10 Sep 2020
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Our team is made up of superstars from all over the world. When you choose to join our tribe, you agree to commit a reasonable amount of energy and effort into fulfilling the vision of While there are individuals within the collective who are working on nearly full time, at this early stage we expect all members to commit at least 5 hours per week minimum.  If we grow the organisation successfully, the expectation is that we will all be able to move to increased and paid employment.

Team profiles

We’re building our team member profiles and hope to have these here soon. In the meantime, we encourage everyone to connect on LinkedIn (you can find the names of all team members in the Slack general channel).

Org Chart

We’re building the org chart and hope to have this here soon.

Board Members, Directors, Coordinators and Project Leads

Board Members are a group of founding members and advisors who are responsible for legal maintenance and governance infrastructure duties that may involve but are not limited to distribution of surplus, moderating Impact Points, overseeing legal due diligence and quick response decision making in specific time-sensitive instances. Their mandate comes entirely from the members of the cooperative and they are accountable to all stakeholders that their decisions affect.

Directors/Executive Officers are members who for external relations reasons have been mandated an outwards facing role for the purpose of engaging with external parties. Maintaining the structure of a cooperative while having outwards facing delegated “roles” allows us to seek funding from and maintain commercial relationships with traditionally structured companies, agencies and external entities. They represent key departments of work within the organisation and may hold the responsibility of legal officer title within the structure of the company. Examples include Chief Operating Officer, Chief Financial Officer and Chief Executive Officer.

Project Coordinators are members who have been mandated the responsibility of looking after a specific area of work within the organisation. They are responsible for pulling together and bottom-lining specific tasks, consolidating the work that has been done and representing this internally within the organisation. There can be co-coordinators and multiple coordinators within a given team if it had been mandated by the team to be so. Examples of this could be Marketing Coordinators, UX Coordinators, Dev Coordinators, Fundraising Coordinators.

Working Group Leads are responsible for pulling together and bottom-lining specific tasks connected to a specific temporary project, consolidating the work that has been done and representing this internally within the organisation. There can be multiple project leaders within a given team if it had been mandated by the team to be so. Examples of this could be Agreement Project Leads, Retreat Organising Project Leads, Operations Review Project Leads.

See [link to members page]

Project Teams

The cooperative operates through a number of semi-autonomous project teams that manage specific areas of operations and outcomes within the company. These teams are responsible for different projects and the day to-day running of different elements of

Project teams are expected to provide work updates at least weekly in Slack and maintain cohesiveness as an agile and effective group. Some people will be involved across multiple project teams but should have one key focus area within the organisation.

Working Groups

These are temporary teams that do not fit within specific project teams and are created to address specific set components of work within They can include contributors and members from across various project teams who come together to address specific challenges or workloads that are relevant to all members of the cooperative.

These are self organised and can sometimes be responsible for facilitating specific changes within, building new agreements/guides, maintaining organisational infrastructure, organising retreats, developing new procedures and to address certain wellbeing or personal issues that the cooperative may be facing. Working groups draw their mandate from the wider cooperative and need to gather wider approval for their work if it is going to affect and have relevance to others at

Contributors are individuals who have become involved with but are not full members. They are essentially volunteers, student interns or employees who contribute to according to what their assigned role is and may be offered the opportunity to become full members. They do not have the responsibilities of a full cooperative member to the same capacity or participate in broader member based decision making.

They also do not own shares of equity.

As their involvement and their stakeholdership grows, they can become increasingly involved with decision making where relevant to them.

After 3 months (FTE) of being an active contributor, members can nominate contributors to become fellow members.  An individual must be an active contributor for three months before being able to be a full member. The final decision around who is admitted to the cooperative must be made through collective decision making.  It is possible to be nominated to be a full member earlier than 3 months FTE, if the value or you and your contributions are equivalent to a 3 month FTE of regular person.  As a contributor, you will still get delayed remuneration based from contribution (impact points) and offer of paid employment and can always apply to become a member.

Contributors may be covered by their own set of agreements provided as part of their onboarding process.

Contributors are subject to the same IP, NDA and non-compete requirements as members.

We track any early stage unpaid work in the company with a system called Impact Points. This applies to members and non-members alike, and is separate to distribution of surplus. Membership status does not affect Impact Points.

Because is a cooperative, owned by its members, we don’t have sweat equity in the same way as some other startups.

Instead, we have a separate system to acknowledge the work people did for free to get the project off the ground, and the opportunity cost staff wear by accepting pay below market rates while we get the business going. We acknowledge the risk people took giving their time to an early stage startup with no guarantees by putting a multiplier on points earned during the early days.

People keep their Impact Points even if they leave the co-op, and they are totally separate to ownership or investment shares. At some stage, when the business is thriving, we look forward to paying them out.

The Impact Points system is designed to be a clear mechanism in place to enable the Board to consider and fairly set a possible future discretionary remuneration for contributors to’s development based on the overall performance of cooperative. Impact Points are accrued based on the value a person contributes to When is determined by the Board to be in a secure financial position, the Board may, at its absolute discretion, resolve to make financial remuneration to contributors that hold Impact Points.

Tracking Impact Points

Impact points are determined by the contributions towards isgood as a whole, as well as the platform.

The value of these impact points is determined by the work completed, as determined by the “value” and “effort” of tasks completed in ClickUp (our project management system).

Some organisational roles may have a lot of effort in the actual coordination of tasks and people, so they will have an extra factor applied, for the number of tasks created, managed and delegated in their management role.

Impact Points Principles shareholders wish to value all effort contributed to, even while is in startup phase and not in a position to provide immediate direct monetary reward.

The Impact Points system will provide a clear mechanism for the Board to value this effort at a future point when is financially sustainable and payment will not threaten the viability of the company. impact point payments will be treated as a discretionary remuneration that is based on the performance of the company.

The Board may, at its absolute discretion, determine when Cooperative is in a position to pay out Impact Points, and how the valuation of Impact Points will be calculated at that time. The process for determining the value of these Impact Points will be developed at a later date.

The Board, at its absolute discretion, may then resolve to make payments of cash remuneration to contributors that hold Impact Points. The distribution for cash for Impact Points is intended to be aligned with full commercial remuneration for members and contributors to the cooperative.

Distribution of any remuneration will be proportional to the number of points that have been accrued and market data from tools such as

A risk multiplier will be applied to Impact Points accrued in the earliest phase to recognise the increased level of risk taken. The rationale is that the risk involved reduces as develops over time.

From time to time the Board will review the discount ratio for paid contributors / shareholders, so that adjustments can be made in response to changes in pay rates as develops.

Impact points in practice

Impact points are based on value and contribution of the work done. The exact calculation is yet to be determined between different types of roles, however there is quite a number of different data inputs that will determine this. It is to be agreed and decided for all members at a time when they’re able to be paid.

Impact points are for every contributor, whether they’re members or not. There’s no prejudice on contributors or members, impact points are based purely on contribution.


We’re a cooperative only in terms of how we operate. This is outlined in our membership agreement, which team members are given when they first start at isgood. We operate as a holacracy, we have a member run and owned model. We’re not a legally structured cooperative

As a pty ltd company and startup 50% of equity is retained, while 50% is assigned to the member equity, to be managed in trust on behalf members (the cooperative) by the non-profit.

Social Enterprise

As a social enterprise we have in our rules that we operate to enable “R&D and funding of innovations to solve more global problems”, both initiatives of isgood and also initiatives  others that align with our values and/or can use our platform.  Part of this will be by providing our tech and solutions to other innovators based off our platform, while others will just be directly funded, researched and enabled. (as per our manifesto).


The not-for-profit association not only manages in trust for members, but is the scientific research, educational, advancing social/public welfare and foundation entity that will manage the philanthropic, innovation and support services to support social and humanitarian change (as per our manifesto).

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