[IMPACT]

The DLT360 Risk and Opportunity Radar is structured into 4 main dimensions:

1) PSL (Politics/Social/Legal) and Governance

2) EHER (Environment/Health/Ethics/Reputation)

3) E (Economy/Business)

4) T (Technology)

Behind these 4 dimensions are dedicated teams, who are researching the market, actively establishing a cooperation network, conducting weekly or 2-weekly meetings, quality assuring new RADAR content, guiding the updating or our RADAR tool, identifying information gaps, triggering our contributor.network for closing these gaps and delivering the quarterly DLT360 video-reporting This proposal is specifically about the general efforts of our governance teams during Q3 of 2022. Governance is part of the PSL-dimension, but is - due to importance, specificity and complexity - driven by a dedicated team of expert.

<u>Please note: This proposal is part of a bigger picture:</u>

The basic setup of the DLT360 Risk & Opportunity Radar was funded in fund 6 and greatly supported by a number of projects in fund 7. Fund 8 will hopefully let us continue and finally get to the status of mature, subscription-based services. Our initial work of fund 6 will be completed by approximately end of Q1/2022 with a first 360-degree roundtrip-video and roundtrip-presentation.

<u>Why are we doing all this?</u>

Cardano - similar to successful professional companies - needs to continuously investigate facts, trends, risks and opportunities. In commercial companies, this is typically done by independent risk-management entities reporting directly to the C-suite. With our services, we want to support Cardano in

1. Making sure that the millions (billions) are wisely invested
2. Enabling the future dREPs and Cardano governance-bodies in making data & fact based decisions
3. Having major trends, risks and opportunities precisely analysed and visualised (collecting from a multitude of sources)
4. Demonstrating this carefulness to regulatory bodies and professional clients (e.g. governments and corporations who rely on Cardano as public, permissionless blockchain)
5. Benefitting form continuously updated interdisciplinary perspectives in a PESTELE format (Politics, Environment/Health, Social/Reputation, Technology, Ethics, Legal, Economy/Business/Application Portfolio).

We are currently presenting our activities in form of single projects, hoping to overcome this stage with fund 9. At the end of 2022, we want to be a subscription-based service, also available to outside-Cardano clients worldwide (like commercial companies), becoming economically successful and independent from the initial Catalyst startup funding. Please also check and support our proposal for future subscription-based funding (Proposed F9 Challenge Setting:

<https://cardano.ideascale.com/c/idea/400085>).

We see the following aspects contributing specifically to this challenge setting:

1)<u> Providing interdisciplinary and global context</u>: Governance-related risks and opportunities are not isolated and need to be seen in an interdisciplinary and global context. This overall context is provided with our DLT360 Risk and Opportunity Radar.

2) <u>Effectiveness and efficiency:</u> We are actively reaching out to teams inside and outside Cardano for collecting all the scattered bits and pieces of information, with the goal to make these more comfortably available and provide a powerful visualization. This reduces time for researching and avoids redundancies.

3) <u>Always up-to-date</u>: Researching the governance-related environment is no 'one-off-activity'. This requires continuity and expert teams, who are maintaining high content-quality and deliver active information updates.

Our latest learnings are actively communicated during our regular quarterly DLT360 video reporting.

No specific challenges and risks, as we are handling this as part of our ongoing DLT360 journey. Main challenge comes form the need to pack our activities into single projects, but we hope to overcome this stage with Fund 9.

At the end of 2022, we want to be a subscription-based service, also available to outside-Cardano clients worldwide (like commercial companies), becoming an economically successful service-provider, independent from the initial Catalyst startup funding.

[FEASIBILITY]

The DLT360 team is applying a Business Model Canvas (in MIRO) for continuously optimising the overall business model approach. As most of our activities are highly interlinked, we see overlapping as well as specific elements when looking at the business model canvas project-by-project. Therefore, this part contains both: Generic and specific elements:

<u>1) Customer Segments / Target Groups (generic for DLT360)</u>

• CARDANO Community
• CARDANO-related projects in the need to perform ongoing risk & opportunity management
• Selected industry-clients, major consulting firms, universities, regulatory bodies, DLT-relevant public, selected high-quality YouTube channels and more.

<u>2) Value Proposition (generic for DLT360)</u>

Dependent of the above listed customer-segments, we see our value proposition as following (more details in MIRO):

• Inter-disciplinary & contextualised inputs as basis for improvement proposals and for effective and efficient lobbying
• Enabling professional risk-management frameworks (e.g. ISO 31000 compliant)
• Creating value-adding Implementation Whitepapers, Yellowpapers, Blueprints and Consulting Artifacts

<u>3) Distribution Channels (generic for DLT360)</u>

Depending on customer-segment and corresponding value-proposition, the following delivery channels will be used:

• DLT360 WEB-site with a public and a subscription-based area
• Quarterly online-live and video-recorded reporting based on the DLT360 Risk & Opportunity Radar
• Based on case-by-case agreement: In-person presentations e.g. on selected community events or summits
• Integration into various Implementation Whitepapers, Yellowpapers, Blueprints and Consulting Artifacts
• Academic papers and submission of commentaries

<u>4) Customer Relationship (generic for DLT360)</u>

After handling our startup-activities based on fund 6 and on investments from Heinz Gassner, the fund 7 and fund 8 funding allows us to deepen our content-creation and to grow our team. Based on demonstrating the value we create, we are aiming for subscription-based service agreements in the future. The relationship with outside-Catalyst clients will be based on such subscription-based services and on specific project-based agreements.

<u>5) Revenue Streams (generic for DLT360)</u>

During this early stage of our startup, we are fully focusing on servicing the Cardano Community. The fund 6 and fund 7 funding of our basic DLT360 Risk & Opportunity Radar will lead to delivering 2 quarterly reporting events (end of Q1 and end of Q2 2022). This specific fund 8 project will not be separately considered in terms of a revenue stream. We are applying a careful 'Lean Startup' approach during our journey for planning, checking and iteratively adjusting our Business Model according to our learnings, all documented in our MIRO environment. For the time after Q3 2022, we see the following approaches regarding securing sufficient revenue streams for maintaining and growing our services as well as the required expert team and network:

• We have posted a specific Fund 9 Challenge Setting Proposal for simplified and more reliable subscription-based funding (Please check and support our proposed F9 Challenge Setting: <https://cardano.ideascale.com/c/idea/400085>).

• For outside-Catalyst-clients we plan to implement a revenue-ladder-model with basic content free of charge (as appetiser) and stepping-up subscription models for additional access

• Specific Consulting Artifacts and specific in-depth research for e.g. industry-clients will be charged separately

<u>6) Key Activities, Roadmap and Deliverables (now specific to this project)</u>

This proposal is asking for funding the work of the DLT360 Governance Team of the Risk & Opportunity Radar during Q3 of 2022. This project requires the following specific key-activities - all during Q3 / 2022:

• Weekly internal meetings (typically 2 hours meetings)
• Reviewing and quality checking of inputs from junior contributor-network
• Contributing domain-expert inputs
• Participating in related meetings, workshops and events (inside and outside Cardano community)
• Active efforts to integrate other projects and cooperation-partners
• Preparing and quality-checking the quarterly reporting content in the E-Radar dimension
• Active role in DLT360 quarterly roundtrip-reporting video
• Active role in sharing the content during the current quarter

Based on our listed key-activities and key-resources, we plan with the following costs (please note that we are in progress of setting up a formal company body and need to calculate with taxation according to applicable law):

• Overall project management, updates on MIRO (20 hours for USD 50/h) = USD 1.000,00
• Communication, social media and back-office support (20 hours for USD 25/h) = USD 500,00
• RADAR tool content management (40 hours for USD 25/h) = USD 1.000,00
• Weekly team meetings with Radar-content review (32 hours for USD 100/h, 60 hours for USD 30/h) = USD 5.000,00
• Other meetings, workshops, collaboration efforts and events = USD 1.000,00
• Updating literature-review & screening new content ( 40 hours for USD 50/h) = USD 2.000,00
• Quality checking by senior domain experts (20 hours for USD 100/h) = USD 2.000,00
• Quarterly reporting storybook and video production & production support (40 hours for USD 50/h) = USD 2.000,00
• Domain experts quarterly video shooting, including pre and after-work = USD 5.500,00
• Active content sharing by domain experts (32 hours for USD 100/h, 60 hours for USD 30/h) = USD 5.000,00

This specific team is composed as following:

• Overall lead: Heinz Gassner, Malta, with more than 30 years of industry-leadership experience: <http://linkedin.com/in/heinz-gassner-9540a241>

• Senior Academic Advisor: Joshua Ellul, Director of DLT/Blockchain Institute, University of Malta, linkedin.com/in/joshuaellul

• Additional Academic Advisor, University of Malta (to be confirmed)

• Project Management: Jonas Weinberger, Brussels, Student and assistant at the Brussels School of Governance: <http://linkedin.com/in/jonas-weinberger-0b14801ba>

• Researcher 1: University of Malta Student (DLT/Blockchain Interoperability-specialized)

• Researcher 2: University of Malta Student (DLT/Blockchain Interoperability-specialized)

• Radar Tool Implementation: Elias Nassall, Student in Security Management, Berlin, <https://www.linkedin.com/in/elias-nassall-227858231/>

• Communication, social media and Back-office: Eduardo Nunes, Sao Paulo

  [AUDITABILITY]

Most of our DLT360 projects are highly interlinked and we handle the overall planning and tracking in our DLT360 - MIRO environment. Due to already running our fund 6 and fund 7 funded projects that way, we are well familiar with Catalyst Coordinator and acquainted with the relevant reporting processes. We are tracking our progress as following:

KPI Progress and Success Measurement (for our activities during Q3 of 2022):

• KPI 1: Size of active contributor network (number).
• KPI 2: Number of partners and interacting projects / initiatives (number).
• KPI 3: Progress of activities as outlined above (0-100%)
• KPI 4: New content-elements created (number)
• KPI 5: Performance feedback from Cardano Community (NPS = Net Promoter Score)

Our Definition of Done and our success criteria by end of Q3 of 2022 are derived from the above listed KPI measurement:

• We have grown and deepened our contributor-network (>10 regular contributors)
• We have established active partnerships inside/outside Cardano (>10)
• We have achieved all our activities & deliverables as listed above (100%)
• We have created >20 new RADAR content elements
• NPS Score > 8 for our quarterly reporting

This project is new, but is building upon activities funded by fund 6 and continued in fund 7. Please see the following

• Fund 6: DLT360 Risk & Opportunity Radar (basic setup of the Risk & Opportunity Radar, will be completed with our first video reporting by approximately end of Q1 / 2022)

  SDG Rating

To be completed.