into a risk protocol. Secondly, building strategic guidance as a tool grounded in the risk framework will amplify the lessons of the risk framework and evolve responsible decision-making and contributor compensation to be in alignment with the direction of the DAO. The practical skill I can bring to the GSE working group is to help identify, aggregate and synthesize the risks resident of each corner of the DAO and integrate it into collaborative strategic guidance.

DJ_FloydoBlyatt#1033

https://docs.google.com/document/d/1Kz8YrCtQMJuSe604H2fyVvmTgtWuXoc0iD15R9ruk_U/edit?usp=sharing

BO Bankless and links

I currently assist in the PLM working group which equates to three hours a week. I do have a full time job but that's due to end Feb 8th and I'm looking for further work, at the moment I do have time during my work hours (9am-5pm UTC) to focus on the GSE role and also able to use my time in the evenings to work on the deliverables of this role (I have capacity for around 25 hours a week and more). Ultimately, my aim and dream is to completely transition into the blockchain full time and feel that this will be the greatest leap into that ambition becoming a reality.

ILM Leadership and Management APM Project Management Business Administration Goverment Digital Service - Agile PM Outcome Based Accountability design theory (No shiny piece of paper, but I recieved turorship by Dr Tony Munton, who leads a lot of this work across the UK goverment space)

Swol Chasse here AKA Floyd :) ‘DAO is the goal, 1 billion people onboarded is the prize’ I have been in the DAO for around 3 months and I'm applying for the role of GSE as I feel my skill set can add value in this area within BANKLESS. This is due to my experience delivering workshops in a large local government authority, focused on bottom up, iterative strategy design, facilitated by myself and designed by the respective teams in attendance. So far, I have extremely enjoyed my time in the DAO, namely the PLM working group and it’s been a massive breath of fresh air and relit the fire that I had been absent for a while. As such, I feel that this is a tremendous opportunity for me to make a lasting and positive impact on the DAO that I intend on calling my home and HQ for the foreseeable future.

freiheit#6901

Three key factors I would use to help the community respect a permissionless way of working, without having "free-riders" or poor quality of work: a) peer to peer evaluation b) reputation at stake c) randomness Corporations (and even non-profit organizations) often end up being organized with a top-down approach where people at the top have more skin in the game. This doesn't happen necessarily for ideologic reasons, more often it's just an organization framework that is not easily exploitable by bad actors, and so it works. To have an horizontal, or bottom up approach that works we need to have: a) skin in the game for people that is taking decisions b) reputation of people that is taking decisions c) randomness, to avoid having to double check every economic action, but having the possibility to check just "some" action. An example of "proof of concept" in this direction (imagined for a small community) is the work I did for my dOrg application some month ago, that can be seen at this link: https://docs.google.com/presentation/d/1wS_KcIhBDZYOeELOUCE7RefT3L9Gt9GWQSIxzIHJBkQ/edit?usp=sharing

Let's just see if I can help, not gonna shill myself at this stage :D

I work as a PM for dOrg, currently around 10 hours per week. For the rest of my time In studying organizations, decentralization, web3 and psychology. In particular, I follow closely 1Hive, BrightIT, GIVeth, Aavegotchi and of course Bankless.

Game Theory expert, been a professional poker player for 10 years. Managed a big poker staking school, designing the incentive and mechanism design to align incentives among a community of few hundreds of players. Product Manager with project management expertise.

I am a web3 project manager at dOrg, I am working at improving our internal DAO operations and our mechanism design. It would be great to help Bankless improve it's Governance Solutions!

saulthorin#7696

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.

frogmonkee#6855, RunTheJewelz#7931, paul_apivat 🏴#3817, McKethanor 🏴#7319, hirokennelly.ethᵍᵐ🏴, Above Average Joe#5427, siddhearta#9802, Airbayer | Bankless DAO🏴, addamsson#7663, Jake and Stake#4439, Crypto Bushi#7859

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.

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.

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.

Above Average Joe#5427

Contributor Incentives: -A dynamic approach to remuneration guidance that calculates an equilibrium between contributors(measured by coordinape participants) and the available budget for wages in a season -A core team compensation plan, with KPI options, Vesting Schedules, and Fiat/Eth base salary -A Treasury Equity buyback program (exclusively for members) that allows for trading bank back into the treasury in exchange for Eth/Stables, at a premium determined by the overall Eth/Stables held by the treasury Strategic Prioritization: -Framework for identifying mission advancement, sustainability initiatives, and Dao member value capture within submitted projects that allows for effective evaluation of viability. -Cost center vs. revenue source distinctions and guidelines for each -Guild self sufficiency roadmap creation -Bank payment for services plan

RunTheJewelz, Rene, Frogmonkee, Grendel, Ornella, Saulthorin, Hirokennelly.eth

DeFiPedia CEO Grants Committee (If the community expresses desire I will step down from this role upon election) Operations-Community Manager

Eagle Scout(leadership training) DAO Multisig and Grants Committee

As a day 1 member, I have done a lot with thoughts of the health and wellness of the DAO as my guiding objective; with sustainability, resilience, robustness, care of it's members and it's observers illuminating the path forward for every decision. I believe I have in depth knowledge of the foundations that the DAO stands upon, and that with my undivided attention I can meet these problems head on, focus with my peers and overcome the limits restraining our DAO's growth.

Nym#0959

On both, push to have working groups spool up as fast as possible (we’re already into the season, and this team won't be elected until EOM), and ask people to prioritize their time in contributing wherever possible. We need all of our best, most energetic, creative minds on these two missions. ‘Worth noting here that these are both complex, value-laden issues that are by their nature very hard to solve by committee--so we need to be very thoughtful on juggling the opposing needs to involve many voices and seek wide consensus with the need to adhere around a small set of facts and plans very quickly to deliver major progress by the end of S3. Also worth noting/confirming that these two work streams will need to be closely aligned and keep in regular sync. Between the two, I feel like I have many more strong opinions about how to solve the strategy question vs the incentives one, but we’ll see how this shakes out! Contributor Alignment: - Start with values--when it comes to incentives and contributors and retention, what do we care about most? Fairness? Simplicity? Cross-project alignment? Key member retention? Total member retention? Budget preservation? Speed? There are a LOT of things we could decide to solve for, so we need to confirm what our operating principles are before getting into the weeds or throwing out solutions. - Identify the major issues we’ve had to date, and get as clear as possible on the nuances and contributing factors that led to these friction points - Involve leaders from other DAOs and research as much as possible--unlike the strategy topic, the alignment topic should be general enough in nature to allow us to learn a LOT of lessons from people outside of our organization and avoid the need to reinvent wheels. - Understand that this will be an iterative process, that different groups/situations may need to be treated differently, that we won’t be able to make everyone happy, and that we’re going to need to experiment and fail more before we find the sweet spot of what works for us. Strategic prioritization: - Start at the 10,000ft/macro/meta level and work our way down. As a start, dig into our identity as a DAO (Who are we, really? What do we care about? What makes us different than other DAOs, and what are our core qualities. What are our current issues, strengths, etc?) - From there, deep dive and push for clarity from the organization about who we want to be, where we want to go, and how we want to evolve as a group, and what ultimate impact we want to make. - Then using those two endpoints, we can really push into strategy--with the line you can now draw between Point A (now/start) and Point B (future/end), debate and model and dig into the big questions: what are our priorities, what is our budget and how far will it stretch, what skills do we need, how do we allocate our time/tokens/attention, how do we create a structure of governance that suits our unique challenges, conforms to our values, and allows for future evolution as our world develops around us? - From there, we can prioritize our activities. What are the few must-happen activities/deployments ahead of us, and how do we get them fully resourced? What are the nice to haves? What should we say no to because it isn’t going to return enough value back, or because it’s out of alignment with our strategic goals?

@frogmonkee, @Bo, @NFThinker, @0xJustice, @RunTheJewelz, @links, @Above Average Joe, @Icedcool

I don’t have any other material obligations within bDAO (or any other DAO or web3 project, to be clear), and would make this my primary focus in the web3 world. This will be a big challenge and investment, so I won't plan to take on anything else with a material time requirement until the season wraps. IRL, I am a freelance consultant in operational and financial matters with a very flexible schedule, and I have the ability to flex my time commitments in my work up and down as needed to accommodate priorities like this. Average usual time put into IRL work is prolly around 20-25hrs/wk.

I come to the DAO with a wide mix of operations, strategy, finance, and leadership experiences. I founded and ran a company in the consumer/retail finance space (sadly, had to sell it at fire sale prices during the ‘08 collapse), and have spent over half of my career in small, entrepreneurial, and fast growing organizations, largely in environments where soft/social leadership needed to be used far more often than direct or hierarchical authority. I've led strategy and finance for a SF tech company, including during Covid times (similar feeling of being on the frontier and not knowing what the F is going on), and been a chief of staff a few times. Those roles always fundamentally existed "in the cracks" in an organization--I existed between and connected to different functional groups, between different levels from top to bottom, and between teams in different geographies. I'm comfortable where there's no play book and only a loose plan to align against to use to align a team and move everyone forward. On the Ed side, I have an undergrad in economics, and a MBA. I'm low ego, love learning, love hearing opposing voices, love being proven wrong (really). I'm also intellectually curious--just while considering putting my hat in the ring for this role, my brain got spinning on all the interesting nuances, and I’ve spent over 20 hours reading and researching DAO histories, DAO governance (experiments, lessons, mistakes), consensus mechanisms, the formation of countries, the writing of constitutions…

Fundamentally, this is the place where I can be of most value and make the most positive difference in bDAO and the web3 space in general. I love pushing teams forward, and this will be a huge rush in terms of ability to help, as well as ability to learn. It's so fascinating to me that we're jointly riding and building this 9-month-old car while it’s hurdling at 100mph down the highway toward a bright but still massively uncertain future. This point of our evolution feels like an amazing challenge and a reason to grow and rise to the occasion, which I truly love. With the addition of these roles (GSE as a title doesn't speak much to me, but I'll defer to the crowd), creating a roadmap and a structure to help us do everything we dream of doing....it feels like being in the newly-sovereign US in 1787, gathering at the first constitutional convention to put together a constitution for ourselves--an evolving framework for how we unite and govern ourselves and maintain our values and freedom over time I've been a generalist all my life--I'm fascinated by everything. It's what led me to becoming an entrepreneur, but I've also felt like I never found many of “my people” and never fit within organizations well….until here. This web3 frontier we're all settling into feels like a fit I've never experienced before. This is a great group of people, and we legitimately have an opportunity ahead of us to help lead the world into something great

Grendel#3875

Contributor Retention: - set clear DAO values and goals and build incentives based on them - draw up the profile of the contributors that BDAO most needs - encourage the attachment and collaboration of these contributors - encourage other contributors to follow suit - attract other possible contributors who have the identified profile Strategic Prioritization - establish clear DAO values and objectives and draw up a list of ways to pursue them - build incentives to prioritize their implementation - discourage the implementation of projects not in line with the aims of the DAO - educate community members so that they can lead / join these initiatives

Eagle#2979, Kouros#2107, Icedcool🏴#4947, tommyolofsson#5656, rotorless | Amicus.eth#0429,

My day takes place on three fronts: - BanklessDAO, where I am currently a member of the Grants Committee, coordinator of the Translators Guild and editor of the Decentralized Arts newsletter - Polygon, where I play the role of DAO Lead - Study and research in the web3 I confirm that in the event of an election I will have time to play the role. In the case of frictions, I will abandon other roles in order to be able to perform this in the best possible way.

I believe I have consolidated skills in development, project management, marketing, community management and governance. I have an in-depth knowledge of BanklessDAO, the DAO ecosystem, web3 and crypto. I am 100% committed to this space and this leads me to be always updated on the news regarding innovation, governance and to have a wealth of contacts that can be useful for evaluating new paths, ideas, collaborations.

Supporting the organic and functional growth of BanklessDAO by solving the problems, tensions and inadequacies that the community has identified.

Eagle#2979

Contributor Alignment As to the guilds’ roles, I would standardize the positions and the salaries. I would further give a set amount which the guilds are free to use for micro-roles; bounties or Coordinape. These amounts should work as a premium depending on how much revenue for the DAO the Guild has produced through its projects. The guilds should source the talents and help to set up meaningful projects also through cross-guild collaborations. The remuneration should predominantly come from projects, which are able to create value for the DAO. The Guilds should have the power to exclude people that do not fit anymore the requirements to be top contributors. The excluded persons can appellate the decision at the Ombuds (or a different ADR system). In case of contrast, the final decision would be remitted to the community. In my view, the weaker aspect of our Guest Pass, L1 and L2 systems are the L2s. I strongly favor the maintenance of the 35k BANK threshold as I think that social DAOs should have this entry barrier in order to signal that the DAO requires some form of commitment. Without entry holdings our token would become pretty meaningless. The guest pass system is ok. People that work could continuously renew. Others will tend not to renew, given that they are unable to bring value. Guilds could decide whether not to renew the Guest pass (a procedure similar to the one of the core contributors would apply). For L2s I would put some mandatory reputational elements (Guild roles hold in the past; created forum posts; created projects, ecc.). I would also create positions for super long-term contributors as an additional incentive. They would get a higher salary with a vested part. Strategic Prioritization The DAO should create a budged and strategy Guild able to study the projects that could have more success and follow their work. From the beginning every project should present a business plan in which it is indicated when (and which) revenue will flow to the DAO treasury. After a submission period for projects, the budget and strategy Guild should present a program with the indication of the projects that will receive funding. Excluded projects may contact the Ombuds or a different ADR system. Final decision about exclusion would be on the community. I think that it is important to grant the initial funding if the community thinks that a project has value. What we have to implement is a way of checking the projects and understanding whether there is value. For bigger projects (e.g. Academy, Bounty board, DEGEN, Sapiens), I would implement a system with external reviewers known in the industry. I think that a professional view on the potentiality of projects may be an advantage for our DAO.

Grendel, Hirokenelly, Taxpanda, Tommyolofsson

My jobs are all part-time and I work 13-14 hrs per day, because I have a great passion for what I do! In Season 2 I am the Legal Guild Coordinator and a member of the Grants Committee. In case of election, I would leave the role as coordinator. I would also like to leave the role as member of the GC, but I think that it would be complicated to elect a subsistute and I don't want to create problems to the community.

LL.M. in European Law. Ph.D. in Contract Law Law Professor in Blockchain Technology and Smart Contract at the University B. Italian Lawyer admitted to practice in front of the Supreme Court Ombudsman of the Italian Banking Authority Aragon Compliance Sub-DAO member Polygon Advisor

I am very grateful to BanklessDAO and to the community for all the fantastic things that I have learned and the wonderful people that I have met. I think that, together with close members, I have created valuable things for the community (Legal Research, Legal Newsletter, Ombuds, External Grants for Bankless: Perpetual, Balancer, GRO). Nevertheless, I feel that I could give more and I would really like to demonstrate my skills and to explain my ideas. BanklessDAO has really be the beginninig of my Web3.0 carrier! Afterwards I got many important recognitions in other communities, as Polygon and Aragon. It is clear that without Bankless I wouldn't have such opportunities. I would like to take this occasion in order to give back to Bankless!

0xRene#6523

I am convinced that the answer to the challenges that we have is already there. The wisdom of the crowd has it all figured out already. We just haven't harvested the honey. My approach would be: 1.) Talking to members of the DAO to really understand the pain points that the community feels. (week 1) 2.) Forming a team of people that are interested in helping the GSE to tackle the problem. (week 1) 3.) Research the thoughts and solutions other DAOs already have taken. What worked, what doesn't work (week 1-4) 4.) Develop our own first solution draft (week 2-4) and start the discussion with the community 5.) keep refining the solution with the community (week 5-7) 6.) conduct formal voting process (week 8)

frogmonkee, links, Icedcool, RunTheJewelz, Dside, 0xJustice

I have a full-time fiat job. In addition, I am coordinating the PLM working group in BanklessDAO. However, I believe I still have enough capacity to fill the GSE role because: - I live in CET+1 time zone. Many contributors of the DAO live in the US, so I feel any meetings and stuff are not impacted by my fiat job. - My fiat job currently is not very challenging, so this does not take away mental capacity. I can focus fully on the GSE topics. - The PLM working group is taking approximately 3 hours a week. So this is also relatively small.

I have been having many different positions in my professional career and studied Macroeconomics, This trained my broad angle of view on strategic problems. I am great at seeing the big picture through the noise of information, identifying patterns and trends. My biggest strength is my mediation skill. I am great at finding common ground where people seem to have opposing positions. Listening to people, I am able to understand their positions, drivers and needs. This in my view is hugely beneficial in finding a solution that is accepted by the whole community. In addition, developed strategies for my former employers. For two years, I set-up and developed a company, was responsible for the initial structures of the company and compensation mechanism.

Strategic challenges are exciting to me. I love identifying the big picture through all the information that is overwhelming at first sight. Having joined BanklessDAO was one of the most eye-opening events in my professional career. This was what I was looking for all along. The positive community, the optimistic tone of culture, the inclusion and the intellectual stimulation are just amazing to me. You, the community, are just amazing to me. I want to contribute in the way, where I feel I am of most value for the community and the GSE programs seems to perfectly match.

BanklessDAO Governance Solutions Engineers

Default view

Default view

BanklessDAO Governance Solutions Engineers

Default view

Default view