# Discussion + Recordkeeping [RIP: Improve Client and Hunter Experience - Phase 1]

### Project Drivers

LukeKK, nintynick

## Document Purpose

Centralize discussion and recordkeeping for [RIP: Improve Client and Hunter Experience](https://hackmd.io/@EhAriT92QW2jPN1J5uPDog/S1DsGJa49).

## Prior Art

- [RIP: Change Consultation Fee to $RAID #72](https://github.com/raid-guild/RIPs/issues/72)

- [(Draft) RIP: Cleric Process Research/Training #52](https://github.com/raid-guild/RIPs/issues/52) + [HackMD](https://hackmd.io/ob6Od8a0STSfMzk-De9JWw?both)

- [Consultation + Commission Process #25](https://github.com/raid-guild/RIPs/issues/25) + [HackMD](https://hackmd.io/ACc1s26XTxGuizAoZoVjnQ)

- [RG Handbook Commission Process](https://handbook.raidguild.org/docs/commission-process)

## Feedback and Ideas

[***View Final Figma Report***](https://www.figma.com/file/dojcYYM000jS10ryV2WYsk/RaidGuild-Client-and-Hunter-experience-improvements---RIP-%2389?node-id=0%3A1)

**Prospective RaidGuild clients report the following types of friction when they consider hiring:**

- Paying a fee for consultation and quotation feels unfair and exploitative because agencies and consultancies generally do this for free as a part of the sales process.
- Requesting the fee in RAID is prohibitive for experienced Web3 prospects because there is a lack of utility and liquidity for the token and, for inexperienced prospects because it simply feels complicated.
- Adhering to policy can make RaidGuild look inflexible and cheap, self-sabotaging potentially fun and lucrative projects for just a few hundred dollars worth of value, especially when the client comes from a friendly introduction or clearly has legitimacy in Web3.

**RaidGuild should both attract the best monsters out there and proactively find the monsters we want to kill. In other words, Hunters should be actively searching for the best monsters for us to kill and bringing us the monsters we want to kill.**

- The "Hire Us" form should go to Hunters instead of Clerics.
- Hunters should have a streamlined approach including a sales script and training, which they can execute both individually and as a team.
- Hunters should be incentivized to triage the prospects in RaidGuild's pipeline, as well as secure work that is requested from within the guild (e.g. let's talk to XYZ project about collaborating, let's do more of ABC type work).
- Prospects should not question nor doubt the hiring process - the only thing they should ask us is "wow, when can we start and how much" 😉

**There is more competition from other service providers in Web3, compared to the earlier days of RaidGuild.**

- With more competition for fun, fulfilling, and lucrative projects, it may be worth investing in Hunters, polishing the sales process and funnel, prioritizing outbound as well as inbound.

**RaidGuild has a bottleneck between Hunters and Clerics.**

- Clerics handle demand, when Hunters should be doing that work.
- While Clearics report overwhelming strain due to a large pipeline and plethora of prospects, technical and design personnel have less and less viable work.
- This problem can be solved by investing in the client and Hunter experience.

**Solutions should take as little change to organizational processes and technical groundwork as possible.**

- Solutions should integrate well with current traditions including Dungeon Master, the RaidGuild handbook, new cohort onboarding, lore, etc.

## Possible Solutions

- Rewording "fee" as "deposit" on the "Hire Us" form and defining clearly what the prospect gets with a consultation (detailed scope with technical specifications, X amount of time with A, B, and/or C type of expertise either on a call or gorup chat, etc.)
- Offering more information on the "Hire Us" form including a checkbox menu with clearly defined minimum prices per itemized service, so that clients self-report their willingness to pay and more specific intentions than they report currently.
- Requirement for a Hunter and/or Cleric to "stake" 30 minutes of their time per prospect they want to bring in, to show RaidGuild they are serious and to lead from the front, if they want to fast track a prospect.
- Changing the "flow" of client experience, so that instead of paying a fee/deposit immediately upon submitting the "Hire Us" form, they submit the form for free and pay such a fee only after speaking with a Hunter and/or Cleric who volunteers to do so - either from their own belief in the client/project or from encouragement by RaidGuild members who want to engage in that particular prospect.
- Unique link or code issued to each Hunter, which allows friendlies and warm contacts to bypass the RAID fee process and directly speak with relevant people in RaidGuild to scope and quote their project.
- Ability for clients to pay the consultation fee, deposit, whatever we want to call it - through other cryptoassets besides RAID.
- Waiving the fee/deposit for clients that come qualified through a Hunter or through RaidGuild members.
- Cultivating a Hunter channel on the RaidGuild Discord in order to discuss, vet, and target prospects (e.g. developers and designers can post requests to chase certain projects and/or organizations they find inspiring or cool, and Hunters can approach those parties specifically for business development) that RaidGuild would be happy to work with - as well as encouraging teamwork in sales and continuous improvement of the client/prospect experience - effectively building a totally client focused unit within RaidGuild.
- Using language that is more friendly to laymen (e.g. "Safety Valve Date" should be described within the Hire Us form - smart invoice, last date a client can withdraw funds from escrow without any repercussion).
- Creating a Hunter DAO within RaidGuild that shares in the risk, reward, and work of securing clients - 1) conduct client oriented thinking around hiring and onboarding 2) use teamwork to find, engage, and vet higher quality clients for RaidGuild 3) listen for internal demand to take on specific projects, and hunt after the work we *want* to do.
- Adjusting incentive mechanism for Hunters to conduct sales, make sales as a team and/or individual, and involve necessary non-Hunter expertise in their process.

## Interview Notes
- Lolo
- Was challenged by this when bringing in new business, got support from 0xhanvalen. Lolo accomplished a few key things on his own. He started the relationship with the client and was able to assemble a team (Wizard and Cleric) and convene a meeting with the client with a tacit agreement to move forward. However, Lolo wasn't clear on how to move forward after that. 0xHanvalen stepped up with the proposal, pricing, setting up the invoice, walking the client through the deposit process and was just generally much more knowledgeable about how to do business with Raid Guild. This was absolutely critical in securing the deal. Lolo feels like there should be some documentation on how to onboard new clients for seemless handoff to the team as well as an understanding of what's expected.

- Yalor
- There is no structure around the Hunter positive/negative feedback loop. There is no structure around bringing successful Raids into the guild, helping to ship projects, and finding the right kind of projects.
- Sales personnel and developers are often at odds. Sales personnel historically seem to be out for themselves, not caring to improve the guild itself. Sales personalities want to get paid, but the incentives weren't there, so nobody picked up the priorities. If nobody takes care of sales personnel, processes, and incentives, then it simply doesn't get done.
- RaidGuild has suffered because of this - more members and not enough clients.
- There is a thankless relationship between Clerics and RaidGuild. Clerics don't get paid a lot but they are critical. Yalor was a bartender before he became a Cleric - and he learned the role from scratch. It's a trainable skill, which we might be able to train into Hunters as well.
- Clerics and Hunters are, in a way, riding a bicycle together with flat tires. If Clerics and Hunters don't get efficiency and fair compensation, they will go away - especially the skilled ones.
- RaidGuild needs a way to ask people to be accountable for their roles - we need a ShillShop for every department and we sort of used to (e.g. Tavernkeepers, Clerics' House, Hunter DAO). Yalor talked about skills-specific subgroups before DAOHaus spun up in earnest. Subgroups that can communicate and advocate for their members.
- Perhaps Hunters should be trained to be more technical or clerical... Clerics train on the job, and so do Hunters - perhaps we can use a script or handbook for commonly asked questions and technical terms, as well as scoping questions we need answered. If we can map the process of Hunters and Clerics, we can justify sharing commissions for stakeholders involved in closing from zero to one, and training Hunters.
- We need high quality training and expertise, especially for apprentices, but education is not RaidGuild's core function. Maybe we partner with other organizations to get this training.
- There's a retention issue with Hunters, meaning how many stick around and for how long.
- Yalor will provide list of all past clients and deliverables, which will inform the work to improve Hunter/Cleric/Client experience.

- 0xhanvalen:
- "But my thoughts are mostly this:the #1 priority for the client in 90% of cases is a fast af launch. The reason they pick raidguild over hiring in house or sitting down and doing everything themselves is bc they want to spend money to save time and get shit out the door. I think this should be the north star in hunting, consultations, and developing raid parties. Some of the issues that lead to projects I've worked on not being delivered on time are:
1) I took a raid to upgrade existing software and it was in a tech stack I've never used - I have not been able to complete it
2) Siloing feature domain between devs that struggle to communicate - when everyone's individual project work is finished and the group work begins, there's significant friction merging all the codebases together that can add weeks-to-months to the project
3) Client being unclear or deceptive about expectations of completeness. "Make me an app with feature x, y, and z" is different from "Make me an app (with all the industry standard features that I think any reasonable, production grade, top 10 app should have) with the special features of x, y, and z"
3a) sometimes, a feature requires dependent features that can accidentally be unscoped and add delays/friction to the project. For example: "Allow my app to deploy NFTs" requires "Allow my app to create, collate, and host NFTs" as NFTs are both the token contract and the metadata and image/video/audio file... quoting one scope instead of the other can cause the rails to come off.
#3 has existed in almost every raid I've participated in - Fraktal assumed they'd get an opensea competitor grade v999 in a few months and were disappointed when a v1 was delivered, METL expected unnecessary security features that added dozens of hours to the scope, STOA somewhat expects/is disappointed by the lack of an NFT creation utility, BasedGhouls immediately recommissioned an extensive upgrade to the delivered contract to meet their business goals (thank goodness they pay for it, but it's taking longer than anyone expected), etc.
Good software takes a lot of time, and a lot more coordination - that's why the rallying cry of the guild is "slay moloch," with moloch being a literary metaphor for failures in human-to-human coordination systems.
#3 is an especially serious issue because raiders will typically schedule their calendars to complete raids on time, one after the other, with each getting a dedicated portion of their life, focus, and expertise. Extending beyond the scheduled timeline exponentially increases shipping drag because raiders have to move on and attempt to fulfill the other promises they made in their schedule, severely restricting all of the hours, ATP, and neurotransmitters available for working on the delayed raid.

Hunters and Clerics are tasked with clearly communicating information and developing and providing estimates about and for things they don't always have technical expertise in, so I think that raiders that have expertise in the required technical domains should be privy to these conversations as soon as possible to assist with and sanity check the verbal contracts developed between the public faces of the guild and the executing teams. The tasks that clerics and hunters have is definitely not easy and remuneration could and should be revamped to reflect, at the very least all of the hours they contribute to developing airtight contracts, with paths for spiffs or bonuses for assisting in executing contracts quickly (as speed is, imo, the north star of the work we do).

I don't think that hunters and clerics need to work 100% on commission, I would support a policy change to provide a secured floor base-rate for hours spent on consultations for hunters and hours spent on standups and report writing for the clerics in addition to the current % share in place attached to the raid contracts.
"
* PLOR
* Primary skills: Developer background, learned Solidity back in 2018, joined RaidGuild in Cohort 0. Mostly acting as Monk.
- Clerics seem more focused on Hunter role - getting clients in - rather than walking a project through all the phases to get it shipped.
- The three client-interfacing positions are Hunter, Cleric, Monk - Monks are relevant to this conversation around flow and process.
- Hunter is quite hands-off after sale is made, after passing to Cleric, but Cleric isn’t very hands-off once project is under way.
- Where do Clerics and Monks overlap? Monks are more internal facing, but Clerics are more external facing. It’s in the “how much they are responsible for scoping and for interactions with client” that there’s some level of overlap or dissonance.
- Monk should manage project - limiting complexity and getting accurate estimates - whereas Cleric should manage account.
- In the absense of Hunters, Clerics had to take on a lot of that. They’re extending Cleric role into Hunter work, without calling it that, rather than saying I’m a Hunter and Cleric.
- Cleric is necessary and should be active during the course of the project. Cleric and Monk are the team managing the scope and project, Cleric and Hunter are the team managing the pipeline and client. Cleric should be a client advocate, Monk a developer/designer advocate.
- The risk in Clerics handing off entirely to Monks = Monks may need to wear two hats, both managing client and team, while setting customer expectations and upselling and retaining and status reporting and such.
- It could be useful to be able to point Hunters to ideal projects, companies, etc. to work with. Like working with bigger projects with name brand, generating partnerships and integrations, etc. It might be noisy, so it’ll be up to Hunters to understand and qualify leads. “Want to do “ projects. Maybe in equivalent of Shill Shop chat for Hunters. This sort of thing happens in Roundtable chats. “Do we have a contact in this group? This is happening, is there a place for RaidGuild at the table? That kind of thing…”
- Where do we express dream projects and ideal clients and such, and how do we actualize this stuff? The blocker to this is the client queue and pipeline process. Fact is, the money that’s easiest available is the existing pipeline. Reaching out to longer shots or those who’ve not done the form = perhaps tools constraining us but also we’re needing to take advantage of existing opportunities.
- Does the queue have ideal clients or just clients willing to pay the deposit? Does the queue feel overwhelming at times because of overabundance of good stuff or noise? Freshness of the queue, we need ways to ensure low lift ways to reach out and clear out if they’re no longer interested - noise of queue, we gotta remember that even if the sale goes well if it’s not a “fuck yes” project we won’t get people willing to work on it anyway.
- We don’t have clear vision of ideal clientele and dream projects - except that we want bigger clients and bigger raids - so we can service properly and pay well with more teammates. Bigger is better, but what type of projects is not as clear yet.
- Prefers more data than anecdotes - instead of a channel to say cool or not, it’d be better to have people fill surveys or something in order to find signals of what RaidGuild wants. And we can test that stuff. Maybe bring in small project that seems to be what RaidGuild wants, and see if people jump on that raid, etc.
- There’s no killer one fit solution. Main thing is that we need systems to help information to travel best. The Hunter role was initially defined but not really scoped out, thereby leaving Clerics to take on that role. How do we represent this feeling as data, which is basically the RIP, but how do we build out Hunter role and get information from Guild for what types of clients and how many clients, to Hunters - so they understand P&L and bandwidth and “fuck yes” targets and warm leads?
- Think we should be moving faster for RIP. Momentum can be lost in process. Maybe instead of interviewing and surveying, maybe just going ahead and building MVP. Like MVP of minimal Hunter role and come up with stuff. Generally with RIPS, believe that we require too much specificity and phases.
- Currently biggest blocker seems to be… queue/pipeline isn’t clear in what’s actually being signed up for / am I staking, am I paying a fee, am I doing a deposit I get back, downpayment, etc. / same thing with consultation - And to unblock… Should be a reverse auction where prospect is paying for bandwidth of the guild. The fee should pay for the consultation. We can only do so many consults per week, and costs based on demand. It’s not staking, downpayment, IT’S A FEE. And Cleric would be determiner of auction. The fee should be to pay for detailed scope and technical convo, or to have sales convo with Hunter - he doesn’t know.
- We need a signal to know do we need more clerics?
- In his view, Hunters only should deal with queue to put people in queue / bypass queue but not to manage it.

* Gaiadadabit
- Season 3 member. Have been on RIPs, but no client facing Raids.
- Was on a consultation call. The client was interesting but they didn’t have direction.
- Primarily identify as Cleric and Hunter. Currently work in product type roles outside RaidGuild. These roles tend to be included in bigger projects, which RaidGuild is looking to take on.
- We have Clerics and people come to bid. They bid. But we should have vice versa process, where we go out to talk to people and identify needs and pitch. Maybe we shift more of the pipeline development from Cleric to Hunter.
- We need data points to sell to clients. To give an idea about what skills, scopes, costs, etc. To color details and give credibility. Hunter tool kit.
- Mechanism to be able to give quote quickly without sucking up people’s time - like Clerics and others. Meaning Hunters should be able to give quotes, or range of quotes, perhaps after verifying with Cleric real quick. Range, or options, like tiers. So based on past data points, we can have Hunters quote.
- For developers, payment really depends on time or amount of code or etc. So payment scheme preferred by each developer changes. So it makes scoping and pricing very complicated. So we might want to standardize pricing scheme and such, not to turn into code machines, but per piece per time etc…maybe we need a way to standardize. Also…when personnel change within project during project, then hours and rates and per time and per deliverable etc. could change. If you talk to someone who’s experienced in RaidGuild, they might not even agree this problem exists - since they know all the devs and how they like to work. But it’s a problem.
- Be able to quote fast, in somewhat consistent manner.
- Not to pressure anyone, but to have people anonymously share hourly rate or pricing scheme etc. visible to Clerics…maybe…
- Total standard pricing would alienate people. We need to listen to people’s preferences and needs.
- Gaia would feel more comfortable putting RaidGuild forward, when seeing clients and friends who might need RG, need easy way to quality assure - so that Gaia knows about previous projects and knows about good people to put on project…reputational risk.
- Speed/fast is priority for Hunter.
- Gaia wouldn’t prefer to bring this person on consulting call, rather, want to give quick ideas to assess if this is possible. To help client/prospect/friend to go with viable option. Hunters don’t need to have a process of “here’s consultant call” - especially if they know the person.
- There’s many solutions to this process…so we need to process map and then pick the solution.
- Hunter tool kit should ideally be usable by others - like developers - as well.

- Scottrepreneur
- Cleric primarily, but also, Hunter just because he has relationships and BD comes naturally. But mostly want to be a Monk, and do dev stuff as well.
- There’s a disconnect sometimes between client expectations and what can be done within scope. Especially when RaidGuild gets a project handed off from other in-house devs or another agency team.
- Want Raiders to have autonomy and stuff, but also want to deliver and don’t want to get stuck with shitty clients.
- Something we’ve tried to do is to get a bit more ahead of our pace, so we have a little more lead time - like we can’t do this job now but we can do it in a couple months..but this kind of thing is hard because Raiders don’t know their schedules so far ahead and maybe if something shinier comes up then they might change mind. About availability and commitment. Some ideas are like, staking on project you’d like to commit to.
- Clients generally have really high expectations, so we usually do a little bit of addon/polishing/detailing work - like few extra revisions. So sometimes previous projects bleeds over when new project should start.
- We have to overbid number of projects we want to take on and hope they don’t all come through especially at the same time, and make sure the moeny is worth when scope bleeds over a little.
- Clerics are gatekeepers, protectors of RaidGuild realm, facilitating between outside world and raiders who work, shielding them in some capacity. It’s a delicate balance with Hunters. Most Hunters we have that are good, are previous deeply engaged contributors like product people.
- Hunters should be totally outbound, driving new business and unknown territory, not pipeline management and scoping. But perhaps Hunters need to be engaged throughout full Raid so that handoff with Cleric is supported.
- Queue: There’s been more of a choke point at the talent level. There’s a sever lack of talent that’s able to deliver on jobs - especially as jobs get more sophisticated. We don’t have a lot of smart contract developers. We haven’t been able to retain smart contract developers particularly well. We’ve lately had a lack of designer availability as well. Queue mostly came about because we needed utility for RAID token, and to temper expectations of clients. Clients need to be received very quickly, or else they go elsewhere. But also, if we onboard too much too fast, we burn out people and make people work through weekends, etc. So there might not be tons of revenue sitting in the queue currently - maybe they’re willing to pay fee but will balk at project price, maybe they wanted to work together but hired elsewhere while waiting, maybe they’re not even a legit project but just have money. The only way to properly scope something unfortunately means we gotta involve Monk, Cleric, etc. - like if they want something built from a whitepaper we gotta have people learn new context, get on couple calls, diagram shit out, etc. - usually we push people to design sprint for this kind of thing but usually client just wants shit built. Like, hard for Hunter to just quickly scope and price accurately big projects. We don’t have a ton of technical monks currently who can scope like this, and dev hours are super costly, oh man haha - we could really use more technical monks.
- Between individual pricing and organizational pricing: Pricing calculator existed, and we’re working on another iteration. This was mostly internal facing for Hunters and Clerics (https://docs.google.com/spreadsheets/d/1TngliIH--HuJ8KOchAXCI2DuZnRE-iag0BbfV_yEZqg/edit?usp=sharing) but maybe we make something like this for client prospects, to automate.
- Should we make changes MVP and testing, or holistic and addressing root rather than symptom? Well, first principles. We need to do RIP process and make holistic insights into holistic improvements. We try to MVP as much as possible but we can’t keep asking for little tweaks here and there and waste guild funds to fix one part of the process, one part of hire us form, etc.
- Small change = putting calculator inside Dungeon Master, making it accessible. Making calculations more accurate and easier to add new options and adjust prices. Making it more sophisticated than Google Sheet, putting it into hire us form. We’ve seen a slowdown of job offers since we instituted hire us form and RAID hurdle. We’re down a decent amount of revenue from 2021 according to Hanvalen. Balance needed between too many clients and not enough.
- Holistic change = Availability and commitment RIP could play into this - to have foresight into lead time in pipeline and so we can tell clients when we can start and deliver, so we nail them down instead of making them feel like we’re ghosting and making them go elsewhere to work. Instead of saying start now, we say start in four weeks or something. So we don’t overwhelm ourselves. Would be cool to start getting escrows for projects that will start, at least quarter by quarter - and if one or another raider becomes unavailable, we have clients in waiting and we can switch personnel - quarterly predictions would be really helpful.
- Hunter incentive = what would feel good for both sides? Since we were born as a freelance guild, many people are used to eating what we kill. And very multidisciplinary - usually freelancers find clients and do project management and other stuff too. We came together because we didn’t want to be this way, so we can share burdens. RaidGuild only recently became robust in personnel that we can specialize more and invest more into each role. So…best way for Hunters to show value is to help provide pipeline without levying insane expectations (e.g. I need this done in two weeks, sully audited smart contract, do whatever it takes, squeeze yourselves).
- Mostly, Hunters and Hunter Cleric hybrids. We don’t need to overspecialize but need to specialize. On the incentive size, maybe we scale commission - larger percentage of larger project. And making sure that when we send proposals back to clients, we have buffer of time and price so it’s good on raiders. Range between if 50K big project, maybe work team should get 50%, and Hunter and Cleric combined get 30% (Cleric should get more than Hunter - 10 and 20 % - if Hunter is more hands on, 15 and 15, and if Cleric is more just for support, maybe the other way) and Monk 20%,,, if small project like 10K, monk cleric each 10%, for Hunter it depends on the job - we should also do less 10K jobs - but Hunters should get 5~10% if agreeable but it feels like a lot potentially lol.
- Maybe should we always treat Hunter Cleric as hybrid role or two person team? Hunting party instead of hunter?

- SAIMANO
- Late 2020, got interested in DAOs, after college graduation. Had been looking for a job. First, he found Metagame and started contributing. People there invited Saimano to Raidguild.
- Full Stack Dev, DevOps primarily.
- Income is not stable and reliable in guild, so one cannot make a living solely in guild.
- Clerics need to be compensated well for doing the consultations.
- We recently launched Dungeon Master Version One, and we need to adapt a few other protocols that are using that.
- Process isn’t clear with Hunter, Cleric, and the rest, so that’s the frustration - because we’re building stuff as we go. Perhaps Dungeon Master will clear things up. From when someone asks for consult to when guild is hired, this all should be automated in future. e.g. which cleric has done which consultation?
- Right now, demand and supply aren’t in sync. We’re running seasons too frequently. Too many recruits and too few projects. Also too much fluctuation of availability in guild depending on season timeline.
- We don’t have enough clients. And even if we did have, we couldn’t match available raiders properly and have availability for all interested clients.
- The one utility for RAID now is clients paying application consultation queue fee. But this isn't even happening these days…
- We need to be sure about availability of raiders and utility of RAID.
- Incentive: In “hire us” form we can have recommended by section so they can put Hunter’s name (or unique code) - so compensation based on mention of your name - and also if client is repeating client. Clerics get 5~10 percent, project managers around 10 percent, hunters deserve 10 or below percent.
- Dream clients: Really want repeating clients. - there’s already a place “Who Is Available” visible for members where they talk about ideal projects. Informal forum currently. No formality.
- Most clients guild is working on, we get paid in crypto. But would like to explore how to get paid in fiat. Saimano wants to get paid in fiat in some projects.

- JOSHSDOUG
- Cleric primarily and Monk secondarily- talking to clients, organizing teams, PM - Season 0 cohort - 6~12 raids, probably more.
- We have scaling issues. When he joined, it was boom time - bull market. Now, we need to be resilient in bull market and as competition increases. From tribal knowledge to codification and systematization.
- Need to give more power to Hunters.
- Only been on one project sourced by Hunter (Yalor). Should be more efforts overall to do business development actively. Yalor brought Dystopia Labs to the guild, Yalor basically sat in with client in consultation and that was that. Gotta be professional process.
- Seamlessness and separation from Cleric process is the ideal, for Hunter process. Council of Hunters is definitely interesting. Scope, materials, and boundaries of authority for Hunters. Sending them out into the world, to be networking and active in forums and bringing warm leads who are a pleasure to work with.
- What’s overburdening Clerics and what can be offloaded to Hunters? Well right now, there’s not too much overlap since Hunter role is so unexplored. Right now, Clerics aren’t overburdened since client submissions are slowed down. Hunter domain should be outbound sales. Once client is in pipeline, Cleric handoff.
- Incentive: Definitely err on side of upside. Let’s not disincentiveze them by making them stake tokens - maybe if you have an avid low quality Hunter who brings too many leads that don’t close, or just wanna push clients through regardless of guild preferences, maybe needed - but at the moment not needed and Hunters will probably wanna do right by guild since we’re all friends. For now, Hunters get 5% of spoils - that works pretty well and feels fair - incentivizes bringing larger clients to get larger cut. Maybe in future Hunters get a portion of consultation fee?
- Client blockers: * RAID token being consultation currency * mixed emotions on current flow, where prospect stakes, pay for fee - don’t like that flow and bad user experience - was in favor of just 500 XDAI fee upfront, or X thousand upfront RAID * As the Web3 space gets more populated, we will see more non Web3 clients who want work, so they will have problems getting RAID and XDAI and such, and if they’re bigger corporations for example, they might be process bound to pay in fiat or do approvals internally which our process might stall or be incompatible with, even down to not using Discord *
- Flashy “what can you do?” question response doc needed.
- For desirable clients or really big fish or warm leads, we should really be able to jump the process and not be so Web3 maximalist - what if ferrari wants NFTs? what if Berkeley wants a crypto custody for crypto donations? blah Increase TAM total addressable market - from Web3 super deep into Web3 adjacent and Web2 orgs. Wanna also build Web3 infrastructure for mainstream orgs.

- IAN BOUCHER, SASQUATCH
- Primary skills = organizing, coordinating, creating teams - Healer Account Manager, secondarily PM.
- Guild works well with one off projects, small startups - respond well to changes in real time, feel more true to culture of Web3 and hacking…we do good job of retaining clients as well - Sasquatch has had 3!4 clients who’ve come back for 3 or more raids…we’re efficient when we work for client
- What we struggle with = Informal nature of our organization. We have a problem with hard-to-understand Discord, especially for potential clients to navigate.
- It’d be a great step to be able to get clients without having anyone need to put funds down.
- There is something that’s tangentially tied, which is…we need to figure out a way to fulfill needs of clients who come to guild without a specific project in mind. Like, technical support and dev help generally - how do we just not slam door in their face?
- Web3 tangential or Web2 clients - appetite and UI? - recently Sasquatch brought in family office propect, and there was some resistance to the opportunity from guild members, but what if this makes money for us and results in cool work? We should have a funnel for these kinds of clients. These clients probably won’t find us, they need to be found outbound. And if they find us, they need a process that isn’t crypto Web3 punk rock lol. Also, guild members who want to work on projects like this should be known, as well as people who just want Web3 deep tech stuff - maybe not a structured thing, but helpful to have signal or designation to identify. Some might want EVM compatible, some might want enterprise, blah blah.
- Lol Luke is first Hunter that Sasquatch interacted with. Hunters don’t last long in guild. Sasquatch joined Jan 2021. Sometimes, interacted with ex-hunters of guild who left.
- If you want to court client and make the onboarding as smooth as possible, Hunters must be courting guild members as well. That’s a unique problem in DAO…maybe we need a process to make the internal courting as easy as possible. Truly, Cleric’s job is this, but Hunter wants to know there’s some assurance.
- Clerics are expected to turnaround yes or no within 24 hours, when Hunter hands off prospect.
- Right now, there’s a ton of dev bandwidth but not Clerics. We have barely two to three Clerics actively participating in guild calls now.
- Don’t like the idea of Hunters just putting people into funnel. There needs to be a handoff.
- Boundary between Hunter and Cleric roles, and what’s an ideal handoff look like? - Hunter is out there for new clients, guiding people to RaidGuild. Hunter role ends with that prospect when handoff is made to Cleric- and Hunter should remain to confirm the handoff has gone successfully. Hunter “handoff” ideally = shared Discord or shared conversation, confirmation of “I LUke have Client A - I find Cleric - I hand Client A to Sasquatch, ensure communication is started, then I’m done”
- Incentives: Incentives probably shouldn’t be hard measure. Probably depends on work done by Hunter to bring clientele in. Don’t even have an answer of what would feel fair from Cleric perspective… As Cleric, he finds that we’ve lost a lot of Clerics because they’re not well compensated. Hunters leave because lack of incentives. So this shit is broken, but also, there’s not that much money around. Don’t know how to fix that. We don’t have a massive treasury, we have trouble getting funding for internal ops, Clerics arguably push to try for too many projects to make ends meet and have a living. It’s hard to think about taking pieces away from this stuff for Hunters, because don’t know how much work it takes nor what work is for Hunters.
- We should strive to uncouple hours from work, when valuing our guild members and their contributions. Maybe cleric and hunter share commission? In our case, Cleric is part of dealmaking and making client sign - meaning they’re part of sales process. Maybe Clerics and Hunters should move as a pair a pod.
- Clerics currently get 10% of deals - is this for sale closing deal making? or for account management?

- Brandon1
- Project manager, client manager. Cleric primarily, monk secondarily. Previously in construction management before crypto/blockchain.
- What's broken?... The aggressive anonymity / shadowy supercoder vibe isn't great for clients. It takes people a couple of weeks to understand and to see how it adds to the sense of legitimacy. But in the first hour of interaction, clients may be inclined to get sketched out and turn away.
- Website should brag more about past projects we have shipped. Projects on website were done over twelve months ago - we have more recent stuff and we can talk about work we're currently doing as well.
- When we were swamped with clients, many who didn't know what they wanted and wasted time, the client fee had more meaning. Now, maybe not so much. And paying with RAID is definitely a big pain. Right now, it only takes five bucks to rank up top on queue.
- From Cleric perspective, the more info you can give upfront in hire us form, the better.
- We could take initial conversation and form for free, then if taking payment for scoping contract / consulting, take payment on second call or something like that. Meaning on the hire form, have only Web2 form instead of Web3 form (crypto payment).
- Hunters have been around in Raidguild since the beginning but they've been irrelevant. Friction between Clerics and Monks echoses friction between Hunters and Clerics. Sometimes, Clerics feel like they've done a bunch of Monk work lol. And Clerics help Hunters close deals too.
- When you segment roles strictly, you might make things harder for everyone. So, if the same person is Cleric and Monk on a project, better. So, maybe we cross train Clerics and Hunters so they are the same person. Clerics' biggest value add is within negotiation phase.
- If you're a Hunter, shouldn't be too hard to take Cleric role as well, and if you can do the job maybe having a Cleric would be a barrier actually.
- Maybe we do 30% of projects to non-tech people (Hunter Cleric Monk) and we give 10% to each.
- From Hunter to Cleric to Monk, there's a formulaic process. Who takes on more burden of work within each deal/project, varies. So, instead of 10% for each non-technical role, perhaps we can have fluid scheme, where non-technicals split 30% total based on how they feel each contributed.