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# Hugo build output
/public/
/resources/_gen/
# Hugo modules
go.mod
go.sum
# Hugo cache
/hugo_stats.json
# Temporary lock files
*.tmp
# IDE files
.vscode/
.idea/
*.swp
*.swo
*~
# OS generated files
.DS_Store
.DS_Store?
._*
.Spotlight-V100
.Trashes
ehthumbs.db
Thumbs.db
# Logs
*.log
# Node modules (if using npm/yarn for themes or tools)
node_modules/
npm-debug.log*
yarn-debug.log*
yarn-error.log*
# Environment variables
.env
.env.local
.env.production
# Backup files
*.bak
*.backup
# Hugo shortcodes backup
layouts/shortcodes/*.html~

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# Default image for jobs - contains Hugo Extended
image:
name: hugomods/hugo:node
entrypoint: [""]
variables:
HUGO_ENV: production
# Tells GitLab Runner to initialize and update submodules recursively
GIT_SUBMODULE_STRATEGY: recursive
# TODO: the Surfer server base url (ex: "https://www.example.com/")
SURFER_SERVER: "https://e2c.medlab.host/"
stages:
- build # Added build stage
- deploy
# Job to build the Hugo site
build_site:
stage: build
before_script:
- echo "installing NPM packages"
- npm install
script:
- echo "Starting Hugo build..."
- hugo version
- hugo --minify --gc --cleanDestinationDir # Build the site
- echo "Build completed. Public directory contents:"
- ls -la public/
artifacts:
paths:
- public/ # Pass the 'public' directory to the next stage
expire_in: 1 hour # Optional: Set artifact expiry
# Define when this job runs (e.g., only on the main branch)
# Adjust 'only' or 'rules' as needed for your workflow
only:
- publish # the script will only run on the branch 'publish'
# Job to deploy the built site using cloudron-surfer
deploy_site:
stage: deploy
image: node:18 # Use Node.js image for cloudron-surfer
needs: # Ensure 'build_site' job completes successfully first
- job: build_site
artifacts: true # Download artifacts from 'build_site'
variables:
GIT_STRATEGY: none # Optimization: Don't fetch repo source code for deploy job
before_script:
- echo "Installing cloudron-surfer..."
- npm install -g cloudron-surfer
script:
- 'echo "Deploying to: $SURFER_SERVER"'
# Verify artifact downloaded correctly
- echo "Contents of downloaded artifact:"
- ls -la public/ # Artifacts are extracted to the root of the job workspace
- echo "Uploading files to server using surfer put..."
# TODO: Makesure to add a $SURFER_TOKEN to GitLab under the repo settings > CI/CD > Variables
- >-
surfer put
--token $SURFER_TOKEN
--server $SURFER_SERVER
public/* /
- echo "Deployment completed successfully"
only:
- publish # Example: Run only on the main branch

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# Exit to Community Hugo Site
This is a Hugo static site that migrated content from a Notion database to create the Exit to Community documentation site.
## Project Overview
The site documents case studies, legal snippets, and resources related to "Exit to Community" - the practice of converting startups into community-owned cooperatives.
## Key Technical Details
### Site Structure
- **Hugo static site generator** with custom layouts
- **No CMS** - Decap CMS was removed due to login issues
- **Content in Markdown** with YAML frontmatter
- **Custom CSS styling** with E2C yellow branding (#F4D03F)
### Content Types
- **Case Studies** (`/content/case-studies/`) - 24 case studies with logos and descriptions
- **Legal Snippets** (`/content/legal-snippets/`) - Legal documents and frameworks
- **Resources** (`/content/resources/`) - Media, education, and primer content
- **Main Pages** - Homepage, contact, add-your-story
### Important Files
- `/layouts/_default/baseof.html` - Main template with CSS and header/footer
- `/layouts/_default/list.html` - Card layout for case studies and other listings
- `/layouts/_default/single.html` - Individual page template with logo display
- `/layouts/index.html` - Homepage template (prevents auto-generated cards)
- `/static/img/logos/` - Case study logos (64px on cards, 120px on detail pages)
### Styling Notes
- Uses Space Grotesk font from Google Fonts
- Yellow hero section with ribbon background header
- Card-based layout with hover effects
- Responsive design with mobile breakpoints
- Case study logos have white background with padding and borders
### Content Management
- All content files have clean YAML frontmatter (title first, logical ordering)
- Case studies include `image: /img/logos/[filename]` for logos
- Descriptions are full-length (not truncated) on listing pages
- No bold formatting in markdown headers
- Tags are used for categorization (no separate categories field)
### Build/Test Commands
- `hugo server -D` - Development server
- `hugo` - Build static site
- No specific linting commands identified yet
### Recent Work Completed
- Migrated all content from Notion exports
- Added ribbon background to header
- Cleaned up content file structure for human readability
- Added case study logos from external directory
- Fixed layout issues and duplicate content problems
- Removed Decap CMS system
- Implemented responsive card layouts with proper logo sizing
## Future Considerations
- May need to add linting/typecheck commands when identified
- Content updates should maintain the clean YAML structure
- New case studies should follow the established pattern with logos
- Consider adding search functionality if the content grows significantly
## External Dependencies
- Hugo static site generator
- Google Fonts (Space Grotesk)
- No external CMS or database dependencies

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# E2C.how website
**An informational website by the Exit to Community Collective.**
## To do
* Set up deployment: https://git.medlab.host/dhorn/medlab-hugo-template

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+++
date = '{{ .Date }}'
draft = true
title = '{{ replace .File.ContentBaseName "-" " " | title }}'
+++

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{
"permissions": {
"allow": [
"WebFetch(domain:actionnetwork.org)"
],
"deny": []
}
}

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---
title: "Exit to Community"
description: "Stories and strategies for community ownership"
hero_image: "/img/Frame_1_(6).png"
hero_alt: "Exit to Community concept illustration"
---
<div class="hero-section">
<div class="hero-content">
<img src="/img/Frame_1_(6).png" alt="Exit to Community concept illustration" class="hero-image" />
<div class="hero-text">
<h1>Stories and strategies for community ownership</h1>
</div>
</div>
</div>
<div class="intro-section">
<h2>What is Exit to Community?</h2>
<p>Most startups aim for one of two "exit" options: an acquisition by another company or a public stock offering. Both often pit founders and investors against the communities they claim to serve.</p>
<p>Exit to Community is a search for another way—a path where organizations can mature toward accountability and shared prosperity.</p>
<ul>
<li>Business purpose can align with ownership</li>
<li>Founding can teams let go at the right time</li>
<li>Communities can grow the business they value</li>
<li>Allies in consulting, policy, and academia can help advance economic democracy</li>
</ul>
<p>This is a strategy that we are exploring together. Here, you can find cases and documents about experiments with E2C so far.</p>
</div>
<div class="main-sections">
<h2>Explore E2C</h2>
<div class="primary-cards">
<div class="primary-card">
<h3>Case Studies</h3>
<p>Real examples of companies that have attempted or achieved community ownership transitions</p>
<a href="/case-studies/" class="button">Explore Cases</a>
</div>
<div class="primary-card">
<h3>Legal Snippets</h3>
<p>Legal documents and frameworks for implementing community ownership structures</p>
<a href="/legal-snippets/" class="button">View Legal Resources</a>
</div>
<div class="primary-card">
<h3>Resources</h3>
<p>Educational materials, primers, and guides for Exit to Community transitions</p>
<a href="/resources/" class="button">Access Resources</a>
</div>
</div>
</div>
<div style="text-align: center; margin: 3rem 0;">
<img src="/img/Screenshot_2023-12-13_at_1.55.04_PM.png" alt="Partnership handshake illustration" class="partnership-image" />
</div>
<div class="secondary-actions">
<h3>Get Involved</h3>
<div class="secondary-cards">
<div class="secondary-card">
<h4>Share Your Story</h4>
<p>Help others learn by contributing your organization's E2C experience</p>
<a href="/add-your-story/" class="secondary-button">Add Your Story</a>
</div>
<div class="secondary-card">
<h4>Get in Touch</h4>
<p>Connect with the Exit to Community project team</p>
<a href="/contact/" class="secondary-button">Contact Us</a>
</div>
</div>
</div>

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---
title: "Add your story"
description: "Suggest an Exit to Community case study"
---
We're curating stories from founding teams and allies to help people learn from experience. Do you know about real-world examples of organizations that have attempted or achieved community ownership transitions?
Help us share it with people who can benefit from its lessons.
<div class="contact-form-container">
<form class="e2c-contact-form" action="#" method="post">
<div class="form-group">
<label for="country">Country *</label>
<select id="country" name="country" required>
<option value="">Select your country</option>
<option value="US">United States</option>
<option value="CA">Canada</option>
<option value="GB">United Kingdom</option>
<option value="AU">Australia</option>
<option value="DE">Germany</option>
<option value="FR">France</option>
<option value="IT">Italy</option>
<option value="ES">Spain</option>
<option value="NL">Netherlands</option>
<option value="SE">Sweden</option>
<option value="NO">Norway</option>
<option value="DK">Denmark</option>
<option value="JP">Japan</option>
<option value="KR">South Korea</option>
<option value="CN">China</option>
<option value="IN">India</option>
<option value="BR">Brazil</option>
<option value="MX">Mexico</option>
<option value="AR">Argentina</option>
<option value="CL">Chile</option>
<option value="ZA">South Africa</option>
<option value="NZ">New Zealand</option>
<option value="other">Other</option>
</select>
</div>
<div class="form-group">
<label for="email">Email *</label>
<input type="email" id="email" name="email" required>
</div>
<div class="form-group">
<label for="name">Name</label>
<input type="text" id="name" name="name">
</div>
<div class="form-group">
<label for="organization">Organization</label>
<input type="text" id="organization" name="organization">
</div>
<div class="form-group">
<label for="role">Role</label>
<input type="text" id="role" name="role">
</div>
<div class="form-group">
<label for="experience_description">Briefly describe your experience with community ownership</label>
<textarea id="experience_description" name="experience_description" rows="4"></textarea>
</div>
<div class="form-group">
<label>Story Sharing Preference</label>
<div class="checkbox-group">
<label class="checkbox-label">
<input type="radio" name="sharing_preference" value="email_questions">
Send me questions via email
</label>
<label class="checkbox-label">
<input type="radio" name="sharing_preference" value="zoom_interview">
Schedule an interview on Zoom
</label>
</div>
</div>
<div class="form-group">
<label for="additional_info">Anything else you'd like us to know?</label>
<textarea id="additional_info" name="additional_info" rows="4"></textarea>
</div>
<div class="form-group">
<label class="checkbox-label">
<input type="checkbox" name="email_updates" value="yes">
Opt in to email updates from E2C Collective
</label>
</div>
<button type="submit" class="submit-btn">Submit</button>
</form>
</div>

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---
title: "Case Studies"
description: "Real examples of companies that have attempted or achieved community ownership"
---

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---
title: Ampled
date: '2023-12-22'
draft: false
description: "A cooperative patronage platform for musicians that struggled with funding and governance before shuttering in 2023"
status: failure
tags:
- co-op
- failure
- missed-opportunity
- multi-stakeholder
- music
url_external: https://ampled.com/
image: /img/logos/ampled.svg
---
### Summary
Ampled was a patronage platform for fans to directly support musicians. Founded in 2018, Ampled allowed musicians to set up pages to provide fans with access to music demos, unreleased material, and merch, for a minimum of $3 per month. Ampled incorporated first as a cooperative with three member categories: musicians, workers, and fans, with three seats each on its nine-member board, with only musicians and workers permitted to receive dividends. Over time, Ampled struggled to coordinate and compensate its workers and volunteers, and despite efforts among members to build new leadership, its founder and board decided to shutter the co-op in 2023.
### Motivation and Readiness
Ampled co-founders Austin Robey and Collin Lewis have compared the platform economy to the music industry: “You don’t know what’s going on behind the scenes, and someone else owns and profits off of your music.” Ampled contrasted themselves with Patreon, a creator platform that is known to periodically raise fees to boost shareholder values, alienating subscribers and hampering creators. In 2017, 98% of Patreon creators [earned below the federal minimum wage](https://theoutline.com/post/2571/no-one-makes-a-living-on-patreon) in their revenue from the platform. Thus, in building Ampled, Robey and Lewis incorporated community ownership in their business model because they believe that creators – not disengaged outside investors – should hold decision-making power over the platform. Ampled was part of a growing network of co-ops, including Resonate and Catalytic Soundstream, that gave artists a stake in the services they rely on to make a living from their creative labor.
### Process and Tensions
Ampled’s biggest challenge was securing value-aligned funding to sustain the business and fairly compensate its workers without compromising the integrity of its internal democracy. Its model involved worker-owners who invested their sweat equity with a time bank to build the business and platform; musician-owners who invested their time creating content for subscribers; and fans (i.e. [community members](https://www.ampled.com/artist/community)) who paid a monthly fee directly to Ampled, and who weren’t owners but did have voting rights. As a co-op and technically a for-profit business, Ampled was not eligible for most grants geared towards nonprofits. And as a digital platform, it also couldn’t take out loans with any of the few co-op-friendly lenders, because those primarily serve physical operations. To cover overhead and compensate workers, Ampled depended on funds from [their Grant for the Web](https://docs.ampled.com/gftw/), [an NFT drop](https://ampled.mirror.xyz/BtZXGcoYn0K-xThCDxLEQGhGJXsj11tQVT6rtMGaGLw), and various sponsorships.
### Results
Ampled went fully open source [in August 2022](https://twitter.com/ampl3d/status/1561684611146493953) with the intention of allowing developers “to fork the code to create their own Ampled-like platforms.” To overcome the funding challenges associated with being a co-op, Ampled had planned to pursue more grant and sponsorship opportunities, and Robey had considered [minting community tokens](https://forefront.market/blog/how-community-tokens-can-power-cooperatives) with a market-determined value, inspired by models of [tokenized stock ownership](https://www.noemamag.com/exit-to-community/). However, many community members remained wary of crypto due to its market volatility and related reputational risk, on top of general confusion around its basic concepts. Over time, Ampled’s core base of contributors grew less active and coordinated – largely because many couldn’t dedicate the necessary time and energy while working in a volunteer capacity – until the platform shuttered officially in the fall of 2023.
### Sources
- E2C conversation with founding team, board, and members
- [Funding Musician Co-ops Using Community Tokens with Ampled – The Blockchain Socialist](https://theblockchainsocialist.com/funding-musician-coops-using-community-tokens-with-ampled/)
- [How to Unlearn Capitalism through Cooperative Ownership (With Austin Robey and Danny Spitzberg) – Strange Futures](https://pioneerworks.org/broadcast/strange-futures-austin-robey-danny-spitzberg)
- [Ampled's Opportunity – The Smart Set](https://www.thesmartset.com/ampleds-opportunity/)

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---
title: Are.na
date: '2023-12-22'
draft: false
description: "An ad-free platform for visually connecting images and information, transitioning to community ownership through crowdfunding and member governance"
tags:
- crowd-equity
- social-media
- underway
url_external: https://are.na/
image: /img/logos/arena.png
---
### Summary
Are.na is an ad-free platform for visually connecting images and information. Publicly launched in 2015, the company [describes](https://www.are.na/) itself as “a garden of ideas, or Tumblr meets Wikipedia” and “a more nerdy Pinterest” for designers, artists, hobbyists, and students. According to [its website,](https://www.are.na/about) Are.na is “the only social media company whose only customers are the people who use it”; it is largely free to browse and earns revenue through subscriptions as well as a higher “supporter” tier that may eventually yield dividends. The company has laid out [a public roadmap](https://www.are.na/about/Roadmap) detailing their intention to become a public benefit corporation with compensated member-investors.
### Motivation and Readiness
Are.na has built its capacity for community ownership over the course of nearly a decade. Originally part of a parent company for its first year and a half, Are.na became independent when that company’s CEO retired, and a collective of digital artists who had been users of the platform obtained full ownership of the assets. This financial situation was unique because the CEO permitted Are.na’s exit with no financial strings attached, and it set up the conditions for the collective to involve its community more freely than if it had been sold off to a new parent company instead.
### Process and Tensions
According to [its roadmap](https://www.are.na/about/Roadmap), Are.na will transition to a public benefit corporation that is wholly accountable to its members and has the ability to compensate its member-investors. This approach builds on a long-running practice of generating revenue from paid member subscriptions, not advertisements. In 2018, Are.na also ran an equity crowdfunding campaign. Under a Simple Agreement for Future Equity (SAFE) contract, users who participated in the crowdfund came to own a portion of the company (around 6-8%, depending on the company’s valuation at the time of conversion). However, Are.na’s budget is tight and the size of its core staff is small, with two full-time and three part-time workers as of December 2022. They want to execute their E2C once day-to-day operations are stable and they’ve balanced long-term goals with more immediate needs.
### Results
During their time in the E2C 2020 Peer Learning Cohort, co-founder [Charles “Cab” Broskoski](https://e2c.how/Charles-Broskoski-45514f0b20bd40e99fbe9897587b92da) and advisor [Leo Shaw](https://e2c.how/Leo-Shaw-f95853ac82cb44189147cc9f0c01ed04) developed the narrative for Are.na’s multi-stakeholder vision. Since then, the company has hosted meetings with its subscribers to gauge their thoughts on the E2C proposal, while co-founder Daniel Pianetti has been leading discussions with lawyers and other domain experts to figure out the appropriate legal documentation for when the time is right. Are.na hopes to adopt a level of persistent transparency similar to [Open Collective’s E2C ambitions](https://opencollective.com/e2c). Are.na is currently in the process of developing structures for member-ownership and governance strategy, in order to legally enshrine the dynamic of mutual care that has existed more informally between staff and users for years. As of 2023, this entails seeking out the best way to transition the crowdfund participants — who are currently SAFE holders, not shareholders — into an entity that can receive a return if the company is profitable but does not get acquired or go public.
At present, Are.ca could take one of two paths. First, it could seek majority consent from the crowdfund investors to amend the terms of their contract, allowing the company to share its success with them, without having to convert them to shareholders first. This would enable them to issue the investors something like profit dividends, offering them a tangible return timeline and ensuring that they would still see upside in the case of a future exit. Second, Are.na could raise a second crowdfunding round, issuing a different type of investment contract while simultaneously converting and re-organizing the original investors into a separate entity. When it becomes time for the company to share profits, it would then distribute them to the two groups of investors.
### Sources
- E2C conversation with founding team
- [Charles Broskoski: How do you describe are.na at a party? – Are.na](https://www.are.na/charles-broskoski/how-do-you-describe-are-na-at-a-party)
- [Can the Internet Feel Better? – Early Magazine](https://www.earlymagazine.com/articles/can-the-internet-feel-better)
- [Meet are.na – ArtNews](https://www.artnews.com/art-news/artists/doesnt-produce-anxiety-meet-na-social-network-created-artists-10207/)

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---
title: '#BuyTwitter'
date: '2023-12-22'
draft: false
description: "A campaign to turn Twitter into a public utility with cooperative ownership that generated global attention but fell short of majority votes"
tags:
- co-op
- missed-opportunity
- publicly-traded
- social-media
- trust
- utilities
url_external: https://buytwitter.org/
image: /img/logos/buytwitter.png
---
### Summary
#BuyTwitter was a campaign to turn Twitter into a public utility “with broad-based ownership and accountability, like a co-op.” Starting in 2016 when Twitter’s low stock price put it at risk of failing or selling to another company, the campaign began with an op-ed calling for users to buy the company cooperatively, which evolved into a petition and then a shareholder resolution proposing Twitter study its options to sell to users. The campaign generated global media attention from *[WIRED](https://www.wired.com/2016/11/lets-build-next-twitter-like-green-bay-packers/)* to *[The Financial Times](https://www.ft.com/content/5997d76e-ede3-11e6-ba01-119a44939bb6)*, spurred detailed plans and academic articles, and generated popular enthusiasm including thousands of tweets and even [an original song](https://www.youtube.com/watch?v=qawlthPv1dE). While the resolution got on the 2017 Twitter general meeting ballot, it fell short of the majority of votes required to pass. However, when Elon Musk bought Twitter in 2022, the group relaunched as [Better Platform](https://www.betterplatform.net/) to engage users in public interest alternatives.
### Motivation and Readiness
When Twitter's share price dropped to an all-time low of $16 in 2016, a group of co-op organizers proposed saving the platform for the public interest by having the users buy it out from shareholders. The campaign began as a thought experiment in [an op-ed](https://www.theguardian.com/commentisfree/2016/sep/29/save-twitter-buy-platform-shared-ownership), eventually leading to a petition urging Twitter’s then-CEO Jack Dorsey to explore shared ownership models for the platform.
### Process and Tensions
When the petition didn’t receive a response from Jack Dorsey or Twitter leadership, some members of the organizing group proposed crowdfunding $6B for a majority stake in the company. However, the group ultimately decided to escalate from a petition to a shareholder resolution for Twitter, Inc. to commission a study on its options for an exit to shared ownership. They launched [BuyTwitter.org](https://buytwitter.org/) and a sustained online campaign, mostly via Twitter and in almost 100 earned media articles. However, framing and messaging proved difficult. The group learned that “co-op” doesn’t mean much to the general public (or else conjures images of a consumer-owned grocery store) and that “buying Twitter” didn’t make sense to serious audiences because they could already buy shares. However, the idea of turning Twitter into a public utility proved compelling, and the idea of “broad-based ownership and accountability” helped communicate the value of selling Twitter to users and other public interest organizations.
### Results
In 2017, #BuyTwitter presented their shareholder resolution at the 2017 annual general meeting. It [received 4.9% of the vote](http://rejected/), some 35 million shares, meaning the group could come back another year but it was not enough for the simple majority of 50%+1 required to compel the company to study its options for ownership. In April 2022, as initial rumors of Elon Musk buying the company began to emerge, the group published [a new op-ed](https://www.wired.com/story/you-yes-you-would-be-a-better-owner-for-twitter-than-elon-musk/) and later launched [Better Platform](https://www.betterplatform.net/) to organize A People’s History of Twitter and an assembly on the future of news and social media. While Twitter/X continues to be owned by Elon Musk (for now), the vision of platforms as public utilities still serves as the basis for future action.
### Sources
- E2C conversation with organizers
- [BuyTwitter.org – Press](https://www.buytwitter.org/press/)
- [Better Platform website](https://www.betterplatform.net/)
- [Cooperative Organizing for an Inclusive Economy – The NCBA Journal](https://web.archive.org/web/20190302195643/https://ioo.coop/2017/10/21/cooperative-organizing-for-an-inclusive-economy-the-campaign-to-buytwitter/)

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---
title: CMX
date: '2023-12-22'
draft: false
description: "A community platform for community professionals that was acquired by Bevy despite potential for stakeholder ownership"
tags:
- acquired
- missed-opportunity
- services
url_external: https://cmxhub.com
image: /img/logos/cmx.jpg
---
### Summary
CMX [described](https://techcrunch.com/2019/02/11/bevy-acquires-cmx/) itself as “the world’s largest community for community professionals.” Founded in 2014, their stated mission was to “advance the community industry and help professional community builders thrive.” In 2019, co-founder and CEO David Spinks [sold CMX](https://techcrunch.com/2019/02/11/bevy-acquires-cmx/) to Bevy, an online events platform. Spinks has expressed support for community ownership, saying in [a 2021 interview](https://technical.ly/company-culture/chief-community-officer/), “If every business in the world became community driven, it would have a massive impact on the world… Community ownership is the longtime trajectory.” However, despite CMX being a potentially strong fit for stakeholder ownership, when Spinks [announced](https://twitter.com/DavidSpinks/status/1506349501908324357) he was stepping down in March 2022, he did not lay out any plans to move toward shared ownership.
### Motivation and Readiness
CMX had its origins in a professional forum TheCommunityManager.com, cofounded by Jenn Pedde, Brett Petersel, and David Spinks. Spinks broke off from the group and started CMX Media, Inc., later CMX. Initial funding came from a loan from friend and co-founder Max Altschuler. Many community management professionals built the business in CMX’s early days by creating content, producing events, and contributing to the growing profession, notably Carrie Melissa Jones, Yrja Oftedahl, Evan Hamilton, Erica McGillivray, and Katie McCauley.
### Process and Tensions
As CMX CEO, David Spinks tried for several years to build a self-sustaining business that was profitable through various revenue streams. With a loyal following in a Facebook Group and annual summit event, CMX eventually did become profitable in 2014. The staff joined full-time and the company added new revenue streams, including training and workshops, sponsored research and content, consulting, job board, and CMX Pro membership. However, even with strong community interests, the event industry is difficult. In 2017, as the business was struggling, Spinks sought a way to make the company solvent and went through several rounds of trying to find a buyer. Despite having a strong membership that was professionally invested in both the value of community and CMX’s success, there were no conversations about selling the business to its community or exploring member-ownership.
### Results
Ultimately, ****Spinks made a deal to sell CMX to Bevy, an online events platform; Bevy’s CEO Derek Andersen had been a CMX speaker and sponsor, and CMX used Bevy’s platform to run their events. In 2019, [Bevy announced its acquisition of CMX](https://techcrunch.com/2019/02/11/bevy-acquires-cmx/). Spinks continued to lead CMX as a VP at Bevy, receiving a bonus, salary boost, and stock options. The two remaining CMX employees received no salary increase, and others who built CMX received no equity compensation. However, Spinks has since become interested in community ownership, saying in [a 2021 interview](https://technical.ly/company-culture/chief-community-officer/) that “If every business in the world became community driven, it would have a massive impact on the world… Community ownership is the longtime trajectory.” In 2021 Spinks also wrote a book titled, “The Business of Belonging.” In March 2022, Spinks [announced](https://twitter.com/DavidSpinks/status/1506349501908324357) he was stepping down from Bevy and CMX. The CMX annual summit event, website, Facebook Group, and other online properties, however, remain under Bevy’s ownership.
### Sources
- [What is a community company? – Technical.ly](https://technical.ly/company-culture/chief-community-officer/)
- [Bevy Acquires CMX – TechCrunch](https://techcrunch.com/2019/02/11/bevy-acquires-cmx/)

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---
title: DADA
date: '2023-12-22'
draft: false
description: "A digital art platform exploring community ownership through tokenization while advocating for fair art economies"
tags:
- crypto
- social-media
- underway
url_external: https://dadacoin.com
image: /img/logos/dada.jpg
---
### Summary
DADA is a digital space for conversations to unfold through art. Founded in 2014 by artists Beatriz Ramos and Judy Mam, its name refers to Dadaism, the 20th-century movement that sought to upend a bourgeois art world which profited only an elite few. DADA’s platform is an open canvas where users can “speak” to each other through drawings. The community can then decide, through a process of deliberation, to mint relevant collections as NFTs; around 10 historic collections have thus far been minted. Leading the charge for blockchain technology to support fairer art economies, DADA was one of the first platforms to experiment with on-chain royalties, encoding them into the smart contract for their first collection, *Creeps & Weirdos*, in 2017, enabling artists to benefit from secondary market sales (which, in the offline or “legacy” art world, they oftentimes do not). In step with these values, they have been exploring an exit to community through tokenization since 2022.
### Motivation and Readiness
In 2019, Ramos and Mam were determined to maintain a space for digital art that did not replicate either the inequalities of the legacy art world or the increasingly frothy crypto space. DADA’s founders sought, from the outset, to make a platform that was open, collaborative, non-competitive, and home to a thriving community. In contrast to the market-driven hype that permeates much of the NFT space, DADA advocates for what they call the “[Invisible Economy](https://powerdada.medium.com/the-invisible-economy-db46897d4f07)” – a paradigm of “interdependence, creativity, and altruism” aiming to use Web3 tools for meaningful community ownership, not just financial speculation. E2C is thus a logical way of putting ownership and stewardship in the hands of the people who create value for DADA, be it artistic, cultural, social, or financial.
### Process and Tensions
In March 2022, DADA [published a blog post](https://powerdada.medium.com/introducing-the-dada-exit-to-community-d4b9874c6c94) laying out their intention to exit to community and staging a number of relevant questions: What kind of legal entity will best suit their needs as a wholly community-owned project? What governance models will best enable them to remain equitable, efficient, and transparent? What would a fair token distribution look like? DADA now conducts frequent community sessions and Telegram chats on topics like governance, invisible economy, and token models, encouraging anyone who wishes to be involved to weigh in. They have since announced their intention to introduce a DADA Token backed by their art collection, and continue to encourage the community to actively engage in shaping this transition. The crypto winter of 2021-22 has encouraged them to slow down the token development process, but they are still discussing and devising a token-based E2C.
### Results
While the outcome of DADA’s E2C remains to be seen, they are well-positioned to cement their status as a voice of equity and artists’ rights in the Web3 space as they pursue new avenues for community engagement. “DADA is a platform with a unique value proposition, a passionate community, and the largest collection of rare digital art in the world,” Ramos and Mam wrote in a [blog post](https://powerdada.medium.com/the-invisible-economy-db46897d4f07#:~:text=DADA%20is%20a%20platform%20with,our%20community%20with%20our%20tools.). As of December 2023, they boast over 150k unique drawings created by the community. While the crypto market has fluctuated wildly since DADA initially announced their intentions to E2C, their commitment to creating an alternative sustainable ecosystem for artists that is more fair, diverse, and less cutthroat than the free market remains steadfast.
### Sources
- [DADA.art - Website](https://dada.art/home)
- [Introducing the DADA Exit to Community](https://powerdada.medium.com/introducing-the-dada-exit-to-community-d4b9874c6c94)
- [Introducing the Invisible Economy](https://powerdada.medium.com/the-invisible-economy-db46897d4f07)
- [DADA.art | Medium](https://powerdada.medium.com/)
- [Crypto Artists Share How Web3 Tools Enable Diverse Art Market Experiments - Forbes](https://www.forbes.com/sites/digital-assets/2023/05/01/crypto-artists-share-how-web3-tools-enable-diverse-art-market-experiments/?sh=5d0c6ace64b0)

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---
title: Debian
date: '2023-12-22'
draft: false
description: "Debian is a free Linux-based operating system maintained by over 1,000 people worldwide that by 2006 formalized power sharing by recognizing a subset of developers to vote on technical and governance resolutions, all without a legal entity."
status: success
tags:
- software
- success
url_external: https://debian.org/
image: /img/logos/debian.png
---
### Summary
Debian is a free operating system, built on the Linux kernel. When Ian Murdock started Debian as a 22-year-old college student in 1993, Linux was primarily used by students and computer scientists. Debian sought to make Linux easier to install and deploy, and was the first truly free and open Linux distribution, meaning any developer or user could contribute to its code. Debian now holds about 25% of the market for Linux distributions, and is the largest free distribution. The project is built and maintained by over 1,000 people across more than 40 countries, making up a large and geographically-dispersed community of contributors. A subset of these contributors are officially recognized as “Debian developers” (aka “project members”) and can vote on resolutions regarding technical, social, and governance questions as well as in Debian Project Leader elections. Notably, unlike many other major FOSS operating systems, Debian is not housed under a nonprofit/foundation, business, or other legal entity.
### Motivation and Readiness
Early on, Debian functioned under the centralized leadership of its founder, Ian Murdock. Murdock had a fairly laid-back approach to leadership and an openness to considering contributors' opinions and input, but ultimately held the final say as decisions were made. In 1994, he released a manifesto for the project, proclaiming that Debian was to be “non-commercial” and developed by and for the community of developers.
In 1996, Murdock left the project and unilaterally appointed Bruce Perens as the new leader. There was no formal governance process in place to represent contributors’ opinions or resolve disputes, so when Perens turned out to hold a more expansive vision of authority than had Murdock, project members grew frustrated. They began to question the basis of Perens’ authority; he felt this strain and suggested that the community elect a board of directors as a check on his power. But project members felt that this wouldn’t go far enough, and asked Perens to step down. Following his recall, project members stepped up to design a new governance system geared towards better representing their interests and ensuring Debian’s continued sustainability.
### Process and Tensions
In response to what they felt to be Perens’ overstepping of authority, Debian project members drafted and ratified a constitution that delimited the role of a Debian Project Leader (DPL). With the constitution in place, the first DPL election was held in 1998. In 1999, Debian developers began electing project leaders for one-year terms. This led to a period of experimentation with the role, where various attitudes and approaches to governance could be tested out. Some worked better than others, and developers’ opinions of the DPL role varied widely. Competing visions around ideal leadership principles sometimes caused tension in the community throughout the 1990s. One challenge was establishing the right ideas around meritocracy: while project members initially assumed that the contributors with the most astute technical skills should hold authority positions, it became clear over time that the best programmers don’t always, or even usually, make the best leaders. Different models of leadership valuing different ways of contributing to the project – beyond just writing good code – had to be tested out as the community learned, in practice, what qualities they needed in a leader figure.
### Results
By the end of 2006, the Debian community had achieved consensus around the ways of distributing power and making laws that suited them best. Through collective experimentation, they landed on a conception of democratic rule where leaders hold some, albeit limited, authority over technical matters, but also defer to the community and can be recalled by community members if they overstep their authority. If the DPL becomes indisposed for any reason – or if the community fails to elect a new one – the role’s powers and responsibilities will be taken on by a Technical Advisory Committee. The DPL’s role is mostly restricted to coordinating project-wide decisions, serving as and/or delegating a representative to other organizations or the public, and facilitating conflict resolution, so most of the authority to make choices about Debian’s governance is laterally distributed throughout the community. However, the DPL does have final approval over financial decisions. Cory Doctorow wrote, [following Ian Murdock's death in 2015](https://www.zdnet.com/article/debian-linux-founder-ian-murdock-would-have-been-amazed-at-its-legacy/), that "The Debian project fundamentally shifted the way free/open code got made by fusing an insistence on engineering excellence with a public declaration of the ethical nature of doing free software development."
### Sources
- E2C conversation with Debian user Molly de Blanc
- [“The Emergence of Governance in an Open-Source Community” – The Academy of Management Journal](https://www.jstor.org/stable/pdf/20159914.pdf)
- [Ian Murdock in His Own Words: What Made Debian Such a Community Project? – TechDirt](https://www.techdirt.com/2016/01/14/ian-murdock-his-own-words-what-made-debian-such-community-project/)

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---
title: Defector Media
date: '2023-12-22'
draft: false
description: "Defector Media is a sports and culture publication that emerged in 2020 after staff at Deadspin quit when faced with new management, and formed a worker-owned co-op."
status: success
tags:
- co-op
- journalism
- success
- worker-owned
url_external: https://defector.com/
image: /img/logos/defector.png
---
### Summary
Defector Media is a sports and culture publication run by a worker co-op. Many of its staffers previously worked at Deadspin, the sports website housed under G/O Media (formerly known as Gizmodo Media Group or Gawker Media). In 2018, G/O Media came under new private equity ownership, and in October 2019, new management suddenly fired Deadspin’s acting editor-in-chief. Every single editorial employee at Deadspin quit within 48 hours. 18 of those employees started Defector Media, which was publicly announced in July 2020. All Defector employees hold equity in the company, although its founding members have some enhanced governance rights. Inspired by the Teal management system and incorporated as a worker-owned cooperative, Defector’s employees participate in a series of standing committees that make decisions about business operations.
### Motivation and Readiness
The former editorial staffers of Deadspin had worked under several forms of corporate ownership—Gawker, a digital media company; Univision, a media conglomerate; Great Hill Partners, a private equity firm—all of which, to varying degrees, left their professional fates at the whims of business executives who did not necessarily understand or respect the editorial enterprise. Through it all, they were able to grow a loyal audience, reaching tens of millions of readers each month. After new management fired Deadspin’s acting editor-in-chief, the entire editorial staff proceeded to quit in solidarity. These editorial staffers then launched Defector, setting it up as a worker cooperative, in hopes of controlling the ongoing operations of the business and reaping its rewards, however modest. The goal was to create sustainable, middle-class journalism jobs and steadily grow the business, rather than to grow as fast as possible to get the largest possible exit for outside investors.
### Process and Tensions
Defector was co-founded by 19 people: 18 editorial staffers and one revenue and operations person. They divided the equity in the company evenly amongst themselves, and did not take any outside funding. The company’s legally binding operating agreement required that key decisions be ratified with a majority vote of all employees—so, all would have a say in choices like whether to raise money via debt or outside equity funding, or whether to sell or wind down the company. The initial editor-in-chief and business-side executive could be fired with a two-thirds vote of all employees. Defector was able to launch with minimal startup costs, because key partners were willing to work under pure revenue-share agreements with no fixed upfront costs (e.g., technology for the website) or with discounted rates and generous payment terms (e.g., outside legal counsel). The co-founders decided that the core revenue model would be direct subscription sales, with articles behind a paywall. Heading into the launch, it was difficult to predict how willing readers would be to pay for journalism, and staff were prepared to make very little, if any, money for some time.
### Results
The day Defector launched, over 10,000 readers subscribed. Revenue over the first 12 months totaled $3.2 million, enabling the publication to hire additional staff. The owner-employees continued to build out rules and processes that allowed for everyone to have a say in the direction of the business—while, at the same time, ensuring that people didn’t get bogged down by trying to reach consensus on every single decision. A few notable projects they have undertaken since then included voting for representatives to the company Board of Directors; assigning decision rights on key decisions; creating standing committees to work on ongoing organizational topic areas; and writing a full employee handbook. By December 2021, Defector had more than 40,000 paying subscribers and had grown to include 23 full-time employees, including all of the 19 original cofounders.
### Sources
- E2C conversation with Defector founding team
- [After Quitting Deadspin in Protest, They’re Starting a New Site – New York Times](https://www.nytimes.com/2020/07/28/business/media/deadspin-staffers-start-defector.html)
- [Defector.com’s journalistic experiment began with a staff walkout. It might actually be working – The Washington Post](https://www.washingtonpost.com/lifestyle/media/media-defector-success-after-deadspin/2021/02/21/80e867ee-7231-11eb-85fa-e0ccb3660358_story.html)
- [A new model for modest, middle-class journalism – The Week](https://theweek.com/business/1005721/a-new-model-for-modest-middle-class-journalism)
- [One Year of Defector](https://defector.com/one-year-of-defector/)
- [Defector Annual Report, September 2020 – August 2021](https://defector.com/defector-annual-report-year-one/)

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---
title: ENS
date: '2023-12-22'
draft: false
description: "Ethereum Name Service (ENS) is a public key protocol that decentralized its governance in 2021 by forming a DAO, airdropping tokens to users, expanding collective ownership."
status: success
tags:
- crypto
- success
url_external: https://ens.domains/
image: /img/logos/ens.jpg
---
### Summary
Ethereum Name Service (ENS) helps simplify public keys on the Ethereum blockchain. Public keys, which represent crypto transactions on a ledger, are long sequences of numbers and letters which, while unique and secure, are almost impossible to memorize. So, ENS offers the Ethereum equivalent of a domain name: a customizable phrase that is easier to remember and find than a full public key. Purchasing an NFT on [the ENS website](https://ens.domains/) grants the ability to customize the key associated with your wallet address by creating a unique username ending in .eth. Founded in 2017, ENS is today used by over 300,000 accounts. In November 2021, a DAO was launched to decentralize governance of the protocol, and 25% of governance tokens were airdropped to existing active users. ENS is now collectively owned and stewarded by its DAO, [using tools](https://docs.ens.domains/v/governance/process) like Discourse forums to hold public discussions and voting interfaces like [Tally](https://www.tally.xyz/gov/ens) to facilitate the creation and execution of proposals. While they have a DAO constitution, their [governance processes](https://docs.ens.domains/v/governance/process) are intended to be continually owned, modified, and enforced by the community.
### Motivation and Readiness
After four years of development, ENS was initially controlled by a small set of people. However, in step with the values of decentralization and community governance often touted in Web3, the team wanted to decentralize control and management of the protocol to their community. So, in November 2021, the ENS DAO was launched, along with the ENS Foundation, established in the Cayman Islands to legally represent the DAO. By virtue of being built on the blockchain, it was possible for ENS to assess the users who had previously registered .eth domains and airdrop them governance tokens, enabling them to begin participating in the protocol’s stewardship.
### Process and Tensions
The ENS exit to community was done in a Web3-native way, through an airdrop of governance tokens. After deciding to opt for decentralized governance, the ENS team came up with an algorithm to fairly distribute 25% of the ENS token supply to active users. Because ENS is built on top of the Ethereum network, the team was able to take a snapshot of the wallet addresses of active users, and then create an interface allowing them to claim ENS governance tokens. As part of the claiming process, participants delegated their votes to active community members, and also voted on resolutions for the [ENS DAO Constitution](https://docs.ens.domains/v/governance/ens-dao-constitution), which outlines the scope of legitimate actions for the DAO.
### Results
The airdrop successfully put 25% of the token supply into the hands of ENS users. Many accounts claimed to have received token allocations through the airdrop worth over $20,000. After the initial distribution, the users ended up having more control and power than the core contributors, who collectively received 18.96% of the token supply. As a result of the airdrop, the ENS DAO has created a way to self govern an integral part of Web3 infrastructure. Following its success, the airdrop model executed by ENS could become a standard way to decentralize services into collectively-owned and democratic networks.
### Sources
- [ENS DAO Constitution](https://docs.ens.domains/v/governance/ens-dao-constitution)
- [ENS Docs: Governance process](https://docs.ens.domains/v/governance/process)
- [Tweet thread: ENS governance token airdrop, explained](https://twitter.com/ensdomains/status/1455754470894317570)

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---
title: Forward Action
date: '2023-12-22'
draft: false
description: "Forward Action is a UK-based digital agency for progressive nonprofits with co-founders that converted the firm in 2022 to an employee ownership trust with profit sharing for every staff member."
status: success
tags:
- employee-owned
- services
- success
url_external: https://forwardaction.uk/
image: /img/logos/forward.jpg
---
### Summary
Forward Action is a UK-based digital agency that specializes in marketing services for progressive nonprofits. It was founded in 2015 by Joe Escalante Coney and Alex Lloyd Hunter, who met working on the UK Labour Party’s digital campaign ahead of the 2015 general election. Since then, the agency has worked with major organizations like Greenpeace, Amnesty International, and Save The Children. In October 2022, Forward Action became an employee ownership trust, with every staff member becoming a co-owner and sharing annual profits evenly. Escalante Coney and Lloyd Hunter consider this ownership model to be “the best way to empower our team to keep delivering the highest quality and most impactful work possible for our partners long term.”
### Motivation and Readiness
In private conversations over roughly the past five years, Escalante Coney and Lloyd Hunter discussed their intention to eventually part ways with Forward Action to pursue other ventures. Before committing to their departure, they wanted to develop an organizational structure that would ensure the agency could continue to thrive and stay true to its values, even in their absence. They considered a few  possibilities which they  ultimately felt went against the agency’s social justice ethos. The first was exiting to a third party, which would have put the agency at risk of sacrificing its values by submitting to the demands of a larger marketing company. The second option was for Escalante Coney and Lloyd Hunter to remain Executive Directors in name alone, remaining on staff in a passive capacity while continuing to reap profits. Instead of pursuing either of these options, the co-founders decided to opt for something more aligned with Forward Action’s values and hand over ownership to their team as an employee ownership trust. They began to contemplate the logistics of the transition in 2021, and it took just over a year to fully complete it.
### Process and Tensions
In order to properly facilitate the process, Escalante Coney and Lloyd Hunter sought help from the consultancy firm Baxendale, which assists organizations with transitioning their existing models to employee ownership (Baxendale is itself employee-owned). The two co-founders along with Baxendale introduced their transition plan to Forward Action’s workers and opened space for anyone to ask questions and submit feedback, either publicly or anonymously. Baxendale set forth the legal guidelines for a governance structure of a five-person board of trustees, each with voting power. The Forward Action board includes Escalante Coney and Lloyd Hunter; two representatives elected by workers; and one independent trustee from outside of the agency who serves as the chair. Helen Hyde, the independent trustee, previously worked in leadership at the John Lewis Partnership, which is the largest employee ownership trust in the UK. She was recommended to Forward Action by their accountant, and the two co-founders made the decision themselves to appoint her to the board.
### Results
Because the transition was so recent, it may be too soon to gauge its long-term impact. As of June 2023, Escalante Coney and Lloyd Hunter are no longer involved in day-to-day operations at Forward Action, and are thus no longer co-owners, but they remain on the board of trustees. In March 2023, they hired a CEO to take over the leadership role, and the new CEO is responsible for reporting to the board. Escalante Coney believes that as a result of the employee ownership model, “Forward Action will still be driving progressive change and thriving as a happy, fulfilling place to work in ten, fifteen or who knows, twenty years time.”
### Sources
- [A New Chapter for Forward Action](https://forwardaction.uk/2022/09/new-chapter/)
- [Forward Action – About Us](https://forwardaction.uk/2022/04/about-forward-action-our-job-benefits/)

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---
title: Gitcoin
date: '2023-12-22'
draft: false
description: "Gitcoin is a platform for open source Ethereum projects that exited its founding organization in 2021 with an $11.3 million investment round and shifted to liquid democracy."
status: ambiguous
tags:
- ambiguous
- crypto
url_external: https://gitcoin.co/
image: /img/logos/gitcoin.png
---
### Summary
Gitcoin is a platform for developers and creators to fund open source projects, particularly within the Ethereum ecosystem. Despite its name and its founding during the ICO boom in 2017, Gitcoin did not initially issue a coin or token, but was backed by the venture studio Consensys. In 2021 it spun out of Consensys with an $11.3 million investment round, which included a distribution of tokens to platform users. Since its exit, the goal has been to put the platform fully under the control of the token-governed GitcoinDAO, which follows a liquid democracy model based on stewardship.
### Motivation and Readiness
With a culture deeply tied to a vision of decentralization, Gitcoin co-founder Kevin Owocki sought a strategy to develop his company itself. The company began to achieve success during the crypto market downturn following the 2017 boom, becoming the main clearinghouse for grants and gigs for developers of Ethereum-related infrastructure. As Gitcoin’s success took hold, it became clear that it was ready to expand beyond Consensys.
### Process and Tensions
During the crypto boom in 2021, Gitcoin raised an $11.3 million investment round that included the Ethereum Foundation, Paradigm, and others. Through this, it exited Consensys and launched the GTC token on the Ethereum blockchain. In a “retroactive airdrop,” 15% of tokens were distributed to users who had donated or received funds on Gitcoin already, or who had participated in some other way. 50% of tokens went to the new GitcoinDAO, the token-governed entity intended to control the platform, and 35% went to the original company, Gitcoin Holdings, for distribution to founders, employees, and investors. The governance for GitcoinDAO was forked from the DeFi protocol Compound, centered on a “liquid democracy” model of delegating voting power to self-nominating “stewards.” All of this was relatively new and little-tested, so there were many uncertainties in the process.
### Results
The GTC governance token is traded on major crypto exchange platforms, and within a few days of launch it had reached a market capitalization of over $200 million—meaning over $30 million in value for the platform’s early contributors. Gitcoin continues to progress toward developing day-to-day management and governance through GitcoinDAO and further decentralizing, moving from being a single platform towards a more widely-usable protocol.
### Sources
- E2C conversation with founding team
- [Introducing gtcETH: A New Way to Fund Public Goods through Staked ETH – Gitcoin blog](https://www.gitcoin.co/blog/introducing-gtceth-a-new-way-to-fund-public-goods-through-staked-eth)
- [“Passing the Torch” blog post by Kevin Owocki](https://gov.gitcoin.co/t/passing-the-torch/10971/1)
- [Gitcoin on Crunchbase](https://www.crunchbase.com/organization/gitcoin)

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---
title: Groupmuse
date: '2023-12-22'
draft: false
description: "Groupmuse is a platform for live music run that survived the pandemic in 2020 by expanding to online shows, becoming a worker-owned co-op, and then adding a second class designed by an advisory council of musicians."
status: success
tags:
- co-op
- multi-stakeholder
- music
- software
- success
- worker-owned
url_external: https://groupmuse.com/
image: /img/logos/groupmuse.png
---
### Summary
Groupmuse is a multi-stakeholder cooperative platform for hosting live music performances. Since they began operations in 2013, the founding team intended to build a successful community-led platform and transition from a founder-owned startup to some kind of co-op. Starting in 2020, Groupmuse survived the pandemic by expanding to online performances, and by facilitating two ownership conversions: first, becoming a worker-owned co-op with help from LIFT Economy, and then adding a musician-owner class designed by an advisory council of musicians.
### Motivation and Readiness
Since 2013, Groupmuse has facilitated small, in-person traditional music concerts by connecting musicians, hosts, and audiences. In 2016, *WIRED* [described](https://www.wired.com/2016/10/groupmuse-classical-music-concerts/) Groupmuse as “Uber, But for Millennials Who Want Orchestras in Their Living Rooms.”
Ensuring fair working conditions and extending control to musician gig workers was always at the heart of Groupmuse’s mission. Similarly, collective stewardship of the platform to serve its community was built into operations from the start; as co-founder and Chief Technology Officer Kyle Schmolze noted, thousands of musicians use Groupmuse to host events locally, so decentralized decision-making, particularly by city, proved early on as an effective and efficient way to ensure the product is working. Groupmuse’s motivation for pursuing shared ownership was to codify and advance these goals and strategies.
During the COVID-19 pandemic, Groupmuse expanded to include virtual concerts as well as other genres of music. This pivot provided an opportunity for transition to cooperative ownership; now that the founding team had a functioning product and proven business model, they could finally take on the work necessary to evaluate and adopt the right cooperative model.
### Process and Tensions
Groupmuse was founded in 2013 as a C-Corp, and reincorporated in 2019 as a mission-based Public Benefit Corporation with the long-term goal of incorporating shared ownership and democratic management practices. In 2021, Groupmuse began two conversion processes: becoming a worker co-op, and then adding a musician class of owners.
First, with help from the consultancy LIFT Economy, Groupmuse [updated its bylaws](https://medium.groupmuse.com/a-new-path-for-groupmuse-a50215a310c8) to function as a worker cooperative. Schmolze notes that this process was relatively straightforward. Worker-owner membership in Groupmuse is open to any employee who works for a minimum of six months and 15 hours per week, with the consent of existing membership. Membership includes a seat on the Board, the right to decide one’s hours and salary, patronage dividends and profit-sharing, to appoint members of Groupmuse’s steering committee, and to serve on committees and weigh in on key business decisions including mission, budget, and hiring. Decisions are made using an advice and consent model, following decision-making structures outlined across membership and committees per the bylaws.
Second, in 2020, the COVID-19 pandemic created a major gap between work and compensation, and a major tension. According to Schmolze, “the pandemic hit and we had a lot of very important work to do, but we had lost all of our revenue sources. It wasn't long before Groupmuse was relying on a lot of volunteer and unpaid labor from our workers and musicians.” So, Groupmuse invited musicians to design a new ownership class. Eight musicians formed the Founding Musician Council and later became the first musician-owners. After a nine-month process, this completed their work and in 2022, Groupmuse began [offering ownership shares](https://medium.groupmuse.com/become-a-musician-owner-at-groupmuse-34f7cf60d430) to musicians who use the platform; make a membership contribution of either a $50 one-time membership fee, a contribution of $50 from their earnings, or two hours of administrative or other event-related work; and are approved by the Musician Council. Musician-owners are also required to complete a number of administrative hours of work each year. Members receive ownership shares, which access to Groupmuse services and activities, as well as profit-sharing.
### Results
Overall, Groupmuse survived the difficulties of running a platform for live music during a pandemic, and compensating workers and volunteers fairly and respectfully for their labor. According to Schmolze, “Our conversion saved the company. All those people probably would not have continued working unpaid if they were not given some ownership commensurate with their commitment and devotion.”
As of December 2023, Groupmuse has 10 worker-owners and over 40 musician-owners. Cooperative ownership among workers and musicians helps to support fair wages and fair distribution of labor, and to keep the platform accountable to its community. A key advantage of democratic management, according to Kyle Schmolze, is the goodwill and trust among those who use the platform; for instance, the decision to ensure that musicians and non-members control programming at their events leads to immediate, tangible improvements on working conditions, and demonstrates Groupmuse’s commitments. Profit-sharing is not a core incentive, given low margins, but the musician-owner agreement nevertheless includes profit-sharing.
Groupmuse continues to develop its musician-ownership program and evolve its overall model by adding members from its community of musicians, and by experimenting with systems and tools for effective and accountable decision-making, particularly as the cooperative grows.
### Sources
- E2C conversation with Groupmuse founding team
- [Uber, But for Millennials Who Want Orchestras in Their Living Rooms – WIRED](https://www.wired.com/2016/10/groupmuse-classical-music-concerts/)
- [Groupmuse aims for structural change with switch to musician-owned business model – The Boston Globe](https://www.bostonglobe.com/2021/04/01/arts/groupmuse-aims-structural-change-with-switch-musician-owned-business-model/)

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---
title: HackerNoon
date: '2023-12-22'
draft: false
description: "HackerNoon is a tech publication that ran a $1.2m equity crowdfunding campaign in 2019 to leave Medium and build a platform of their own."
status: success
tags:
- crowd-equity
- software
- success
url_external: https://hackernoon.com/
image: /img/logos/hackernoon.jpg
---
### Summary
HackerNoon is a tech-focused publication that relies on a community of volunteer contributors. It began on Medium.com, where it achieved significant success, but that platform’s policies changed in ways that harmed HackerNoon’s business. In 2019, the founders (a family living in rural Colorado) used an equity crowdfunding campaign to raise approximately $1 million in order to gain more control and build a publishing platform of their own.
### Motivation and Readiness
HackerNoon (AMI Publications) started in 2016 as a publication on [Medium.com](http://medium.com/), focused on in-the-weeds blog posts on technology and software development. Medium’s features enabled it to be an open publication where authors could easily write on Medium and submit to HackerNoon. It quickly grew to be one of the largest publications on the platform, with dozens of articles per day and thousands of writers. But by mid-2018, Medium had changed its strategy and began to turn away from offering services to publications like HackerNoon. Messages they were getting from the platform convinced HackerNoon’s founders, David Smooke and Linh Dao Smooke, that they needed to move elsewhere. Medium offered to buy the company, and venture capital investors expressed interest in investing. The founders rejected these offers, wanting to retain control over the company and keep it accountable to its community of writers and readers.
### Process and Tensions
To finance the development of its own publication platform, HackerNoon initiated an equity crowdfunding round using the platform StartEngine (whose founder was a HackerNoon community member). Equity crowdfunding is a strategy, which had only recently become legal in the US, that enables companies to raise money by selling stock to large numbers of small, non-accredited investors. Doing this enabled HackerNoon to leverage its already large community of writers and readers to solve a business problem it faced – without giving up substantial control to investors in a standard venture round.
### Results
The campaign raised the legal maximum of $1.07 million from 1,200 supporters – about 15% of the company according to a $7.5 million valuation. In 2020, the company received a $1.5 million investment from Coil (whose Web Monetization software became part of HackerNoon’s platform) on a $11.5 million pre-money valuation. HackerNoon has since continued to grow, reaching over two dozen employees and earning over $1 million in revenue in 2021.
### Sources
- E2C conversation with founding team
- [Exit to Community: Two Startup Journeys to User-Ownership – Boulder Startup Week](https://www.colorado.edu/lab/medlab/2021/04/30/exit-community-two-startup-journeys-user-ownership)
- [Hacker Noon from a Community Perspective with Linh Dao Smooke – HackerNoon.com](https://hackernoon.com/hacker-noon-from-a-community-perspective-with-linh-dao-smooke-qo963skk)
- [State of the Noonian – HackerNoon.com](https://help.hackernoon.com/state-of-the-noonion)
- [Get a Piece of the Hacker Noon: The Premier Independent Tech Publication – StartEngine](https://www.startengine.com/hackernoon)

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---
title: Josephine
date: '2023-12-22'
draft: false
description: "Josephine was a home-cooked meal startup that tried granting 20% ownership to chefs but after facing market and regulatory challenges, converted in 2018 to a food policy advocacy nonprofit."
status: ambiguous
tags:
- ambiguous
- multi-stakeholder
- nonprofit
- services
url_external: https://www.crunchbase.com/organization/josephine
image: /img/logos/josephine.png
---
### Summary
Josephine was a platform for ordering home-cooked meals that operated between 2014 and 2018 with major customer bases in the Bay Area, Portland, and Seattle. The platform’s co-founder Matt Jorgensen intended to allocate 20% of company ownership to cooks – mostly women of color – and to have cook representation on the board of directors. The company’s business operations were [interrupted](https://www.berkeleyside.org/2016/05/11/food-startup-josephine-pauses-east-bay-operations) by regulatory challenges around food safety rules and, despite successful advocacy efforts to change California food laws, Josephine shut down in 2018. The founders [reported](https://www.berkeleyside.org/2018/02/02/josephine-announces-it-will-close) that they had a hard time raising money and that the “policy timeline doesn’t match up with venture capital timelines.” However, the effort pivoted into a new nonprofit called the [COOK Alliance](https://www.cookalliance.org/), which continues to advance home-cooked food legislation and support culinary entrepreneurs.
### Motivation and Readiness
In 2015, Matt Jorgensen and Charley Wang co-founded a startup named Josephine to connect cooks and eager eaters for home-cooked meals. Beginning in the Bay Area, they raised $4m, hired 15+ team members, recruited several thousand cooks in three states, and built a base of 50,000 customers. The co-founders recognized just how much work the cooks put into making their platform a success. And, in 2016, the co-founders and the rest of their team began exploring ways to better reward the chefs. They considered worker representation on their board, an equity stake for chefs, and other ways to include everyone who made Josephine a success as a democratically-run platform.
### Process and Tensions
The goal was to give 20% of company ownership to the cooks, and to ensure cooks were represented on the board. However, enacting this was a slow process, and combined with regulatory challenges, it ended up straining the relationship between Josephine's founders and investors (who wanted to see the startup growing faster). User growth was on track for 15-20% per year, but at least one investor expected 15-20% *per month*. Directly engaging cooks in governance and investing heavily in policy change work to legitimize home-cooked meal sales simply necessitated a slower pace. Ultimately, these two factors – mis-matched expectations with investors, and the regulatory issues complicating operations – made it difficult for the Josephine team to find sustainable ways to build a community-owned, for-profit platform. Towards the end, 90% of their budget was spent on policy work; therefore, the team decided to pivot into a nonprofit model.
### Results
Although Josephine was not able to pursue an exit to community in its original form, the team found a different kind of success by pivoting into a community-driven nonprofit. In 2018, Matt and Charley shut down Josephine.com. When they ended the platform, they gave the cooks complete access to all of their data, as well as support in continuing to sell food independently. Matt and Charley also recruited a transition team to pursue their true purpose as nonprofit. [The COOK Alliance](https://www.cookalliance.org/). Having already succeeded in passing legislation to legalize home-cooked food sales in several US states, The COOK Alliance is now focused on helping cooks build businesses and cultivate community.
### Sources
- E2C conversation with founding team
- [Josephine is Winding Down – Josephine blog](https://web.archive.org/web/20180201234521/https://blog.josephine.com/josephine-is-winding-down-d1a4feb5837e)
- [Home cooking helped a Berkeley woman pay her rent, then two inspectors paid her a visit – SF Chronicle](https://www.sfchronicle.com/bayarea/otisrtaylorjr/article/Home-cooking-helped-a-Berkeley-woman-pay-her-13279583.php)
- [COOK Alliance website](https://www.cookalliance.org/)

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---
title: Juno
date: '2023-12-22'
draft: false
description: "Juno was an NYC-based ride-hail app that promised drivers equity based on trips completed, but got acquired in 2017 and eventually shut down and ended the stock program."
status: failure
tags:
- failure
- multi-stakeholder
- services
- software
url_external: https://en.wikipedia.org/wiki/Juno_(company)
image: /img/logos/juno.png
---
### Summary
Juno was a ride-hailing app in New York City that marketed itself to drivers and consumers as a more worker-centered alternative to Uber and Lyft. Juno had a number of driver-friendly features: it included a tip option, took lower commissions than competitors, and [promised](https://mashable.com/article/juno-sale-gett-drivers-response) drivers equity based on how much they drove for the platform. In 2017, about a year after launching, Juno’s founder and CEO sold the company to Gett, another ride-hailing technology platform, and ended the driver stock program. Mashable [reported](https://mashable.com/article/juno-gett-end-ride-sharing-app-lyft) that “drivers received less than $0.03 per restricted stock unit.” In 2019, Gett was acquired by Lyft, and Juno was shut down.
### Motivation and Readiness
Juno launched its black car ride-hailing app in New York City in 2016 as a competitor to the existing ride-hailing apps Uber and Lyft, as well as to New York City taxis. Around that time, in New York City and nationally, conditions for gig workers on new gig work apps – particularly Uber – had become the subject of worker organizing, lawsuits, new local and state regulation efforts, and public scrutiny. Juno sought to differentiate itself to both riders and drivers through its treatment of drivers, particularly related to earnings and ownership.
### Process and Tensions
Juno built its driver recruitment strategy around several key policies: a flat, transparent 10% commission (compared to the dynamic, opaque, and higher fees of Uber and Lyft) guaranteed for 2 years; improving driver support services and other app features that drivers identified as affecting working conditions; the ability for drivers to choose to work as independent contractors or employees; and reserving equity shares in the company for drivers. Juno’s driver stock program, as announced in 2016, would have offered 25 million restricted stock units to drivers per quarter so that within 10 years, 50% of the company would be owned by drivers (with the other 50% owned by the founders and investors). Any driver was eligible to earn equity in the company by meeting minimum work requirements (a minimum of 120 hours of active trip time per month for at least 24 months out of 30 months). Juno recruited drivers who had been working with Uber and Lyft, drawing them to the platform by focusing on these incentives.
By late 2016, Juno had reportedly recruited 30% of Uber’s drivers in New York City. (It is common for drivers to use multiple ride hailing apps, so this does not necessarily mean they stopped working for Uber altogether.) As of 2019, it was responsible for 3% of trips in the city. Juno’s rider-consumer marketing strategy included messaging about the platform’s better working conditions—however, it also relied on unsustainable fare subsidies and other discount programs, similar to Uber and Lyft. Even as Juno successfully increased driver sign-ups, it struggled to gain market share with consumers, making it an undependable source of work for drivers relative to other apps.
### Results
In 2017, Juno’s founder and CEO sold the company to Gett for $200 million. The driver stock program was terminated in tandem with the sale, less than a year later after the first shares were offered to drivers. Drivers were told that the restricted stock units earned to date would be converted into a cash payout program, reportedly amounting to $100-$200 per driver. Drivers filed a class action lawsuit against Juno and Gett seeking compensation on the basis of false advertising and breach of contract, among other claims (including alleged securities fraud). Juno continued operating under the ownership of Gett until November 2019, when Gett was acquired by Lyft and Juno was shut down.
### Sources
- [Juno Takes on Uber – The New Yorker](https://www.newyorker.com/magazine/2016/10/10/juno-takes-on-uber)
- [What Did We Learn From Gett’s Acquisition of Juno Rideshare? – The Rideshare Guy](https://therideshareguy.com/what-did-we-learn-from-getts-acquisition-of-juno/)
- [A “driver-friendly” Uber competitor is nickel-and-diming its drivers after its $200 million acquisition – Quarz](https://qz.com/969601/juno-ubers-driver-friendly-competitor-sold-to-gett-for-200-million-but-left-little-for-its-drivers/)
- [Class-action lawsuit filed against Juno by former drivers – ClassAction.org](https://www.classaction.org/media/razzak-et-al-v-juno-usa.pdf)

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---
title: Namaste Solar
date: '2023-12-22'
draft: false
description: "Namaste Solar is a solar installer in Colorado founded by a team that embraced new leadership in 2011 and converted to a worker co-op with $40m in annual revenue as of 2023."
status: success
tags:
- co-op
- success
- utilities
- worker-owned
url_external: https://namastesolar.com
image: /img/logos/namaste.png
---
### Summary
Namaste Solar is a commercial and residential solar-equipment installer based in Boulder and Denver, Colorado. In 2011, after five years in operation, its founders reoriented their relationship to the business and helped convert it to a worker-owned cooperative, which seeded the development of several additional cooperatives in the industry.
### Motivation and Readiness
Namaste Solar was founded in 2005 in Boulder, Colorado. It provides installation and maintenance services for solar-energy equipment in residential and commercial contexts. The company began with three co-founders, who invited the employees they hired to make capital contributions and become co-owners as well. There was thus always a strong commitment to sharing ownership among employees, and the vast majority of employees became co-owners, growing to over 50 within the first four years. The company involved employees in governance decisions, using open-book management and a one-person, one-vote decision-making system. For a time, all employees even earned the same salaries with the tenure-based raises.
However, the company’s practices gradually came into conflict with its legal structure as a C-corporation owned by its employees with widely varying amounts of shares. The company’s governance culture stood in tension with the realities of its unequal ownership. So, Namaste Solar explored various options for its future, including receiving acquisition offers from other companies. But as the employees began learning about cooperative business structures and the cooperativism movement, they realized it was a better fit for the company’s values than the C-corporation structure that they had been using previously, and they decided to convert to a worker-owned cooperative.
### Process and Tensions
Namaste Solar’s employee-owners began learning about worker cooperatives in 2009, and they formed a year-long committee to study the options available for their own transition to a cooperative model. In late 2010, the 52 employee-owners voted to approve the conversion, which took effect in early 2011. The process enabled the founders and early employees to receive non-voting preferred stock to reward their early efforts. Since then, workers have been able to become co-op members with a $5,000 investment. That year, Namaste Solar also became a certified B-Corporation. The Obama administration spotlighted the company as a symbol of a “green” economic recovery after the 2008 financial crisis. The cooperative has since grown to over 225 team members with annual revenues in excess of $40M.
However, their cooperative conversion has not been without caveats. Throughout its existence, Namaste Solar has benefitted from having supporters with considerable personal capital which they could contribute to the effort. As a construction company that’s based in a relatively homogenous state, the co-op’s membership is mostly male and homogenous. Furthermore, due to the cost of membership, many employees choose not to become co-op members.
### Results
In addition to member investments, Namaste Solar has raised external capital several times throughout its history that totals almost $5 million. These raises were organized in ways that did not dilute member control. Meanwhile, the company sought to expand beyond Colorado to achieve greater economies of scale in its operations. This effort, however, proved unsuccessful for multiple reasons that included financial, leadership, and rapid growth challenges. Instead, the company addressed the question of scale by turning in new ways to the cooperative model. It aided in the formation of [Amicus Solar Cooperative](https://www.amicussolar.com/), a purchasing co-op whose members are other regional solar installation companies, and [Amicus O&M Cooperative](https://www.amicusom.com/), a shared-services co-op whose members are companies that provide operations and maintenance (“O&M”) services. (Some other member-companies in these cooperatives have since followed Namaste Solar in converting to employee ownership such as [Technicians for Sustainability](https://www.tfssolar.com/), [ReVision Energy](https://www.revisionenergy.com/), [California Solar Electric Company](https://www.cal-solar.coop/), and [Sun Light & Power](https://www.sunlightandpower.com/).) To provide financing for consumer solar installations and other clean energy projects, [Clean Energy Credit Union](https://www.cleanenergycu.org/) was formed, owned by its depositors. [Kachuwa Investment Cooperative](https://www.kachuwaimpactfund.com/) was created to provide support in the form of real estate and mission-aligned capital for Amicus member-companies and other cooperatives, employee-owned companies, and certified B-Corps. In this way, Namaste Solar gave birth to a network of cooperatives, each with a distinct model designed to address a specific challenge.
### Sources
- E2C conversation with Namaste Solar founding team
- [Scaling Co-Operatives Through a Multi-Stakeholder Network: A Case Study in the Colorado Solar Energy Industry](https://doi.org/10.5947/jeod.2021.008)

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---
title: NIO
date: '2023-12-22'
draft: false
description: "NIO is a Shanghai-based electric car company founded by William Li who in 2019 allocated one-third of shares to a trust that functions like a town hall while retaining most governance rights."
status: ambiguous
tags:
- ambiguous
- high-tech
- publicly-traded
- trust
url_external: https://nio.com
image: /img/logos/nio.jpg
---
### Summary
NIO is a Shanghai-based electric car company. Sometimes referred to as “the Tesla of China,” they are popular in China, expanding across European markets, and have stated their intention to enter the US market by 2025. NIO’s founder William Li is often compared to Elon Musk, but NIO has proven to be more innovative than Tesla in a number of ways (for instance, their cars recharge faster than Teslas) and the company has a more user-focused governance approach. In 2019, Li assigned one-third of his shares to a trust on behalf of the company’s users. The trust will function like a town hall where consumers who own NIO cars “will have the opportunity to discuss and propose the use of economic benefits from the transferred shares,” according to [a company press release](https://ir.nio.com/news-events/news-releases/news-release-details/nio-inc-ceo-transferred-50-million-shares-newly). However, it appears that consumer input won’t directly shape and mandate company policy, as Li will legally retain full voting power over the transferred shares. It’s also unclear whether *all* NIO users, or only a select few, will be invited to these recurring company discussions.
### Motivation and Readiness
In a 2018 SEC filing prospectus, founder William Li wrote that NIO’s users’ passion for the product inspired him to include them in the company’s governance by establishing a trust. He cited the NIO’s original aspiration to “become a user enterprise,” and expressed enthusiasm towards the prospect of deepening their relationship with users by involving them in the company’s future: “I will let NIO users discuss and propose how to use the economic benefits from these shares… I also believe NIO users, shareholders, employees, and partners will all benefit from this arrangement in the long run.” Customer loyalty has [long been central to their business model](https://www.bnnbloomberg.ca/nio-is-winning-ev-drivers-hearts-as-competition-in-china-spikes-1.1811806), so positioning themselves as a company with meaningful user involvement in decision-making also helps NIO stand apart from other players in the rapidly-saturating EV market.
### Approach and Tensions
NIO’s approach involved establishing a trust that does not enable individual users to gain direct financial benefit from the company’s performance. Rather, membership in the trust allows them to guide how the company uses the resources that accrue to the trust, through participating in discussion and proposals. Thus, NIO’s approach centers on sharing governance with their community, but does not necessarily entitle them to share in the company’s financial upside.
### Results
In 2021, NIO’s listing on the Hong Kong Stock Exchange was delayed due to issues stemming from the structure of the user trust. In September 2021, they went public on the New York Stock Exchange, raising $2 billion, and were eventually able to list on the Hong Kong Stock Exchange in February 2022. However, their US stock performance has been rocky. In September of 2023, rumors circulated that NIO was holding discussions about a potential tie-up with Mercedes, although representatives from both companies denied this, and it is unclear how such a deal would impact their user-ownership trust.
### Sources
- [NIO SEC filings](https://sec.report/T/NIO)
- [William LI Transfers His 50 Million Ordinary Shares to NIO User Trust As Promised – Equal Ocean](https://equalocean.com/news/201901241347)
- [NIO is Winning EV Drivers’ Hearts as Competition in China Spikes – BNN Bloomberg](https://www.bnnbloomberg.ca/nio-is-winning-ev-drivers-hearts-as-competition-in-china-spikes-1.1811806)

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---
title: Python
date: '2023-12-22'
draft: false
description: "Python is a popular computer programming language that evolved in 2018 from a 'benevolent dictator for life' to a foundation with five-member steering council that included its founder for a term, and currently runs smoothly."
status: success
tags:
- nonprofit
- software
- success
url_external: https://python.org/
image: /img/logos/python.jpg
---
### Summary
Python is one of the world’s most popular computer programming languages. Created in 1991 by Dutch programmer Guido van Rossum, Python is open source but governed by its developers; anyone can fork it, but only core developers are able to approve major updates to the original code. Initially a “benevolent dictator for life,” Rossum formalized processes like Python Enhancement Proposals (PEPs) until, following a particularly contentious PEP in 2018, Rossum [decided to resign](https://lwn.net/Articles/759654/). To bridge the governance gap, Python's core developers [voted](https://discuss.python.org/t/python-governance-vote-december-2018-results/546) on [a proposal](https://peps.python.org/pep-8016/) to implement a steering council with five seats. Rossum joined the steering council for its first [term](https://peps.python.org/pep-0013/#term), and Python has continued to operate smoothly through its new community governance.
### Motivation and Readiness
Python invites its community of contributors to submit proposals, known as Python Enhancement Proposals (PEPs), for major new features and design updates to improve its codebase and other topics such as governance. Rossum had helped implement PEPs and been nicknamed the “benevolent dictator for life” (BDFL). However, after [Rossum’s 2018 PEP 572](https://lwn.net/Articles/757713/) became unexpectedly divisive, he decided to step down. While this decision was not just due to recent conflicts – he’d been BDFL for nearly 30 years, and, as he [wrote](https://www.mail-archive.com/python-committers@python.org/msg05628.html) to one mailing list, was “not getting any younger” – it represented an opportunity for the community to bring a new form of governance to life.
### Process and Tensions
After Rossum communicated his intent to resign, the core developer community considered its options for new governance. Fortunately, they were able to build on existing capacities developed under Rossum’s leadership, including the PEP process, the existence of a core team with various documented rules the community followed and enforced, the existence of the [Python Software Foundation](https://python.org/) (PSF), and community familiarity with various voting methods including those for electing the PSF board of directors. However, there were no written bylaws; the BDFL was a one-man government, after all. At an in-person retreat, core developers came up with an approach for choosing a new governance model, and for choosing an electoral process for how to vote on that new model. They opted to have core developers submit governance proposals as PEPs, and used [the Condorect method](https://en.wikipedia.org/wiki/Condorcet_method#:~:text=A%20Condorcet%20method%20(English%3A%20%2F,there%20is%20such%20a%20candidate.) to put those PEPs in head-to-head competition with each other. In an election facilitated by the Python Software Foundation, the proposal for a steering council, PEP 8016, won.
### Results
After PEP 8016 succeeded, 69 out 96 eligible voters elected Python’s first steering council. They also decided to elect a new council following each Python feature release. Rossum won a seat on the steering council for its first term, which enabled a more gradual transition. Importantly, Python has continued to operate and perform effectively over this period. The Python community regularly releases new versions of Python, welcomes new members to the core team, and remains one of the most popular programming languages in the world. They also continue debating and accepting PEPs, with no conversations getting as heated as the ones around PEP 572 – perhaps due to the increased capacity of a five-person team to attend to conflict resolution. The Python community hopes to keep growing and diversifying, and to continue making a language that people love to use.
### Sources
- E2C conversation with Python researcher Shauna Gordon-McKeon
- [PEP 8016 – The Steering Council Model](https://peps.python.org/pep-8016/)
- [“A New Era in Python Governance” (Talk) - Shauna Gordon-McKeon, PyCon 2019](https://www.youtube.com/watch?v=mAC83JVDzL8&ab_channel=PyCon2019)

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---
title: Signalise Co-Op
date: '2023-12-22'
draft: false
description: "Signalise is a Sign Language platform based in the UK that raised funding in 2021 for development by selling 10% equity to investor-members."
status: success
tags:
- co-op
- crowd-equity
- multi-stakeholder
- services
- success
url_external: https://signalise.coop/
image: /img/logos/signalise.jpg
---
### Summary
Signalise is cooperative for booking Sign Language interpreting services on-demand. The cooperative is run by its workers and users, Deaf people and British Sign Language (BSL) interpreters, to serve the needs of the Deaf community and communication professionals. Signalise’s ultimate goal is to support Deaf people’s independence, help them know their rights, and facilitate better access to interpreting services, including in a healthcare context, enabling individuals to advocate for themselves. In 2021, Signalise raised funding with help from [The Community Shares Company](https://communityshares.co.uk/), selling 10% of the co-op to 194 investors.
### Motivation and Readiness
Signalise has been a multi-stakeholder cooperative from the time of its founding in October 2019, with its workers *and* users – Deaf people and communications professionals – constituting its ownership. Historically, most interpreting services in the UK healthcare system have been run by private companies with centralized ownership, national providers, or Deaf charities – not administered by Deaf people or interpreters themselves, and thus have been more likely to prioritize profit over these groups’ actual needs. Community ownership has been central to Signalise’s mission from the outset: under their “platform cooperative” model, it’s the folks most intimately connected to the services that they provide who own and govern the platform.
### Process and Tensions
Signalise’s bylaws outline the need for regular meetings and member engagement, offering opportunities to give feedback, shape the service, and be involved in the continued evolution of the platform’s roadmap. In 2021, Signalise needed money to complete the development of their web platform and video interpreting services, as well as ensuring they could employ more staff and continue to grow. To raise funding from the wider community, they held a Community Share Offer in April 2021 with help from [The Community Shares Company](https://communityshares.co.uk/), In an effort to make it accessible, the minimum investment was set at £50. Investors were granted voting rights in the co-op’s operation, but their votes are weighted less heavily than workers and users, to ensure that control stays with the people for whom the platform matters the most. 194 people invested in the Community Share Offer, and their cumulative ownership stake is weighted at 10%.
One trade-off that became apparent in the process of growing a community-owned business is the fact that it demands more engagement on the workers’ and users’ part. For users, that means taking the time to understand the business and the part that users play in receiving services. Likewise, it asks workers to understand the business, be more actively involved, and commit to delivering a high standard of service. However, the payoff of this involvement is immense, as it stages the exciting opportunity to co-create a platform that works for all, to find solutions that come directly from the community, and to ensure that the business survives and thrives in an incredibly competitive market.
### Results
As of late 2023, Signalise’s co-op membership included approximately 100 users (Deaf people), 100 workers (communication professionals), and an additional 193 investor-members following the Community Share Offer. Both workers and users report that the platform has made their lives easier. Users are able to use the video interpreting service to call their GPs, rather than having to rely on family and friends for interpreting or to physically show up at a doctor’s office and write notes to reception staff in order to book appointments. Interpreters are actively involved in the platform’s governance, and demonstrate a positive outlook around being able to have more ownership over their work, shaping the service, and working more closely with the Deaf community. Perhaps most importantly, there is more connectivity and understanding between Deaf people and interpreters. Looking towards the future, Signalise is investing heavily in their tech to support growth and co-op membership. As of 2023, they are reviewing their strategy with all stakeholder groups, and have major ambitions to test the model in other areas and scale the business.
### Sources
- E2C conversation with Signalise founding team
- [Signalise - Docs & Bylaws](https://organisation.signalise.coop/)
- [Signalise Co-Op | YouTube Channel](https://www.youtube.com/channel/UCRmSxpmve_t8HN8_Fv5OQBw)
- [Why do we need a #platformcoop to deliver interpreting services for Deaf people?](https://medium.com/signalisecoop/signco-io-why-do-we-need-a-platformcoop-to-deliver-interpreting-services-for-deaf-people-8360e4250068)
- [Why I got involved in Signalise Co-Op](https://medium.com/signalisecoop/geraldine-ohalloran-why-i-got-involved-in-signalise-co-op-2b2f1882f913) (a Deaf board member’s perspective)

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---
title: SongADAO
date: '2023-12-22'
draft: false
description: "SongADAO emerged when Jonathan Mann formed a Limited Co-op Association and DAO in order to protect his daily songwriting practice with 100% community ownership and governance."
status: success
tags:
- crypto
- music
- success
url_external: https://songaday.world/
image: /img/logos/songadao.png
---
### Summary
Singer-songwriter Jonathan Mann has written and released a new track every single day since January 1st, 2009. The ongoing project, known as Song a Day, has earned him a Guinness World Record for the most consecutive days of songs recorded. However, this project is much more than one person’s ambitious creative endeavor; it wouldn’t be sustainable without [the financial support](https://www.ampled.com/artist/jonathanmann/) of Mann’s loyal fanbase. That’s why Mann exited to his community of listeners by launching SongADAO, a registered Limited Cooperative Association. He has minted an NFT for every Song a Day release, and to become a member of the DAO, you must own at least one of these NFTs (as of writing, over 4,000 are currently available to purchase [on OpenSea](https://opensea.io/collection/song-a-day)). SongADAO’s members democratically own and govern “100% of the rights to – and revenue from – all Song A Day songs,” according to [Mann’s website](https://songaday.world/songadao/). It demonstrates how artists [can break the fourth wall](https://www.metalabel.xyz/magazine/features/evolution-of-the-solopreneur) and expand their creative practice from individual to collective ownership.
### Motivation and Readiness
Mann had developed an early interest in NFTs after coming across the CryptoPunks project in 2017, which sparked his curiosity around using blockchain technology to monetize and distribute music in new ways. After many years of creating a song a day, Jonathan felt limited by how his fans and audience could interact with his songs. As NFTs became more widespread, this developed into a new idea: What if people could collect Jonathan’s songs? What if a participatory community could be built around the project?
### Process and Tensions
SongADAO is taking the decentralized, internet-native DAO formation and pairing it with a formal cooperative. In fact, SongADAO is officially a Colorado Limited Cooperative Association (LCA), which members can join by owning one Song A Day NFT. The group avoids some of the associated web3 challenges for sybil resistance by requiring members to confirm their identity through a service called Bright ID. The governance structure follows a one-person-one-vote format, because it’s more democratic than token-weighted voting (which is characteristic of most DAOs). That’s why membership of the DAO/cooperative is represented as an NFT rather than through a fungible ERC-20 token. There are also creative ways to earn membership, like participating in [challenges to create art every day for a month.](https://twitter.com/songadaymann/status/1519372158375452672?s=20&t=00vGxIpXzhKAEMJ8gI6FOw)
### Results
The unique model of selling an NFT of a song every day has been incredibly successful for a musician like Jonathan, as over 1,600 people now own a Song A Day NFT. According to the SongADAO website, the organization hopes to inspire other creators to replicate their model and new business models in music more broadly.
### Sources
- [Song a Day website](https://songaday.world/)
- [Song A Day YouTube Channel](https://www.youtube.com/channel/UCvj5S3f10rO6CoibatfRGzg)
- [How to Make a Song Every Day and Turn it in to a DAO Cooperative: Interview with Jonathan Mann – The Blockchain Socialist](https://open.spotify.com/episode/53gFEEJShruRKc6L7wxnW5?si=GIg34dM6TdGwa4Nlj6EjMQ)
- [Evolution of the Solopreneur – Metalabel](https://www.metalabel.xyz/magazine/features/evolution-of-the-solopreneur)

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---
title: The Appeal
date: '2023-12-22'
draft: false
description: "The Appeal is a worker-led nonprofit newsroom focused on criminal justice with staff that unionized, got shuttered by former leadership, and reorganized with a donation campaign to form a new, independent nonprofit."
status: success
tags:
- journalism
- nonprofit
- success
url_external: https://theappeal.org/
image: /img/logos/the-appeal.jpg
---
### Summary
The Appeal is a worker-led nonprofit newsroom that publishes investigative journalism on the impact of policing, jails, and prisons on communities across the United States. The website launched in 2018 as the editorial arm of The Justice Collaborative, a project fiscally sponsored by the Tides Foundation. In June 2021, shortly after its staff unionized (layoffs began five minutes after the Appeal [went public with its union](https://www.niemanlab.org/2021/05/staffers-at-the-appeal-announced-they-had-formed-a-union-five-minutes-later-management-announced-layoffs/)), Tides and The Appeal’s former management shuttered the organization. However, within a few months, the resilient and tight-knit editorial team leveraged skills built through their union campaign to run a donation drive and successfully relaunch the publication as a new organization and fully worker-led initiative. Their new nonprofit enabled them to move key brand and web assets to new ownership and continue their reporting.
### Motivation and Readiness
In 2020, management of The Justice Collaborative, a legal advocacy organization, closed the organization without a clear explanation. The Appeal, a direct offshoot of the Justice Collaborative, continued operating, but the abrupt changes brought longstanding issues to the surface. The staff’s motivation to unionize centered around a lack of transparency from management and Tides, constantly changing editorial directives, and the mistreatment of women, people of color, and especially women of color in the workplace. However, a few weeks after the union victory, [Tides shuttered The Appeal](https://defector.com/the-reckoning-at-the-appeal-was-a-long-time-coming/) in June 2021. Concerned about whether The Appeal’s website would remain live and the void in criminal justice reporting left in its absence, the Appeal team sought to carry on the publication’s mission. But having learned through direct experience that operating under their previous fiscal sponsor was an unpredictable and unaccountable business model, the staff realized they needed to be their own publishers to secure a future for The Appeal. “We really were the organization, the ones doing the work,” says Strategy & Legal Director Molly Greene, which further motivated The Appeal staff to find a new way forward.
### Process and Tensions
Ironically, the Tides Foundation’s retaliation against The Appeal unionizing helped inspire and equip staff in forming a worker-led nonprofit newsroom. “We were used to working as a cohesive unit, and had very clear lines of communication,” says Greene, “so when it came time to build a new life for The Appeal, we were able to sustain momentum and our strong internal dynamic”. Staff elected leadership, coordinated a fundraising campaign with support from nonprofit media outlet Scalawag Magazine, and began developing new governance. They chose a nonprofit model partly so they could transition ownership of key brand assets and web and social media properties without fees to a for-profit entity, and partly because a nonprofit allows them to ensure that their publication remains free and accessible to all.
### Results
After less than a year on their own, The Appeal has several organizational and operational accomplishments worth highlighting. The staff engaged a large number of peers in research and development on their own decision-making model, ultimately named [OATS](https://rjionline.org/news/how-to-bring-democracy-into-your-newsroom/) (oversees, accountable, team input, and signoff), which Greene says ensure the staff are “including everyone while still moving forward at a pace at which we’re comfortable.” They also addressed negative dynamics common with nonprofit board-worker arrangements by forming a board of advisors. They have since shared resources on [how to launch a nonprofit newsroom](https://docs.google.com/document/d/12wuJGzVD7ophMu1rQLORCOURb8jJOI8XQbl-my3h57M/edit) and [how their governance process works](https://docs.google.com/document/d/1phaMlP4UH8ufg8u3sUu6n651mAcmQQNMnTvcrjcIqAc/edit). The Appeal has been and will continue to be “very intentional about our board of directors – including criminal justice advocates, formerly incarcerated advocates, individuals holding down the worker-led side of what we do, people from outside of criminal justice who are really good storytellers, and one of our own team members.” Future efforts may include deeper engagement with readers such as lawyers and advocates who need reporting from The Appeal for their daily work.
### Sources
- E2C conversation with founding team
- [Important Updates from The Appeal – TheAppeal.org](https://theappeal.org/important-updates-from-the-appeal/)
- [The Reckoning at The Appeal Was A Long Time Coming – Defector](https://defector.com/the-reckoning-at-the-appeal-was-a-long-time-coming/)
- [The Appeal is Back! – Defector](https://theappeal.org/the-appeal-is-back/)
- [We Created a Democratic Worker-Led Care-Centered Newsroom – RJ Online](https://rjionline.org/news/weve-created-a-democratic-worker-led-care-centered-newsroom/)

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---
title: The Brick House Cooperative
date: '2023-12-22'
draft: false
description: "The Brick House Cooperative is a group of nine publications that protected itself against private ownership by incorporating as an Ohio-based LLC with co-op bylaws and nine equal shares."
status: success
tags:
- co-op
- journalism
- success
- worker-owned
url_external: https://thebrick.house/
image: /img/logos/the-brick-house.jpg
---
### Summary
The Brick House Cooperative (BHC) is a group of nine online publications. Founded in October 2020, BHC designed its model to protect independent journalism against the risks of private ownership. BHC launched after fundraising through a Kickstarter campaign, incorporating as an Ohio-based LLC and operating as a co-op. Its nine publications – Olongo Africa, Preachy, FAQ NYC, Sludge Report, AWRY, Hmm Weekly, Tasteful Rude, No Man is an Island, and Popula – all pool revenue and expenses, and each own one share in the cooperative. Shares cannot be transferred or appreciate in value; they can only be sold back to the co-op. A yearly subscription of $75 gives readers access to all nine titles.
### Motivation and Readiness
Popula, The Sludge Report, Hmm Weekly and FAQ NYC were early grantees of Civil, a media venture that attempted to establish a network of journalist-controlled newsrooms using blockchain technology and backed by a cryptocurrency token called CVL. When the Civil experiment faltered, the founders of these four publications discussed their continued desire for a democratic, decentralized operating structure in line with Civil’s vision. Each was interested in a reader-supported, ad-free, sustainable business model that might benefit from shared security through affiliation with other newsrooms. They recruited five other potential cooperative members and raised $100,000 through a Kickstarter campaign and other donations. In 2020, BHC launched [its main website](https://thebrick.house/) and began publishing.
### Process and Tensions
BHC is incorporated as an LLC in Ohio and operates as a cooperative. Its founders considered becoming a 501(c)(3) organization, but decided against it, concerned that nonprofit status might limit the kinds of journalism their members wanted to create. BHC’s founders studied the Arizmendi Association, an umbrella co-op of nine worker-owned bakeries, as well as other businesses in the Bay Area that provide shared services, technical assistance, and financing. BHC’s founders also studied corporate histories to glean insight and guard against undesirable outcomes (including the 2004 case of a Craigslist employee selling their equity in the company to rival eBay, resulting in years of legal battles). Drawing on these lessons learned, BHC opted for a model where ownership shares are valued at $1, cannot appreciate in value, and cannot be sold except back to the co-op. Currently, BHC [divides revenue](https://www.businessinsider.com/brick-house-cooperative-divides-its-revenue-media-bundle-2021-1) among its publications based on where the reader subscribed, either through the BHC homepage or the member publication’s own homepage.
### Results
The co-op still houses all nine original member publications, and it plans to accept new publications in the future. In January 2022, BHC [received](https://thebrick.house/hurrah/) a $100,000 grant to complete its website and advance its work on libraries and digital ownership rights. The co-op members and cofounder Maria Bustillos have been sounding the alarm on corporate publishers seeking to make digital books merely “rentable” to libraries, like Netflix. As a proof of concept experiment, BHC [sold](https://www.thenation.com/article/culture/libraries-digital-publishing-ebooks/) a digital copy of its quarterly anthology to The Internet Archive's Open Library so that it can be lent out in perpetuity. In November of 2023, BHC launched a crowdfund to start a new project called Flaming Hydra, an ad-free daily newsletter by a cooperative of writers and artists who own and share in the publication equally. Their initial funding goal was met in under five days.
### Sources
- E2C conversation with founding team****
- [The Brick House: Who We Are](https://thebrick.house/who-we-are/)
- [Introducing the Brick House: The wolf-proof media cooperative – CJR](https://www.cjr.org/first_person/introducing-the-brick-house-the-wolf-proof-media-cooperative.php)
- [A Media Pioneer Tries Again With a New Journalism Cooperative – NYTimes](https://www.nytimes.com/2020/08/25/business/media/brick-house-journalism-cooperative.html)
- [Maria Bustillos on Tokenizing Journalism, the Death of Civil and Rise of Brick House – Coindesk](https://www.coindesk.com/markets/2020/08/30/maria-bustillos-on-tokenizing-journalism-the-death-of-civil-and-rise-of-brick-house/)
- [How the 9-publication cooperative Brick House designed a revenue splitting system that could be a model for new media bundles – Business Insider](https://www.businessinsider.com/brick-house-cooperative-divides-its-revenue-media-bundle-2021-1)
- [Flaming Hydra website](https://flaminghydra.com/)

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---
title: The WELL
date: '2023-12-22'
draft: false
description: "The WELL is an internet forum founded in 1985 that had many owners and faced many threats, but eventually protected its community in 2012 by selling to an entity formed by 11 long-time users."
status: success
tags:
- acquired
- services
- success
url_external: https://well.com/
image: /img/logos/the-well.png
---
### Summary
The WELL is an ad-free internet forum and social network founded in 1985, long before the likes of Reddit or 4Chan. *WIRED* [called it](https://www.wired.com/1997/05/ff-well/) “the world’s most influential online community,” and it shows how home-grown user culture can shape a platform as much as formal governance. Ownership passed many hands over the years, from the founder of Rockport footwear to *Salon*, until a group of 11 long-time users bought The WELL in 2012 as The Well Group, Inc. Their [press release](https://www.well.com/about-2/pr/well-group-acquisition-q/) announcing the acquisition, their goal is to maintain “the great garden of community and conversation that we have.”
### Motivation and Readiness
The WELL grew its membership through word-of-mouth, and as a result, most people using the platform already knew each other. In addition, it has always run on paid user subscriptions in place of ad revenue. These factors were consequential in the early days because if an investor began to make alterations to The WELL that disrespected the community’s values, the collective could conceivably withhold funds as a collective response (and, given the level of familiarity among users, mobilization to cancel payments would’ve happened pretty quickly). It was evident that their culture didn’t need bylaws in order to exert authority. And unlike other interest-specific online forums or niche social media platforms, The WELL’s interest *was* its own existence and future – there was nowhere else to talk about the WELL aside from on The WELL! All of this helps explain why, despite their collective spirit, there was never a strong motivation among the community to formalize collective ownership, and why they were fine with seeing the platform transition between different proprietors. So, when it became clear in 2012 that *Salon* was looking to sell The WELL, its community was ready and well-positioned to buy the platform themselves.
### Process and Tensions
At one point earlier on in The WELL’s history, the question of cooperative ownership came up. In 1995, user Howard Rheingold sensed that the vision of then-owner Bruce Katz to expand The WELL membership might put growth above community, and he tried to bootstrap The River as an alternative social network, which he incorporated as a formal co-op. While The River didn’t last, Katz eventually sold The WELL to *Salon Magazine*, who realized the platform was less profitable than they would’ve liked it to be. So, in 2012, Salon sold The WELL back to its users – specifically, a group of 11 long-time users who opted to become shareholders – for $400,000.
### Results
Out of the 11 long-time members who acquired The WELL in 2012, only seven remain as active owners. There are no full-time staff members, with daily operations being overseen by a board of directors and a handful of independent contractors. Because recruiting younger members was never a goal, the membership’s demographic is relatively the same as when The WELL first launched almost four decades ago. In fact, one forum thread that has gotten a little bit longer over recent years is the obituary thread. Still, users remain active and look to The WELL as a necessary escape from the rampant toxicity of Big Tech social media.
### Sources
- E2C conversation with The WELL researcher Jacob Kuppermann
- [The WELL Group Acquisition Q&A](https://www.well.com/about-2/pr/well-group-acquisition-q/)
- [The Epic Saga of The Well - WIRED](https://www.wired.com/1997/05/ff-well/)
- [Obituary: Earl Crabb, CEO of the self-owned WELL – Berkeley Daily Planet](https://www.berkeleydailyplanet.com/issue/2015-03-27/article/43159)
- [Rheingold's Tomorrow: The River, a User-Owned Virtual Community](https://people.well.com/user/hlr/tomorrow/river.html)

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---
title: Trident Booksellers & Cafe
date: '2023-12-22'
draft: false
description: "Trident is an employee-owned bookstore and café Colorado that became employee-owned in 2020 in the wake of COVID-19, and continues to embody its founding ideals."
status: success
tags:
- consumer-goods
- employee-owned
- success
url_external: https://tridentcafe.com/
image: /img/logos/trident-booksellers.png
---
### Summary
Trident is an employee-owned bookstore and café located in Boulder, Colorado. It has been a fixture of downtown Boulder since opening in 1980. Their brick-and-mortar space began as the office for [Shambhala Publications](https://www.shambhala.com/), which started in 1969 as an independent publisher focused on mindfulness, yoga, and spirituality. When the space became available for lease, Trident’s founders, Hudson Shotwell and James Gimian, decided to open a bookstore there. In 1981, they added an espresso machine, becoming Boulder’s first combination bookstore-café. After passing through multiple different owners’ hands in the decades since, Trident became employee-owned in 2020, in the wake of the COVID-19 pandemic. Through the transition to employee ownership, they have continued to embody the practices of “right livelihood” that guided their initial founding.
### Motivation and Readiness
Trident’s philosophical motivation to exit to community goes back to its early days. In the 1970s, the store’s founders had been students of Chogyam Trungpa Rinpoche – one of the first Tibetan Buddhists to come to the West, and an advocate of practicing “right livelihood” and making a positive impact on one’s community. The founders’ initial motivation to open a bookstore in 1980 was to practice that right livelihood as a way to spread knowledge and promote community.
However, it wasn’t until 2020 that Trident became employee owned. As the COVID-19 pandemic and attendant lockdowns caused hardship for small businesses, Trident’s management and workers had conflicting ideas about how to move forward. The owners asked a former manager, who they knew had the necessary expertise to keep the shop afloat, to come back on board. He agreed – on the condition that the shop become worker-owned. So, Trident took his ask seriously and opted to exit to community.
### Process and Tensions
In 2020, Trident’s ownership did not intend to convert the store to a worker-owned business, but the pandemic left them in a difficult place. The store’s owners had to come to terms with the fact that they did not have the knowledge and expertise to steward Trident through these tough times – but their employees, who had long been involved in the shop’s actual on-the-ground operations, *did*. In particular, one employee – the former bookstore manager, Peter Jones – was identified as someone worth bringing back into the fold to help Trident weather the storm. Jones agreed to rejoin Trident, on the condition that they pursue employee ownership, giving power over the future of the shop to the people who actually make it run.
At that point, Trident was owned by three families who were somewhat external to the business’s actual operations. Once they agreed to shift ownership and governance power to their employees, they created an LLC with 100 shares. In July of 2020, 12 of Trident's employees bought shares in their employer, inaugurating the conversion to worker-ownership.
### Results
By 2023, 20 of Trident’s ~25 workers held ownership shares. Every January, they review and vote on the operating agreement, at which time additional workers can buy in or sell their shares. Trident holds monthly governance meetings, where each owner gets an equal vote on proposals. Shares represent proportional ownership, and decide how the profit disbursement is split, but decisions, including whether or not to have a disbursement, are made equally – one person, one vote. Trident continues their 40-plus-year legacy of providing downtown Boulder with literature, coffee, and community – and meaningfully involving its workers in the decisions that shape their workplace, as well as rewarding the time and energy that they pour into keeping the space alive.
### Sources
- [About Us | Trident Booksellers and Café](https://www.tridentcafe.com/our-story)
- [From Booksellers to Owners – Poets & Writers Magazine](https://www.pw.org/content/from_booksellers_to_owners)

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---
title: Uniswap
date: '2023-12-22'
draft: false
description: "Uniswap is a crypto exchange that decentralized its governance but accountability remains in doubt."
status: ambiguous
tags:
- ambiguous
- crypto
url_external: https://uniswap.org
image: /img/logos/uniswap.jpg
---
### Summary
Uniswap is a free application for buying and selling cryptocurrencies. Compared to major exchange platforms like Binance and Coinbase, Uniswap is much more decentralized: users are incentivized to provide crypto they own to liquidity pools on the application, and the crypto is made available to other users who are interested in purchasing it. The trading fees on each crypto purchase via Uniswap go directly to [the original providers](https://blog.shrimpy.io/blog/coinbase-vs-uniswap) of liquidity, whereas Binance and Coinbase have total control over their liquidity, and all trading fees go straight back to the platforms. Uniswap is also more decentralized in its ownership structure, which was established with an airdrop in 2020 that rewarded governance tokens to previous users. Finally, Uniswap is an open source protocol, meaning its code base is public, so anyone can see how it works. Like-minded developers who want to build their own exchange platforms from scratch can therefore “fork” the code and iterate on it as the basis for their own new projects.
### Motivation and Readiness
In 2020, as the cryptocurrency market experienced a dramatic upturn and crypto became more widely traded among the general public, a number of exchanges – including major players like Coinbase and Binance – rose in popularity. However, these centralized exchanges were seen by some as antithetical to the spirit of crypto, which embraces decentralization. Uniswap sought a more distributed model than its competitors by distributing governance tokens, called UNI tokens, to users. The motivation to distribute [UNI tokens](https://uniswap.org/blog/uni) was to create “community-led growth, development, and self-sustainability” and enable “shared community ownership and a vibrant, diverse, and dedicated governance system, which will actively guide the protocol towards the future.”
### Process and Tensions
Uniswap performed an airdrop that rewarded past users, giving them voting power to make decisions about the future of the protocol. In September of 2020, Uniswap [announced](https://uniswap.org/blog/uni) their governance token, UNI. This allowed anyone that had used the protocol up until that point to claim an airdrop of UNI tokens, which grant them voting power to govern and control the protocol. As part of this process, 60% of the UNI genesis supply would be allocated to Uniswap community members, 21.51% to team members, and 17.8% going to investors. A minimum of 400 UNI was airdropped to retroactively reward everyone who used the service (even once) prior to September, thereby giving control of the network to over 50,000 Ethereum addresses that had contributed to its value and success. However, while Uniswap’s governance model is more decentralized than its competitors, it is ultimately based on token-weighted voting, and is not immune from developing concentrations of power.
### Results
Uniswap has seen active and engaged community governance, with initiatives and conversations publicly visible on its [governance page](https://gov.uniswap.org/). In addition to governance, the UNI tokens are used to give grants as an incentive to help build the Uniswap ecosystem. In 2021, the [UNI Grants](https://www.unigrants.org/) program awarded 95 grants, totaling over $5.6M, funding projects ranging from liquidity management research to the development of new governance apps to Solidity bootcamps.
### Sources
- [Governance | Uniswap](https://uniswap.org/governance)
- [Other Internet Uniswap Research Report: Discord, Governance, Community](https://www.notion.so/eb545f60b0ba4c30af066ca1a855e0fe?pvs=21)

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---
title: "Contact"
description: "Get in touch with the E2C Collective"
---
The E2C Collective is a group of practitioners, researchers, and allies who collaborate to make E2C a more available option for great organizations.
Want to contribute to this resource library? Have a story to share or questions about community ownership transitions? Are you looking for support for your own E2C process? We'd love to hear from you.
## Add your story
If you know of a company that has attempted or achieved an exit to community transition, we'd love to include it in our case study library.
<a class="btn" href="/add-your-story/">Contribute a story</a>
## Get involved or get support
Want to plan your community exit strategy? Got experience or legal snippets you'd like to share? We'd love to hear from you!
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<option value="ES">Spain</option>
<option value="NL">Netherlands</option>
<option value="SE">Sweden</option>
<option value="NO">Norway</option>
<option value="DK">Denmark</option>
<option value="JP">Japan</option>
<option value="KR">South Korea</option>
<option value="CN">China</option>
<option value="IN">India</option>
<option value="BR">Brazil</option>
<option value="MX">Mexico</option>
<option value="AR">Argentina</option>
<option value="CL">Chile</option>
<option value="ZA">South Africa</option>
<option value="NZ">New Zealand</option>
<option value="other">Other</option>
</select>
</div>
<div class="form-group">
<label for="email">Email *</label>
<input type="email" id="email" name="email" required>
</div>
<div class="form-group">
<label for="name">Name</label>
<input type="text" id="name" name="name">
</div>
<div class="form-group">
<label for="organization">Organization</label>
<input type="text" id="organization" name="organization">
</div>
<div class="form-group">
<label for="organization_url">Organization URL</label>
<input type="url" id="organization_url" name="organization_url" placeholder="https://">
</div>
<div class="form-group">
<label>Interests in E2C</label>
<div class="checkbox-group">
<label class="checkbox-label">
<input type="checkbox" name="interests" value="get_support">
Get support with my E2C
</label>
<label class="checkbox-label">
<input type="checkbox" name="interests" value="share_experience">
Share my E2C experience
</label>
<label class="checkbox-label">
<input type="checkbox" name="interests" value="offer_support">
Offer support to others
</label>
<label class="checkbox-label">
<input type="checkbox" name="interests" value="other">
Other
</label>
</div>
</div>
<div class="form-group">
<label for="additional_info">Anything else you'd like to add?</label>
<textarea id="additional_info" name="additional_info" rows="4"></textarea>
</div>
<div class="form-group">
<label class="checkbox-label">
<input type="checkbox" name="email_updates" value="yes">
Opt in to email updates from E2C Collective
</label>
</div>
<button type="submit" class="submit-btn">Submit</button>
</form>
</div>

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---
title: "Legal Snippets"
description: "Legal documents and frameworks for community transitions"
---

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---
title: Airbnb RFC on compensatory offerings
description: In 2018, as it approached an IPO, Airbnb submitted a letter to the US Securities and Exchange Commission requesting permission to distribute shares to users. The permission was not granted.
tags:
- Exit
- Filing
- Public-policy
- United-States
type: legal-snippet
layout: single
external_url: https://www.sec.gov/comments/s7-18-18/s71818-4403356-175575.pdf
files_media: ../../Exit%20to%20Community%20Stories%20&%20Strategies%202ee6f9c491af45648511f5df33c5cfc5/s71818-4403356-175575.pdf
---

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---
title: Alkemio
description: Investment terms for a steward-owned company where investors have no voting rights but significant upside potential.
tags:
- Investment
- Netherlands
- Steward-ownership
type: legal-snippet
layout: single
external_url: https://www.alkemio.org/structure/
files_media:
- ../../Exit%20to%20Community%20Stories%20&%20Strategies%202ee6f9c491af45648511f5df33c5cfc5/Alkemio-PurchaseAgreement.pdf,
- ../../Exit%20to%20Community%20Stories%20&%20Strategies%202ee6f9c491af45648511f5df33c5cfc5/Alkemio-ShareholderAgreement.pdf
---

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---
title: Co-op Builder
description: Online tool for developing legal documents for Australian cooperatives.
tags:
- Australia
- Bylaws
- Cooperative
type: legal-snippet
layout: single
external_url: https://bccm.coop/co-op-builder-tool/
---

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---
title: Collab.Land
description: Co-op bylaws for a blockchain project that transitioned to a multi-tiered user ownership model through an airdrop event, including tradable and non-tradable tokens.
tags:
- Bylaws
- Cooperative
- LCA
- United-States
type: legal-snippet
layout: single
external_url: https://help.collab.land/governance/charter
---

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---
title: Investment terms for a “fair return”
description: Aiming to find a middle ground between a for-profit and not-for-profit, this term sheet provides for a “fair return” along with a mission lock mechanism, the “Guardian share.” A UK startup successfully raised around £1 million using this term sheet, mainly from individuals.
tags:
- Investment
- UK
type: legal-snippet
layout: single
files_media: ../../Exit%20to%20Community%20Stories%20&%20Strategies%202ee6f9c491af45648511f5df33c5cfc5/Sample_term_sheet__guardian_share.docx
---

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---
title: Financing Shared Ownership
description: How policymakers can support the financing of shared ownership across the economy, intended for state-level policymakers in the United States.
tags:
- Public-policy
- United-States
type: legal-snippet
layout: single
external_url: https://democracypolicy.network/the-agenda/policy_kit/financing-shared-ownership
---

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---
title: Ginkgo Bioworks
description: IPO with Class B Common Stock which grants employees and directors 10x voting power over ordinary stock.
tags:
- Filing
- United-States
type: legal-snippet
layout: single
external_url: https://www.sec.gov/Archives/edgar/data/1830214/000119312521275407/d172577d424b3.htm#rom172577_78
---

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---
title: Indie.vc term sheet
description: Revenue-based equity financing term sheet with a 3x cap on return to the original investment.
tags:
- Investment
- United-States
type: legal-snippet
layout: single
external_url: https://github.com/indievc/terms
---

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---
title: "The Italian Road to Creating Worker Cooperatives from Worker Buyouts"
description: Legal framework for enabling worker-ownership buyouts of endangered businesses in Italy.
tags:
- Italy
- Public-policy
type: legal-snippet
layout: single
external_url: https://www.researchgate.net/profile/Marcelo-Vieta/publication/316360529_THE_ITALIAN_ROAD_TO_RECUPERATING_ENTERPRISES_AND_THE_LEGGE_MARCORA_FRAMEWORK_Italy's_Worker_Buyouts_in_Times_of_Crisis/links/58fb664e0f7e9ba3ba5237d4/THE-ITALIAN-ROAD-TO-RECUPERATING-ENTERPRISES-AND-THE-LEGGE-MARCORA-FRAMEWORK-Italys-Worker-Buyouts-in-Times-of-Crisis.pdf
---

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---
title: Main Street Phoenix Project
description: Key learnings from the governance, operational, and financial documents for a worker-owned cooperative holding company designed to acquire and operate food-service businesses.
tags:
- Bylaws
- Cooperative
- Investment
- LCA
- United-States
type: legal-snippet
layout: single
external_url: https://www.dropbox.com/scl/fo/20gqmeee9j2zgn4sibt4r/AIEsVgetO6b4HJ7pGUfmHFI?rlkey=os0dz2a3pevaodbnj7btdwag8&e=7&st=lr1yadcj&dl=0
---

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---
title: 'Right To Own: A Policy Framework to Catalyze Worker Ownership Transitions'
description: Reviews and proposes polices to encourage employee ownership conversions.
tags:
- Public-policy
type: legal-snippet
layout: single
external_url: https://thenextsystem.org/rto
---

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---
title: Shared Earnings Agreement (SEAL)
description: “The goal of a SEAL is to align the interests of investors and founders in a wide variety of outcomes, while giving founders full control of their business and keeping as much optionality as possible open for the business.”
tags:
- Investment
type: legal-snippet
layout: single
external_url: https://calmfund.com/shared-earnings-agreement
---

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---
title: Sharetribe
description: A tech startup structured as a “steward-owned enterprise,” designed to serve a social purpose over profit.
tags:
- Bylaws
- Finland
- Investment
type: legal-snippet
layout: single
external_url: https://drive.google.com/drive/u/1/folders/138TkcSEVCyjOXByM0QUR7M4iWch8u6tM
files_media: ../../Exit%20to%20Community%20Stories%20&%20Strategies%202ee6f9c491af45648511f5df33c5cfc5/Sharetribes_Articles_of_Association_and_Shareholders_Agreement-20240522T043504Z-001.zip
---

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---
title: Startup term sheet with 3x buyback
description: Term sheet provision with a government-backed venture firm with an early-stage startup. This provision allows the option, under certain conditions, for the startup to buy out the investment at a x3 multiple.
tags:
- Investment
- Italy
type: legal-snippet
layout: single
---
## Exit dall’Investimento
Decorsi 5 (cinque) anni dalla data di versamento del Follow On, le Parti dovranno prevedere nell’ambito dell’Accordo che: (i) i Soci Fondatori facciano pervenire all’Investitore una offerta di acquisto (fermo restando il diritto di prelazione degli altri Soci) delle partecipazioni da questo detenute per un importo pari almeno a tre volte l’apporto complessivo versato, al netto di eventuali costi connessi alla transazione; ovvero (ii) l’Investitore avrà il diritto di imporre alla Società, sussistendone le condizioni, di avviare la Quotazione e di collocare in via preferenziale le proprie azioni rispetto agli altri azionisti qualora le condizioni dell’offerta lo consentano; (iii) nel caso in cui le modalità di cui al romanino (i) o (ii) non fossero percorribili, l’Investitore potrà conferire mandato a un advisor esterno per la valutazione e la vendita del 100% (cento percento) della Società.
Automated translation:
## Exit from the Investment
After 5 (five) years from the date of payment of the Follow On, the Parties must provide within the Agreement that: (i) the Founding Members send the Investor a purchase offer (without prejudice to the right of pre-emption of the others Members) of the shares held by him for an amount equal to at least three times the total contribution paid, net of any costs connected to the transaction; or (ii) the Investor will have the right to require the Company, if the conditions exist, to initiate the Listing and to place its shares preferentially over other shareholders if the conditions of the offer allow it; (iii) in the event that the methods referred to in (i) or (ii) are not feasible, the Investor may appoint an external advisor for the evaluation and sale of 100% (one hundred percent) of the Company.

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---
title: E2C Primer
date: '2025-06-24'
draft: false
type: resource
section: resources
layout: resource
description: "A comprehensive introduction to Exit to Community concepts and strategies"
---
## Introduction to Exit to Community
Exit to Community (E2C) represents a fundamental shift from traditional startup exit strategies. Instead of selling to the highest bidder or going public, E2C enables companies to transition ownership to their users, workers, and communities.
## Core Principles
**Community Ownership**: Users and stakeholders become actual owners of the platforms and services they depend on.
**Democratic Governance**: Decision-making power is distributed among community members rather than concentrated in the hands of a few.
**Value Alignment**: The organization's mission remains aligned with community values rather than solely focused on financial returns.
**Sustainability**: Long-term community benefit takes precedence over short-term profit maximization.
## Why Exit to Community?
Traditional exit strategies often result in:
- Mission drift as new owners prioritize profit over purpose
- Loss of community input in product development
- Extraction of value from the community that built the platform
- Potential shutdown or radical changes that harm users
E2C offers an alternative that:
- Preserves the organization's original mission
- Ensures community voices remain central to decision-making
- Keeps value creation within the community
- Provides long-term stability and sustainability
## Getting Started
Interested in exploring E2C for your organization? Consider:
1. **Assess Readiness**: Evaluate your organization's maturity and community engagement
2. **Explore Models**: Research different cooperative and community ownership structures
3. **Legal Framework**: Understand the legal requirements and options in your jurisdiction
4. **Community Engagement**: Begin conversations with your user base and stakeholders
5. **Implementation Planning**: Develop a transition strategy that works for your specific context
## Learn More
Explore our [case studies](/case-studies/) to see real-world examples of E2C transitions, and review our [legal snippets](/legal-snippets/) for practical frameworks and documentation.

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---
title: Education
date: '2025-06-24'
draft: false
type: resource
section: resources
layout: resource
description: "Educational resources, courses, and learning materials for Exit to Community"
---
## Learning Pathways
**Getting Started**
- [E2C Primer](/resources/e2c-primer/) - Comprehensive introduction to Exit to Community concepts
- Overview of cooperative governance models
- Understanding legal structures and requirements
**For Founders and Organizations**
- Assessing readiness for E2C transition
- Community engagement strategies
- Financial planning for ownership transition
- Legal frameworks and implementation
**For Communities and Users**
- Rights and responsibilities in community ownership
- Democratic governance participation
- Understanding cooperative economics
## Case Study Learning
**Real-World Examples**
- [Browse all case studies](/case-studies/) to learn from actual E2C transitions
- Industry-specific examples across tech, media, and social platforms
- Lessons learned from successful and challenging transitions
**Legal Framework Examples**
- [Explore legal snippets](/legal-snippets/) for practical documentation
- Bylaws, governance structures, and policy templates
- Multi-jurisdictional approaches and considerations
## Educational Partnerships
**Academic Collaborations**
- Research partnerships with universities
- Student projects and thesis opportunities
- Faculty resources for cooperative economics courses
**Professional Development**
- Workshops for lawyers, consultants, and advisors
- Training for organizational development professionals
- Certification programs for E2C specialists
## Tools and Templates
**Planning Resources**
- E2C readiness assessment frameworks
- Community engagement toolkits
- Transition timeline templates
- Governance structure guides
**Implementation Support**
- Legal document templates
- Financial modeling resources
- Communication strategy guides
- Stakeholder mapping tools
## Research and Publications
**Academic Resources**
- Working papers on community ownership models
- Economic analysis of cooperative transitions
- Comparative studies across industries and regions
- Policy recommendations and advocacy resources
## Community Learning
**Peer Networks**
- Connect with other organizations exploring E2C
- Mentorship opportunities with successful transitions
- Regular webinars and discussion forums
- Regional meetups and conferences
## Get Involved
Ready to learn more? [Contact us](/contact/) about educational opportunities, or [share your story](/add-your-story/) to contribute to the E2C learning community.

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---
title: Media
date: '2025-06-24'
draft: false
type: resource
section: resources
layout: resource
description: "Media coverage, publications, and press resources about Exit to Community"
---
## Featured Coverage
**Exit to Community in the News**
- Recent articles and coverage of E2C transitions
- Analysis pieces on community ownership models
- Interviews with founders who chose E2C paths
## Academic Publications
**Research and Analysis**
- [The Italian Road to Creating Worker Cooperatives](/legal-snippets/the-italian-road-to-creating-worker-cooperatives/) - Academic research on worker buyouts
- Policy papers on alternative exit strategies
- Comparative studies of cooperative governance models
## Media Case Studies
**Journalism and Media Organizations**
- [Defector Media](/case-studies/defector-media/) - Sports journalism as a worker cooperative
- [The Appeal](/case-studies/the-appeal/) - Criminal justice reporting as a worker-led nonprofit
**Creative Platforms**
- [Are.na](/case-studies/are-na/) - Social platform for artists and students exploring community ownership
## Press Kit
**For Journalists and Researchers**
- High-resolution logos and brand assets
- Key statistics about community ownership
- Expert contacts for interviews
- Fact sheets on E2C models
## Media Partnerships
**Collaborative Coverage**
- Working with media organizations exploring E2C
- Supporting journalism on cooperative economics
- Facilitating connections between E2C practitioners and reporters
## Get in Touch
Interested in covering Exit to Community stories? [Contact us](/contact/) for press resources, expert interviews, and story leads.

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<!DOCTYPE html>
<html lang="en">
<head>
<meta charset="UTF-8">
<meta name="viewport" content="width=device-width, initial-scale=1.0">
<title>{{ if .Title }}{{ .Title }} - {{ end }}{{ .Site.Title }}</title>
<meta name="description" content="{{ .Description | default .Site.Params.description }}">
<style>
@import url('/fonts/space-grotesk-local.css');
* {
margin: 0;
padding: 0;
box-sizing: border-box;
}
:root {
--e2c-yellow: #F4D03F;
--e2c-dark-yellow: #E8C547;
--text-primary: #2C3E50;
--text-secondary: #7F8C8D;
--background: #FEFEFE;
--card-background: #FFFFFF;
--border: #E5E8E8;
--shadow: rgba(0, 0, 0, 0.08);
}
body {
font-family: 'Space Grotesk', -apple-system, BlinkMacSystemFont, 'Segoe UI', Roboto, sans-serif;
line-height: 1.6;
color: var(--text-primary);
background: var(--background);
font-weight: 400;
}
.container {
max-width: 1200px;
margin: 0 auto;
padding: 0 24px;
}
.site-header {
background-image: url('/img/notion_bg-1.png');
background-size: cover;
background-position: center top;
background-repeat: no-repeat;
border-bottom: 1px solid var(--border);
padding: 16px 0;
position: sticky;
top: 0;
z-index: 100;
min-height: 80px;
}
nav {
display: flex;
justify-content: space-between;
align-items: center;
}
.logo {
display: flex;
align-items: center;
text-decoration: none;
color: var(--text-primary);
font-weight: 600;
font-size: 1.2rem;
background: rgba(255, 255, 255, 0.9);
padding: 8px 16px;
border-radius: 24px;
backdrop-filter: blur(8px);
border: 1px solid rgba(255, 255, 255, 0.3);
}
.logo img {
height: 36px;
margin-right: 10px;
}
.nav-links {
display: flex;
list-style: none;
gap: 16px;
margin: 0;
}
.nav-links a {
text-decoration: none;
color: var(--text-primary);
font-weight: 500;
font-size: 14px;
padding: 8px 16px;
border-radius: 20px;
transition: all 0.2s ease;
background: rgba(255, 255, 255, 0.9);
backdrop-filter: blur(8px);
border: 1px solid rgba(255, 255, 255, 0.3);
box-shadow: 0 2px 8px rgba(0, 0, 0, 0.1);
}
.nav-links a:hover {
background: var(--e2c-yellow);
border-color: var(--e2c-yellow);
transform: translateY(-2px);
box-shadow: 0 4px 12px rgba(0, 0, 0, 0.15);
}
main {
padding: 48px 0;
min-height: calc(100vh - 200px);
}
footer {
background: var(--card-background);
border-top: 1px solid var(--border);
padding: 48px 0 32px 0;
color: var(--text-secondary);
font-size: 14px;
}
.footer-content {
display: grid;
grid-template-columns: 1fr 1fr;
gap: 48px;
align-items: start;
}
.footer-section h3 {
color: var(--text-primary);
font-size: 1.25rem;
margin-bottom: 16px;
font-weight: 600;
}
.footer-section p {
margin-bottom: 16px;
line-height: 1.6;
}
.newsletter-signup {
margin-top: 24px;
}
.custom-newsletter-form .form-group {
display: flex;
gap: 8px;
margin-bottom: 12px;
}
.email-input {
flex: 1;
font-family: 'Space Grotesk', -apple-system, BlinkMacSystemFont, 'Segoe UI', Roboto, sans-serif;
font-weight: 400;
font-size: 14px;
padding: 10px 16px;
border: 1px solid var(--border);
border-radius: 24px;
background: rgba(255, 255, 255, 0.9);
color: var(--text-primary);
transition: all 0.2s ease;
}
.email-input:focus {
outline: none;
border-color: var(--e2c-yellow);
box-shadow: 0 0 0 2px rgba(244, 208, 63, 0.2);
}
.email-input::placeholder {
color: var(--text-secondary);
}
.subscribe-btn {
font-family: 'Space Grotesk', -apple-system, BlinkMacSystemFont, 'Segoe UI', Roboto, sans-serif;
font-weight: 500;
font-size: 14px;
padding: 10px 20px;
background: var(--e2c-yellow);
color: var(--text-primary);
border: 2px solid var(--e2c-yellow);
border-radius: 24px;
cursor: pointer;
transition: all 0.2s ease;
white-space: nowrap;
}
.subscribe-btn:hover {
background: var(--e2c-dark-yellow);
border-color: var(--e2c-dark-yellow);
transform: translateY(-1px);
}
.form-note {
font-size: 12px;
color: var(--text-secondary);
margin: 0;
font-style: italic;
}
.footer-links {
text-align: right;
}
.footer-links p {
margin-bottom: 8px;
}
h1, h2, h3, h4, h5, h6 {
margin-bottom: 16px;
color: var(--text-primary);
font-weight: 600;
line-height: 1.3;
}
h1 {
font-size: 2.5rem;
font-weight: 700;
}
h2 {
font-size: 2rem;
}
h3 {
font-size: 1.5rem;
}
p {
margin-bottom: 16px;
color: var(--text-secondary);
line-height: 1.7;
}
a {
color: var(--text-primary);
text-decoration: underline;
text-decoration-color: var(--e2c-yellow);
text-underline-offset: 3px;
transition: all 0.2s ease;
}
a:hover {
color: var(--text-primary);
text-decoration-color: var(--e2c-dark-yellow);
}
.btn {
display: inline-block;
padding: 12px 24px;
background: var(--e2c-yellow);
color: var(--text-primary);
text-decoration: none;
border-radius: 24px;
margin: 8px 0;
font-weight: 500;
font-size: 15px;
transition: all 0.2s ease;
border: 2px solid var(--e2c-yellow);
}
.btn:hover {
background: var(--e2c-dark-yellow);
border-color: var(--e2c-dark-yellow);
color: var(--text-primary);
transform: translateY(-1px);
}
.card {
background: var(--card-background);
border: 1px solid var(--border);
border-radius: 16px;
padding: 24px;
margin-bottom: 24px;
box-shadow: 0 4px 12px var(--shadow);
transition: all 0.2s ease;
}
.card:hover {
transform: translateY(-2px);
box-shadow: 0 8px 24px var(--shadow);
}
.grid {
display: grid;
gap: 24px;
grid-template-columns: repeat(auto-fit, minmax(320px, 1fr));
}
.hero {
text-align: center;
padding: 64px 0;
background: linear-gradient(135deg, var(--background) 0%, #F8F9FA 100%);
border-radius: 24px;
margin-bottom: 48px;
}
.hero h1 {
font-size: 3.5rem;
margin-bottom: 24px;
background: linear-gradient(135deg, var(--text-primary) 0%, var(--text-secondary) 100%);
-webkit-background-clip: text;
-webkit-text-fill-color: transparent;
background-clip: text;
}
.hero p {
font-size: 1.25rem;
max-width: 600px;
margin: 0 auto 32px;
}
.hero-section {
background: var(--e2c-yellow);
padding: 4rem 2rem;
margin: 0 0 3rem 0;
border-radius: 24px;
}
.hero-content {
display: flex;
align-items: center;
gap: 3rem;
max-width: 1200px;
margin: 0 auto;
}
.hero-image {
width: 300px;
height: auto;
border-radius: 16px;
}
.hero-text h1 {
font-size: 3rem;
margin: 0 0 1rem 0;
color: var(--text-primary);
}
.hero-text p {
font-size: 1.25rem;
margin: 0;
color: var(--text-primary);
}
.intro-section {
margin: 3rem 0;
text-align: center;
}
.intro-section h2 {
color: var(--e2c-yellow);
margin-bottom: 1rem;
}
.intro-section ul {
list-style: none;
padding: 0;
margin: 2rem 0;
display: grid;
gap: 12px;
grid-template-columns: repeat(auto-fit, minmax(250px, 1fr));
max-width: 800px;
margin-left: auto;
margin-right: auto;
}
.intro-section ul li {
background: var(--e2c-yellow);
color: var(--text-primary);
padding: 16px 20px;
border-radius: 12px;
font-weight: 500;
text-align: center;
line-height: 1.4;
box-shadow: 0 2px 8px rgba(0, 0, 0, 0.1);
transition: all 0.2s ease;
}
.intro-section ul li:hover {
transform: translateY(-2px);
box-shadow: 0 4px 16px rgba(0, 0, 0, 0.15);
}
.cards-grid {
display: grid;
gap: 24px;
grid-template-columns: repeat(auto-fit, minmax(320px, 1fr));
margin: 3rem 0;
}
.card .button {
display: inline-block;
padding: 12px 24px;
background: var(--e2c-yellow);
color: var(--text-primary);
text-decoration: none;
border-radius: 24px;
margin-top: 16px;
font-weight: 500;
font-size: 15px;
transition: all 0.2s ease;
border: 2px solid var(--e2c-yellow);
}
.card .button:hover {
background: var(--e2c-dark-yellow);
border-color: var(--e2c-dark-yellow);
transform: translateY(-1px);
}
.partnership-section {
text-align: center;
margin: 4rem 0;
padding: 2rem;
background: #F8F9FA;
border-radius: 16px;
}
.partnership-image {
width: 200px;
height: auto;
border-radius: 16px;
margin-bottom: 1rem;
}
.main-sections {
margin: 4rem 0;
}
.main-sections h2 {
text-align: center;
color: var(--text-primary);
margin-bottom: 2rem;
font-size: 2.5rem;
}
.primary-cards {
display: grid;
gap: 32px;
grid-template-columns: repeat(auto-fit, minmax(300px, 1fr));
margin-bottom: 2rem;
}
.primary-card {
background: var(--card-background);
border: 2px solid var(--e2c-yellow);
border-radius: 20px;
padding: 32px;
text-align: center;
box-shadow: 0 8px 24px var(--shadow);
transition: all 0.3s ease;
}
.primary-card:hover {
transform: translateY(-4px);
box-shadow: 0 16px 40px var(--shadow);
border-color: var(--e2c-dark-yellow);
}
.primary-card h3 {
font-size: 1.5rem;
color: var(--text-primary);
margin-bottom: 1rem;
}
.primary-card p {
color: var(--text-secondary);
margin-bottom: 1.5rem;
}
.secondary-actions {
margin: 3rem 0;
padding: 2rem;
background: #F8F9FA;
border-radius: 16px;
}
.secondary-actions h3 {
text-align: center;
color: var(--text-primary);
margin-bottom: 1.5rem;
font-size: 1.5rem;
}
.secondary-cards {
display: grid;
gap: 24px;
grid-template-columns: repeat(auto-fit, minmax(250px, 1fr));
}
.secondary-card {
background: var(--card-background);
border: 1px solid var(--border);
border-radius: 12px;
padding: 24px;
text-align: center;
transition: all 0.2s ease;
}
.secondary-card:hover {
transform: translateY(-2px);
box-shadow: 0 4px 12px var(--shadow);
}
.secondary-card h4 {
font-size: 1.1rem;
color: var(--text-primary);
margin-bottom: 0.5rem;
}
.secondary-card p {
color: var(--text-secondary);
margin-bottom: 1rem;
font-size: 0.9rem;
}
.secondary-button {
display: inline-block;
padding: 8px 16px;
background: transparent;
color: var(--text-primary);
text-decoration: none;
border: 1px solid var(--border);
border-radius: 16px;
font-weight: 500;
font-size: 14px;
transition: all 0.2s ease;
}
.secondary-button:hover {
background: var(--e2c-yellow);
border-color: var(--e2c-yellow);
transform: translateY(-1px);
}
/* Hide auto-generated cards on homepage only */
.home .grid {
display: none !important;
}
/* Case study logo styling */
.case-logo {
width: 64px;
height: 64px;
object-fit: contain;
border-radius: 8px;
margin-bottom: 16px;
background: rgba(255, 255, 255, 0.9);
padding: 8px;
border: 1px solid var(--border);
}
/* Case study detail page logo */
.case-detail-logo {
width: 120px;
height: 120px;
object-fit: contain;
border-radius: 16px;
margin-bottom: 24px;
background: rgba(255, 255, 255, 0.9);
padding: 16px;
border: 1px solid var(--border);
box-shadow: 0 4px 12px var(--shadow);
}
@media (max-width: 768px) {
.nav-links {
gap: 6px;
flex-wrap: wrap;
}
.nav-links a {
padding: 6px 10px;
font-size: 12px;
border-radius: 16px;
}
.logo {
font-size: 0.9rem;
padding: 5px 10px;
}
.logo img {
height: 24px;
margin-right: 5px;
}
.site-header {
padding: 8px 0;
min-height: 48px;
}
.hero h1 {
font-size: 2.5rem;
}
.hero p {
font-size: 1.1rem;
}
.container {
padding: 0 16px;
}
.hero-content {
flex-direction: column;
text-align: center;
}
.hero-image {
width: 200px;
}
.hero-text h1 {
font-size: 2rem;
}
.hero-section {
margin: 0 0.5rem 2rem 0.5rem;
padding: 2rem 1rem;
}
.primary-cards {
grid-template-columns: 1fr;
}
.footer-content {
grid-template-columns: 1fr;
gap: 32px;
text-align: center;
}
.footer-links {
text-align: center;
}
.custom-newsletter-form .form-group {
flex-direction: column;
gap: 12px;
}
.subscribe-btn {
align-self: center;
min-width: 120px;
}
}
@media (min-width: 769px) and (max-width: 1024px) {
.primary-cards {
grid-template-columns: 1fr;
}
}
/* Contact Form Styling */
.contact-form-container {
max-width: 500px;
margin: 2rem auto;
padding: 2rem;
background: var(--card-background);
border-radius: 16px;
box-shadow: 0 4px 12px var(--shadow);
border: 1px solid var(--border);
}
.e2c-contact-form .form-group {
margin-bottom: 1.5rem;
}
.e2c-contact-form label {
display: block;
margin-bottom: 0.5rem;
font-weight: 500;
color: var(--text-primary);
font-size: 14px;
}
.e2c-contact-form input[type="text"],
.e2c-contact-form input[type="email"],
.e2c-contact-form input[type="url"],
.e2c-contact-form select,
.e2c-contact-form textarea {
width: 100%;
padding: 12px 16px;
border: 1px solid var(--border);
border-radius: 8px;
font-family: 'Space Grotesk', -apple-system, BlinkMacSystemFont, 'Segoe UI', Roboto, sans-serif;
font-size: 14px;
background: var(--background);
color: var(--text-primary);
transition: all 0.2s ease;
}
.e2c-contact-form input:focus,
.e2c-contact-form select:focus,
.e2c-contact-form textarea:focus {
outline: none;
border-color: var(--e2c-yellow);
box-shadow: 0 0 0 2px rgba(244, 208, 63, 0.2);
}
.e2c-contact-form textarea {
resize: vertical;
min-height: 100px;
}
.checkbox-group {
display: flex;
flex-direction: column;
gap: 0.5rem;
}
.checkbox-label {
display: flex !important;
align-items: center;
gap: 0.5rem;
font-weight: 400 !important;
margin-bottom: 0 !important;
cursor: pointer;
}
.e2c-contact-form input[type="checkbox"],
.e2c-contact-form input[type="radio"] {
width: auto;
margin: 0;
accent-color: var(--e2c-yellow);
}
.submit-btn {
width: 100%;
padding: 14px 24px;
background: var(--e2c-yellow);
color: var(--text-primary);
border: 2px solid var(--e2c-yellow);
border-radius: 24px;
font-family: 'Space Grotesk', -apple-system, BlinkMacSystemFont, 'Segoe UI', Roboto, sans-serif;
font-weight: 600;
font-size: 16px;
cursor: pointer;
transition: all 0.2s ease;
}
.submit-btn:hover {
background: var(--e2c-dark-yellow);
border-color: var(--e2c-dark-yellow);
transform: translateY(-1px);
box-shadow: 0 4px 12px rgba(0, 0, 0, 0.15);
}
@media (max-width: 768px) {
.contact-form-container {
margin: 1rem;
padding: 1.5rem;
}
}
</style>
</head>
<body>
<header class="site-header">
<div class="container">
<nav>
<a href="/" class="logo">
<img src="/img/yellow_e2c.png" alt="Exit to Community" />
</a>
<ul class="nav-links">
<li><a href="/case-studies/">Case Studies</a></li>
<li><a href="/legal-snippets/">Legal Snippets</a></li>
<li><a href="/resources/">Resources</a></li>
<li><a href="/contact/">Contact</a></li>
</ul>
</nav>
</div>
</header>
<main>
<div class="container">
{{ block "main" . }}{{ end }}
</div>
</main>
<footer>
<div class="container">
<div class="footer-content">
<div class="footer-section">
<h3>Get occasional updates</h3>
<div class="newsletter-signup">
<!-- Action Network Email Subscription Form -->
<div id="e2c-newsletter-form">
<form class="custom-newsletter-form" action="#" method="post">
<div class="form-group">
<input type="email" name="email" placeholder="Enter your email" required class="email-input">
<button type="submit" class="subscribe-btn">Subscribe</button>
</div>
</form>
</div>
<!-- Replace the above form with actual Action Network embed code -->
<!--
<link href='https://actionnetwork.org/css/style-embed-v3.css' rel='stylesheet' type='text/css' />
<script src='https://actionnetwork.org/widgets/v3/form/YOUR_FORM_ID?format=js&source=widget&clear_id=true'></script>
<div id='can-form-area-YOUR_FORM_ID' style='width: 100%'></div>
-->
</div>
</div>
<div class="footer-section">
<div class="footer-links">
<p>&copy; {{ now.Year }} <a href="/contact">E2C Collective</a><br />
In collaboration with <a href="https://www.colorado.edu/lab/medlab/exit-to-community">MEDLab at CU Boulder</a><br />
This work is licensed under a Creative Commons Attribution 4.0 License</p>
</div>
</div>
</div>
</div>
</footer>
</body>
</html>

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{{ define "main" }}
<h1>{{ .Title }}</h1>
{{ if .Description }}
<p class="lead">{{ .Description }}</p>
{{ end }}
{{ .Content }}
{{ if .Pages }}
<div class="filter-controls">
<div class="filter-row">
<input type="text" id="searchInput" placeholder="Search titles and descriptions..." class="search-input">
<select id="tagFilter" class="tag-filter">
<option value="">All tags</option>
</select>
<select id="sortBy" class="sort-select">
<option value="title">Sort by Title</option>
<option value="date">Sort by Date</option>
</select>
</div>
</div>
<div class="grid" id="cardGrid">
{{ range .Pages }}
<div class="card"
data-title="{{ .Title }}"
data-description="{{ if .Description }}{{ .Description }}{{ else if .Summary }}{{ .Summary | plainify | replaceRE "^### \\*\\*Summary\\*\\*\\s*" "" | truncate 200 }}{{ else }}{{ .Content | plainify | replaceRE "^### \\*\\*Summary\\*\\*\\s*" "" | truncate 200 }}{{ end }}"
data-tags="{{ if .Params.tags }}{{ delimit .Params.tags "," }}{{ end }}"
data-date="{{ .Date.Format "2006-01-02" }}">
{{ if .Params.image }}
<img src="{{ .Params.image }}" alt="{{ .Title }} logo" class="case-logo" />
{{ end }}
<h3><a href="{{ .RelPermalink }}">{{ .Title }}</a></h3>
{{ if .Description }}
<p>{{ .Description }}</p>
{{ else if .Summary }}
<p>{{ .Summary | plainify | replaceRE "^### \\*\\*Summary\\*\\*\\s*" "" | truncate 200 }}</p>
{{ else }}
<p>{{ .Content | plainify | replaceRE "^### \\*\\*Summary\\*\\*\\s*" "" | truncate 200 }}</p>
{{ end }}
{{ if .Params.tags }}
<div class="tags">
{{ range .Params.tags }}
<span class="tag">{{ . }}</span>
{{ end }}
</div>
{{ end }}
<a href="{{ .RelPermalink }}" class="btn">Read More</a>
</div>
{{ end }}
</div>
{{ end }}
<style>
.lead {
font-size: 1.125rem;
color: #666;
margin-bottom: 2rem;
}
.filter-controls {
margin-bottom: 48px;
padding: 24px;
background: var(--card-background);
border-radius: 16px;
border: 1px solid var(--border);
box-shadow: 0 4px 12px var(--shadow);
}
.filter-row {
display: flex;
gap: 16px;
flex-wrap: wrap;
align-items: center;
}
.search-input, .tag-filter, .sort-select {
font-family: 'Space Grotesk', -apple-system, BlinkMacSystemFont, 'Segoe UI', Roboto, sans-serif;
font-weight: 500;
font-size: 14px;
padding: 10px 16px;
border: 1px solid var(--border);
border-radius: 24px;
background: rgba(255, 255, 255, 0.9);
backdrop-filter: blur(8px);
transition: all 0.2s ease;
color: var(--text-primary);
}
.search-input {
flex: 1;
min-width: 280px;
}
.search-input:focus, .tag-filter:focus, .sort-select:focus {
outline: none;
border-color: var(--e2c-yellow);
background: var(--e2c-yellow);
transform: translateY(-1px);
box-shadow: 0 4px 12px rgba(0, 0, 0, 0.15);
}
.search-input::placeholder {
color: var(--text-secondary);
font-weight: 400;
}
.tag-filter, .sort-select {
min-width: 160px;
}
.tags {
margin-top: 0.5rem;
}
.tag {
display: inline-block;
background: #e9ecef;
color: #495057;
padding: 0.25rem 0.5rem;
margin: 0.25rem 0.25rem 0 0;
border-radius: 0.25rem;
font-size: 0.875rem;
}
.card {
transition: opacity 0.3s ease, transform 0.3s ease;
}
.card.hidden {
display: none;
}
@media (max-width: 768px) {
.filter-controls {
margin-bottom: 32px;
padding: 16px;
}
.filter-row {
flex-direction: column;
align-items: stretch;
gap: 12px;
}
.search-input, .tag-filter, .sort-select {
width: 100%;
min-width: unset;
padding: 8px 14px;
font-size: 12px;
}
}
</style>
<script>
document.addEventListener('DOMContentLoaded', function() {
const searchInput = document.getElementById('searchInput');
const tagFilter = document.getElementById('tagFilter');
const sortBy = document.getElementById('sortBy');
const cardGrid = document.getElementById('cardGrid');
const cards = Array.from(cardGrid.querySelectorAll('.card'));
// Collect all unique tags
const allTags = new Set();
cards.forEach(card => {
const tags = card.dataset.tags;
if (tags) {
tags.split(',').forEach(tag => allTags.add(tag.trim()));
}
});
// Populate tag filter dropdown
Array.from(allTags).sort().forEach(tag => {
const option = document.createElement('option');
option.value = tag;
option.textContent = tag;
tagFilter.appendChild(option);
});
function filterAndSort() {
const searchTerm = searchInput.value.toLowerCase();
const selectedTag = tagFilter.value;
const sortCriteria = sortBy.value;
// Filter cards
const filteredCards = cards.filter(card => {
const title = card.dataset.title.toLowerCase();
const description = card.dataset.description.toLowerCase();
const tags = card.dataset.tags;
// Text search
const matchesSearch = !searchTerm ||
title.includes(searchTerm) ||
description.includes(searchTerm);
// Tag filter
const matchesTag = !selectedTag ||
(tags && tags.split(',').map(t => t.trim()).includes(selectedTag));
return matchesSearch && matchesTag;
});
// Sort filtered cards
filteredCards.sort((a, b) => {
if (sortCriteria === 'title') {
return a.dataset.title.localeCompare(b.dataset.title);
} else if (sortCriteria === 'date') {
const dateA = new Date(a.dataset.date || '1970-01-01');
const dateB = new Date(b.dataset.date || '1970-01-01');
return dateB - dateA; // Most recent first
}
return 0;
});
// Hide all cards first
cards.forEach(card => card.classList.add('hidden'));
// Show and reorder filtered cards
filteredCards.forEach((card, index) => {
card.classList.remove('hidden');
card.style.order = index;
});
}
// Event listeners
searchInput.addEventListener('input', filterAndSort);
tagFilter.addEventListener('change', filterAndSort);
sortBy.addEventListener('change', filterAndSort);
// Initial sort by title
filterAndSort();
});
</script>
{{ end }}

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{{ define "main" }}
<article>
<header class="article-header">
{{ if .Params.image }}
<img src="{{ .Params.image }}" alt="{{ .Title }} logo" class="case-detail-logo" />
{{ end }}
<h1>{{ .Title }}</h1>
{{ if .Description }}
<p class="lead">{{ .Description }}</p>
{{ end }}
{{ if .Params.url }}
<p><strong>URL:</strong> <a href="{{ .Params.url }}" target="_blank">{{ .Params.url }}</a></p>
{{ end }}
{{ if .Date }}
<p><small>Last updated: {{ .Date.Format "January 2, 2006" }}</small></p>
{{ end }}
{{ if .Params.tags }}
<div class="tags">
{{ range .Params.tags }}
<span class="tag">{{ . }}</span>
{{ end }}
</div>
{{ end }}
</header>
<div class="article-content">
{{ .Content }}
</div>
{{ if .Params.external_url }}
<p><a href="{{ .Params.external_url }}" target="_blank" class="btn">Visit External Site</a></p>
{{ end }}
</article>
<style>
.lead {
font-size: 1.125rem;
color: #666;
margin-bottom: 1rem;
}
.article-header {
margin-bottom: 2rem;
padding-bottom: 1rem;
border-bottom: 1px solid #e9ecef;
}
.article-content {
margin-bottom: 2rem;
}
.article-content h2,
.article-content h3,
.article-content h4 {
margin-top: 2rem;
margin-bottom: 1rem;
}
.article-nav {
display: flex;
justify-content: space-between;
margin-top: 2rem;
padding-top: 1rem;
border-top: 1px solid #e9ecef;
}
.article-nav a {
text-decoration: none;
color: #007bff;
padding: 0.5rem 0;
}
.article-nav a:hover {
color: #0056b3;
}
.tags {
margin: 0.5rem 0;
}
.tag {
display: inline-block;
background: #e9ecef;
color: #495057;
padding: 0.25rem 0.5rem;
margin: 0.25rem 0.25rem 0 0;
border-radius: 0.25rem;
font-size: 0.875rem;
}
</style>
{{ end }}

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{{ define "main" }}
{{ .Content }}
{{ end }}

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<div class="contact-form-container">
<form class="e2c-contact-form" action="#" method="post">
<div class="form-group">
<label for="country">Country *</label>
<select id="country" name="country" required>
<option value="">Select your country</option>
<option value="US">United States</option>
<option value="CA">Canada</option>
<option value="GB">United Kingdom</option>
<option value="AU">Australia</option>
<option value="DE">Germany</option>
<option value="FR">France</option>
<option value="IT">Italy</option>
<option value="ES">Spain</option>
<option value="NL">Netherlands</option>
<option value="SE">Sweden</option>
<option value="NO">Norway</option>
<option value="DK">Denmark</option>
<option value="JP">Japan</option>
<option value="KR">South Korea</option>
<option value="CN">China</option>
<option value="IN">India</option>
<option value="BR">Brazil</option>
<option value="MX">Mexico</option>
<option value="AR">Argentina</option>
<option value="CL">Chile</option>
<option value="ZA">South Africa</option>
<option value="NZ">New Zealand</option>
<option value="other">Other</option>
</select>
</div>
<div class="form-group">
<label for="email">Email *</label>
<input type="email" id="email" name="email" required>
</div>
<div class="form-group">
<label for="name">Name</label>
<input type="text" id="name" name="name">
</div>
<div class="form-group">
<label for="organization">Organization</label>
<input type="text" id="organization" name="organization">
</div>
<div class="form-group">
<label for="organization_url">Organization URL</label>
<input type="url" id="organization_url" name="organization_url" placeholder="https://">
</div>
<div class="form-group">
<label>Interests in E2C</label>
<div class="checkbox-group">
<label class="checkbox-label">
<input type="checkbox" name="interests" value="get_support">
Get support with my E2C
</label>
<label class="checkbox-label">
<input type="checkbox" name="interests" value="share_experience">
Share my E2C experience
</label>
<label class="checkbox-label">
<input type="checkbox" name="interests" value="offer_support">
Offer support to others
</label>
<label class="checkbox-label">
<input type="checkbox" name="interests" value="other">
Other
</label>
</div>
</div>
<div class="form-group">
<label for="additional_info">Anything else you'd like to add?</label>
<textarea id="additional_info" name="additional_info" rows="4"></textarea>
</div>
<div class="form-group">
<label class="checkbox-label">
<input type="checkbox" name="email_updates" value="yes">
Opt in to email updates from E2C Collective
</label>
</div>
<button type="submit" class="submit-btn">Submit</button>
</form>
</div>

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@font-face {
font-family: 'Space Grotesk';
font-style: normal;
font-weight: 300;
font-display: swap;
src: url('./space-grotesk-300.ttf') format('truetype');
}
@font-face {
font-family: 'Space Grotesk';
font-style: normal;
font-weight: 400;
font-display: swap;
src: url('./space-grotesk-400.ttf') format('truetype');
}
@font-face {
font-family: 'Space Grotesk';
font-style: normal;
font-weight: 500;
font-display: swap;
src: url('./space-grotesk-500.ttf') format('truetype');
}
@font-face {
font-family: 'Space Grotesk';
font-style: normal;
font-weight: 600;
font-display: swap;
src: url('./space-grotesk-600.ttf') format('truetype');
}
@font-face {
font-family: 'Space Grotesk';
font-style: normal;
font-weight: 700;
font-display: swap;
src: url('./space-grotesk-700.ttf') format('truetype');
}

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@font-face {
font-family: 'Space Grotesk';
font-style: normal;
font-weight: 300;
font-display: swap;
src: url(https://fonts.gstatic.com/s/spacegrotesk/v21/V8mQoQDjQSkFtoMM3T6r8E7mF71Q-gOoraIAEj62UUsj.ttf) format('truetype');
}
@font-face {
font-family: 'Space Grotesk';
font-style: normal;
font-weight: 400;
font-display: swap;
src: url(https://fonts.gstatic.com/s/spacegrotesk/v21/V8mQoQDjQSkFtoMM3T6r8E7mF71Q-gOoraIAEj7oUUsj.ttf) format('truetype');
}
@font-face {
font-family: 'Space Grotesk';
font-style: normal;
font-weight: 500;
font-display: swap;
src: url(https://fonts.gstatic.com/s/spacegrotesk/v21/V8mQoQDjQSkFtoMM3T6r8E7mF71Q-gOoraIAEj7aUUsj.ttf) format('truetype');
}
@font-face {
font-family: 'Space Grotesk';
font-style: normal;
font-weight: 600;
font-display: swap;
src: url(https://fonts.gstatic.com/s/spacegrotesk/v21/V8mQoQDjQSkFtoMM3T6r8E7mF71Q-gOoraIAEj42Vksj.ttf) format('truetype');
}
@font-face {
font-family: 'Space Grotesk';
font-style: normal;
font-weight: 700;
font-display: swap;
src: url(https://fonts.gstatic.com/s/spacegrotesk/v21/V8mQoQDjQSkFtoMM3T6r8E7mF71Q-gOoraIAEj4PVksj.ttf) format('truetype');
}

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# Add your story
[← Home](../Exit%20to%20Community%20Stories%20&%20Strategies%202ee6f9c491af45648511f5df33c5cfc5.md)
We’re curating stories from founding teams and allies to help people learn from experience.
Want us to feature your work? Suggest a case study!
[https://actionnetwork.org/forms/e2c-website-story-form?source=direct_link&](https://actionnetwork.org/forms/e2c-website-story-form?source=direct_link&)

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# Contact us
[← Home](../Exit%20to%20Community%20Stories%20&%20Strategies%202ee6f9c491af45648511f5df33c5cfc5.md)
Want to plan your community exit strategy? Got experience or legal snippets you’d like to share? We’d love to hear from you!
[https://actionnetwork.org/forms/e2c-website-join-form?source=direct_link&](https://actionnetwork.org/forms/e2c-website-join-form?source=direct_link&)

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# Legal snippets
[**← Home](../Exit%20to%20Community%20Stories%20&%20Strategies%202ee6f9c491af45648511f5df33c5cfc5.md)**
How did organizations build community ownership, legally? We’re collecting term sheets, filing disclosures, bylaws, and even public policy ideas for community ownership.
Search the collection below, or [add your own](Add%20your%20story%2048daac7016594611870f5d9a62f23c82.md)!
[Untitled](Legal%20snippets%20238a4bbcff12498c9ed235adc0fa01cf/Untitled%20e95fab052b804d3ea7d88e80f4b7d342.csv)
<aside>
💫 **Want to add your docs? [Suggest a snippet →](Contact%20us%208a654abdc27549d6976290a85b8d7081.md)**
</aside>
## Want to see the case studies?
Get the story behind many of these legal snippets, and add your own experience!
<aside>
📖 [**View case study library →**](Library%20adea83320ab8495dac10589a3ee407b6.md)
</aside>

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# Library
[**← Home](../Exit%20to%20Community%20Stories%20&%20Strategies%202ee6f9c491af45648511f5df33c5cfc5.md)**
## Want to learn from experience?
We’re curating E2C stories from around the world. Each case study has details about motivation and readiness, process and tensions, and results of trying to build community ownership.
Search the library below, or [add your own](Add%20your%20story%2048daac7016594611870f5d9a62f23c82.md)!
[Untitled](Library%20adea83320ab8495dac10589a3ee407b6/Untitled%207777269e60664b36946aaa09ce70fa4f.csv)
<aside>
💫 **Want to add your story? [Suggest a case study →](Add%20your%20story%2048daac7016594611870f5d9a62f23c82.md)**
</aside>
## Want to see the documents?
See real examples of term sheets, filing disclosures, bylaws, and even public policy ideas, and add your own!
<aside>
📎 [**View legal snippets →**](Legal%20snippets%20238a4bbcff12498c9ed235adc0fa01cf.md)
</aside>

41
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# Resources - WIP
[← Home](../Exit%20to%20Community%20Stories%20&%20Strategies%202ee6f9c491af45648511f5df33c5cfc5.md)
[Untitled](Resources%20-%20WIP%209929c55e75a549edbd4c08c1001749bd/Untitled%20844ae33204f2437db80c8baadbc012d9.csv)
<aside>
👋 **Looking for something specific? [→ Contact us!](Contact%20us%208a654abdc27549d6976290a85b8d7081.md)**
</aside>
~~ CUT FROM HOMEPAGE
[Tags](Resources%20-%20WIP%209929c55e75a549edbd4c08c1001749bd/Tags%207740ca71694e480aa6156071bfd51df3.csv)
~~ CUT FROM HOMEPAGE
[Untitled](Resources%20-%20WIP%209929c55e75a549edbd4c08c1001749bd/Untitled%20d1de399e3c2a4a61b50dc82ca3eb4262.csv)
[→ View all resources](Resources%20-%20WIP%209929c55e75a549edbd4c08c1001749bd.md)
<aside>
👋 **Looking for something specific? [→ Contact us!](Contact%20us%208a654abdc27549d6976290a85b8d7081.md)**
</aside>
~~ CUT FROM HOMEPAGE
- E2C sitemap
[Contact us](Resources%20-%20WIP%209929c55e75a549edbd4c08c1001749bd/Contact%20us%2055f3a9f681854655a153672fc8211c44.md)
[Library](Resources%20-%20WIP%209929c55e75a549edbd4c08c1001749bd/Library%20ee640fbabe5e4c888c0c29678ea95cf0.md)
[Add your story ](Resources%20-%20WIP%209929c55e75a549edbd4c08c1001749bd/Add%20your%20story%2083f65e11929440ccacba797dab8d92f3.md)
[Resources - WIP](Resources%20-%20WIP%209929c55e75a549edbd4c08c1001749bd/Resources%20-%20WIP%20ac2f1278e5c7469888dda0bf3149a017.md)
[Tags](Resources%20-%20WIP%209929c55e75a549edbd4c08c1001749bd/Tags%2048f5b0ce58a3420ba1f10c001c009b32.csv)
[Untitled](Resources%20-%20WIP%209929c55e75a549edbd4c08c1001749bd/Untitled%208222f5ca9162480588a92fbfaac3b624.csv)

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Case,Tags,Link to Case Library,Public URL,Description,Files & media,Homepage,Text and notes
Ginkgo Bioworks,"Filing, United States",,https://www.sec.gov/Archives/edgar/data/1830214/000119312521275407/d172577d424b3.htm#rom172577_78,IPO with Class B Common Stock which grants employees and directors 10x voting power over ordinary stock.,,Yes,
http://Indie.vc term sheet,"Investment, United States",,https://github.com/indievc/terms,Revenue-based equity financing term sheet with a 3x cap on return to the original investment.,,Yes,
Sharetribe,"Bylaws, Finland, Investment",,https://drive.google.com/drive/u/1/folders/138TkcSEVCyjOXByM0QUR7M4iWch8u6tM,"A tech startup structured as a “steward-owned enterprise,” designed to serve a social purpose over profit.",Exit%20to%20Community%20Stories%20&%20Strategies%202ee6f9c491af45648511f5df33c5cfc5/Sharetribes_Articles_of_Association_and_Shareholders_Agreement-20240522T043504Z-001.zip,Yes,
1 Case Tags Link to Case Library Public URL Description Files & media Homepage Text and notes
2 Ginkgo Bioworks Filing, United States https://www.sec.gov/Archives/edgar/data/1830214/000119312521275407/d172577d424b3.htm#rom172577_78 IPO with Class B Common Stock which grants employees and directors 10x voting power over ordinary stock. Yes
3 http://Indie.vc term sheet Investment, United States https://github.com/indievc/terms Revenue-based equity financing term sheet with a 3x cap on return to the original investment. Yes
4 Sharetribe Bylaws, Finland, Investment https://drive.google.com/drive/u/1/folders/138TkcSEVCyjOXByM0QUR7M4iWch8u6tM A tech startup structured as a “steward-owned enterprise,” designed to serve a social purpose over profit. Exit%20to%20Community%20Stories%20&%20Strategies%202ee6f9c491af45648511f5df33c5cfc5/Sharetribes_Articles_of_Association_and_Shareholders_Agreement-20240522T043504Z-001.zip Yes

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Name,Description,Tag,Property,Stakeholders,URL,Assign,Google Doc,Status,Home page,Last updated,Related to Tags (🥑 Case study library)
Namaste Solar,Namaste Solar is a solar installer in Colorado founded by a team that embraced new leadership in 2011 and converted to a worker co-op with $40m in annual revenue as of 2023.,"Co-op, Success, Utilities, Worker owned","Success (Exit%20to%20Community%20Stories%20&%20Strategies%202ee6f9c491af45648511f5df33c5cfc5/Resources%20-%20WIP%209929c55e75a549edbd4c08c1001749bd/Tags%207740ca71694e480aa6156071bfd51df3/Success%20fdf6144f482746bd9d620624dcc25ee8.md), Worker owned (Exit%20to%20Community%20Stories%20&%20Strategies%202ee6f9c491af45648511f5df33c5cfc5/Resources%20-%20WIP%209929c55e75a549edbd4c08c1001749bd/Tags%207740ca71694e480aa6156071bfd51df3/Worker%20owned%2017e443996c774d0f9d51f47f6bed4c37.md), Co-op (Exit%20to%20Community%20Stories%20&%20Strategies%202ee6f9c491af45648511f5df33c5cfc5/Resources%20-%20WIP%209929c55e75a549edbd4c08c1001749bd/Tags%207740ca71694e480aa6156071bfd51df3/Co-op%20bbdb8c27178c4b16b04304607efd4bd7.md), Utilities (Exit%20to%20Community%20Stories%20&%20Strategies%202ee6f9c491af45648511f5df33c5cfc5/Resources%20-%20WIP%209929c55e75a549edbd4c08c1001749bd/Tags%207740ca71694e480aa6156071bfd51df3/Utilities%20658f4ebc12da493cadb67aaa3fad3327.md), High tech (Exit%20to%20Community%20Stories%20&%20Strategies%202ee6f9c491af45648511f5df33c5cfc5/Resources%20-%20WIP%209929c55e75a549edbd4c08c1001749bd/Tags%207740ca71694e480aa6156071bfd51df3/High%20tech%20b65ad112c8bd401dbd74f614a177f5fe.md)",,https://namastesolar.com,adina g,,Full set,Yes,12/22/2023,
Groupmuse,"Groupmuse is a platform for live music run that survived the pandemic in 2020 by expanding to online shows, becoming a worker-owned co-op, and then adding a second class designed by an advisory council of musicians.","Co-op, Multi-stakeholder, Music, Software, Success, Worker owned","Success (Exit%20to%20Community%20Stories%20&%20Strategies%202ee6f9c491af45648511f5df33c5cfc5/Resources%20-%20WIP%209929c55e75a549edbd4c08c1001749bd/Tags%207740ca71694e480aa6156071bfd51df3/Success%20fdf6144f482746bd9d620624dcc25ee8.md), Worker owned (Exit%20to%20Community%20Stories%20&%20Strategies%202ee6f9c491af45648511f5df33c5cfc5/Resources%20-%20WIP%209929c55e75a549edbd4c08c1001749bd/Tags%207740ca71694e480aa6156071bfd51df3/Worker%20owned%2017e443996c774d0f9d51f47f6bed4c37.md), Multi-stakeholder (Exit%20to%20Community%20Stories%20&%20Strategies%202ee6f9c491af45648511f5df33c5cfc5/Resources%20-%20WIP%209929c55e75a549edbd4c08c1001749bd/Tags%207740ca71694e480aa6156071bfd51df3/Multi-stakeholder%20d9b000a086144221a85d154547b43893.md), Co-op (Exit%20to%20Community%20Stories%20&%20Strategies%202ee6f9c491af45648511f5df33c5cfc5/Resources%20-%20WIP%209929c55e75a549edbd4c08c1001749bd/Tags%207740ca71694e480aa6156071bfd51df3/Co-op%20bbdb8c27178c4b16b04304607efd4bd7.md), Music (Exit%20to%20Community%20Stories%20&%20Strategies%202ee6f9c491af45648511f5df33c5cfc5/Resources%20-%20WIP%209929c55e75a549edbd4c08c1001749bd/Tags%207740ca71694e480aa6156071bfd51df3/Music%20da93d3a7a7ac4c12b9d609e42f88e3b4.md), Software (Exit%20to%20Community%20Stories%20&%20Strategies%202ee6f9c491af45648511f5df33c5cfc5/Resources%20-%20WIP%209929c55e75a549edbd4c08c1001749bd/Tags%207740ca71694e480aa6156071bfd51df3/Software%20abef1bfcf2ba4114862687a0a57b8005.md)",,https://groupmuse.com/,,,Full set,Yes,12/22/2023,
HackerNoon,HackerNoon is a tech publication that ran a $1.2m equity crowdfunding campaign in 2019 to leave Medium and build a platform of their own.,"Crowd equity, Software, Success","Success (Exit%20to%20Community%20Stories%20&%20Strategies%202ee6f9c491af45648511f5df33c5cfc5/Resources%20-%20WIP%209929c55e75a549edbd4c08c1001749bd/Tags%207740ca71694e480aa6156071bfd51df3/Success%20fdf6144f482746bd9d620624dcc25ee8.md), Equity crowdfunding (Exit%20to%20Community%20Stories%20&%20Strategies%202ee6f9c491af45648511f5df33c5cfc5/Resources%20-%20WIP%209929c55e75a549edbd4c08c1001749bd/Tags%207740ca71694e480aa6156071bfd51df3/Equity%20crowdfunding%20525007ed024f49888c0b90cdd6954de5.md), Software (Exit%20to%20Community%20Stories%20&%20Strategies%202ee6f9c491af45648511f5df33c5cfc5/Resources%20-%20WIP%209929c55e75a549edbd4c08c1001749bd/Tags%207740ca71694e480aa6156071bfd51df3/Software%20abef1bfcf2ba4114862687a0a57b8005.md)","creators, founders, investors, readers, writers",https://hackernoon.com/,"Nathan Schneider, adina g",,Full set,Yes,12/22/2023,"equity crowdfunding (Exit%20to%20Community%20Stories%20&%20Strategies%202ee6f9c491af45648511f5df33c5cfc5/Resources%20-%20WIP%209929c55e75a549edbd4c08c1001749bd/Tags%2048f5b0ce58a3420ba1f10c001c009b32/equity%20crowdfunding%201cc792efff484d74997ad60de520fe1f.md), platform (Exit%20to%20Community%20Stories%20&%20Strategies%202ee6f9c491af45648511f5df33c5cfc5/Resources%20-%20WIP%209929c55e75a549edbd4c08c1001749bd/Tags%2048f5b0ce58a3420ba1f10c001c009b32/platform%206631bec6904f4a55a7a55053c1ab61d1.md), family owned (Exit%20to%20Community%20Stories%20&%20Strategies%202ee6f9c491af45648511f5df33c5cfc5/Resources%20-%20WIP%209929c55e75a549edbd4c08c1001749bd/Tags%2048f5b0ce58a3420ba1f10c001c009b32/family%20owned%2071f0243197f840d293b3cb4fe672f602.md), journalism (Exit%20to%20Community%20Stories%20&%20Strategies%202ee6f9c491af45648511f5df33c5cfc5/Resources%20-%20WIP%209929c55e75a549edbd4c08c1001749bd/Tags%2048f5b0ce58a3420ba1f10c001c009b32/journalism%20b18f4560d73d4b48a35f7565ef4493c6.md), hybrid (Exit%20to%20Community%20Stories%20&%20Strategies%202ee6f9c491af45648511f5df33c5cfc5/Resources%20-%20WIP%209929c55e75a549edbd4c08c1001749bd/Tags%2048f5b0ce58a3420ba1f10c001c009b32/hybrid%20ddb00f35d78e4c50a9bf0e41ee57ae38.md)"
Juno,"Juno was an NYC-based ride-hail app that promised drivers equity based on trips completed, but got acquired in 2017 and eventually shut down and ended the stock program.","Failure, Multi-stakeholder, Services, Software","Failure (Exit%20to%20Community%20Stories%20&%20Strategies%202ee6f9c491af45648511f5df33c5cfc5/Resources%20-%20WIP%209929c55e75a549edbd4c08c1001749bd/Tags%207740ca71694e480aa6156071bfd51df3/Failure%20d8e5c98ca9104ec4ae500c7019bee0c9.md), Multi-stakeholder (Exit%20to%20Community%20Stories%20&%20Strategies%202ee6f9c491af45648511f5df33c5cfc5/Resources%20-%20WIP%209929c55e75a549edbd4c08c1001749bd/Tags%207740ca71694e480aa6156071bfd51df3/Multi-stakeholder%20d9b000a086144221a85d154547b43893.md), Software (Exit%20to%20Community%20Stories%20&%20Strategies%202ee6f9c491af45648511f5df33c5cfc5/Resources%20-%20WIP%209929c55e75a549edbd4c08c1001749bd/Tags%207740ca71694e480aa6156071bfd51df3/Software%20abef1bfcf2ba4114862687a0a57b8005.md), Services (Exit%20to%20Community%20Stories%20&%20Strategies%202ee6f9c491af45648511f5df33c5cfc5/Resources%20-%20WIP%209929c55e75a549edbd4c08c1001749bd/Tags%207740ca71694e480aa6156071bfd51df3/Services%201c0362374c9e46839c26047c16ca3b6a.md)",,https://en.wikipedia.org/wiki/Juno_(company),"Sylvia Morse, adina g",https://docs.google.com/document/d/1dHITo_IeeCbPrlQ7liTDDRwkjI0H6Mmga8Kg83m0piU/edit,Full set,Yes,12/22/2023,
Signalise Co-Op,Signalise is a Sign Language platform based in the UK that raised funding in 2021 for development by selling 10% equity to investor-members.,"Co-op, Crowd equity, Multi-stakeholder, Services, Success","Success (Exit%20to%20Community%20Stories%20&%20Strategies%202ee6f9c491af45648511f5df33c5cfc5/Resources%20-%20WIP%209929c55e75a549edbd4c08c1001749bd/Tags%207740ca71694e480aa6156071bfd51df3/Success%20fdf6144f482746bd9d620624dcc25ee8.md), Equity crowdfunding (Exit%20to%20Community%20Stories%20&%20Strategies%202ee6f9c491af45648511f5df33c5cfc5/Resources%20-%20WIP%209929c55e75a549edbd4c08c1001749bd/Tags%207740ca71694e480aa6156071bfd51df3/Equity%20crowdfunding%20525007ed024f49888c0b90cdd6954de5.md), Multi-stakeholder (Exit%20to%20Community%20Stories%20&%20Strategies%202ee6f9c491af45648511f5df33c5cfc5/Resources%20-%20WIP%209929c55e75a549edbd4c08c1001749bd/Tags%207740ca71694e480aa6156071bfd51df3/Multi-stakeholder%20d9b000a086144221a85d154547b43893.md), Co-op (Exit%20to%20Community%20Stories%20&%20Strategies%202ee6f9c491af45648511f5df33c5cfc5/Resources%20-%20WIP%209929c55e75a549edbd4c08c1001749bd/Tags%207740ca71694e480aa6156071bfd51df3/Co-op%20bbdb8c27178c4b16b04304607efd4bd7.md), Services (Exit%20to%20Community%20Stories%20&%20Strategies%202ee6f9c491af45648511f5df33c5cfc5/Resources%20-%20WIP%209929c55e75a549edbd4c08c1001749bd/Tags%207740ca71694e480aa6156071bfd51df3/Services%201c0362374c9e46839c26047c16ca3b6a.md)",,https://signalise.coop/,adina g,,Full set,Yes,12/22/2023,
SongADAO,SongADAO emerged when Jonathan Mann formed a Limited Co-op Association and DAO in order to protect his daily songwriting practice with 100% community ownership and governance.,"Crypto, Music, Success","Success (Exit%20to%20Community%20Stories%20&%20Strategies%202ee6f9c491af45648511f5df33c5cfc5/Resources%20-%20WIP%209929c55e75a549edbd4c08c1001749bd/Tags%207740ca71694e480aa6156071bfd51df3/Success%20fdf6144f482746bd9d620624dcc25ee8.md), Crypto (Exit%20to%20Community%20Stories%20&%20Strategies%202ee6f9c491af45648511f5df33c5cfc5/Resources%20-%20WIP%209929c55e75a549edbd4c08c1001749bd/Tags%207740ca71694e480aa6156071bfd51df3/Crypto%2053b9777c4f714b81adf392c789f410cb.md), Music (Exit%20to%20Community%20Stories%20&%20Strategies%202ee6f9c491af45648511f5df33c5cfc5/Resources%20-%20WIP%209929c55e75a549edbd4c08c1001749bd/Tags%207740ca71694e480aa6156071bfd51df3/Music%20da93d3a7a7ac4c12b9d609e42f88e3b4.md)",,https://songaday.world/,adina g,https://docs.google.com/document/d/1l5NgLd5fzxAU7nb9DGEcaX0jdcKC7EOl9Of21FjROQk/edit?usp=sharing,Full set,Yes,12/22/2023,
1 Name Description Tag Property Stakeholders URL Assign Google Doc Status Home page Last updated Related to Tags (🥑 Case study library)
2 Namaste Solar Namaste Solar is a solar installer in Colorado founded by a team that embraced new leadership in 2011 and converted to a worker co-op with $40m in annual revenue as of 2023. Co-op, Success, Utilities, Worker owned Success (Exit%20to%20Community%20Stories%20&%20Strategies%202ee6f9c491af45648511f5df33c5cfc5/Resources%20-%20WIP%209929c55e75a549edbd4c08c1001749bd/Tags%207740ca71694e480aa6156071bfd51df3/Success%20fdf6144f482746bd9d620624dcc25ee8.md), Worker owned (Exit%20to%20Community%20Stories%20&%20Strategies%202ee6f9c491af45648511f5df33c5cfc5/Resources%20-%20WIP%209929c55e75a549edbd4c08c1001749bd/Tags%207740ca71694e480aa6156071bfd51df3/Worker%20owned%2017e443996c774d0f9d51f47f6bed4c37.md), Co-op (Exit%20to%20Community%20Stories%20&%20Strategies%202ee6f9c491af45648511f5df33c5cfc5/Resources%20-%20WIP%209929c55e75a549edbd4c08c1001749bd/Tags%207740ca71694e480aa6156071bfd51df3/Co-op%20bbdb8c27178c4b16b04304607efd4bd7.md), Utilities (Exit%20to%20Community%20Stories%20&%20Strategies%202ee6f9c491af45648511f5df33c5cfc5/Resources%20-%20WIP%209929c55e75a549edbd4c08c1001749bd/Tags%207740ca71694e480aa6156071bfd51df3/Utilities%20658f4ebc12da493cadb67aaa3fad3327.md), High tech (Exit%20to%20Community%20Stories%20&%20Strategies%202ee6f9c491af45648511f5df33c5cfc5/Resources%20-%20WIP%209929c55e75a549edbd4c08c1001749bd/Tags%207740ca71694e480aa6156071bfd51df3/High%20tech%20b65ad112c8bd401dbd74f614a177f5fe.md) https://namastesolar.com adina g Full set Yes 12/22/2023
3 Groupmuse Groupmuse is a platform for live music run that survived the pandemic in 2020 by expanding to online shows, becoming a worker-owned co-op, and then adding a second class designed by an advisory council of musicians. Co-op, Multi-stakeholder, Music, Software, Success, Worker owned Success (Exit%20to%20Community%20Stories%20&%20Strategies%202ee6f9c491af45648511f5df33c5cfc5/Resources%20-%20WIP%209929c55e75a549edbd4c08c1001749bd/Tags%207740ca71694e480aa6156071bfd51df3/Success%20fdf6144f482746bd9d620624dcc25ee8.md), Worker owned (Exit%20to%20Community%20Stories%20&%20Strategies%202ee6f9c491af45648511f5df33c5cfc5/Resources%20-%20WIP%209929c55e75a549edbd4c08c1001749bd/Tags%207740ca71694e480aa6156071bfd51df3/Worker%20owned%2017e443996c774d0f9d51f47f6bed4c37.md), Multi-stakeholder (Exit%20to%20Community%20Stories%20&%20Strategies%202ee6f9c491af45648511f5df33c5cfc5/Resources%20-%20WIP%209929c55e75a549edbd4c08c1001749bd/Tags%207740ca71694e480aa6156071bfd51df3/Multi-stakeholder%20d9b000a086144221a85d154547b43893.md), Co-op (Exit%20to%20Community%20Stories%20&%20Strategies%202ee6f9c491af45648511f5df33c5cfc5/Resources%20-%20WIP%209929c55e75a549edbd4c08c1001749bd/Tags%207740ca71694e480aa6156071bfd51df3/Co-op%20bbdb8c27178c4b16b04304607efd4bd7.md), Music (Exit%20to%20Community%20Stories%20&%20Strategies%202ee6f9c491af45648511f5df33c5cfc5/Resources%20-%20WIP%209929c55e75a549edbd4c08c1001749bd/Tags%207740ca71694e480aa6156071bfd51df3/Music%20da93d3a7a7ac4c12b9d609e42f88e3b4.md), Software (Exit%20to%20Community%20Stories%20&%20Strategies%202ee6f9c491af45648511f5df33c5cfc5/Resources%20-%20WIP%209929c55e75a549edbd4c08c1001749bd/Tags%207740ca71694e480aa6156071bfd51df3/Software%20abef1bfcf2ba4114862687a0a57b8005.md) https://groupmuse.com/ Full set Yes 12/22/2023
4 HackerNoon HackerNoon is a tech publication that ran a $1.2m equity crowdfunding campaign in 2019 to leave Medium and build a platform of their own. Crowd equity, Software, Success Success (Exit%20to%20Community%20Stories%20&%20Strategies%202ee6f9c491af45648511f5df33c5cfc5/Resources%20-%20WIP%209929c55e75a549edbd4c08c1001749bd/Tags%207740ca71694e480aa6156071bfd51df3/Success%20fdf6144f482746bd9d620624dcc25ee8.md), Equity crowdfunding (Exit%20to%20Community%20Stories%20&%20Strategies%202ee6f9c491af45648511f5df33c5cfc5/Resources%20-%20WIP%209929c55e75a549edbd4c08c1001749bd/Tags%207740ca71694e480aa6156071bfd51df3/Equity%20crowdfunding%20525007ed024f49888c0b90cdd6954de5.md), Software (Exit%20to%20Community%20Stories%20&%20Strategies%202ee6f9c491af45648511f5df33c5cfc5/Resources%20-%20WIP%209929c55e75a549edbd4c08c1001749bd/Tags%207740ca71694e480aa6156071bfd51df3/Software%20abef1bfcf2ba4114862687a0a57b8005.md) creators, founders, investors, readers, writers https://hackernoon.com/ Nathan Schneider, adina g Full set Yes 12/22/2023 equity crowdfunding (Exit%20to%20Community%20Stories%20&%20Strategies%202ee6f9c491af45648511f5df33c5cfc5/Resources%20-%20WIP%209929c55e75a549edbd4c08c1001749bd/Tags%2048f5b0ce58a3420ba1f10c001c009b32/equity%20crowdfunding%201cc792efff484d74997ad60de520fe1f.md), platform (Exit%20to%20Community%20Stories%20&%20Strategies%202ee6f9c491af45648511f5df33c5cfc5/Resources%20-%20WIP%209929c55e75a549edbd4c08c1001749bd/Tags%2048f5b0ce58a3420ba1f10c001c009b32/platform%206631bec6904f4a55a7a55053c1ab61d1.md), family owned (Exit%20to%20Community%20Stories%20&%20Strategies%202ee6f9c491af45648511f5df33c5cfc5/Resources%20-%20WIP%209929c55e75a549edbd4c08c1001749bd/Tags%2048f5b0ce58a3420ba1f10c001c009b32/family%20owned%2071f0243197f840d293b3cb4fe672f602.md), journalism (Exit%20to%20Community%20Stories%20&%20Strategies%202ee6f9c491af45648511f5df33c5cfc5/Resources%20-%20WIP%209929c55e75a549edbd4c08c1001749bd/Tags%2048f5b0ce58a3420ba1f10c001c009b32/journalism%20b18f4560d73d4b48a35f7565ef4493c6.md), hybrid (Exit%20to%20Community%20Stories%20&%20Strategies%202ee6f9c491af45648511f5df33c5cfc5/Resources%20-%20WIP%209929c55e75a549edbd4c08c1001749bd/Tags%2048f5b0ce58a3420ba1f10c001c009b32/hybrid%20ddb00f35d78e4c50a9bf0e41ee57ae38.md)
5 Juno Juno was an NYC-based ride-hail app that promised drivers equity based on trips completed, but got acquired in 2017 and eventually shut down and ended the stock program. Failure, Multi-stakeholder, Services, Software Failure (Exit%20to%20Community%20Stories%20&%20Strategies%202ee6f9c491af45648511f5df33c5cfc5/Resources%20-%20WIP%209929c55e75a549edbd4c08c1001749bd/Tags%207740ca71694e480aa6156071bfd51df3/Failure%20d8e5c98ca9104ec4ae500c7019bee0c9.md), Multi-stakeholder (Exit%20to%20Community%20Stories%20&%20Strategies%202ee6f9c491af45648511f5df33c5cfc5/Resources%20-%20WIP%209929c55e75a549edbd4c08c1001749bd/Tags%207740ca71694e480aa6156071bfd51df3/Multi-stakeholder%20d9b000a086144221a85d154547b43893.md), Software (Exit%20to%20Community%20Stories%20&%20Strategies%202ee6f9c491af45648511f5df33c5cfc5/Resources%20-%20WIP%209929c55e75a549edbd4c08c1001749bd/Tags%207740ca71694e480aa6156071bfd51df3/Software%20abef1bfcf2ba4114862687a0a57b8005.md), Services (Exit%20to%20Community%20Stories%20&%20Strategies%202ee6f9c491af45648511f5df33c5cfc5/Resources%20-%20WIP%209929c55e75a549edbd4c08c1001749bd/Tags%207740ca71694e480aa6156071bfd51df3/Services%201c0362374c9e46839c26047c16ca3b6a.md) https://en.wikipedia.org/wiki/Juno_(company) Sylvia Morse, adina g https://docs.google.com/document/d/1dHITo_IeeCbPrlQ7liTDDRwkjI0H6Mmga8Kg83m0piU/edit Full set Yes 12/22/2023
6 Signalise Co-Op Signalise is a Sign Language platform based in the UK that raised funding in 2021 for development by selling 10% equity to investor-members. Co-op, Crowd equity, Multi-stakeholder, Services, Success Success (Exit%20to%20Community%20Stories%20&%20Strategies%202ee6f9c491af45648511f5df33c5cfc5/Resources%20-%20WIP%209929c55e75a549edbd4c08c1001749bd/Tags%207740ca71694e480aa6156071bfd51df3/Success%20fdf6144f482746bd9d620624dcc25ee8.md), Equity crowdfunding (Exit%20to%20Community%20Stories%20&%20Strategies%202ee6f9c491af45648511f5df33c5cfc5/Resources%20-%20WIP%209929c55e75a549edbd4c08c1001749bd/Tags%207740ca71694e480aa6156071bfd51df3/Equity%20crowdfunding%20525007ed024f49888c0b90cdd6954de5.md), Multi-stakeholder (Exit%20to%20Community%20Stories%20&%20Strategies%202ee6f9c491af45648511f5df33c5cfc5/Resources%20-%20WIP%209929c55e75a549edbd4c08c1001749bd/Tags%207740ca71694e480aa6156071bfd51df3/Multi-stakeholder%20d9b000a086144221a85d154547b43893.md), Co-op (Exit%20to%20Community%20Stories%20&%20Strategies%202ee6f9c491af45648511f5df33c5cfc5/Resources%20-%20WIP%209929c55e75a549edbd4c08c1001749bd/Tags%207740ca71694e480aa6156071bfd51df3/Co-op%20bbdb8c27178c4b16b04304607efd4bd7.md), Services (Exit%20to%20Community%20Stories%20&%20Strategies%202ee6f9c491af45648511f5df33c5cfc5/Resources%20-%20WIP%209929c55e75a549edbd4c08c1001749bd/Tags%207740ca71694e480aa6156071bfd51df3/Services%201c0362374c9e46839c26047c16ca3b6a.md) https://signalise.coop/ adina g Full set Yes 12/22/2023
7 SongADAO SongADAO emerged when Jonathan Mann formed a Limited Co-op Association and DAO in order to protect his daily songwriting practice with 100% community ownership and governance. Crypto, Music, Success Success (Exit%20to%20Community%20Stories%20&%20Strategies%202ee6f9c491af45648511f5df33c5cfc5/Resources%20-%20WIP%209929c55e75a549edbd4c08c1001749bd/Tags%207740ca71694e480aa6156071bfd51df3/Success%20fdf6144f482746bd9d620624dcc25ee8.md), Crypto (Exit%20to%20Community%20Stories%20&%20Strategies%202ee6f9c491af45648511f5df33c5cfc5/Resources%20-%20WIP%209929c55e75a549edbd4c08c1001749bd/Tags%207740ca71694e480aa6156071bfd51df3/Crypto%2053b9777c4f714b81adf392c789f410cb.md), Music (Exit%20to%20Community%20Stories%20&%20Strategies%202ee6f9c491af45648511f5df33c5cfc5/Resources%20-%20WIP%209929c55e75a549edbd4c08c1001749bd/Tags%207740ca71694e480aa6156071bfd51df3/Music%20da93d3a7a7ac4c12b9d609e42f88e3b4.md) https://songaday.world/ adina g https://docs.google.com/document/d/1l5NgLd5fzxAU7nb9DGEcaX0jdcKC7EOl9Of21FjROQk/edit?usp=sharing Full set Yes 12/22/2023

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