The Sustainable CO-OP Store weekly meeting #12

Hi.

Hey guys, sorry, uh, our internet is really acting weird, but you guys can hear us, so that's impressive, and see us.

That's even better. They don't have to see us.

How are you guys waking up?

Okay, yeah, we're okay. Just, it's more like the internet's been— we're staying at a friend's place for a couple days, um, internet's like a little funny here. We have like Wi-Fi, but it's— you sound like it's, it's pretty staticky. Oh shoot, okay, um, yeah, I'm gonna switch my video off. Um, hopefully that helps. Is that better, guys? Can you hear me, Russell? Okay, this is here. Okay, Jennifer. Okay, cool.

Yeah, I think it's better.

Yeah, okay.

Sorry guys, I'm eating right now. I'll be talking soon.

Oh cool, what are you eating, Russell? Something from the garden?

Uh, just an egg sandwich.

Here we have Brad and—

cool.

And I guess we're just waiting for Adam. Hello? Maybe Calvin?

I don't know.

I mean, Calvin's been a little—

oh, we're using that one. All right.

Oh, hey Brad, another angle. Okay, I'm ready. Nice. Sorry guys, so we're gonna do without—

Can you hear me okay? You're getting a little pixelated.

Me? Oh shoot, yeah, unfortunately.

I think they're having trouble with their internet.

Oh.

They can no longer hear you today.

I'm gonna try one other thing. Hopefully this works.

Blur.

Okay.

Can you guys hear us? Hello?

Nope.

Frozen. Am I still there? Can you guys hear me? Can you guys hear us?

Hey, that sounds better.

Yeah. Yeah. Okay, cool. Awesome. Cool. Yeah, I'm using my hotspot. So let's see if that works better. Well, are you ready?

Are you guys back or where are you guys at now? World travelers around the world, I guess.

Yeah, they're still there.

They're still there. You're gonna have to talk from the whole thing.

Why they're having trouble. Oh, I like how you blur your background. How do you do that?

I'm going to settings. I'm obsessed with it now. Um, I'm in Teams a lot for work, Microsoft Teams, and, um, it lets you blur the background. If you go into, go into settings, background filters, and you have to download some package, but it'll do it. Okay, it's kind of in there with the video filters and stuff. Let me see.

Oh yeah, it's cool. Hi Adam.

Hey, haircut.

Yes, yes, I need a haircut so bad. You can do blurred and hats. That's nice.

Yep. Yes, and the blur is useful.

This is more classy. This is better. I mean, that's— we want to have a professional atmosphere, right? So fedora.

So kind of like the blur option though. That's nice.

Yeah, that's what I told him. Yes.

Yeah, well, you know, it's nice too. Like, I use it all the time at work because my room is a mess. I don't want everyone to know my room is a mess. Nobody's— let's say, like, so if you blur it, you can't really tell. Hard to see.

We need that.

Finger miscrossing. Without a t-shirt, topless, that's also good. My husband likes to walk around topless around the house, and that was awkward.

So we get through it again, just to be— you're recording? Yeah, we're recording. Um, who's the facilitator?

Oh, um, Calvin.

Oh shoot, okay, Calvin. Adam, did you work with Calvin this week? Did you have any luck connecting with him?

Yeah, yeah, we worked together last night. Um, he implied he would be here today.

Okay, okay, so, um, oh, speaking of it, ears were burning. Calvin, what's up, man? Can you hear us? Can you guys hear us, by the way?

Hey, hey, yep, I can hear you guys.

Okay, cool. Calvin, I think you're the facilitator today, man.

Will you be able to get it out?

Okay, jumping right into it.

Oh, I can't even— I don't even have a camera.

Nice orange background.

Okay, well, while I get set up, why don't— maybe Ulla can, uh, want to kick it off? Yep.

Okay, I have the icebreaker today, uh, so I, since I really love— I mean, my superpower is smell. I found this, uh, Icebreaker: what is your favorite smell and why? What is your— nice Calvin, nice hat.

Thank you, it's just cold here in Chicago right now.

Oh, you are in Chicago?

Yeah, yeah.

I didn't know that.

That's our machine. Okay, so I start. My favorite smell It's lemon. Just, and why? Because I mean, I love lemons. I use lemons for everything, for food, for cleaning, for antiperspirant, instead of antiperspirant. I love lemon cake. Like basically I cannot live without lemon and I just love this Yeah, who's next? Adam?

I'll just go with cut grass, even though I don't believe in lawns, but for some reason grass smells good when it's cut.

But if you have a lawn, sure.

Even if you have a neighbor with a lawn.

Yeah, Erica?

Um, I love the smell of roses. There's no particulation. And the smell of rain.

Oh, it's fine. And you can smell it.

Yeah, yeah, I love that. And, um, let's see, Calvin.

Yeah, um, I just love the smell of campfires. They always put me at ease. So I'm a big fan of that.

Oh yeah, I know.

Who we got? Is Russell on? Are you there?

Yeah, I'm here.

Take it over.

I can't figure out my video, but I'll be here. I'll be here with video soon.

Okay, great.

This is a really hard one and a great question. I think I'm really on to like the smell of rotting autumn leaves, right, lately. But like frankincense is really good as well. I've been getting getting a kick out of frankincense.

So what is that?

It's, uh, it's— they make it out of the bark of a frankincense tree. And yeah, they use it in like Catholic religion a lot, but I never really smelled it from there. I just— I smelled it from essential oils lately. My wife's into that. So yeah, it's got a distinct smell. And I'll throw it over to Vivek.

I guess my favorite smell would probably be the smell of pizza. I love pizza, so it has a very distinct smell and I really enjoy it every time I pass it by. And last but not least, Jen— oh no, actually there's Brad and Jennifer, but I'll pass it to Jennifer.

I'm gonna say lemongrass. It's kind of a combination of lemons.

Over to you, Brad. Um, so I think my favorite actually is probably coffee. I think that's a lot of good coffee smells. But a funny one that I kind of thought of first was, um, the smell of beaches. And I didn't really learn till later that it's It's really the smell of like decaying seaweed that I like. Like we would go to the beach as like a kid. I'd be like, oh, it's, you know, like I have fond memories of going to beach with family and yada yada. And it was only later that I was like, oh, that's the smell of like, you know, plants dying and, you know, being left out on the beach.

You should come to Portugal, there's lots of seaweed on the beach.

Yeah.

We have to turn it into some essential oils or something.

Did we get everyone?

Or did we hear from Jennifer?

Yep.

Okay, great.

Lemongrass.

Lemongrass, yeah.

Oh yes, that was a good one. All right, next on the agenda would be reading the agenda and then seeing if we need to add anything to it or amendments to the agenda. I am actually having trouble finding like the full agenda. It says on the Miro board, at least where I'm looking, read agenda, add to agenda, and I see in the previous board there kind of was like more of a written out agenda. So am I making that now or does it already exist somewhere?

So that should be making it now.

I think I was supposed to do it.

Yeah, I guess it got missed in the last meeting. Just to— yeah, so yeah, we probably didn't get it done.

Yeah, we were just talking about the business model canvas. I'm sure we just missed talking about what we're doing next week.

We're just really following up on that.

Yeah, plus I also— I actually wrote it there, so I don't know, it disappeared. About the time of the meeting, discussing time of the meeting.

Oh, okay.

I actually added it, so I wonder.

It's not there. Okay.

Yeah, I saw that that was tabled to a future time, at least.

Okay.

I have one to add as like a suggest, like a 5-minute suggestion.

Okay.

Yeah, um, if there's— if there's— what's the topic? And then if there's, uh, no objections—

well, it's about meetings, I guess.

Okay, uh, so a meta on meetings.

I want to discuss it a little bit.

We'll do it towards the end. Okay.

Okay.

All right, uh, any other major items that we think we should go to next? Oh, I can't just highlight and move it.

Yeah, I would just, uh, I would also like want to talk about, um, uh, just some like organization, um, like feedback stuff.

So organization feedback, and then I assume we're going to be hitting the I forget the acronyms, but our— the things that we worked on.

Yeah, yeah, I think that's like—

that should probably be the chunk of time that's going to be the big thing. Vivek, your item, we can do that later, or you'd like it to be more up front?

Yeah, no, I think I'd rather focus on the business model canvas. We can like— maybe we could Save about 10 minutes or so.

Okay, we'll try to save 10 minutes and then the meta conversation is about 5 minutes, you, you assume there, Brad? Yeah, uh, we like time to go over meetings, so we do have a chunk of stuff. So probably come what, uh, a half hour left, we need to try to wrap up what we're doing. We with the chart or with the—

Yeah, it sounds totally right. Yeah.

Okay.

Thanks, Calvin.

What is this?

Oh, I'm moving stuff in the big old board. I'm getting used to navigating the business model canvas. Kind of remember how that's worded. Okay. Business model canvas. Okay, it is officially on the document here, uh, for agenda. Everybody's okay with this agenda?

Yep.

Hearing no objections, we'll move on. And I, I guess we're going to be in that Google Sheets document talking about each team's rankings.

Who's the minute taker, by the way?

Also, I just want to make sure that that person It's me, I got it.

Yeah, you're good. Yeah, awesome, awesome, cool, thanks.

Okay, um, do we have a link for that document just to get everybody—

oh sure, yeah, over there.

Yeah, unless someone else is pulling it.

I got it, I can put it in chat.

Yeah, I got it.

Someone share their screen or we just look at their own, our own screen?

Maybe Calvin, could you share your screen, Calvin?

Maybe I can share screen.

Yep.

Okay, all right, we should be looking at the doc.

Sweet.

Yep.

All right, and then kind of go with the flow of the chart. I assume left to right is the order we should go.

I don't know if it makes it— we could, yeah, whatever way.

Right, what would you— should we start with—

I don't think the tabs are in any order.

Oh, they're not in a particular order.

Okay, I don't think so.

Um, so in the business model canvas, what—

Brad, would you say we should start from the middle like we did?

Do you want to start, start with the big ones and then, um, I don't know, in the same order we did them in?

You're probably the better person to go to on that.

Yeah, sure. I mean, let's start with value proposition.

Okay.

Value proposition, I heard.

Yeah, if I order the tabs on my side, is it going to update your side?

Yep.

Let's see. I guess we should test it out. Okay, so value prop.

All right, for value proposition, what team tackled that one?

That was me and Brad, right?

Oh yeah, sorry, paying attention to the tabs. Yeah, so I pretty much kept everything, we pretty much kept everything, and ranking-wise, I kind of just I just did like 1, 2, 3. I put them into 3 groups as far as ranking.

Calvin, can you zoom in a little bit? Would you mind? Sorry.

Oh, not at all. Yeah, I can zoom in or I can— yeah, do you make the—

Thanks. Just to— Did that actually get larger? Yeah.

Zooming is super weird.

I think you go View.

Um, okay, yeah, this type of zoom.

Okay, yeah, perfect.

Yeah, perfect.

There we go. Sorry about that.

All good.

Yeah, that's good. Um, so like for like the materials ones or the ones we were talking about containers, I kind of ranked it as like no container is ideal, or the charging by weight is ideal, or like the best case scenario. And then 2 would be like aluminum, um, container, reusing containers. And then 3 is like, you know, better plastics and stuff like that. So that's kind of what I was thinking about as far as ranking. Um, similar for the rest of them, either high standards, some were more like informational based, some were more about community. Um, and I kind of thought the, uh, high sustainability standards and clarity on product end of life was like what also education were kind of like the top ones that we've been talking about the most. So I put those on, we put those on top, and then kind of broke it down from there.

Okay, so just, I'm just following. So like high sustainability standards, that was your ranking of number 1 value prop, is that correct? But then I see no container at all, another number 1. I'm a little—

right, yeah.

Or there's a clear—

I wasn't sure how, um, yeah, so I figured those were like the top ones that we should focus on, and then that's kind of— I kind of— I mean, they're kind of more grouped that way as a ranking, but does that make sense?

Uh, so Vivek, uh, what What ones did you work on? Just to quickly see, like, how did you go about the ranking?

Key resources. I worked on key resources and I think revenue streams we did.

Yeah.

Okay. And revenue streams. And we got that the ranking is in sequential order and it's treating this entire thing as like one category or one grouping.

Yeah. Yeah, this is me and Jennifer's boxes. Yeah.

Yeah. And then here we're looking at something and I'm trying to understand this myself. There's multiple kind of categories and within each category there's a ranking. Is that what's happening here?

No, I guess the, I mean, the tag is just kind of a category, but the rank, I guess the rank is just like 1, 2, you know, between 1, 2, and 3. Of how, like how, how much we've talked about it, how important it is to the, like how central it is to the, to the goal.

Okay. And then 3 or 1 is the highest?

1 is like the best.

Yeah.

And then 1 is the best here.

Is that, is that the scale that everyone else uses?

A little note here.

1.

Okay.

Or like 1 maybe being like our highest priority, I guess.

Right.

Okay, got it. Okay, there's just the gamification, or being best in class and making living.

So I think that I kind of think that might be more going, you may want to move that to like the relationship. I don't know if that's really like part of the value proposition. I didn't want to just like throw it into the relationship pile without like, you know, cause I know somebody else was working on that and didn't want to mess up their list.

It's already there. So we can just—

Oh, is it? Oh, okay.

Yeah.

I could have just checked.

Sorry.

Yeah. Okay, good. Let me, um, let me delete it on my side.

Are there, uh, any thoughts on what is, uh, you know, ranked the highest priority here, uh, from the group? And then, sorry, Erica, you were about to say something.

Go ahead.

Oh yeah, like, um, just to give my, uh, maybe give myself or like a little bit more context next. And I understand what we did, but what is going to be the use of this? Our number ones are going to be the things that we're going to focus on first. I mean, for Ulla and I, we discovered that some things made sense and some things didn't make sense. It's just polishing our initial list that was just brainstorming. More specifically, what do we want to do tonight?

Yeah, that's a great question. That's a great point. I think the way I thought is, can we— Calvin just highlighting is actually really helpful.

Oh, someone else is doing that. But yeah, that is, that's really helpful.

I didn't think it would take us now, but I should probably have highlighted him.

Yeah. So I think we should talk. Russell, are you doing something with your computer? It's a little loud, I think. In fact, someone's got to do something loud in the background.

Okay, sorry about that. I'm trying to— I'm trying to—

you got your video back?

My mic back up?

Nice. Yeah, okay, cool. Welcome back. Yeah, um, so I think we should be talking about this, these like things as a group, and maybe understanding the logic or asking questions, um, and maybe spending a little bit of time per, per box, trying to be like mindful of like how many boxes we have and trying to, um, you know, if we can get through this today, but maybe it's not going to be possible because it is a lot. And I don't know, Brad, you can correct me if I'm wrong, but like I think we, we want to get this pretty like a, like I have a pretty decent, um like ranking that we feel good about and rushing it might not be wise. Is that— would you agree?

You know, I think the— I guess in my mind, the ranking isn't as important as finding— having them all be cohesive and that they all like kind of connect together.

Okay. Okay. And you would say like, and how does this all connect together if there's like something like the value prop here seems like a lot of, there's a lot of things still.

Yeah.

So how does like, how do we, how would everything connect? Maybe I'm misunderstanding this.

So I think we gotta take, so I think we wanna take a couple of them And see, we got to take like education and see what, um, you know, what relationships they, uh, what's the relationship there with the customer and what's the channels that we want, we would use and, um, what customers would, would want, need, you know, need that educational, uh, products.

Got it. Okay, got it. Um, so should we use that, like, should we go through like one for that, for example, to start with education then? Like, yeah, sure, the other boxes.

Yeah, no, I don't know how, uh, I guess I haven't really thought about how to do it technically.

I wonder if, um, So like we can just, we can just start like education. Huh?

Yep. Sorry, I hadn't really thought about it.

Um, no, it's okay.

What were your thoughts?

Yeah. Why don't we just take education, for example, that was one of the ones you ranked one and maybe you said like we can like look at, uh, customer customers, right? Uh, customer segments and then see how, like what would tie into the education for customer segments. Right. Yeah.

Okay.

And to make sure that there's a connection there.

Also, it might be helpful to use our tags. For instance, I see here community and I've seen it in other groups as a tag. So maybe that can also help us connect them.

Hmm. Hmm.

Yeah. I'm trying to think of a way to get them all. If we can put them all in the same spreadsheet or have them look at, you know, at least a couple of them together and see, you know, what tags, you know, overlap, or you see, see connections like that. That makes sense. It's not— kind of breaks the spreadsheet model, but I wonder if we can You can put these back into Miro maybe and put them next to each other.

So, um, something that I, I guess I kind of was doing it, um, unconsciously, but when I was looking at this, I, I inherently— I, and this might just be my graphic design background, uh, from university, but I inherently saw this as like, this is not a, like, currently like a referenceable guide. This is, you know, far too many bullet points per section. So I inherently thought like, what could be grouped among these? And I think Adam was on the same track with me as what could be grouped among these to kind of like easily say terms that like cover multiple of these. And then once you had those groupings, I was thinking like if there were a podium at each one. So if there were your top 3 here, your top 3 here, top 3 here, now it becomes an approachable thing where each section only has 3 bullet points at most. Maybe, maybe you even narrow it down to like one core idea in some of them. And then this becomes a, a referenceable guide that we, we can go back to and say, you know, here's what we narrowed it down to, or here's what we were thinking. And, and we're in the process of consolidating these multiple points into kind of categorical, um, phrases or terms, uh, to then, to then pare it down to make this a very approachable document. Um, did anybody else have like similar feeling or like thinks that that's the direction that this is used, or is this document used in a different way than what I'm imagining?

Yeah, I think that's what we did also. We grouped them and tagged them. And for instance, I can see here that like what we did basically is like all the ones we put together like in one cell, all the twos would be together, and like it made it look like a smaller list.

Erica, yeah, which one did you work on so we can have this— have a look.

Uh, we, for instance, we had key activities. We had a—

who—

which had a bunch of things.

Russell with the fan. Sorry, I, uh, sorry, go ahead.

Wow, that was like a back game or something.

Shredder.

Um, so yeah, this was the longest list. It had like the two post-its and everything, and so we kind of did— we're gonna earn our tags, which we thought, since there are activities, we tag them as a department or like a group of people that will be performing these activities, and then we also classify them between back and front office, so I don't know if how this will help specifically to put them in the canvas because I think all these activities are important. I don't think we can just choose top 3, but at least it looks a little bit more organized. So I don't know, Ulla, what do you think, or somebody else?

I think actually like the tags, you know, are important. That's why we made the tags. To kind of group them, so to make the whole thing more condensed. So I understand what you are saying, how we like to pick top 3. But I mean, if we already narrow them 2 times just to that type, so for example, we already have instead of, I don't know, 25, we have 7, right? So I would just kind of like I mean, that's how we did, I think. Just categorizing them and putting them into certain tags narrowed it already. So I don't know if we have to narrow them more because, yeah, they all seem essential. Just we ranked them because we had to. I'm not sure.

Yes, exactly. And we ranked them, and then in our criteria was like what would need to happen first, because like for us, something like equally important. So we say, okay, so first is like the team, like human resources, like hiring, getting organized ourselves, and then all the marketing part, of course. And then just how you see it there, but in the order of like what we think like, okay, not that for us, for instance, is, is not important assisting customers, but first we need to have like a product and a team that handles the product.

So yeah, sorry, like a chronological order, like, you know, chronological order, how the whole process of, uh, you know, getting the business, uh, on its feet.

Yeah, maybe in the future, like, the, the ranking will change. Um, yeah, but we consider all of these important. So it's the ones that were overlapping we eliminated them or we put them where we thought it would be better. I don't know, like, if you have any input on this, like, we were both very new on this.

Sure.

No, I mean, I think this is, this is good.

Yeah, Calvin and I ran into the same issue of different importance based on the timeline of the project. So We were— certain items we were reluctant to rank because ranking didn't make a lot of sense. So I feel like all these categories are going to have their— we can't treat them all equally. So I think it's okay if they, they differ a bit in terms of logistically how they're presented.

Okay, so you're looking at key partners, is that The one you guys did, Adam and Calvin? Yeah. Okay, so then— okay, so I see producers, refineries, uh, okay, and then you have a couple at the bottom that are unranked, so regulation, local state, uh, funding, uh, so far, okay, B2B network. And so those— for those ones You, you guys didn't rank it because you, it was important, but you didn't think it was like, it shouldn't be below number 4. Is that correct?

Yeah.

And, and also we, some of these are, um, so we, we kind of noted that here. Some of them are only upon need and like we imagine early on finding where we fit it within regulations. Would be heavy up front, but we assume the business would like kind of address that and then it would, you know, not be needed. It wouldn't be primary. It'd be primary for certain amounts of time. Yeah. And then contingent would mean kind of where we land. So exactly what functions our business does would dictate like how strongly B2B would be necessary. Um, so unranked means like we acknowledge that it is important, and then when we noted contingent, that meant that like this really could come up and be number 1, or it could be in the top 3 or something like that, or it could be, you know, easily well below. We're just not sure how things land. And we were one— we were kind of thinking like, as we as a group look at the whole chart, are we going to see like our niche? Are we going to see something arise where it tells us, oh, we are going to be a B2B, like, heavy business, um, where we're working with other distributors or storefronts or something? Um, yeah, and that was going to change the ranking. But based on just kind of like the— our best approximation of everyone's ideas, uh, or, or visions of the business in the future, these were the ones that we felt confident in ranking. And these were the ones that we weren't confident to rank.

Uh-huh. Got it. Makes sense.

There's also a large flux between, depending on, say, what part of the supply chain we're going to do in-house. So like if we take on the distribution network or the packaging or shipping, whatever that may be, or It was hard to— it was hard to account for those different tacks that we might take in one singular list.

So we did our best to have these overarching terms, which I see other groups are kind of using as their tags, where we have this term in the front that is supposed to encompass all these other sub-items from the original list that we were working with here.

Got it.

Yeah, that's the original list.

Okay, got it. Got it. Well, I think, you know, maybe— I think we all like— yeah, it looks like we did— you guys did a great job, everybody. Um, I think, I think going back to the value prop is probably key. Right. And, you know, this is just my thoughts off the top of my head and picking, you know, like the number 1 or 2, going through like 1 or 2 or 3, maybe whatever, and to figure out like where we think our key value prop is, right. Because if that's our value prop, then everything should sort of like work from there and sort of connecting all the boxes from there, right? So, and then we'll have a cohesive story between all the boxes and then we could start like the feasibility study to some degree, like studying one, like areas of the BMC that we are most concerned with or like we had the, like we're making the biggest assumptions and start researching them. And we'll probably, we'll have to go back and, and, you know, look at maybe what are some of the secondary value props and whatever other categories connect to it, like channels or customer segments, whatever, whatever. And making sure that for the, you know, the second level value prop, you know, whatever connected boxes to it, that if there are any big assumptions, we make sure to research them thoroughly. Does that make sense?

I think that makes sense.

Yeah.

So, so we make a new— should we make a new, uh, business model canvas in Miro and start to pull off, peel off some of the like top ones from each, uh, block? That's that we already—

you mean the tags? So take the tags?

Well, yeah, or no, it doesn't have to be the tags.

No.

It could be— no, I would, I would just start with one of these. Like, so for example, he has ranked— uh, Brad and Russell have ranked for value props, uh, high sustainability standards. Like, that's, you know, that's one of their ranks. We can— I think we should talk about that and make sure that we, we agree that like that should be a 1, or maybe something else on this list should be a 1, and, and then we can just start going from there. We could follow the waterfall from there. Does that make sense? Jennifer, Adam, Russell, I don't know, anybody, what do you guys think? This is just, uh, this is just me sort of spitballing a little bit, but I, I think that like from if we say that this is our assumption, like high sustainability standards is what we are as a company going to be like one of our top value props, then everything else, right, flows from there. Like, um, like customers, we will know what kind of customers speak to, we need to speak to based on those, that being our main value prop. We'll know, and then if we know what customers they are, we know what channels we can speak to them through and then so forth and so on. And then trying to tie the whole, uh, business model canvas together using the, using that main value prop as our linchpin. And we can, we, we should probably, we'll probably need to do this a couple times. And so that we have a, you know, like any company, there's maybe there's like a key one or two key value props, but there's probably a couple other ones below that they also offer. There may not be their key, uh, value prop, but it's also important to them. And we, we probably want to make sure that, you know, the whole canvas connects to those, to that value prop.

Can y'all hear me? I'm not sure.

Yeah.

Okay, cool. Yeah, I mean, I get what you're saying. I have to be honest, I looked at this like an hour before the meeting and I didn't have a lot of time to add to it because I was actually watching the video and doing my reviews, so I was trying to stick a lot into an hour. But like, I think if we can say that a high standard for sustainability is our number one, I think that will— I think we could vote on that and get that approved like tonight. Then yeah, like you're saying, I think a lot of things will fall into place.

I think, I think that one may not be a good example because I don't know, it'd be tricky to like build a feasibility study just around that. I think we should combine that with either education or maybe the just like no container idea or product end of life. That's my thoughts.

What was that?

Can you say that again? Sorry, Ulla was talking to you.

The high sustainability standards. Well, I guess like if, unless we're like defining the standards, I could see that.

Yeah.

If that's kind of the proposition. Okay. Yeah. Okay.

Yeah, that makes sense. But I actually, so this is where I would debate this a little bit because I'm, so while I totally think we should have high sustainability standards, And I think that'll be a key value prop to a degree. Like the one we took away was the gamification. I think that to me, gamification, making fun, making sustainability fun, I think that's like a fairly unique value prop. And based on my research of the space, I was listening to this talk with the CEO of TerraCycle, for example. He was talking about how you give people two opportunities, both like the opportunity to recycle or not to recycle, and they put the two bins right next to each other. People oftentimes will, even though things are convenient, even though things are easy to do, they won't make that decision. They'll make the wrong decision. They'll just throw it in the trash. And I think actually if we made it fun, we figure out some way to make the process of being sustainable fun. Um, this could be a unique value prop that probably no one else is really doing. They're doing the easy stuff, like making it easy for people. They're like figuring out good vendors to work with. But this, I think, would be a way for us to be fairly unique.

Yeah, I agree. So, um, but where I push back is like, if I think we need to have— I don't know if we need to stack rank. I think maybe we need to try to do 2 or 3 value props, choose 2 or 3 as our most important, and then we can't waver on those, right?

That's a good point.

So maybe it's high sustainable standards and it has to be fun. Or something like that. But that's where I'm leaving it for now.

I like this idea that— because in my mind earlier I said it'd be 1, 2, 3, but the idea of it being similar to the idea of a mission statement where it's more of like a sentence structure. And within that sentence is the gravity of it or the— I'm having a loss of words, but that's what matters is when the ideas are strung into a sentence for value proposition. So the value proposition, I mean, if we weren't high sustainability standards, well then we couldn't have fun with it. So, you know, one is implicit to the other, but when you say a sentence of like, to make high sustainability standards fun for the end user. Something like that would be an interesting value proposition to me, and I hadn't thought about it as like a sentence of an idea. I've been thinking about it as individual ranked items.

Love that. That's awesome. Yeah. So should we, should we maybe go down this Like, try to, like, to your point, Calvin and Russell, should we, should we look at, just say, hey, our, our key value prop, let's just investigate this for right now as a group, you know, through all the boxes and say, like, start with high sustainability standards and now, like, look at customer, the customer segment box and see how that ties in. Is that, would that make sense?

I think that's a good idea. Even if I don't think we should have to tie— I don't feel like we should have to tie ourselves to that one either. Yeah, just to kind of practice the process.

It could be multiple. I think we should just try to like pull, like, just like start with high sustainability standards as like our first run at this and see if we can tie the whole canvas together. With like one value prop for now. It doesn't have to be our, like our final, like go-to-market key value prop, but let's just try to start with that.

Sorry, is this like the storytelling that they were, they mentioned on the video that we watched last week?

Yeah.

Okay.

I think so. Right, Calvin or Brad?

Yes, we've kind of—

I'm not sure, I'm sorry.

I think so, Aaron. Sorry, is there a delay? I think we're kind of taking the pieces that we have here on the business model canvas now and creating a story out of it. If that makes sense. And we don't necessarily have to use them all, you know, we've kind of given them some, you know, we've kind of organized them a little bit. Now we're just kind of putting the story together.

Right.

So I don't think we have to take like vote on that, right? We would just, you know, if no objections, is everyone okay with exploring this and kind of like a story kind of approach? And we're gonna pick like the 2 or 3 items that, that work here out of the ones and run with it, see how it plays. All right, seeing no objections, let's take suggestions for like which of these ideas couple together really well, uh, and, and could work for us.

Um, I, I'd— maybe before we go into that, what's glaring here to me is, um, the— between high sustainability standards and no container at all, um, I wonder where the group is at with regards to these two items. Has anyone kind of gotten deeper into what those standards might be? Or, and also, do we see this store as a store with zero containers? I'd love just to hear people's thoughts on those two things real quick.

In my mind, that's still to be determined. I think we're figuring that out now, I guess. I think no containers is ideal, is the absolute ideal situation. I think we're going to come back to having some containers as we kind of face reality. That's how I think about it.

Yeah, sort of. I was thinking about it. I think as a store who is promoting no plastic, we can't have any plastic. We can have substitute containers, but no plastic at all. I can't imagine that we would have anything plastic. And I think if we look for alternatives, there are. I mean, I don't know if they will be as affordable, probably it's going to be completely different value. I would opt for zero plastic. Doesn't mean no containers.

Like when we do like the feasibility study and like we do go more in depth into each piece of these blocks is when we are going to make those decisions, right?

Yeah, I think so.

I think, yeah, and like just to echo what you're saying, Ulla, Um, I think high sustainability standards includes no plastic. I think that's like one of the highest we can probably potentially do. So, um, I think that includes what your concern is. I believe when we narrow down what that means, that's going to be included as part of our standards. That said, I don't think we would be angry if someone brought in their own plastic container and used it to fill up beans or something.

Yeah.

It's not going to be ready once, I mean, the single plastic use.

I think to what like Russell, Brad, I've been saying, I feel like folks are saying even like, I think, so the way this works, right, is Calvin's saying, what is our value prop? Let's try to create this sentence, right? We're gonna say, let's even Calvin, take what you, what you took, you said before, cause actually I thought that was really, I thought that was really clever. It was like, high sustainability standards that— I don't know, you said something about like making it fun, uh, for the customer or something like that.

You said high sustainability standards, um, making those fun for the end user.

Yeah.

Right. And so then, so then we, now we're going to figure out who like that end user is.

Right.

And then we're going to figure out how we're going to speak to that and we're going to go through this whole thing. Right. And then We'll, we'll have a, our first version of the canvas, and then we're going to have to like, what is high, what does high sustainability standards mean? So that's going to be for like 1 or 2 people to like research or 3 people research, whatever the number of people is, they're going to do that task. And then there's going to be another group that's going to like investigate the customer segment that we attach to that. Okay, and like find out, is this like, is, is this real? Like what is important to them on high sustainability standards? And I really like investigate all these pieces. So we're just trying to tie this, like create a story so that we can start researching. Can we go? So is that cool to go with what Calvin said, or does anyone have pushback on that? For value.

Yeah, yeah, I like that. In fact, maybe we switch the word from high to highest, so it's the highest sustainability standards while still making it fun for the end user.

Yeah, yeah, I take that, that friendly amendment.

Cool. Jennifer, you've been quiet. What's going on with you? What do you think?

Uh, it sounds good.

I like the plan of going through the different Taking one and go through the chain and see where that all fits together.

Yeah, cool.

Awesome.

Yeah, assuming one will kind of influence how the other boxes go, that makes sense to me. Um, as facilitator, any other suggestions on things to take and put in the box to run with? I don't want to close anybody out just because I have the, the power of the screen here.

You mean which one to start with?

Yeah, so, you know, suggestions on this or if they have their own kind of statement that they think encompasses the highest ideas here.

I wonder why he's using a different document.

Oh yes, I'm sorry. I took this and I sorted it based on this column here. No, I want to write it in pitch.

He's using a different document. This is his own document for now. He's just making— he has his own working document to make it easier for us. Thanks, Alan. Shall we go to customer segment then?

Well, before we do, I could say like education, education could be another one that we would approach it like through the, through the view of education being our number one. But I think that the first one is great as well. But you could see how we could do this project. Hey, hey, Carter, stop talking. You can see how we could go through this with saying education's our number one value prop, and then we would go through the whole canvas again, and we might get a different canvas at the end.

Well, I think that's totally fine. The thing is, I think we're going to need to investigate these things, right? And I think what's going to end up happening is we— there might be groups that like research one version of the canvas and another group researching a different version, right? And based on the results of that research, you might— we might find that like, you know, the customer segment that we thought would be interested in education is like not as interested in education as We thought like something else is more important to that. Right. So I think going down this, just, just this like, um, version of the value prop could, uh, we'll just give us an outcome. It's not like, uh, the final outcome, it's just a version of it.

Okay. And so then I propose that we, we create another business model canvas and we try to just put one bullet similar to this bullet that we have. As a first pass. Oh, one bullet for each box.

That's good.

All right, there you go.

Cool. Nice. You got one up on the board.

So, so what do we do now?

So with this in mind, we, we see how it fits and plays with the, I guess, the next box, or wherever next is like intuitive.

Uh, segments, right, Brad?

Well, let's do— yeah, let's do in the order that we did them. Customer segments, and then we'll do partners, and then we'll fill in the stuff in between.

Cool.

Okay, who, uh, worked on this group?

We did.

It would kind of match. So are you guys there? Yeah. Uh, so we found the, like, looking at the tags, if you can look at the tags. Our number 1 is environmentally and health-conscious people or customers, right? So that probably— I mean, looking at what we just typed, where is the food of course? Making highest sustainability standards. There are people who are sustainably conscious, so that's actually— I think it's matching already.

Well, actually, just to— I mean, like, with Calvin's sentence he put in, actually, you could change that sentence, right, Calvin? You could be like— if you go back to the Business Model Canvas for a split second, it says making the highest sustainability standards fun for the Instead of end user, it'd be like environmentalist or— what do you want to use? Yeah, Erica, or environmentally conscious people.

Yes, because that's more broad, you know. Everything what we have here fits into environmentally conscious and health conscious too. We actually included health coach.

I would say environmentalist encompasses all, and it's like, maybe make— will make it easier to read, but environmentalist—

I don't hate that either, and I kind of like the language saying like environmentalists, and then the surprise is like most people don't think of themselves as environmentalists, but we believe they are, you know, inherently. That's kind of cool. It's kind of inspirational.

Yeah, when we were doing that, we were honestly actually wondering if environmentalists are activists or if they just care about the environment. So I'm really unclear about that. So if anybody has any input on if environmentalist has to be an activist or it's just someone that cares about the environment and could also be an activist.

I think, I think, uh, my, my take on it is they just care about the environment. I mean, activists, I think, is a, is a much more niche group of people. I, I think they'll probably be the type of folks that would be like lining up on day one to show up for our store opening or website launch or whatever. But I think a broader group would be folks that maybe not are showing up to protests on a regular basis, but are pretty interested in the subject matter. If someone disagrees, I could—

Another opposite way to look at it is making sustainability easy for all people. So not targeting environmentalists at all.

Right, because somebody who doesn't necessarily, you know, take strong empathy with the environment and everyone else, but just wants like a good product, we could offer them that, I guess. But that's not— they wouldn't be seeking us out for that value then.

I think there's some—

sorry, Brad, go ahead.

I think there's at least some correlation between people who like really need a sustainable product, like really need it and not just like want it. Right. I think that's the reason that like environmentally conscious people are, I think are a good place to start or like a good customer segment. Like I know it's kind of a big term. There's a lot, it kind of covers a lot of different people, but I think there's some correlation there between people who like really like need these products. You know, for whatever reason, plastic.

Sorry, you start with a group, right? And like, that are probably gonna be your first customers, and then you expand. Is that right?

Yeah.

Okay. Calvin, can you like, uh, share screen for the spreadsheet, please? Yeah, because you know, when you look over there, like what Adam noticed, or maybe, or I think for someone else What if we don't target the environmentalists, but the people who have high standards, but that's our different category. Is there practical people who shop there because they have high standards of quality? So that's a slightly different category.

I kind of agree with your stack ranking here though, Ola, is I think our number 1 should be Should be the environmentally conscious because that's who we are, I think. I feel like we all fit in that first box.

That's good too. Yeah, that describes us very well.

Together in the first place. Yeah, we were talking about a lot too, like, yeah, we want to expand so it's easier for anybody in the end, but we start, we have to start somewhere. I feel like if we put high quality standard people in that story, in that story is going to sound repetitive.

She was just, she was just giving the example of like, okay, okay. But I would like even. I don't know if folks got a chance to watch that video I sent. Who's that? Seth Godin? Yeah, he kind of talked about how to like how to spread an idea And he talks about like, take a strong stance on a particular area that is, that you believe in, that's important and serve the people that like are really into it, like really are like, this is a pain point for them and create a great service, create a great product for them. And over time they will spread the word for you. They'll be advocates for you. To everybody else because traditional advertising just doesn't reach anybody. Like, it just doesn't, uh, it falls, uh, mute on that because there's just so much, uh, information out there. So like the environmentally conscious folks, and maybe we can, maybe we even should make them even more, a little bit more focused, but for now perhaps just like say environmentally conscious, like let's target them with this you know, fun, sustainable, you know, sustainability as high standard product, and, and focus on that. And then, A, that gives us a segment of folks that we are very clear about. And then B, we know how to speak to those type of folks because we will— they're defined versus if it's all people, it's— that's a little bit harder to target that.

Vivek, I wanted to make sure everyone knew. Did you post that here in Slack?

Yeah, I did.

I posted it in random maybe 2 weeks ago.

Okay, just wanted to make sure people knew which one you were talking here.

Scroll up, scroll up. It was a couple weeks. Yeah, I don't know what it was called. I'm not seeing it there.

It's weird, but I found it over there. Somewhere. That was the week. It was like so many posts.

There was a lot of posts that week. Yeah.

I'm going way too far.

Just search for Seth Godin.

Oh yeah. It's a better way to do it.

There you go. Uh, general April 14th.

It was in general. Okay.

You can search for it too.

Yeah.

What he also like pointed here, like to make it clear for those who didn't watch, but it's worth it.

Right there.

Right there.

There it is.

Yeah, he said, you know, like how the idea is spread. So we don't target the masses because who— masses just follow everybody, right? So the best is to follow, to target the niche because they will kind of set—

They'll be your brand spokesperson for people.

Right, exactly. And then everybody Then we want all the masses to follow them, which way they do, and that's how it works. They start following them later.

I mean, this is sort of the case. When this TED Talk happened, this was like 2003. There was just like kind of early new marketing concepts. But like now it's more traditional. Like if you look at, for example, Instagram, right? So Instagram started off with photographers, like really good photographers. They, they had these great photos, they were putting it up, like they were sharing those photos on Facebook and Twitter, and then people saw those great photos and they started like coming to Instagram. And so it went from like folks that really wanted a platform to share their amazing photos that they were already taking, and then, um, and then it spread to, you know, the more general public over time. And there's lots of examples of this, but that's just one that comes off the top of my head.

This, this, uh, theory, um, just inherently makes sense to me as somebody who doesn't like that, um, um, my participation in our capitalist system as it is, that I am with— through some of my purchases, I'm promoting things like, you know, things that are bad for the environment, slavery around the world, or, or less than ideal working conditions. And I've spent hours and hours searching for ways to purchase and on a regular basis not have a negative impact in the world. So yeah, as soon as I think people like us and like me find that value proposition that like, hey, we're offering something that is when you purchase through us, you know, you're not causing harm. In fact, you might even be helping the environment if there's seeds in our compressed cardboard packaging or what have you. And then, yeah, we would tell the world. We would endlessly say, please shop here. This is where it's at. Here's where you can shop and actually feel good about it. I really like this. I need to check this one out.

So are we going with the first one? Is that— was there any Sounds like there's a couple people agreed.

Russell, Russell put it in the chat. We hold the highest sustainability standards while providing fun for environmentally conscious shoppers.

Ah, nice.

I'm liking that.

I like that, Russell. Nice, man. He was struggling with his mic, but now he's coming in strong.

What was happening was it was, it was choosing like the default mic, which apparently makes really loud noises for you guys.

So sorry about that.

Yeah.

Waltz.

Wow.

Calvin, you want to grab that, the environmentally conscious and throw that in the customer segment? I mean, just, I like it. I like that you're putting it all in one post-it that maybe just So that's visually later on, um, to paste it.

Oh, I'm sorry.

Yeah.

Um, what did you mean?

Um, take the environmentally conscious shopper and stick that in like a Post-it in the customer segments instead of in key propositions.

Maybe we can have a separate Post-it for the story outside of the, of the canvas, and then The different parts of, of the, the story and put it all together.

Yeah.

Okay.

Um, so I, yeah, this is something for, oh, I'm sorry, customer segments. Um, is this what you meant? Cause I just copied what Russell had and put it in there.

No, I think, yeah, that's good.

Maybe just remove that and health part. Maybe just environmentally conscious. Right. Shoppers.

Yeah, that works for me.

Shoppers.

Yeah, and also maybe we can drag that story posted outside the canvas and in key propositions just keep the high standards.

Aha, yeah, high standards. Yeah, for fun, right? It's because it's not just high standards, it's a combination.

Oh yeah, hi, so there's—

oh, I'm gonna go ahead and adjust it. I'm, I'm not quite following along.

That's okay.

Okay, yeah, I'll do it.

So we just want to keep it just to the— yeah, okay, just that, right? Okay, and then, yeah, we'll, we'll stitch them all together after we get something.

Why don't you go to the next one so that I, I can help you in this on the side. Don't worry.

Okay, uh, so in this order still, uh, key partners next.

Yeah, yeah, there's a key partners, uh, okay, yeah, that's on the other side.

Yeah, does that, does that check out? I'm sorry, key partners is what we wanted to go next to, Brad?

Yeah, I think that's good. Okay, okay, now they know this is, uh, Adam and I.

Adam, why don't you speak to what we found here?

Well, I suppose the top ranking, and we kind of went back and forth on what to call it, but by calling it producers/refineries, this is who's creating the product or who is refining the product. And although the supply chain would have some significant sustainable impact, I feel like it's all about the quality of product and where it came from.

So I think I—

We showed the supply chain to be just the shipping, packaging, delivery, distribution companies as opposed to the producers.

For the scope of this, we should probably— you can probably just focus on— like, all these are probably going to be needed to some extent, but we should probably pick one that's the most important.

I'd say it's that number 1 right there, because if we don't do it, we don't have a product.

Right.

Yeah, well, it has to fit with sustainability and it has to fit with our conscious customer.

What stood out to me when we were speaking about this is supply chain was only even this high because almost any store is going to have this. It's part of it, but it's not like the highest of rank. The only thing that caught my eye was was packaging. And that's where I thought a lot of sustainability would come into play. So if there's a way to think about packaging and producers together, that might be a way to like cover everything major. Because to me, if packaging wasn't in supply chain, I mentioned this when we were talking about it, Supply chain would be even lower to me. I would be focused on marketing before supply chain even. So it was really this packaging. I almost thought packaging could be its own encapsulating category. Does anybody else see a way that producers, refiners, and packaging— because if you think about For example, one potential package could be pressed tea leaves. I've seen that out there that hold like strawberries. There is a producer, there is a farmer making those straw leaves, and then somehow somebody's, in a word, refining that into a container that can hold for a while. So yeah, this is my, this is my final stand for hopefully packaging gets in there somehow.

I think for the scope of this, yeah.

Sorry, go, Brad.

I think for this, for the scope of this, I think we should pick one or the other. I think, um, like for one feasibility study, I think it would make more sense to just pick one of those.

I, I would, I would agree with Brad, and I think on top of it, um, Calvin, my, my, um, from seeing like companies that are competitors sort of doing some stuff that's similar to us. I think they, when we are like looking at the producers that are making these products, like we will set like the standards in-house, like that's part of our value prop, right? So then we will talk to them, we'll like understand like how they are gonna package these products. And then if they can adhere to it, then they, then they could be potentially a retailer with us. But if they can't, then they won't, right? So I think we— that'll be part of like our investigation of like what is the high standards. I don't think we need to be like super duper stressed on like, like them using a particular packaging, especially. But I— and as we get bigger, I think we can always continue to raise the bar. Um, I definitely know, for example, Amazon does this, like they, in certain ways, like they, like toothbrushes, for example, I think they make sure like the top ranking toothbrush that appears like on their site, it has a really easy to open up package because like they want to make the customer experience like really good. And so I think as we become like a more and more important retailer for our vendors, we can continue to raise the rate like continue to raise the bar. But I don't think we need to be so stressed on the package.

What you're saying does make sense. And this was part of the struggle that Adam and I had was, and part of why some things are labeled contingent. So the idea, like, I guess I had imagined, I've worked at a strawberry farm and we pick them in giant boxes like this. And then they get shipped like that, and then somehow along the way they get put into smaller containers for an individual or a family consumption, because nobody's gonna, I guess, take a giant thing home unless they're making like 20 pies that night, right?

Yeah.

Um, so I, I was like, okay, who's putting it— who's getting it and putting it into a smaller container that, you know, we know isn't going to be plastic? And I thought that that was us in a way. I thought Or I've had imaginations that our store also specializes in containers and, and based on what you're saying, that's not how you see any functionality of the store. You see it being more narrow as just the storefront.

Well, I think we, we, we, I'm not saying that that's hard and fast, but I think just, just for the sake of, you know, going through this canvas for the first time, I think there's an opportunity to say We're going to set the standards. We're going to investigate our partners and we don't need to be pros on the packaging, like us packaging ourselves. We can put it on the retailers and they have to deliver it to us in that way. Otherwise we just wouldn't accept the goods.

Okay. I see it.

Right.

And it's not all lost either, Calvin. Cause like if we did this business model canvas with the scope of education over highest sustainability standards, I feel like packaging might be the most important thing that the consumer can focus on potentially.

So, gotcha.

Yeah, that's the packaging research you guys did will still apply to determining what we, what we tell them is the packaging we accept.

So, so I think, gotcha.

So I think when we say highest sustainability standards encompasses everything, right? Because it has to be like where we get it from, how we get it to you, and in what. So it's like, it's all like sustainable.

Yeah, related.

Uh, so I see, uh, yeah, suggestion for this story.

Okay. Yep.

Farmers and producers is, uh, the—

should we pick, um, like one of those? Should we pick like local farmers, like just out of the producers and refinery, the list there on that, on that first one? Or should we—

it's not just farmers, right? Because, you know, we also have household goods and things like that. So that's just not—

I would just say our key partner is producers and refineries. Okay, that's what I would put.

That's local.

I wrote that word, local.

It doesn't have to always be local if it's like a household good.

It may not always be local.

I mean, yeah, like I can't, I can't get local lemons or local coffee.

Yeah, yeah, just not looking hard enough.

I think, I think, um, in, in the pursuit of highest sustainability standards going for local for, depending on the product, will be like the answer rather than shipping it super, super far. But for items where they only grow in tropical climates and yeah, if our store isn't located near a farm or a refinery that does that, then we'll have to. But I think local will be inherent in there. I acknowledge the local is very important.

Okay, yeah, I hear you.

I, I wrote a sentence, uh, kind of like trying to riff off of what Russell did the last time around. I wrote, we hold the highest sustainability standards while providing fun for environmentally conscious shoppers by, uh, working with curated— a curated set of farmers and producers. I don't know if that's like probably suitable. It's just like a And curated would fall into our sustain— like our highest sustainability standards. So that's how it plays into it.

So you said producers and what?

Producers, farmers, and producers.

Farmers and producers.

Okay, I, I'm, I'm eating— adding that to the notes just so we can keep a running tally of that sentence as we—

I, I, I can do it if you on the On the business model canvas, it's just below in a post-it note.

Cool.

I haven't written yet.

Awesome. Yeah, keep doing that.

Yeah, I like Erica's in the chat, but I think Vivek says the same thing and then adds that word curators.

Yeah, it's like inverted. Like I started with like what our team does, yeah, but it's pretty much the same.

Okay, hearing no major objections, I hope it's okay we go on to the next one. Brad, can you offer us your guidance here where, where we go to next?

Erica somehow got the page right away.

Um, just do, uh, let's do resources.

Key resources.

Okay. Yeah.

All right, the key partners.

This is me and Jennifer.

Uh, so, uh, Brett, um, Brad suggested, uh, resources, Erica. I hope that's okay.

Sorry, did you—

the, the— I don't know, like the Miro, um, frame to keep it like— we have to put the, the, the one that we selected in the key partners.

Look.

Oh, you were saying, uh, put that in there. Okay.

Yep.

Do you need somebody to do that?

I, I, we can do it.

Yeah, please.

Uh, we'll do it. Don't worry. We can just keep moving forward because I'm mindful of time. You have about 10 minutes before, uh, we're supposed to do subjects. So, okay. Yeah. And I think this is going to be an easy one because like key resources, um, Jennifer and I ranked And, uh, team, uh, and there's a bunch of things within team steering committee, retail workers, security, accountant, teachers, all these type of things. We're all under team, um, as our number one, uh, key resource. If you don't have a team, like a really solid team, uh, then we won't be able to do all the other things we want to do.

I think that's good. And that's also who's going to be working on it.

And the team is the one that produces our intellectual property, intellectual property being the research that we're going to do, the relationships we're going to have, and like, you know, creating branding, all that kind of stuff. Oh, all that. And then that intellectual property is what gets us community and supporters. So it kind of all waterfalls from team. So this should be hopefully an easy—

that's good.

Hopefully everyone agrees with this one. Move on. But if you guys don't agree, pause me. Jennifer, do you want to add anything?

I'm just trying to figure out why we put inventory as real estate.

I don't—

Oh, you know what?

I think that was a mistake. I think it was a— You know, Jennifer, you know how we moved the numbers? Like, I think we probably had— this— the tag price stayed, but we moved the, um, the, like, so the item from, like, lower in the ranking to higher up on the, on the rows. That was a mistake. I'll fix it.

Oh yeah, they're, they're just flip-flopped, that's all.

Oh, I see. Yeah, real estate is inventory, inventory is real estate.

Yeah, yeah, yeah. Thanks, guys. Good catch. Okay, like, but this—

I kind of wonder the Intellectual property. It's almost like—

we're just going to focus on team right now. We don't need to focus on intellectual property.

Let's move on to—

yeah, yeah.

As long as no one else thinks, you know, another one should really be at the top spot for this, for this round.

Okay, okay.

So, oh, sorry, Ulla wants to debate intellectual property over team.

Yeah, I mean, uh, sure. I mean, we can have a team, but intellectual property researchers, like, we need We need that in order to know what we want to sell, right?

Not just intellectual property, intellectual, like research.

It's almost there on equal, if not higher.

Who's going to do that research?

Yeah, first you need a research team.

Sure.

So intellectual property, they are not Like it says research. I thought it's researchers, not research.

If I, if I may, could I add, um, research here? Well, I guess steering community researchers. Okay, I think that is that, that stood out to me, but that, that's—

yeah, we are the researchers in the scenario.

I mean, really, you add the team to the resource And then the activity is researching, and then you get research, and now you have IP.

No, that's what I need. That's what I was making.

This is like, it's like playing Minecraft where, you know, you have to like, you need a thing and then you turn it into another thing. Now you got that thing and then you can turn into another thing.

Uh-huh. I'm no big fan of that.

And then I'm not sure how to make this into a story, but for the sake of maybe fitting one more in, is everyone okay going to the next one?

I, I put team in this, in the story.

Oh, excellent.

The team in the group chat.

Excellent. There we go. So there, there's a version exists. Save it for the record. Uh, uh, is the next one, uh, Brad, do activities right above activities?

Yeah.

Okay.

Yeah.

Let me make this just a tad smaller.

Okay, so I would say that then the activity that goes— that relates to this is like selecting the product.

Where is that?

Ah, in marketing number 2, selecting and evaluating the products we sell, because that would be like committing to the highest standards I don't know, just to keep it with the, with this story flow, but I don't know if someone disagrees.

And could you state one more time what you were, what you were pushing for there, Erica? Which one do you see as—

so I would say, I would say that according to the story we're creating today, selecting and evaluating the products we sell, which is in the marketing tag, Number 2.

Okay.

Would be— we could accommodate it there.

Do you think that includes setting the standards for those, the, like, the highest sustainability standards? Do you think that's included in that? Um, I mean, in some ways, yeah. Okay.

And maybe we missed, um, doing— putting here research, so we could be like researching and selecting. We can, we can add that word.

I think selecting, evaluating, researching Yeah, we can put all three of those together.

Uh, researching is in here.

Yeah, just pop that in there somewhere.

All right.

Okay, so we've, we've heard, uh, leaning there, um, for this choice with the marketing tag to be put to the board.

Yeah, like the, the, the key activities being, I don't know, selecting, evaluating, and researching the products. Is that too long?

Oh, okay.

I think that's good.

You see that one more time, Erica?

So like, the key activity in this case would be selecting, evaluating, and researching the products we sell.

Yep, I think that's good.

I inherently appreciate that human resources, especially in a worker co-op, is going to be like viewed as the most key activity. It is, it is what makes it happen. But I guess in, in terms of like the business, I, I understand this marketing here to be especially the selecting, evaluating, researching to be what makes the business successful. Yeah. So I'm in agreement, Erica, with your leaning that marketing.

Okay. Yeah. We had a hard time with that because yeah, like this is important, but like here comes like the hiring and the same that we'd be talking about. Something seemed very important, but without a team that works behind all those things, then you don't, you cannot Do it.

Yeah.

I guess with it being a business model canvas, it's hard to separate the business from the idea of the people working it in a co-op. But if I, if I try to relegate it to just the business, I, I think the marketing section is very strong. I view that as being the most important. Does anybody have any thoughts on the number 1 being the choice instead, or? Is everyone also kind of in agreement that 2 is where it's at?

I think 2 is where it's at. I think in the sticky note we should just put marketing and then maybe explain it with the selecting, researching, and evaluating products we sell. Mention marketing. Maybe a colon, maybe marketing and then colon and then yeah, or parentheses, that works.

Yep.

We're doing those things in service of marketing because that's how we're going to get to our customer segments and meet our highest standards while still having fun.

Yeah. Somehow we got to let them know about it.

Yeah.

And let them see how fun it is. So that checks out to me.

I just actually, I'm going to, I see the tag is marketing, but when I, when I read this selecting, researching, and evaluating products we sell, I mean, this is, this is just like a, you know, it's not super important, but that doesn't feel like marketing to me. That feels like, you know, whether it's like research and development, yeah. Research and development, or even like partnerships, developing relationships, you know, that kind of stuff. That's what it's more— I mean, I understand why it might've like even more broadly falls under like maybe like a marketing or external, external, you know, outreach.

But is this, is this branding standards then? Is that closer?

Vivek?

Uh, not, yeah, not to me. Okay. Because the way we wrote, right? Like what the wording that you guys told me that I put in the sticky is selecting, researching, and evaluating products we sell. And I totally get that. That, that makes sense. Like that, um, you know, like figuring out who we're gonna, we're gonna be working with. And, and, you know, making sure we curate, you know, the right partners— sorry, the right retailers— makes sense.

I see, I see what you're saying. Why don't we just switch it, like, instead of it saying, um, products we sell, to products we market and sell? So selecting, researching, and evaluating the products and The products we market and sell. And so, yeah, and then delete marketing from the top. Get rid of the parentheses, and I think we're back to where we wanted to be.

All right, we're, we're at the half hour remaining. If everyone's okay, we'll table this. That's a decent spot to stop.

I don't want to stop.

I don't want to know. I know. I know. Is that a real motion? Are you, are you, uh, that's a real motion.

Do you guys want to continue, or do you think that there's other items?

Let's— can we quickly look at— can we just take the first thing that's in customer relationships, the first thing in channels, and will it stick? Can we just stick it in there?

Yeah, real quick, I want to try to kind of—

that's kind of the direction we've been going.

I just want to remind, uh, discuss future meeting time and, and, uh, a little bit of conversation about like how meetings go is on the docket. So if we do take extra time here, we would be perhaps eating into future meeting time discussion. Just want to make sure everybody's okay with that because we had agreed to this agenda. I guess that's true. I too would— I guess I'd like to work on it further. Are we—

am I hearing suggestions of like a 10-minute extension or I like Brad's suggestion of adding the first one.

Yeah, let's try that and see what it looks like and add 5 minutes.

Okay. As long as I don't hear objections and, and, um, the, I'm not sure who kind of owns the discussion of future meeting time, but I hope you guys are all okay with that, that move. All right, let's do it. I'm sorry, customer relationships, is it?

Yeah. Yeah, okay.

Customer relationships, channels, cost structure, and revenue streams.

So try to see one— sales, right?

Um, online sale.

So, um, Who did customer relationships? Who's working on that one?

We did also, Eric and me.

Yeah.

Okay.

Was there anything else beyond sales that went into that first one? Was that like retail sales? Is that what you're thinking?

Yeah, just like our main relationship with customers, what we like selling them something.

Okay.

And then everything else comes like with as a plus.

There were times where when we were working on our sections where we divided in our minds like retail costs and sales and online costs and sales. And then there were times where we found it easier to think of them together. So to me, this, this could very easily be a 1 and 2 combination or just a sales in general versus a separation.

Well, let's do, let's just do retail sales if that's kind of, I mean, I'm assuming that's kind of what you meant by the first one there since online sales is separate. We'll do retail sales and that'll be part of the like feasibility study.

Yeah, it makes sense. I dig it. I put it in.

Is that good?

Okay, unless anyone disagrees. Does anyone disagree?

Nope.

Adam, what's up, man? I haven't heard you in a little bit.

Seems good to me.

I'm happy with either one being or both, so Yeah, I mean, a lot of these, it's like, it seems like there's two good ones at the top and we can just like do the other one the next time.

You know, I think retail sales is also a good place to start because, um, I think that's probably where we have like some of the bigger assumptions. I think online sales, like, there's a decent amount of like amount proven about that in regards to even the sustainability front. We are somewhat— I'm not saying total, total totally pioneers, but like somewhat pioneering doing this, this type of product selection in a retail setting. So I think that would be a good place to—

are you, are you thinking it's kind of like have a food truck that's accessible before you go into catering kind of mindset? Like, yeah, a little bit.

Yeah. Okay.

A little bit the feasibility. So yeah.

Yeah.

Okay.

Channels.

Channels.

Okay, so yeah, so we did like a couple number ones too. So that kind of, I guess, this kind of messes up our system. But I guess we could do like, should we do the retail space? Yeah. I wasn't sure if we should combine a couple, but I think keeping it simple now is probably the best way to go.

Or maybe, maybe because we already have the retail as, um, retail sales as customer relationship, maybe we should think about another channel to connect with them.

Um, channel to connect with them. Do you mean like, uh, well, so like events, cuz I had events. We had events as the, the top there and sponsorships, right?

I guess website and app could be different things in my mind. And this is, I guess this is where I had like imagined things going was that it would, um, not necessarily be the same as Amazon Fresh, or maybe that's not what that service is called, but just where they deliver food. I thought like the retail space was like, if you were near it in the country, you could go and like taste stuff and see it like in person if you wanted. And then after that, like, you know, people would just like order it kind of thing.

But channels really are like getting getting in front of your customer that you don't have and earning the business. So I don't believe our website or app is going to be that unless we went viral somehow. So we probably would want to focus on social, which is number 2.

Okay.

And it's kind of nebulous and it's really open-ended, but That's the channel that we'd focus on. And then eventually we would get the organic growth and organic traffic going direct to our website, which would be our own channel. Kind of like now Amazon, people don't search Google for Amazon. Maybe they do, but they go to Amazon now. That is their channel now. But we wouldn't have that to start out with for—

For the scope of the feasibility study. Do you want to focus on that social channel? Facebook, Twitter, Reddit? That sound good?

We'd have to figure out which ones are the ones to focus on. And that might be—

I think that could be part of the study. I feel like that's reasonable.

We would rock TikTok. TikTok would blow up.

We'd shut down their servers for sure. We'd have to let them know to get more server space.

Okay, assuming or hearing no like objections or other suggestions, uh, we're cool with going with the social channels.

I'm gonna pitch this idea to you guys. What's that new one that the, uh, MyPillow guy just started? The like, uh, alt-right, uh, you know, the free speech one. We could— this could be our niche.

We could start there eventually, or we could go there eventually.

Environmentalists, uh, alt-right environmentalists. I think that's pretty tight. I think like it's a small enough niche to be a good start. Too small?

Maybe. I don't know.

I'm joking. I don't know.

Did this cover what, um, was suggested for the extension?

And then we'll—

I think so, we'd hit these two next, next meeting.

Sounds good.

Okay, all right, uh, next on the agenda was, um, I believe it was discussions on meeting times. Here it is, discuss future meeting time.

Vivek, was that you? Is that your thing?

They might have lost audio.

Sorry, sorry.

Oh, here we go.

So we sent out the doodles and we asked everyone to fill it out. What's best? If there's any possibility to changing the meeting time? Yeah, I think we were missing one person.

I think we're still looking for Calvin and Russell. If you guys could just—

Oh, okay.

We've talked to Ani. She's down to join. She would like to participate, but it's a little tricky for her at this time in Portugal. She would love to.

All right, what am I supposed to do? Just click a radio button somewhere and vote on something? Yeah, I forget.

There's a link.

We can resend, we can reset.

I know.

Yeah, you were—

yeah, you can resend the link after the call. And if you need a calendar—

okay.

Yeah, so I think it was in general.

It was in general. Yeah, we'll just send it.

Okay, I'll look for it.

Yeah, we have to search for it.

But maybe we can just discuss it later on the Slack. We don't have to spend time on the meeting, so we could kind of decide before the next meeting.

No. Yeah, there it is.

Yeah. As long as the facilitator sends out like the meeting invite properly, I'll be happy with whatever we come up with.

Uh, what is properly? What do I have to do?

Just, just send an email to let me know. No, no, it's not. That wasn't negative. That might've came out bad. Sorry, Cal.

Okay.

I think you're— I think just, Calvin, I would recommend, and this is for anybody, the facilitator. I mean, there's just like a bunch of things that facilitator does, and, and I would recommend just going to Miro. Uh, Erica did a nice job of like summarizing what the facilitator does, um, the roles on the board, and so just, just go there. Like, you Explains sending an email update after.

It's actually Frame with Facilitator.

There's a Frame with Facilitator.

That goes to Framing. Yep, you can easily find it on the left. Oh, perfect. Yeah, yeah, it's just follow those steps.

Just follow those things.

Excellent, excellent.

Good notes there.

Yep, yep, I'm on it.

I hope I won't be sick. I went to the doctor yesterday, we got new medications, Hopefully I'm good. Is there more to discuss on that, or we, we're waiting for the vote and we'll solidify that later, or we'll continue discussion in Slack?

Maybe, maybe Russell, as an action item, we can just like everyone try to be mindful of Slack this week so we can just finalize the— if we can change the time. If we can't, we can't, but if we can That'd be awesome too. I think we all— I've heard on multiple occasions people appreciating having Ani on the call soon. And I know she would like to be able to participate. If we can't change it, then it is what it is. So it's just a— hopefully we can. Right. Okay.

Yep.

And fill out that doodle.

Got it.

Yeah, also have— what, what was that?

That would be also helpful for us a little bit.

Oh, okay.

I'm not behind. It will be a little helpful.

Okay, okay.

If it's possible, great.

Cool.

It's always better to ask than not to ask.

So we'll be, we'll be mindful of the Slack. Uh, those who haven't done the doodle, myself included, let's do the doodle. I believe that covers that agenda point. Onto, I believe it was Brad, right?

Yeah, so I didn't want to like blow the lead on my, on the conversation, but I want to chat about what people thought about doing more, more like, more, doing more like remote kind of stuff instead of having everything happen to happen in the meeting, figuring out some way to do voting on Slack or having like remote kind of sessions so that we don't have to cram everything into the meetings. I think it has the potential to solve a lot of problems. Ani could be involved more, even if she can't make the meeting. And I think, you know, I don't think anyone like loves that they're 2-hour meetings. So I think We are able to push enough stuff out of the meetings, we could cut it down to like an hour and a half, maybe an hour, or do less meetings a month and just do more on Slack or something like that.

Yeah, I agree with you. I think one of the reasons our previous meeting was successful was because we prepared watching the video. So we were like, our minds were already on like, well, business model canvas was. It would only require us to commit to— on the action items. And like Vivek said, follow up on Slack. So we can do this. So maybe we can— I vote for yes, like having work outside the meetings to make our meetings flow more smoothly. And maybe faster if possible.

Yeah, I agree also. I don't know about shortening the calls themselves, but definitely we would— we could not extend them anymore. But yeah, if they could go just more— like, if they could flow more, that would be much better. And make things easier. So basically doing more homework and yeah, preparing. I'm also—

well, I think it's in my mind it was more, it was like probably more homework, but also like, um, like we'll all say, okay, we're all gonna vote by Friday and then like we're gonna tally it on Friday. We're not gonna have to wait to the meet, like the next meeting, right? And then that'll be the decision. Can you give like an example?

Can you give me—

or preparing— like, I feel like, um, yeah, like, I feel like we could like, uh, do some of the smaller presentations and stuff just remotely, like share the presentation, um, give some notes, have something that, you know, some, uh, content to read, and then, um, then everyone can vote on what like the next step would be. Without having to do it in a meeting. We could just do it on Slack. You know, they put a link to everything in Slack and have like a post and stuff. There's also some like Slack, um, I don't know if they're plugins or I can't remember what they're called, um, extensions or apps that do like voting, you know, where we all, you know, that gives you a couple of buttons in Slack that you can press. And then it tallies everything up. So that's like an option.

I, I would, I'd be like a lukewarm, like willing to test it. I think that that's one of the sort of things I wanted to talk about. And my agenda item was, I, I think there's different levels of like engagement with Slack thus far. And I'd be nervous to shift too much stuff to Slack. While I agree, I don't love cramming a ton of stuff into a meeting. Matter of fact, I think last week's meeting, one of the key takeaways that I talked about was like how, because we focused on one thing, we were really like sharp and our mind was sharp on that. We, I think it was helpful in, you know, getting through it in a really efficient way. At the same time, like when everyone comes to these meetings, like we're attentive, we're focused, like we bring our full attention. Um, and I, and I worry that we won't bring that same level of engagement on Slack. I don't know how to, how we could make sure that that wasn't the case, but if there was, I'm totally open all ears and happy to test it for a couple of weeks. I'd be nervous without like some sort of test.

Well, the idea would be it would be shorter, shorter, maybe shorter meetings with the, with the, with Slack being more how we organize and stuff.

You know, I get it. I just, I would just once again, like, how do I, how do we assure that You know, Brad posts something, you know, we're all going to make sure to read it and we're all going to like consume it. And not to mention there's, it like, it creates also a different dynamic in terms of consumption, right? So when we're in a live setting, we can all ask questions, we can have some sort of debate about it. You know, yeah, we can do that to some degree on Slack. Chat questions. I don't know, it feels like a slightly different dynamic where the presenter would have to—

I'm wondering, the way I'm hearing it and the way I'm understanding it is that essentially there would be 2 meetings a week. If we can imagine that there's like a half-hour meeting on the weekend and then there's only an hour-and-a-half meeting during the week, that's more touch base time, more live feedback, and perhaps more of a feel of progress because there's not long waiting times in between. And you know, you got your big meeting, your small meeting, big meeting, small meeting. And then I think what's being suggested isn't, I'm not saying that anyone said like, let's have 2 Zoom meetings, but what I'm hearing is let's have, a time kind of designated, or maybe it's a time range, like a Saturday evening or something like that between, and then you were all on that same service around the same time, exchanging ideas, touching base there, and then coming up with objectives for the next big meeting. Is that what I'm hearing? Is that the function of this? Is that it's kind of like create more interactions, create more collision points throughout the week.

Exactly. Like the way we would do the— hopefully we would do the Slack meeting is we just, we log into Slack and everyone's green because they're all online.

That's true.

It's like a work hour. It's like maybe a work hour or something like that, right? Then we could still have the the back and forth, the more immediate back and forth. And then, you know, we would have the meeting where we come together like today and we get a lot of work done because we totally did. Like, I was really impressed today. And I know this isn't the segment to be like, how happy are you? But this was a good job, guys.

Save it for later. Save it for later.

Yeah.

So if I'm understanding that right, I'm not opposed to the experiment, but I do find a lot of great value in like our, our together meetings. But I also see that there's value in like a kind of guaranteed 2 collisions a week, and things can move along quite well that way, especially if there's like big meeting, some tasks, small meeting, some tasks, and the whole team is like chipping away forward, kind of like tunneling into the earth with pickaxe. Like, that makes sense to me. So I guess at that point it'd be like a vote for consensus to do such an experiment. And maybe it needs to be written out like exactly how that experiment would work, Brett. But I think that's how consensus works, right? We would go forward with that like a proposition find consensus and then execute, right?

Yeah. Okay.

Yeah, I think, I think the key would be—

I think that's good.

I think it sounds like there's enough interest unless Jennifer or Adam is like vehemently opposed. Adam, Jennifer, are you guys opposed?

I'm not opposed.

So yeah, so maybe Brad, it's on, you know, if you, you, or if someone else wants to help Brad think through exactly the logistics of this. Um, so that we have something like solid to vote on for this meeting or on a slide, maybe.

Yeah.

Yeah.

Uh, I'm down, uh, to collaborate with Brad on that and try to think through it.

Yeah, we'll do some brainstorming. I mean, okay, cool.

Once again, there's the power of the interwebs. Maybe this is a problem. I'm guessing this is a problem that other orgs have tried to solve. Maybe there's some good examples out there of people doing like remote connecting without a meeting.

So I actually, I have a suggestion, like we can, we can test it all together right away. We can I pick a time the next day or two and we have a brainstorming, I don't know, half an hour. And whoever wants to pitch in to this brainstorm shows up on Slack.

You mean to talk with Brad and whatever Brad and Kyle—

Yeah, to talk through what this would look like. Okay. Well, I'll create a channel or something.

Yeah, okay, so that's an—

is that an action item?

Yeah.

Oh yeah, I'm writing down.

And then Vivek, you mentioned, uh, I just want to make sure I get your focus on like how to keep engagement high in Slack. I don't want to kind of incorporate that and make sure that gets covered. That was your kind of objection to that idea.

I like, you know, I like it. I like what you're thinking, you know, like I think if you, if we can nail it, this might help generally keeping us communicative on Slack and engage in Slack because there's some really good stuff that's been sent around and shared, you know, like everybody in this group. And, um, but I think sometimes we just, you know, for whatever reason, we, we forget about Slack. Maybe it's like, maybe like as a group, we haven't fully adopted the platform and this might help create greater adoption and more usage of it. So I'm excited to see what you guys can put together or wherever the group is.

Together.

So, okay. Yeah, cool.

I'm actually a little bit nervous about trying to like do a test run, um, unless it were just like very like, um, just like an activity would be like check Slack over the weekend. Um, unless it's, uh, you know, something as vague as that, I'm not quite sure how, um, an actual test run would happen like this weekend. Uh, I kind of— I was imagining Brad and I would meet we would kind of write out like how it would play and then we would propose it to the group and then the group would agree to do the experiment in the following week. But, you know, just to get into the habit and maybe, maybe I'm just speaking the same thing, but with different words, but just get into the habit and check your Slack this weekend.

Well, I kind of like the idea of having a channel just for this discussion. And then everyone, if, as you go through, you know, the next couple of days, if you have an idea like, oh, we could use Slack for this or something, we'd like post it. And then maybe sometime next week, I'll, you know, maybe Calvin and I will, we'll go through and kind of summarize, you know, and kind of organize it a little bit and then present that.

Yeah, that's right.

That's kind of technically a channel, right? Internal communication platforms. Do you guys want to just take that over? It's been pretty, pretty dead on that channel, but maybe you want to create that anyways. Maybe you want to create a whole new channel.

Um, well, let's create a new, uh, what is this?

But Brad's on it.

Okay, let's just create a new one.

I kind of like, I like the idea of channels that are like, it's just being mindful.

Yep, yep.

So we're 2 minutes to the hour. I believe that's all the agenda points. We're on to our kind of meeting review and how you felt. How did the meeting go for you? I had an item, but I guess we'll just have to push it back.

It was about the organization stuff, but it's fine. It can be tabled. Or maybe—

I'm so sorry. I didn't even notice the organization feedback. I thought that was in relation to this.

We got into a flow.

Oh, and I kind of didn't want to interrupt it either, but I think it's something I want to talk about for sure.

Okay.

I'll make sure that that's in the notes for next week.

Thank you. All right.

So how did the meeting go? I guess we always just pick somebody and go around the room. So I'm going to select Russell to go first.

I thought this meeting went great. Y'all are surprising me every time I come. We're doing, we're doing great work. I'm really excited when I start to— when we started to see the, the business canvas materialize with just a single item on each one, I was like, okay, we could maybe do this. Like, all of our ideas are kind of starting to fit together, so I'm happy. Thanks, everybody. I'll kick it over to Jennifer.

I, I thought, yeah, I was worried there for a second when we had so many things to try to put together, but we did it, so bravo.

Uh, anybody you'd like to pass it on to, or can you not see screen right now?

Oh, I'm sorry, Brad.

Yeah, I think, yeah, we feel like we didn't have a clear path to— well, anyway, I guess like it took us a little bit to figure out how we were going to move forward. And I think we probably could have tried to put together a plan before like going into this. I mean, I think we kind of ran out of time last week to talk about it. But once we got started, I think it, things kind of like moved really well. We had a lot of good discussions about each of the blocks. And I think like, I think it was kind of funny, like I wasn't sure how it was going to end up, you know, with the, like, it's a subset of the business model canvas, but we kind of picked the top one from each and it's pretty cohesive. I mean, like, you can kind of see how they're all pretty well connected. So that was really good. Yeah, is that what that— Erica, what are your thoughts?

Yeah, I agree. I agree with you and Jennifer in the beginning. I didn't have much clarity, so maybe we can think of ways. Sometimes like it's pretty obvious what we're gonna do, we're gonna present, but sometimes like we have— when you have like tasks like this, maybe there could be a way, it comes to mind, the facilitator thinking ahead of time, okay, how we can handle this, or what strategy can we use, give detailed instructions to the team, or what do you want to do? Because I think last week, all we did was like, okay, you're gonna tackle this and this block, but blocks, but as you mentioned, we didn't, we didn't prepare for next meeting, and I feel like we are the same wait tonight. We haven't said what we're going to talk about next meeting, so maybe if nobody opposes, maybe we can take 5 minutes to, to, to do that. So I know I'm going to be facilitating next week, and I want to— sorry, Calvin, I think it's part of your, your responsibilities to create an agenda for next week. So maybe we can all help here. And what What are our action items and how are we going to tackle them during our next meeting?

Gotcha.

So I think the obvious ones are those two last boxes. We should probably have a team look at that, the two last boxes in the business model canvas. And then the action item of potentially using Slack as a synchronous meeting. And coming up and presenting that proposal.

I think the next step too is the actual feasibility study, which in my mind is still kind of a vague idea, um, of what that, you know, of like what the mechanics of that would be. Like, what, how is that actually, how would we actually like Yeah, I agree.

Although I think that, um, yeah, because, uh, yeah, I had that call and I think I feel pretty confident how we, how we tackle it.

Okay, we do it during next, next meeting just to walk through like, yeah, what that would look like, who would be involved, or like who could be involved.

Okay, and then I think that's probably in Go ahead.

I'm just going back to the agenda, also just not forgetting the item that I was supposed to tackle this week.

Yeah, I put that right at the top.

And that's probably enough, just because if we do too much more, like, we have a chance— we have a large chance of going over.

Yeah.

So— Yeah, I've got organization feedback, last two boxes, feasibility study. I made a special note for, like, I think this is a good thing to do every week is to know what we're expecting for next week. So I've just made it an agenda item at the end for next week as well. Did I miss any while I was typing?

Nope, but we do need to figure out who's going to do the research on the last two boxes.

They've been done. They've been done.

We just—

they're all done.

Oh, they are done. Okay, that's even better. You guys are awesome.

Nice.

I must have missed that part of the other meeting.

We'll do the same thing we did this week, but for those last 2 hours, probably 20, 20 minutes, 30 minutes for business model canvas.

Okay, Erica, I thought that was really great. Thank you so much.

Oh no, thank you. And I agree with you that just that we have the icebreaker and then going to the, through the agenda in the beginning, we always have to close with action items and what's next.

Thank you.

Yeah, absolutely.

Absolutely.

Thank you. Okay, and so I pass it to Ulla.

Yeah, I think it was very good, and it's good to see we are kind of on the same page, even like, you know, looking at the business model canvas. We kind of think similarly looking at the ranking. And great job as a facilitator, especially I think we didn't expect that coming. You seemed surprised. Yeah, we were productive and I think it was also fun. Nice backgrounds, guys, I liked it. Next time we can also pick something funny for for ourselves. Yep.

Adam.

Yeah, I thought it was a great meeting, and I think I've been seeing a lot of momentum over the last few weeks, which is awesome. I do have some personal news I kind of wanted to share with the group. I've been working on a business over the last few months, and it's gained some traction. It's in the architectural development field. And so I just wanted to tell the group that I'm considering taking a hiatus from the steering committee. I haven't really figured that out yet. But that said, I'm very— I'm loving like the trajectory on where it's going. So if I did take a hiatus, I'd be happy, you know, very confident in all of you. But yeah, I'll get back to the group on that pretty soon. Just giving y'all a little heads up there. Okay, thank you.

Vivek, did you go yet?

Not yet. Cool, thanks Adam for the update. Yeah, good to hear for creating a competitor.

That's taking all this—

not this field, man.

So yeah, I, you know, I feel mixed. As always, I'm just enthusiastic about this group coming together. We keep tackling problems. But I also share the same sentiment as a few folks here. You know, Brad, if you mentioned like not being clear like how we're going to tackle this segment of the business model canvas as a group and maybe taking a little more time than necessary. But in some ways it's also good. I really love the dynamic of the team coming together and trying to like piece it together and be patient and understanding. So that's awesome. So that's really the key. I think the more, the better we work together, I think that's powerful. We creates a lot of trust within one another. But yeah, I think we can always continue to try to be mindful and preparing. Also, I think, yeah, like, just coming up with a clear agenda with this meeting, you know, once again, just something we— it sounds like we've taken some action to resolve that future issue. Hopefully so. But yeah, I think this is something all of us as owners should just try to be mindful of and try to focus on. And I say that because, like, if you think about, like, any good movement, any good organization, like, the group that kind of wins is oftentimes the one that's best organized, like, figures out how to, like, solve problems together and in a cohesive way. So I'm going to keep pushing and urging all of us to try to be mindful in our role of how to be organized well. So that said, I think we made a ton of progress. Once we figured things out, we made a ton of progress. We did it very cooperatively and thoughtfully. So I say it was like a 9.5 out of 10, this meeting. So very happy. And I guess Jennifer is the last person, maybe.

Jennifer, Brad, Brad, Brad.

I did mine. Didn't I do mine?

Okay. I haven't done mine.

Oh, okay.

Um, all right, I'll go here. Uh, it was awesome to be back. Uh, I— boy, I've had a few, uh, ailment issues. Um, uh, even some problems with medication today, but I was, I was happy to be back. And then, uh, a pleasant surprise. Thank you guys for bearing with me about, uh, being facilitator. I will be more prepared in the future, I promise, and I do apologize for not being as well prepared as I could have been. I thought this meeting was really cool. This group has made me appreciate like entrepreneurship and business crafting so much. You guys have really opened my eyes to a lot of things. I appreciate all of your guys' perspectives. I thought it was some cool exchanges tonight, and I really like this meeting. Thank you all. Oh, and Erica, you made one point that a facilitator should also always bring up the action items. I'm sorry, it's at the very end. It probably shouldn't be here, but Brad, you were note taker, or was that Russell? I'm sorry.

Russell.

Could we go over those tasks real quick just so that everybody knows from the meeting?

The action items?

I'm sorry, yes, the action items. It was—

try to perform a synchronous Slack meeting. So Calvin and Brad will be taking that and coming up with a proposal so that we can meet on it next week. Then there is, um, what was the other ones? You got me on the spot. Um, it was finishing the business model canvas. We already have the work done, we just need to Review it. And I think those are the two key ones for auction items.

There's something earlier.

Oh, be active on Slack.

It was definitely being active on Slack or something. No, but there was something else. Wasn't there something earlier?

We mentioned being prepared for next meeting, but I have a question about how, like, read about feasibility studies or Um, start like what exactly, how we're gonna prepare for next meeting. Should we discuss it on Slack since it's a little late, or—

Oh, uh, one was the, the doodle thing, and two, yes, you have to check on a post. Yeah, based on that, so do check Slack by a certain time, um, this coming weekend perhaps. Uh, Vivek, that was your topic item, or you were like the head of it. So could you suggest a time to check the Slack for that?

For the doodle update?

Yeah.

So once you guys fill it out, so let's, let's see if everyone can just quickly glance during the weekend at some point, you know, either Saturday or Sunday, we'll give you as we'll give an update.

Okay, yeah, I have that here already.

I forgot I've got it up as well. Oh, and, uh, to fill out our—

say that again, Calvin.

To, to fill out our, um, I forget what they're called, the Google Doc or the Google Forms.

Yeah.

Okay, cool.

Okay, if that's, uh, all of it, I believe this meeting is complete. And, uh, check that Slack, and we'll see you next week, maybe at the same time, maybe not. All right, guys, thanks, guys.

Thanks, everybody. Take care.

Bye.

Bye, Jennifer.

Bye.

Adios.

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