Detailed Plan

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<u>Summary for Community Advisors:</u>

1) Our Proposal in a Nutshell: Catalyst triggered hundreds of projects, many developing in silo-mode. This leads to substantial redundancies & lack of strategic alignment. With this proposal we want to contribute to a systematic application portfolio management by the Catalyst Community. Main part of our work will be analyzing already existing applications, newly emerging applications of our Catalyst pipeline and combine this with examining the direction of future Catalyst Challenge Settings. We strive to closely collaborate with already existing initiatives like e.g. Cardanocube and integrate also important outside-Cardano perspectives. As a result, we will integrate our findings into our DLT360 Risk & Opportunity Radar (funded in fund 6). This will provide a clear overview and make such complex content easily accessible. By contextualizing this information in an inter-disciplinary way, this becomes directly useable for the Catalyst-community's overall risk (and opportunity) management.

2) Impact: The DLT360 Risk & Opportunity Radar summarises and visualises the major risks and opportunities of the DLT/Blockchain-space and of Cardano. Our (lacking) application portfolio management is just one risk-segment of many and needs to be seen in an inter-disciplinary context. After establishing this holistic context, the community will be able to implement suitable innovation strategies. These strategies will then be the foundation for establishing a professional application portfolio management and this application portfolio management will help accelerators and mentors to step up, co-develop, and deliver venture building programmes within Catalyst. For more details please refer to our WEB-Site and/or to our Business Model Canvas section below.

3) Feasibility: This proposal is part of a bigger picture. Our DLT360 team has started its journey after being funded in fund 6 with one of our major services: The DLT360 Risk and Opportunity Radar. Based on this initial funding, we have implemented a small operational core-team. We are furthermore growing an extended team of domain-experts from the Catalyst community, industry and academia for adding their knowledge on demand (For more details please refer to our WEB-Site and/or to our Business Model Canvas section below).

4) Audibility: Our Business Model Canvas section outlined below contains major activities, milestones, deliverables, roadmap and costs. Due to various projects being interlinked and due to the overall complexity of proper planning and tracking, we do this in our DLT360 - MIRO environment. We offer on-demand visits to these MIRO boards for deeper-going discussions during the assessment phase. Due to already running a fund 6-funded project, we are part of the Catalyst Coordinator Process and acquainted with the relevant reporting processes.

Please note: We are applying a best-practice Business Model Canvas approach. We have added tags to our details below, hoping that the Catalyst-funded 'The Great Filter' application will be able to identifying the required sections in our text.

<u>Business Model Canvas - Section containing further details</u>(Our Canvas is maintained in DLT360 MIRO environment, access upon request)

This proposal is part of a bigger picture. Our DLT360 team has started its journey after being funded in fund 6 for one of our major services: The DLT360 Risk and Opportunity Radar. Fund 6 is about establishing this foundational framework for professional risk (and opportunity) management. This new fund 7 proposal will allow us the integration of a systematic inter-disciplinary application portfolio analysis into this framework. Points 1 to 5 of our Business Model Canvas are therefore explaining also the bigger picture, while points 6 to 9 and the listed activities, milestones, deliverables, roadmap and costs are kept specific to this project.

1. Customer Segments

• Primary Clients: CARDANO Community (including Catalyst, Foundation, IOG and others)
• Secondary Clients: DLT-relevant public, selected high-quality YouTube channels, universities, regulatory bodies, industry clients

2. Value Proposition

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

• Providing valuable inputs to the community's application portfolio management
• Inputs to continuous improvement processes
• Providing contextualised risk & opportunity inputs, enabling professional risk-management frameworks (e.g. ISO 31000 compliant)

3. Distribution Channels

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

• 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
• Intergration into Portfolio Management, Implementation Blueprints and Consulting Artifacts

4. Customer Relationship

Currently we do our DLT360 startup-activities based on investments from Heinz Gassner, our core team and the first funding received from Catalyst fund 6. With this basic funding we will demonstrate the value of our work. Fund 7 will hopefully provide us with various funded projects for deepening our content-creation and for further growing our flexible and scalable team. Based on this demonstrated value, we are aiming for more stable service and consulting agreements. The relationship with outside-Catalyst clients will be based on longer-term service agreements, on project-based service agreements and on charges for different access-layers to our work.

5. Revenue Structure

During this early stage of our startup, we are fully focusing on servicing the Cardano Community. The fund 6 funding of our basic DLT360 Risk & Opportunity Radar will lead to delivering 2 quarterly reporting events (one planned for March and one for June 2022). This project will provide the specific (deepened) content in the application portfolio segment, but will not be separately considered in terms of a revenue stream. We are applying a careful 'Lean Startup' approach during our journey and will plan, check and iteratively adjust our Business Model according to our learnings, all documented in our MIRO environment. For the time after Q2 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 8 Challenge Setting Proposal for simplified and more reliable funding of continuous service-formats to the community
• 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 services e.g. in combination with consulting will be charged separately

6. Key Activities (now very specific to this project)

This project requires the following specific key-activities

• Interaction with relevant projects and partners
• In-depth analysis of the Cardano Application Portfolio (existing and from innovation pipeline) and of the application landscape outside Cardano
• Analysis of resulting risks & opportunities from an inter-disciplinary perspective
• Domain-expert validation of this content
• Editing of Risk & Opportunity Radar information objects
• Quality checking & releasing of quarterly reporting package (core-messages, key-risks, possible improvement opportunities)
• Reporting co-moderation with the required domain experts

7. Key Resources

DLT360 is built by a small core-team and a flexible team of highly renowned domain experts as well as a scalable network of contributors from the Cardano community, from academia and from industry. For this specific project we will need the following key resources

• Overall lead and representation (handled by Heinz Gassner)
• Project Management: Coordination of execution, collaborating within our team and with external teams & network members (covered by Jonas Weinberger and Guilherme Peirera)
• Application analysis performed by post-graduate students / alumni network from DLT Center of University of Malta
• Back-office work, editing of Risk & Opportunity Radar information objects (assistant job, located in Sao Paulo, Brussels or Malta)
• Domain Expert(s): Quality check of content, before integrating and before reporting-release (Heinz Gassner together with 2-3 renowned experts, please see the current status on our website)

For an always up-to-date-info about our team, please consult our WEB-Site:

• Heinz Gassner, Malta, with more than 30 years of industry-leadership experience <http://linkedin.com/in/heinz-gassner-9540a241>
• Jonas Weinberger, Brussels, Student and assistant at the Brussels School of Governance: <http://linkedin.com/in/jonas-weinberger-0b14801ba>
• Guilherme Peirera, Sao Paulo, Student and assistant at SENAI Institute: <http://linkedin.com/in/guilherme-pereira-da-silva-977a361a3>
• Extended team of DLT application experts recruited from Cardano community and from our University of Malta network (for an always updated status please refer to our WEB-Site)
• Backoffice resource to be defined
• Dr. Joshua Ellul acting as Senior Academic Advisor, Director of DLT Center at UM: <http://linkedin.com/in/joshuaellul>
• Additional domain experts (see our WEB-Site)

8. Key Partners

We are partnering with other Catalyst projects and proposers in the regulatory field. Please find them always up-to-date on our WEB-Site.

9. Cost Structure

By making this part of our overall DLT360 Risk and Opportunity Radar approach, we can integrate many important elements form other perspectives and approach this new task in a very cost-conscious way. We are convinced that the community will see the value of these activities, so that we can all together examine, how to transform this into a continuous service format later-on. 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 follow the strict European tax regulations):

• Overall Project Management Meetings and Interaction (75 hours for USD 50/h = USD 3.750)
• Backoffice work (87,5 hours for USD 20/h = USD 1.750)
• Research, analysis and information integration (300 hours for USD 50/h = USD 15.000)
• Ongoing quality checking by domain experts (35 hours for USD 100/h = USD 3.500)
• Final reporting support by domain experts, including pre and after-work (5 hours for USD 200/h = USD 1.000)

This list of cost is not including the work of Heinz Gassner (contributed by Heinz at this early stage of the DLT360 startup).

Roadmap, Milestones and Deliverables

Roadmap, milestones and deliverables are linked with the progress of our DLT360 Risk & Opportunity Radar implementation (basic setup funded by fund6). Please find below the major activities and milestones for this project. Due to the linkage with other activities of the DLT3690 Risk & Opportunity Radar and the lack of a graphics-integration in IDEAscale, all details are maintained in our MIRO environment. The plan below is just an orientational overview-listing:

• JAN 2022 Getting started, project formation
• FEB, MAR 2022. Phase 1 of basic content retrieval, focus on quick-win overview, coordination with other projects
• MAR 2022 Phase 1 Risk & Opportunity Radar integration, quality checking
• 3-Months MILESTONE / Deliverable: Part of Risk & Opportunity Radar - MVP reporting (draft version)
• APR-JUN 2022 Phase 2, deepening of content
• MAY-JUN 2022. Phase 2 Risk & Opportunity Radar integration, quality checking
• 6-Months MILESTONE / Deliverable: Part of Risk & Opportunity Radar - MVP reporting (final version)
• 12-Months Success: We see this as integral part of our quarterly DLT360 reporting to the community

KPI Progress and Success Measurement

In order to jump on the running DLT 360 Risk & Opportunity Radar train, we will introduce 2 iterations of our project. Iteration 1 will focus on very quick wins and get this application portfolio analysis already into our March 2022 presentation milestone (was set as part of our fund 6 project). This will of course be rather rudimentary content, but will allow us to learn and consider feedback before going into the second iteration.

Iteration 1 from JAN to MAR 2022

• KPI 1: Content & collaborations & experts in place (0-100%)
• KPI 2: Quality checks for contents packages, integration, reporting (0-100%)
• KPI 3: Radar-tool and reporting integration progress (0-100%)
• KPI 4: Presentation feedback NPS (1-10)

Iteration 2 from APR to JUN 2022

• KPI 1: Content & collaborations & experts in place (0-100%)
• KPI 2: Quality checks for contents packages, integration, reporting (0-100%)
• KPI 3: Radar-tool and reporting integration progress (0-100%)
• KPI 4: Presentation feedback NPS (1-10)