►
Description
A
The
24th
of
march
two
thousand
tentative
thing,
and
we
have
a
only
one
item
on
our
agenda
today,
quickly
a
review
last
meeting.
We
mostly
spent
time
looking
at
the
flattened
project
and
scope,
the
tsc
and
issue
which
was
issued
number
59
that
since
been
closed,
but
still
somewhat
live
in
that
we,
the
ideas
they
are
following
over
into
two
other
work.
That's
going
on,
including
the
item
that
we
have
on
the
agenda
today.
A
A
Yeah
actually
I'm,
not
that
might
not
be
the
best
idea.
Maybe
maybe
what
we
should
do
is
scope
the
stand
up
just
exact
word
for
those
of
us
who
attend
both
CTC
and
TC
meetings
to
do
this
twice
a
week,
but
I
know
that
that's
not
ideal
for
people
who
are
particularly
Brian,
who
don't
attend
the
CTC
meeting.
So
maybe
what
we
should
do
is
scope
the
stand
up
to
things
that
are
fairly
relevant
to
tsc
level.
A
I'm,
trying
I'll
put
some
words
together
for
that
for
next
week
to
stand
up,
but
let's,
let's
move
on
from
yeah.
So
the
the
item
that
I
have
I
put
on
the
agenda
was
issue
number
77,
which
is
proposed,
notes,
foundation,
mission,
strategy,
structure
and
strategy.
This
is
a
a
deck
that
I've
put
together
that
I'd
like
to
take
to
the
foundation
board.
It's
it's
mainly.
It's
mainly
formed
of
my
personal
opinions.
B
So
I
was
actually
very
happy.
It
assumes
it's
concise,
I
agree
with
most
of
it.
What
I
didn't
really
know?
It's
like
you're
speaking
of
a
business
executive
in
a
technical
executives
like
are
these
like
new
roles
within
a
foundation
or
you
know
we
already
have
a
technical
executive
and
at
you,
but
I
didn't
know.
You
were
called
that
way.
We're
like
how
does
it
know.
A
They're
big
groups
and
they
already
exist,
so
they
just
don't
turn
for
talking
about
the
groups
that
execute
within
the
foundation.
So
the
the
business
executive
is
is
the
group
that
is
led
by
Michael
and
also
now
has
an
education
coordinator
has
PR
person,
and
so
that
is
that
group
and
the
technical
executive
is
just
a
term
for
us
and
the
basically
stuff
that
happens
on
github.
It's
not
a
person,
it's
just
a
term
for
the
group.
A
If
you
look
at
the
the
chart
at
the
bottom,
that's
why
they're,
labeled
and
I
think
Brian's
comment
about
moving.
That
up
is
probably
a
good
idea.
I
was
just
trying
to
find
good
terms
to
describe
the
three
different
groups.
It
seems
like
that.
That's
not
resonating
very
loudly
but
I.
You
know
I'm
open
to
suggestions
on
alternate
names.
The
term
executive
makes
sense,
makes
more
sense
for
Michaels
group,
but
we're
also
innings
executing
pudding
as
well.
So
that's
why
I
chose
that
for
us.
A
A
B
C
A
Yeah,
well,
that's
the
thing
is:
we've
got
the
tsc,
but
it's
when
I
talk
about
the
technical
executive
I'm
talking
about
what
what
the
TSE
represents,
the
the
executing
groups
of
the
TSE
represents,
which
is
more
than
just
one
group
that
meets
so
this
is
the
the
tsc.
It
is
the
TTC,
the
collaborators
and
the
members
of
working
groups
and
the
tsc
is
responsible
for
pulling
things
together,
but
they
are
not
the.
They
are
not
the
sole.
A
A
F
D
D
There
should
be
like
an
era
when
they're
on
what
that
over.
That
means-
and
it
probably
means
facilitation,
because
the
one
thing
that
gets
kind
of
confused
here
is
that
this
business
side
is
hiring
community
managers
and
but
part
of
that
role
is
not
making
decisions
but
just
guiding
and
facilitating.
Rather
than
being
like
you
know,
the
person
who
makes
the
decisions
for
the
community
today
and
I
think
that
that
kind
of
describes
the
overlap
pretty
well.
D
D
A
A
So
so
that
the
other
thing
I
do
that
is
not
meant
to
represent,
is
that
it's
it's?
The
technical
bit
is
not
meant
to
represent
community
as
well,
so
as
I
setting
another
part
of
it
that
community
the
responsibility
for
community
in
open
sores
ecosystem
is
shared
by
both
the
business
and
the
technical
sides
that
the
business
side
has
the
facilitation
role
and
the
technical
side
needs
to
find
a
role
in
there
as
well.
A
It's
not
as
obvious,
although
it's
it's
there,
I
think
the
overlap
that
I
wanted
to
highlight
until
her
slightly
that
took
out
was
about
communication
and
the
connection
between
them,
like
the
way
that
we
have
individuals
that
are
on
some
of
the
committee's
going
on
and
like
the
Marketing
Committee.
We
have
you
involved
here
on
on
meetings
and
on
github,
and
the
same
thing
happens
on
the
with
the
board
that
this
communication
both
ways
there's
individuals
that
span
those
groups.
C
A
A
We
work
towards
a
process
whereby
the
different
groups
are
responsible
for
discrete
areas
and
that
responsibility
entails
answering
to
the
board
for
certain
things.
So
the
three
areas
that
were
come
out
of
the
mission
statement
are
open
source.
Sorry,
there's
this
node
core
and
there's
the
open
source
ecosystem
around
node.
Then
there's
the
business
ecosystem
around
node,
so
the
note
core
has
been
has
been
given
to
the
technical
indicative
as
something
that
we
do.
We
execute
on
that.
We
look
after
no
core
and
we
have
independence
on
that.
So
that's
already
established
that's
fairly
obvious.
A
Open
source
ecosystem
can
probably
be
described
more
in
terms
of
a
community,
although
community
does
overlap
with
commercial
as
well,
but
that
that
spans
into
areas
like
Express
and
the
kinds
of
things
that
we
were
looking
at
with
possible
expansion
under
the
umbrella
program
that
I'm
suggesting
that
executing
in
that
area
requires
a
coherent
strategy
to
be
developed
between
both
the
business
side
and
the
technical
side,
and
that
the
board
needs
to
have
sign
off
on
that.
The
board
needs
to
be
involved
in.
A
It
especially
needs
to
be
able
to
object
or
shape
that
in
some
way,
there's
not
the
level
of
Independence
that
we
have
with
core
that
we
have
a
responsibility
to
make
sure
that
if
we
choose
to
act
in
that
area,
say,
for
example,
we
say
with
Express:
we
want
to
bring
it
on
as
a
foreman,
but
it's
all
part
of
the
foundation
that
that's
part
of
our
strategy
and
that
gets
approved
by
the
board.
But
we
have
to
propose
that
and
the
board
has
to
sign
off
on
that.
A
So
we
can't
just
go,
and
you
know
how
to
really
decide
to
do
something
like
that
when
it's
outside
of
core
and
then
on
the
the
commercial
ecosystem
side
that
that
is
through
the
area
within
which
the
business
executive
is
concerned.
They
need
a
strategy
that
that
involves
looking
after
or
working
around
and
with
the
business.
A
So
it's
coming
out
of
that
those
those
that
this
strategy
development
comes
out
of
the
mission
statement,
but
there's
also
clear,
clear,
fairly
clear
lines
of
responsibility
there
to
the
board
for
different
parts
of
that
to
be
led
by
the
different
groups.
That's
sorry!
That's
not
entirely
I
know
that
that
doesn't
sound
so
clear,
but
it
probably
I'm
hoping
that
the
little
attack
makes
it
a
bit
more
clear
than
I
just
described.
It
is
that
that
sound,
reasonable
and
actionable
concerns.
D
Okay,
I
was
going
to
say
yeah
I
mean
definitely
sounds
reasonable,
I
think
I.
I
think
this
is
a
very
solid
step
in
the
right
direction
compared
to
where
we
hang
where
the
discussion
has
been
so
it's
definite
definite
progress.
I
think
we
still
need
to
work
out
some
of
the
details,
but
just
get
this
to
a
much
better
place
somewhere
in.
F
A
And
that's
the
thing
that
I'm
just
trying
to
tackle
here
is
the
way
to
haven't
really
had
this
discussion.
This
is
the
missing
piece,
the
the
whole
basis
for
how
we
operate.
We
never
had
that
discussion
because
we
were
so
busy
saving.
Though
we
were
healing
a
fork,
we
were
getting
a
new
version
out.
We
would
know
all
that
stuff.
We
were
so
busy
focused
on
that
that
we
kind
of
forgot
some
of
the
important
bits,
but
that's
what
I
feel
anyway,
yeah.
F
I
mean
writing.
It
down
definitely
was
missed
I.
Just
you
know,
I
looked
at
this
and
said:
I
think
this
is
the
way
that
I
was
thinking.
It
was
and
I
guess
there
are
a
few
subtleties
about,
like
you
know,
the
commercial
side
being
you
know,
driven
maybe
more
from
the
business
side
than
the
technical
side,
but
largely
I'm,
hoping
you
know.
The
business
side
is
going
to
look
at
this
and
say
yeah.
This
is
what
we
were
thinking.
We
were
doing
as
well.
Right
I
could
be
wrong.
Go
oh.
A
D
There
about
kind
of
member
representation
what
that
means,
and
so,
for
instance,
like
the
Marketing
Committee,
isn't
member
committee
under
the
bylaws
and
things
like
that,
but
they
and
they
are
but
they're
basically
accountable
to
the
board
as
well.
So
that's
a
little
bit
different,
but
but
in
terms
of
the
actual
execution
side
that
that
actually
does
fall
under
like
the
people
that
get
hired
right.
D
So
I
think
that,
insofar
as
this
is
not
drawing
the
structural
boundaries,
but
actually
who
is
responsible
for
decisions
and
execution
and
who's
ultimately
accountable,
I
think
that
this
draws
that
out
pretty
clearly
and
it's
pretty
much
in
line
with
how
things
work
now.
But
there's
never
really
been
a
diagram
like
this
to
explain
it
to
people
who
not
aren't
involved
in
this
every
day.
I
think
that
the
main
thing
that
is
missing
is
you
have.
D
D
Don't
think
of
the
tsc
has
contempt
on,
because
every
time
that
I've
tried
to
write
it
up,
I've
found
out
that
there's
not
a
consensus,
and
so
I
appreciate
that
rod
of
taking
this
on
now
because,
like
I'm,
if
my
role
in
the
foundation,
I
should
not
be
driving
things
towards
a
particular
decision,
I
should
just
be
facilitating
what
the
consensus
seems
to
be
and
being
that
there
is
no
consensus,
somebody's
going
to
need
to
push
this
in
a
particular
direction.
So
thank
you
rob
for
a
station
Sean.
That's.
A
Exactly
right
and
the
the
way
I'm
dealing
with
the
incubation
thing
because
I
this
slider
actually
I
developed
this
before
we
started
talking
about
the
restructuring
thing
and
I
did
it
did
have
like
live
UV
and
expressing
their
I
thought.
You
know
that
leaving
them
in
there
as
top
like
looking
like
top-level
projects,
even
with
the
term
incubator
in
them.
A
It's
just
to
look
too
contentious,
because
it
goes
to
some
of
the
concerns
that
the
board
is
raising
and
and
what
this
does
is
kick
that
down
the
road
and
say:
okay,
there's
stuff
going
on
there
and
there
is
a
vague
strategy
being
executed
on.
But
we
are
accepting
your
responsibility
for
developing
a
coherent
strategy
and
then
getting
sign
off
on
the
board.
A
We,
we
will
submit
that
strategy
to
the
board
and
make
sure
that
we're
all
alive
so
we're
going
to
do
our
core
stuff,
that's
cool,
but
when
we
step
outside
of
core,
we
accept
the
having
to
answer
to
the
board.
To
that.
So
we
will
come
to
you
and
say
this
is
what
we
figured
out
is
our
strategy,
and
can
you
prove
that
or
even
just
getting
the
ball
involved
in
the
discussion
on
that
strategy?.
F
F
The
one
of
the
comment
I
did
haven't
you
know
the
mission
was
outlined
as
growing
the
adoption,
and
I
wondered
you
know
adoption
just
one
of
our
metrics
like
we
that
we
want
to
make
know
the
best
run
time
for
development
and
deployment.
Adoption
is
one
measure
of
that
success,
but
there
might
be
others
so.
A
You
know
be
interesting
and
and
thrilling
to
hobbyists
and
individual
developers.
All
of
those
things
have
to
fit
into
place
for
it
to
be
increasing
adoption,
and
yes,
there
might
be
a
time
in
the
not
too
distant
future
where,
if
we're
measuring
adoption
that
that
starts
to
flatten
out,
but
that
shouldn't
change
our
focus
on
trying
to
keep
on
increasing
adoption,
because
it
will
drive
everything
else
that
we
do
so
it
does.
A
F
So
I
think
it
is,
the
measurement
makes
a
hundred
percent
sent
to
me.
I
was
just
wondering
it's
like
if
you
think
your.
If
your
only
goal
is
to
increase
adoption,
you
could
do
things
which
might
increase
adoption
in
the
short
term,
but
not
in
the
long
term
work.
But
it's
like
I
want
to
make
it
the
best
run
time.
You
might
do
things
slightly
differently.
That
would
mean
that
I
get
less
adoption
in
the
short
term,
but
longer
term
I
ended
up
with
a
better
run
time.
I.
C
Realism,
so
it's
not
a
similar
question
and
I
think
that's
been
most
I
answered,
I
think
I
think
phrasing.
It
as
like
saying
that,
like
includes
the
word
best
at
all,
is
like
really
very
undefended,
because
that
very
subjective
can
really
tell
can't
really
tell
what
the
best
wrong
time
is
like
that
might
depend
on
what
what
you're
trying
to
do
right
so
now.
B
I
agree,
I
mean
hey
I,
think
it's
a
like
a
little
bit
vague
for
now.
I
believe
that,
but
even
if
you
were
to
specify
other
things
you
could
measure,
it
would
still
like
necessarily
give
us
a
lot
of
direction,
because
we
have
more
questions
that
we
are
implicitly.
You
know
what
is
no
food,
you
know
is
it
for
web
servers
or
for
desktop
apps,
which
people
are
both
doing
right?
Does
it
mean?
B
Does
increasing
adoption
mean
more
people
install,
node
or,
like,
let's
say,
no
gets
embedded
into
some
other
thing,
and
then
people
use
it?
Is
that
okay
for
us
to
like
it,
I
think
it
will
still
be
very
vague,
and
we
don't
have
to
bike
shed
here
about
like
exact
detail,
of
what
we're
sort
of
going
after
but
more
like
a
general
thing
and
like
Mia,
more
people
using
node
seems
seems
like
a
great
measure
of
success
for
a
movement
the
same.
D
Time
at
the
same
time,
though,
if
we
one
of
the
other
metrics
that
we
can't
ignore,
is
the
community
engagement,
so
node
was
me
coming
you
know.
If
you
look
at
the
adoption
of
note
over
the
past
few
years,
it's
been
steadily
going
up,
but
we
reach
a
period
of
time
where
the
number
of
contributions
and
commits
were
going
out.
So
just
increasing
the
adoption
is
not
enough.
It's
also
keeping
the
community
of
contributors
healthy
and
keeping
those
contribution.
You
know
those
contributions
up
as
well,
so
I
think
it's
not
just
a
matter
of
adoption.
D
A
D
A
D
A
So
if
we
establish
a
a
Minimum,
Viable
mission
statement,
that
includes
enough
vagueness-
and
you
can
see
this
one-
does
it's
got
words
like
health
and
fostering
and
encouraging
and
the
increased
adoption
all
the
stuff
we've
been
talking
about
here.
There's
this
vague
area.
That
is
intentional,
because
it
means
that
we
can
have
these
discussions
about
what
that
means
that
when
somebody
presents
a
proposal
you
can
say
well.
A
This
is
this
is
what
I
think
that
the
mission
is
and
how
it
should
be
out
working,
and
this
is
what
you
know,
how
I
think
the
proposal
works
against
it?
What
you
know
whether?
But
it's
those
in
those
areas
of
both
of
not
they're,
not
they're,
not
they're,
not
written
out
in
legalese
their
areas
will
you
we
have
different
opinions
and
you
can
bring
those
opinions
in
have
a
healthy
discussion
about
how
to
achieve
what
you
think
of
those
goals
and
we're
not
just
being
driven
by
a
a
black-and-white
document.
A
So
this
is
the
kind
of
discussion
we
should
be
having
this.
What
does
it
mean
to
increase
the
adoption
of
know
what
is
in
upward
swing
foul
health
community
engagement
like
this
is
the
right
discussions
we
should
be
having
at
each
level
of
the
foundation,
and
so
this
is
like
minimum
viable
mission
statement
to
encourage
those
discussions
for
everyone
to
bring
their
different
opinions
and
and
use
those
as
part
of
the
decision-making
process.
E
Mean
maybe
I'm
kind
of
piggyback
outside
you
know.
I
do
agree
with
this.
Maybe
this
idea
of
increasing
adoption
it
could
be
useful
to
specify
that
we
want
to
increase
adoption
in
the
long
term.
For
note,
cuz
ya
know,
there's
a
discussion
of,
and
of
course
you
know
we
can
increase
adoption
the
short
term
very
easily,
but
that
may
not
be
sustainable,
but
talk
about
like
health
for
the
project.
Getting
more
people
involved.
Anything
about
this.
E
From
my
perspective,
the
inclusivity
working
group-
you
know
increasing
the
diversity
of
our
contributors
is
a
core
part
of
that,
but
that
does
all
kind
of
feed.
You
know
increasing
adoption
over
the
long
term
yeah.
We
have
to
have
a
healthy
system
to
make
sure
that
we
have
sustained
but
increases
in
deduction
over
time.
So
you
may
be
kind
of
working
that
out
flesh
that
could
be
helpful.
I.
D
D
A
So,
okay,
so
what?
What
is
it
that
you
two
questions
here?
One
is:
who
is
it
that
you
want
to
engage
and
identical
term
communities
acceptable
here,
because
it's
like
it's
the
biggest
hand
wave
ever
you
can
talk
about
users
like
that's
a
little
bit
more,
a
little
bit
more
definable,
and
what
is
it
that
you
want
them
to
engage
with,
but.
F
Maybe
maybe
it's
the
development
community
that
we
were
talking
about
in
this
case.
Like
you
know,
adoption
can
be
a
proxy
for
what
we
want
as
many
users
using
it
right,
but
I
think
in
this
case
it
was
that
it's
the
development
community
that,
in
addition
to
end
users
using
know,
we
want
to
be
an
active
and
vibrant
development
community,
contributing
to
the
development
of
the
note.
D
So
so
I
don't
know
that
you
need
to
put
the
addressable
market
as
part
of
the
statement.
Right,
like
you
could
just
say,
encouraging
participation
in
the
project
is
a
goal
and
at
requirement-
and
there
are
many
ways
you
can
cut
in
slices
and
measure
that
and
when
you
do
measure
you're,
probably
going
to
find
sort
of
what
the
addressable
community
there
is.
But
having
as
a
goal,
increasing
participation
in
the
work
would
leave.
D
A
A
Ok,
so
so
what
I
would
say,
let
these
feel
things
did
still
seem
to
me
to
be
like
out
workings
of
a
place
ignition
I'm.
So
we
say:
okay,
they,
the
basic
mission,
increase
the
doctor's
note,
okay,
but
as
a
technical
executive.
We
accept
the
the
owners
to
do
that
over
the
long
term
and
that
making
investments
in
inclusivity
will
lead
two
pails
down
the
track
and
then
not
H,
not
sure
to
short-term
gain
for
long-term
loss.
A
F
F
F
D
Yeah
but
so
the
legal
committee
isn't
enabled
to
just
make
decisions
like
things
get
delegated
to
it,
and
then
they
basically
write
it
up
and
then
the
board
has
to
pass
it.
So
the
board
has
representatives
from
the
individual
member
hip
I
pinned
from
em
from
the
tsc
in
order
to
weigh
in
on
that
and
and
its
impact
potentially
on
contributions.
Well.
A
Let's
use
that
as
a
hypothetical
to
play
this
out.
So
let's
say
that
the
limit
committee
recommend
to
the
board
that
we
adopt
a
CLA.
You
can't
realize
this
agreement
that
has
some
certain
level
of
hoops
that
you
have
to
jump
through
in
order
to
just
make
a
basic
contribution
to
know
all
that
you
know
we
should
switch
to
some
weird
license.
It
is
difficult
to
understand,
I'm
just
doing
some,
some
legal
requirement
that
that
does
actually
materially
materially
impact
on
our
ability
to
engage
developers.
A
Do
we
want
to
be
able
to
argue
argue
back
on
that
on
the
basis
of
this
is
going
to
hurt,
know
the
long-term,
because
it's
going
to
impact
on
our
ability
to
attract
new
developers
to
call
or
do
we
want
to
be
able
to
explicitly
call
it
out
in
the
mission
statement.
No,
this
is
going
to
impact
that
the
the
our
ability
to
increase
whatever
the
wedding
was
for
engagement
in
court.
Because
of
these
reasons
like
with
on
what
basis
are
we
can
we
comfortable
making
the
logemann
right.
A
Yeah
either
way
I
personally,
don't
want
any
want
to
complicate
the
mission
statement
too
much,
but
I
am
recognizing
that
those
of
us
here
are
very
passionate
about
increasing
engagement.
This
is
actually
a
key
passion
that
we
have,
that
is
driving
us
and
maybe
maybe
it
does
well
on
there
not
sure
exactly
how
but
yeah.
A
D
D
D
Word
to
use
its
statements
like
this,
because
everyone
who
reads
it
has
a
very
different
idea:
put
it
and
sort
of
either
the
scope
of
that
community
there's
a
lot
of
like
inherent
personal
bias
for
every
person
every
day.
So,
if
the
more
that
we
can
avoid
that
word,
specifically
the
better
so
to
and
to
increase,
how
about
just
increase
per
tum
I'm,
an
open
participation.
D
F
D
C
D
That's
good,
that's
good,
because,
like
like
later
down
the
road,
you
may
want
to
tie
back
to
the
growth
of
note
in
general
right
so
like.
Are
we
we're
right
now?
The
reality
of
different
solution
and
core
is
actually
growing
faster
than
notice
growing
and
confuses,
but
at
some
point
that
will
probably
level
off
a
bit,
but
we'll
still
want
to
be
increasing
it
and
we'll
want
to
probably
tie
that
metric
to
some
kind
of
metric.
About
the
usage
of
note.
D
A
D
D
F
G
D
So
I
think
don't
I,
don't
want
to
bike
shed
names
too
much,
but
I
know
that
some
people
made
comments
about
the
executive
language,
yeah
I.
Think
one
of
the
things
that
it
does
kind
of
say
implicitly,
is
that
there's
some
level
of
accountability
or
responsibility
for
this
stuff,
so
I,
but
I.
That
word
specifically
is
going
to
be
very
confusing
for
a
bunch
of
port
numbers.
I
think
I
can
they
get
a
few
people
like
in
particular
that
it
would
be
very
confused
by
that
language.
D
F
A
I'd
be
happy
with
technical
team.
I'm
originally
didn't
have
to
set
up
with
just
I
had
the
executive,
which
was
your
side
Michael
and
then
the
attacker.
What
I
had
for
the
technical,
so
I
think
it's
just
technical
I
think,
but
the
executive
made
sense
more
for
what
you
do
or
what's
happening
over
in
your
side.
But
what
would
you
do
use
a
different
term
for
what
for
your
your
area,
the
business
unit?
Oh
no,
oh,
oh
yeah
I
mean.
F
That's
just
to
say
why
not
business
team
and
technical
team,
like
it's
a
group
of
people
and
I
think
you
were
looking
at,
is
an
inclusive
like
it.
You
know,
if
not
some
subset
of
the
team
is
the
overall
team,
and
then
there
was
like
the
CTC,
which
is
the
subset,
that's
sort
of
responsible
for
coordinating
that
isn't.
D
D
Wouldn't
be
called
that
we
probably
called
like
the
CTO
or
something
like
that,
but
or
no
no,
like
CEO
or
something
but
no
I
mean
the
reality.
Is
that
there's
I
think
executive,
just
just
broadly
not
with
that
without
business
in
front
of
it
would
be
a
little
bit
more
apt,
because
what
if
potentially
is
happening
is
that
people
are
hired
to
execute
just
get
things
done.
On
behalf
of
the
board
and
on
behalf
of
the
technical
side,
their
role
is
Ted,
facilitating
to
execute
and
not
to.
D
F
F
F
A
Well,
but
that's
that's
I,
think
that's
feather,
because
they're,
because
foundations
would
normally
have
an
executive
director
and
and
Michael
is
out
as
soon
as
executive
executive
director.
He
doesn't
have
the
title,
but
that's
what
a
foundation
would
normally
have
and
they
are
likely
they're
like
the
CEO.
They
do
call
on
other
shots
on
the
business
side.
Anyway,
we've
just
happened.
We
just
happen
to
have
split
off
the
technical
side
to
have
a
certain
level
autonomy
from
that.
A
The
board
calls
the
high
level
shots
like
a
like
any
board
in
any
company,
but
they
are
not
necessarily
an
executive
or
they
don't
have
people
who
executes
they
make
much
more
high
level
decisions.
So
this
this
makes
sense
from
a
business
perspective
and
also
generally
how
it's
used
in
government
as
well.
Well,
I
personally
be
comfortable
with
just
executive,
whether
that
was
originally
and
I
did
make
sense
to
me,
and
then
technical
team
I
like
that
I
can
change
that.
Oh
well,.
E
D
F
A
Just
to
refer
to
the
broad
groups,
no
we're
not!
This
is
not
that
we're
not
running
Bibles.
Here
we
are
trying
to
write
something
that
describes
the
groups
that
exist
in
how
they
connect
together
in
a
way
that
is
understandable
to
a
fairly
broad
audience
and
that's
obviously
it's
not
it's
not
resonating,
as
it
is
now.
So,
let's
change
that
make
sure
it
does
resonate
with
people
who
see
on
boards
and
they
use
this
kind
of
language.
D
So
I
think
that
the
hard
part
here
is
that
you're
you're
both
drawing
the
lines
of
kind
of
responsibility
for
execution
and
then
also
trying
to
name
them.
A
specific
thing
is
that
they
can
be
held
accountable,
is
like
a
point
of
contact,
and
that's
not
necessarily
true
like
there
are
in
those
multiple
points
of
contact
and
multiple
points
of
communication
between
all
of
them.
I
mean
it's
like,
even
even
on
the
you
know,
the
marketing
team.
There
are
people
from
the
technical
side
that
we
specifically
made
sure
that
they
are
there
for
that.
D
Munication
overhead
and
I
mean
you're
like
the
technical
side.
Yes,
the
PSC
is
responsible
for
overseeing
it.
Also,
there
is
like
a
body
that
you
can
point
to,
but
on
the
business
execution
side,
it's
a
little
bit
fuzzier
right,
like
some
things,
go
directly
to
the
board.
Some
things
to
me.
Some
things
will
go
to
Tracy.
Some
things
go
to
various
people
in
PR
and
marketing
pretty
directly.
A
Yeah
except
I
think
the
board
would
be
doing
you
in
the
CEO,
like
role
and
if,
if
stuff
style,
to
go
bad
at
the
executive
level,
I
think
you
would
ultimately
up
just
like
the
tsc
will
be
held
responsible
for
stuff
going
better
in
the
technical
side.
You
know
I
think
I've
taken
like
yield
responsible
for
Tracy
for
linking
shoulder
cheese.
You
know
during
the
bit
that
she
needs
to
be
responsible
for
guiding
zippy
in
the
penile
stuff
it
does.
D
Think
yeah,
if
I
think
it's
a
just
a
little
bit
different
in
this.
The
PSC
has
certain
responsibilities.
An
autonomy
carved
out
in
the
bylaws
for
things
that
they
owned
I
might
be
held
responsible
for
attachment
in
certain
things
done,
but
I
also
don't
have
the
authority
to
go
off
and
do
things
that
I
just
want
to
do
like
the
board
test
it.
There
has
to
be
some
kind
of
direction
from
the
boards,
the
membership
or
you
all.
So
just
that's
the
only
thing
that
I
think
is
a
little
bit
different.
A
C
A
Yeah
that
the
signal
I'm
getting
is
that
there
was
concern
about
the
mission
thing.
It
seems
like
we
resolved
that
we
done
glad
that,
with
that
seems
like
a
major
thing,
the
nanny
of
the
teams,
I
wouldn't
mind
putting
down
ASAP.
I
would
whipping
we
happy.
If
we
go
ahead
with
an
executive
team
and
technical
team,
I
can,
I
can
react
shave
with
mike
and
sorry.
I
can
bike
shared
with
Michael
on
the
executive
bit
and
when
final
turn,
that
might
have
been
more
appropriate
to
what
happens
there.
A
A
F
D
E
D
A
A
Okay:
let's,
let's
do
that,
it's
correct
to
get
home
for
that
and
give
it
was
off
into
the
next
day
or
two.
Let's
move
quickly
into
a
QA
section,
Q&A
section.
If
anyone
listening
has
questions
or
comments
that
they
would
like
to
make
on
anything,
including
what
we've
talked
about
today.
So
I
think
the
youtube
aid-
and
yes.
C
A
There
are
objections
to
the
suggestions
to
add
William
capias,
a
number
of
the
sea
or
the
TSE
org,
or
the
repo
just
give
him
write
privileges
to
help
us
with
them.
Innovation
management,
things
that
he's
16
passionate
about.
It's,
not
adding
him
to
the
tsc,
but
it's
giving
him
a
bit
more
flexibility
to
get
things
done,
that
we
are
not
doing
we're
doing
pretty
poor
job
of
managing
that
repo.
Any
objections
to
that.
A
A
Okay.
Well,
if
there
are
no
questions
coming
in
comments
coming
in
from
outside.
Let's
finish
it
up
thanks,
everyone
I'm,
really
sorry
about
them,
not
giving
you
ample
time
to
digest
this
and
provide
really
good
feedback,
but
if
they
D
has
been
valuable
and
I
will
report
back
after
next
week,
hopefully
with
a
really
solid
path.
For
that
we
can.
We
have
solid
questions
to
answer
about
what
we
were
it
is
that
we're
trying
to
do
that.
A
We
can
come
up
with
a
coherent
strategy
that
we
can
get
sign
up
across
the
foundation
and
that
we
are
in
sync
with
execute
and
this
mission
so
I'm
looking
forward
to
taking
those
boxes
and
I
am
I'll,
keep
you
informed
of
progress.
So,
let's
finish
out
thanks
very
much
for
attending
and
listening
in
and.