COPY OF NEW STRUCTURE

# v1

# Preface
A new framework with new policies will allow us to overcome the current structure. We mistakingly allowed our mantra, the only plan is no plan, to define how we operate internally. When it actually referred to eliminating redundancy, the idea of being on different places, with the same information.

We will start by eliminating all individual titles except for Certified Alchemist & we will make #builders, #chaoslab & #bizdev, public. Your work on Alchemist and your contributions to Alchemist, are what give your voice merit. And it is now, that we will provide a structure within our project and within our products, to make the most of that work.

# Context
We have used our mantra, the only plan is no plan, to create a loosely structured environment. And we have mistakingly allowed $MIST holders, to determine the outcome of major decisions that Alchemist project & Alchemist product members should have decided.
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# Problems
Our community & our builders, are not in any way, a problem. We are fixing the structure within the project, so that each invidual is in an environment, that uses roles instead of titles. We allow large holders of $MIST, to strongly influence the outcome of Snapshot votes. And $MIST holdings are not representative of an individual's role, within Alchemist. We also have made missteps in creating a lead Marketing role, when traditional Marketing doesn't exist in cryptocurrency. We have similar issues with chaos lab. Our inability to clearly define our overall vision, with a well thought out structure, was an honest mistake.

# Solutions
We propose to create an Operational Lead for a period of 6 months to 1-year, to provide an overall vision, for Alchemist. We propose to eliminate Snapshot voting immediately, bc currently token holders make decisions instead of product builders & project builders. And we also lack appropriate rules for submitting proposals. In addition, we will eliminate all roles, except for Certified Alchemist. We will replace roles with individual positions. If you are team lead & a Senior Alchemist, you will now be a team lead. And it will be clearly defined how the team lead operates in Alchemist. We will transition to a top-down structure with an Operational Lead at top, Head of Project & Head of Product below that, with HoPj leading BizDev • Writing • Twitter • Community Management, and HoPd leading Alchemist, Copper, mistX & any new products in the future. In this new structure, leading can be defined as, someone that can quickly help resolve any issue that arises. Leaders provide solutions, Leaders resolve problems. If we wanted to, we could turn this new structure sideways, and call it left to right. We all have to set aside aside any hesitancy, to such a change, bc what we currently have does not work.

# v2:

# Preface
Alchemist was founded with the mantra, the plan is there is no plan. Without a clear structure, without operational management and without a plan. Processes, roles, responsibilities, accountability and tasks have formed organically. This was a great start and resulted in a foundation being laid by courageous members that would soon make it possible to create products that are again seen today as part of the Alchemist ecosystem: Copper, mistX and the Crucible.

The basic goal, if you can call it that, was always to attract talented developers and to retain them in the long term, so that a nucleus for creative ideas and revolutionary technical inventions emerges. Nowadays, a product / smart contract / concept can be realized within days - ethertulip serves as the perfect example to which we should orient ourselves.

# Context
We believe that a structural realignment is an urgently needed means that redirects the focus to the goal of becoming an attractive address for talented developers and at the same time using resources and budget faster, more efficiently and better than would be possible in the current structure. It feels like we have the handcuffs of freedom that keep us from moving forward.

# Problems
Our community & our builders, are not in any way, a problem. We are fixing the structure within the project, so that each invidual is in an environment. Our inability to clearly define our overall vision, with a well thought out structure, was an honest mistake.

We haven't managed to attract a constant stream of talent, decisions and responsibilities are not completely clear, for both builders and community members. Naturally, a lot has been tried, benefiting from the loose structure, it is now up to us to draw conclusions and act accordingly.

As an example, creating a lead Marketing role, when traditional Marketing doesn't exist in cryptocurrency. It feels like the builders are separated from the community and are not part of it. The Chaos Lab experiment also shows us that an empty room without furniture is only a nucleus for artists who, so to speak, paint the empty walls with their art and imagination - outside of art, which is mainly created in isolation, we do not see any progress. Nobody builds a tool, an application or the like. Fortunately, there are a few exceptions to this rule and real collaboration has been achieved and as an community engangement plattform for artists it works.

Restructuring always offers unique opportunities, for example how we can resolve the issue of long-term loyalty. In the end, the topic of vesting was discussed and argued, but no decision was made that settled the issue. This leaves an uncertain atmosphere, which inevitably affects the mood, conditions and productivity of our builders.

Another result of no clear pathway and direction was the 2nd core vote. 6 months between 2 core votes, without discussion, without stage and lp token holders made decisions about allocations of profit share. The community was equally unhappy with the choices made, as they were perceived as unbalanced and mutually diluting. This could have been prevented by a discussion, stage or event in preparation.

# Solutions
We propose to create an Operational Lead for a period of 6 months to 1-year, to provide an overall vision, for Alchemist. Structure is a valuable tool in achieving coordination, as it specifies reporting relationships (who reports to whom), delineates formal communication channels, and describes how separate actions of individuals are linked together.

We will transition to a 7 senior structure as the operational lead at top of the structure.
The new structure accelerates and clearly assigns tasks, responsibilities and decision-making. Issues that have not yet been dealt with in whole or in part in the current status, we should now try to do justice to these on the basis of the responsibilities.

In this new structure, leading can be defined as, someone that can quickly help resolve any issue that arises and provide compromise solutions that are in favor to all involved parties. Leaders make decisions.

We all have to set aside any hesitancy, to such a change, bc what we currently have does not work.

# v1
## Structure

### Operational Lead (CEO)

Tasks

- Highest-ranking executive
- Making major corporate decisions
- Managing the overall operations
- Managing resources
- Main point of communication between the different board members
- Setting the tone
- Setting the vision
- Setting the culture

Skillset fits best to:
Ethen

### The Board

#### Head of

Responsibilities

- Breaking down suggestions or ideas into tasks - monitoring progress
- Planning timelines
- Allocating project resources
- Focus on deadlines and budget
- Budget management
- Communication about updates and progress
- Risk management

Skillset fits best to:
Joeh

#### Heads of product development

Responsibilities

- Researching
- Setting product vision
- Strategic plan for products
- Creating and maintaining product roadmap
- Setting goals and priorities
- UX understanding
- marketing strategy
- market analysis

Skillset fits best to:
Nathan

#### Head of administrative mangement

Responsibilities

- Finance
- Sales / Usage
- HR
- Marketing

Skillset fits best to:
Sal

#### Head of operations

Responsibilities

- Design and implement business operations
- Establishing polices
- Enforcement of vision and culture
- Manageing all operations

Skillset fits best to:
Daniel

#### thegostep

Tasks

- Beeing a free spirit
- Innovation
- Provides advice

Not really on the board - just a definition of expectations
##### MultiSig

- Trusted group, care about project
- Provides advice

# v2
## Structure



### Operational Lead

#### Gostep

- Beeing a free spirit
- Innovation
- Provides advice

#### Ethen - MultiSig

- Main point of communication between the different seniors
- Setting the tone
- Setting the vision
- Setting the culture
- Finance
- Onboarding

#### Nathan - Lead Engineer

- Researching
- Setting product vision
- Strategic plan for products
- Creating and maintaining product roadmap
- Setting goals and priorities
- UX understanding
- marketing strategy
- market analysis

#### Joeh - Head of Product Development - MultiSig

- Breaking down suggestions or ideas into tasks - monitoring progress
- Planning timelines
- Allocating project resources
- Focus on deadlines and budget
- Budget management
- Communication about updates and progress
- Risk management

#### Daniel - Head of Operations - MultiSig

- Design and implement business operations
- Establishing polices
- Enforcement of vision and culture
- Manageing all operations

#### Sal_Ash - Head of Business Development - MultiSig

- Relationship management
- Identify and source partnership opportunities
- Research partners, identify key players and generate interest
- Align internal goals with new and existing partner relationships
- Measurement, monitoring and reporting of results of collaborations

#### Fiskantes - MultiSig

- Beeing a free spirit
- Provides advice

The lack of getting degen developers, has been our failure. And our project structure is one that suould be driven, in trying to attract them and give them an environment to succeed.