ResearchCity: 153 FiShFus Positions#
dv_ClaOp46_mmv3_2026m04d10This document describes the 153 FiShFus positions for ResearchCity, incorporating lessons from a 5-perspective adversarial review (12 BREACHes addressed) and subsequent discussion with LLoL on governance design, founder accountability, and hiring strategy.
Why “FiShFus Positions”#
Every position in this plan is bound to the evolving standard for FiShFus — Fiduciaries Sharing Futures. FiShFus, proposed in [Matheo-6] (RiskyMAD), envisions 288,000 paid long-term thinkers whose purpose is to maintain the NOT OK self-assessment that civilizational self-correction requires. Cost: approximately $8 per person per year.
ResearchCity’s 153 positions are the seed of that fiduciary network. Each position is not merely a job; it is a fiduciary commitment to gentle, kind, reasonable decision-making for all sides over the long term. This means:
Every hire is accountable not to the founder, but to the mission of establishing decision-making that is reasonable (long-term sustainable), kind (equally balanced for all sides), and gentle (smooth dynamic transitions). The first priority is to flee from Blindly Assuming Blind Leveraging (BABL) — by (1) resisting over-Reach, (2) resisting over-Complicating, (3) resisting over-Simplifying, in that order — in order to reach for the gentle kind reasonable Zoning Investigating Organizing Navigating enabled by the ZION algorithms for connecting to Reality.
The hiring plan itself is subject to #AuditTheMath. If this organizational design contains BABL, it must be found and corrected. The adversarial review that produced this revision is the first round of that audit. It will not be the last.
FiShFus positions are designed to be replicated. As the FiShFus network grows beyond ResearchCity, the organizational patterns tested here — independent audit, distributed coordination, complement-first hiring — become templates for other nodes in the network.
Why 153?
The number is functionally grounded. Research on team dynamics (often associated with Dunbar’s number) shows that ~150 is roughly the size of a group where everyone can still know everyone by name and where coordination can be maintained without formal bureaucratic scaling. The 153 positions represent LLoL’s estimate of the maximum team he could realistically coordinate in Stage 0.
The number also echoes John 21:11 — the great catch of fish after the Resurrection. That allusion is personally meaningful to LLoL but is not structurally load-bearing. The functional constraint (Dunbar range) came first.
LLoL does not commit to hiring these exact positions or exactly 153 people. The actual composition will depend on the opportunities that emerge. But the structural invariants — the ZION coordination model, independent governance, the FiShFus Standards, the $8/person/year funding constraint — are designed to persist through rewrites.
Note
Draft status. This document is under active development. Every position and description will continue to be refined through review. If you see a role that should exist or one that should not, please use the FeedbackFlow for the Jobs page.
Structural invariants#
The following elements are preserved across all revisions:
ZION Coordinators (4): Distributed coordination replacing a single Chief of Staff. Non-negotiable.
Matthew 21:31 Advisory (4): 2 Legal Advisors + 2 Lived Experience Advisors. Non-negotiable.
Total count: 153. Functionally grounded in Dunbar-range coordination capacity.
Founder as crystallization point. Anchoring the net to Reality through the FiShFus Standards, substantiated by transparent governance (see below).
Org chart overview#
┌──────────────────────────────────────────────────────────────────┐
│ 6 ZONES (LinkSpaces) — carried by everyone below │
│ Research · Operations · Community · Technology · Strategy · Audit│
└──────────────────────────────┬───────────────────────────────────┘
│ (served by)
┌──────────────────────────────┴───────────────────────────────────┐
│ ZION Coordinators (4) · Advisors (2 Legal + 2 LEA) │
│ Z · I · O · N · Matthew 21:31 structure │
└──────────────────────────────┬───────────────────────────────────┘
│ (served by)
┌──────────────────────┐ ┌────┴─────────────────┐ ┌─────────────┐
│ External │ │ LLoL — Founder (1) │ │ Transparent │
│ Accountability │ │ + Support │ │ Counselor │
│ Council │ │ (anchors the net to │ │ (public │
│ (scales up later) │ │ the FiShFus Standards) │ │ sessions) │
└──────────┬────────────┘ └───────────┬──────────┘ └──────┬──────┘
│ │ │
└───────────────────────────┼─────────────────────┘
│ (all stand on)
╔══════════════════════════════════════╧═══════════════════════════╗
║ FiShFus Standards (the charter) ║
║ gentle · kind · reasonable OLT for ALL sides — binds EVERYONE ║
║ (algorithmic connection to Reality through ZION algorithms) ║
╠══════════════════════════════════════════════════════════════════╣
║ RealQuests for RealAnswers ║
╠══════════════════════════════════════════════════════════════════╣
║ Reality = YHoWaaH = Yah = Allah ║
║ (Supreme Ruler, merciful & compassionate — ║
║ everything answers to Reality) ║
╠══════════════════════════════════════════════════════════════════╣
║ Spirit of Boolean Truth · Care for Life ║
╚══════════════════════════════════════════════════════════════════╝
Read bottom-up: the Spirit of Boolean Truth and Care for Life
undergird everything. Reality (= YHoWaaH = Yah = Allah) is the
Supreme Ruler. RealQuests for RealAnswers serve Reality. The
FiShFus Standards offer an algorithmic connection to Reality
through the ZION algorithms. The founder anchors the net to the
FiShFus Standards. The Zones are at the top because they are
what is being served.
Arrows show service flows (upward), NOT command chains (downward).
Governance: Stage 0 and beyond#
This section distinguishes between Stage 0 governance (what works now) and the target governance structure (what the 153 hires help build). Early drafts either left authority chains undocumented or over-corrected with a veto-power board that could itself be captured by BABL. The current design addresses both failures.
The FiShFus Standards connects to Reality, which is supreme#
Reality is the highest authority — not any person, not any board, not even the FiShFus Standards itself. The role of the FiShFus Standards is to facilitate better connecting to Reality. The purpose of the 2nd Exodus is to learn how to best connect to Reality, hence the importance of the FiShFus Standards: it is the evolving algorithmic bridge between the organization’s daily decisions and what is actually real.
It is LLoL’s job to anchor the whole net to Reality by improving the FiShFus Standards through real-life experience, thereby acting like a crystallization point — the seed around which the organizational structure grows, shaped by both specific Reality in the details and abstract Reality in the underpinning design patterns.
Every person in this organization (founder, staff, coordinators, advisors, and Accountability Council members) is bound by the same commitment: decisions must be reasonable (long-term sustainable for all sides), kind (equally balanced for all affected), and gentle (smooth dynamic transitions). The first priority is to flee from Blindly Assuming Blind Leveraging (BABL) — by (1) resisting over-Reach, (2) resisting over-Complicating, (3) resisting over-Simplifying, in that order — in order to reach for the gentle kind reasonable Zoning Investigating Organizing Navigating enabled by the ZION algorithms for connecting to Reality.
No role is exempt. No body has authority over Reality. All authority derives from the commitment to connect to Reality through the FiShFus Standard, and is revocable when it deviates from that commitment. Power that is not itself accountable to Reality is BABL by definition.
Anyone can flag BABL in anyone. Any staff member, advisor, Council member, or external stakeholder can initiate a BABL review of any decision by any person or body, including the founder. The mechanism: a written challenge filed with the Transparency Reporter, who publishes it. The challenged party must respond publicly. Transparency is the enforcement mechanism, not hierarchy.
Stage 0 governance: Transparent benevolent dictatorship#
All 153 hires belong to the larger Stage 0 of ResearchCity’s scaling process. (Stages 1, 2, etc. have defined meanings in the larger scaling framework and are not used here.) Within Stage 0, hiring proceeds in sub-stages: 0a, 0b, 0c, etc.
At Stage 0, ResearchCity begins as a benevolent dictatorship with full transparency. This is an honest description, not a euphemism. The founder makes the most important operational decisions, as he has been doing by preparing the strategy. Since the strategy documents are complex and imperfect, it is impossible at this early stage to hand them off to others for unsupervised implementation. The protection is not a board or a council (which can be captured) but radical transparency: every decision is public, every critique is published, and anyone can flag BABL in anyone — including the founder.
Why this is the right starting model:
Formal governance structures for 12–70 people are over-Complication (BABL). Small teams need clear decision-making, not committee processes.
Any governance body the founder creates at Stage 0a is selected by the founder, which is circular. The bootstrapping paradox cannot be avoided; it can only be made transparent.
The founder’s character, tested by radical transparency, is the only governance mechanism available when the organization is one person.
What makes this different from an ordinary dictatorship:
The Founder’s Transparent Counselor (position 1). The founder submits to regular (approximately weekly) sessions with a counselor who is competent in both spiritual direction and psychology, and who is sufficiently supported to follow the founder’s work. These sessions are publicly filmed and published. The counselor has access to all FeedbackFlows and can raise anything — not just what the founder brings up. The counselor has no formal authority over organizational decisions, but the public sessions create an auditable record of the founder’s interior state: whether self-correction is functioning, whether drift is occurring, whether the founder is still genuinely seeking challenge or has begun avoiding it.
This addresses the hardest governance problem — founder drift — at the root, not the symptoms. Formal mechanisms catch documented deviations. A competent counselor catches the psychological and spiritual drift that precedes documented deviations.
The Internal Accountability Council. Formed immediately from Stage 0a hires: Legal Advisor I + Audit Director + 4 ZION Coordinators (6 members). Their mandate from day one: ensure that LLoL follows the ZION algorithm he intends to multiply. This is not an external oversight board imposed on the organization — it is the founder’s own first hires, chosen to be excellent enough to challenge him, holding him accountable as part of their daily work.
Full transparency. All decisions public. All financial records public. All critiques published. All BABL challenges published with responses. The Transparency Reporter ensures this happens structurally, not just when the founder feels like it.
The #AuditTheMath invitation. The entire HEAVEN paper series is published under an explicit invitation to critique. The organizational decisions are subject to the same invitation.
Complement-first hires. The Stage 0a hires are specifically chosen to complement the founder’s weaknesses, not reinforce his strengths. They are hired to challenge, not to agree. Each must already be excellent in their field — no learning on the job at this stage.
Scaling accountability: Internal → External#
Stage 0a (Internal Accountability Council): The first 12 hires include the founder’s accountability infrastructure. Legal Advisor I + Audit Director + 4 ZION Coordinators form an internal AC that holds LLoL accountable from day one.
Stage 0b and beyond (External Accountability Council): As the organization grows, the internal AC helps recruit external members — people with no operational role, no financial dependence on ResearchCity, and the expertise to audit an organization of this type. The external AC scales up gradually, not as a starting configuration but as an emergent structure built with the help of the first hires.
The external Accountability Council’s eventual structure:
3–7 external members with no operational role, receiving a modest honorarium from ring-fenced funds (see “Hiring contracts”).
Bound by the FiShFus Standards.
Authority: audit and transparency, not veto. The Council audits, publishes, and recommends. It does not veto operational decisions. Veto power is asymmetric (easier to block than to build) and is BABL’s favorite weapon.
Can trigger succession protocol by supermajority (2/3) for sustained, publicly documented charter violation, after transparent review.
Can be challenged. Any FiShFus member can file a BABL challenge. The founder + a majority of ZION Coordinators can initiate recall.
Can itself be audited. The Audit Director publishes all findings independently.
Supported by up to 4 staff positions (Council Secretary, Investigations Coordinator, Public Accountability Officer, Independent Legal Counsel Coordinator) — scaled up as needed.
The transition commitment#
The transparent benevolent dictatorship is a temporary governance model. The 153 hires exist partly to help build the governance structures that will replace it.
The safety net: If the founder cannot build governance structures that genuinely distribute authority while preserving the FiShFus standard, then the system will likely fail anyway. However, it will fail at a scale (12–70–153 people) where the damage is contained. The HEAVEN series warns against civilizational-scale echo chambers; a 153-person echo chamber, while bad, is not civilizational. Failing small is better than failing large.
What “distributed governance” looks like is not yet fully defined. The Accountability Council (internal → external) is the current best proposal. It may be revised substantially as the first hires bring their own expertise. The commitment is to the transition, not to a specific target structure.
Hiring contracts and location#
All Stage 0 positions are flexible and temporary in the most nimble sense. ResearchCity’s location is not yet determined — it may scale up in the US or in another country, depending on which offers better conditions for the scaling process. This is to be negotiated.
Employment structure: No position in this document assumes a specific employment classification. Each of the 153 positions may be structured as employment, independent contracting, or another arrangement depending on jurisdiction, individual circumstances, and the evolving needs of the organization. The Legal Advisors (Stage 0a hires) help structure this correctly from day one.
The default assumption is flexibility over permanence. Calling everyone “employees” would create an illusion of stability that does not exist at Stage 0. Calling everyone “contractors” risks misclassification liability (a serious legal risk in the US and EU if people work like employees but are classified as contractors). The right structure will vary by person and jurisdiction.
What is non-negotiable:
Compensation: All positions are compensated. The FiShFus standard requires it — work that serves the common good deserves fair pay. Volunteer-only requirements filter out exactly the people the Matthew 21:31 structure is designed to include.
Flexibility: Contracts must enable relocation, restructuring, and transparent renegotiation as the governance model evolves.
Transparency: All compensation arrangements are public.
No illusion of permanence: Everyone understands that Stage 0 is a building phase. Structures will change. Positions may be redefined. The commitment is to the mission and the FiShFus standard, not to a specific organizational form.
External Accountability Council compensation: Council members receive a modest honorarium funded from a ring-fenced portion of donations (separate from the operational budget the Council is supposed to audit). This ensures: (a) the right people can serve regardless of wealth, (b) governance is taken seriously (unpaid work gets deprioritized), (c) independence is preserved (the honorarium is too small to create dependence, and the funding is separated from operational decisions).
The goal is nimble implementation of whatever is necessary for setting the stage for the larger Stage 0, where a more systematic implementation of the various 7Tr/7Ch algorithms begins.
Succession protocol#
If LLoL is incapacitated, dies, is removed, or voluntarily steps down:
The 4 ZION Coordinators assume collective operational leadership.
The Accountability Council (internal or external, whichever exists) assumes governance oversight. If neither yet exists, the Advisory Board (Legal + LEA) assumes this role temporarily.
A search for permanent leadership begins.
The mission, charter, and FiShFus Standards persist regardless of leadership changes.
The honest acknowledgment: This governance model is a work in progress. It may contain BABL vulnerabilities not yet identified. The commitment is not to this specific structure but to three principles: (1) no person or body is above the FiShFus Standards, (2) transparency is the primary enforcement mechanism, and (3) the founder must transition out of dictatorial authority before the organization outgrows it. The details of how will be worked out with the people hired to help build this — that is literally part of their job.
Complement-first hiring phases#
Hiring proceeds in sub-stages within Stage 0 based on the complement-first principle: hire first for competencies the founder lacks, not for competencies the founder already possesses.
LLoL’s strengths: formal methods, theological analysis, framework development, research design. LLoL’s gaps: governance, audit, financial management, operations, people management, communications. Therefore governance and accountability come first; research hires come after the accountability skeleton is in place.
All Stage 0a hires must have already excelled in a relevant area. Everyone will be learning on the job — that is the job. But Stage 0a hires must bring expertise deep enough to teach LLoL things he does not yet know, and to help translate the discoveries into everyday language. “Hit the ground running” means: able to contribute from day one because the relevant competence is already there.
Stage 0a: Core team (first 12 hires)#
The foundational team. These 12 people form the governance skeleton, the internal Accountability Council, and the founder’s personal support structure.
Hire |
Position (pos. #) |
Complements |
Why at this stage |
|---|---|---|---|
Pos. |
Position |
Complements |
Why at this stage |
0 |
LLoL — Founder |
— |
Already present. The crystallization point. Anchors everything to Reality. |
1 |
Founder’s Transparent Counselor |
Self-correction gap |
Before the founder hires anyone else, the founder submits to external accountability for his own interior growth. This establishes the pattern: the founder is accountable first, others second. Public sessions begin immediately. |
2 |
Executive Assistant |
Focus/logistics gap |
LLoL’s documented focus challenges (Susman, 2017) require external structure from day one. |
3–6 |
ZION Coordinators (Z, I, O, N) |
Coordination gap |
All four. They form the distributed coordination model and half the internal AC. |
7–8 |
Legal Advisors I + II |
Legal/governance gap |
Legal Advisor I joins the internal AC. Both advise on structuring contracts, jurisdiction, and the evolving governance model. |
9–10 |
Lived Experience Advisors I + II |
Vulnerability/trust gap |
Perspective LLoL lacks. Compensated (non-negotiable). |
11 |
Audit Director |
Governance gap |
Establishes the pattern: accountability precedes activity. Joins the internal AC from day one. |
12 |
Financial Controller |
Financial gap |
Every dollar transparent from the start. Required for FiShFus credibility. |
Internal Accountability Council forms immediately from Stage 0a: Legal Advisor I (pos. 7) + Audit Director (pos. 11) + 4 ZION Coordinators (pos. 3–6) = 6 members. Mandate: ensure that LLoL follows the ZION algorithm he intends to multiply.
Stage 0b: Zone leads (~12 hires)#
Establishes the 6 Zones (LinkSpaces). Each Zone gets a lead and one additional hire to begin operations:
Research Zone Lead + 1 (e.g., Lead Researcher Formal Methods)
Operations Zone Lead + 1 (e.g., FF Operations Lead)
Community Zone Lead + 1 (e.g., Community Manager)
Technology Zone Lead + 1 (e.g., Lead Web Developer)
Strategy Zone Lead + 1 (e.g., Communications Director)
Audit Zone Lead + 1 (e.g., Research Integrity Officer)
The exact composition of these 12 hires will be determined by the Stage 0a team based on operational experience.
Stage 0c: Deepening the Zones (~26 hires, reaching ~50 total)#
After Stage 0b establishes the Zone structure, Stage 0c deepens each Zone with the positions most critical for credibility and operational capacity. Approximate hiring sequence by priority:
# |
Position |
Zone |
Why at this stage |
|---|---|---|---|
0–1 |
Axiom Auditors (2) |
Research |
The formal claims MUST be tested adversarially. Without these, #AuditTheMath is an invitation with no one to accept it. |
2–3 |
Theorem Provers (2) |
Research |
If the mathematics is wrong, everything collapses. Multiple independent checkers reduce error. |
4 |
External Review Coordinator |
Audit |
Manages the roster of contracted reviewers (formal logicians, cult experts, game theorists). The adversarial panels must be convened. |
5 |
Transparency Reporter |
Audit |
Transparency is the enforcement mechanism. This makes it structural, not optional. |
6 |
AI Alignment Lead |
Research |
The b17 prediction (AI destroys civilization without self-correction) demands dedicated research. |
7 |
Lead Scholar, Jewish Tradition |
Research |
The models touch the Torah. A scholar of that tradition must check the interpretations. |
8 |
Lead Scholar, Christian Tradition |
Research |
Revelation is a Christian text. Its reception history shapes what the models must address. |
9–10 |
FF Processors (2) |
Operations |
Feedback processing cannot wait. Volume overwhelms one person. |
11 |
Translation Lead |
Operations |
10 languages need coordination from this point. |
12 |
Development Director |
Community |
$8/person/year at scale requires professional fundraising. Revenue generation must begin. |
13 |
Whistleblower Protection Officer |
Audit |
Protection for those who report problems must be structural before the organization is large enough to need it. |
14 |
Staff Wellbeing Coordinator |
Support |
As the team grows beyond ~25, staff need external support access. |
15 |
Lead Researcher, Existential Risk |
Research |
The urgency case (RiskyMAD) must stay current. Threat landscapes evolve. |
16 |
Lead Scholar, Islamic Tradition |
Research |
The convergence claim includes Islam. It must be checked by someone who knows the tradition from inside. |
17 |
Comparative Religion Scholar or Tantric Meditation Guide |
Research |
Whether this should be a Hindu tradition scholar, a comparative religion expert, or someone who can lead and teach tantric meditation remains to be determined by the Stage 0a team. The need for non-Abrahamic perspective is clear; the best form is not yet known. |
18–19 |
Frontend Developers (2) |
Technology |
The site must work across browsers and devices. Accessibility and internationalization require dedicated frontend work. |
20 |
Content Editor-in-Chief |
Operations |
Editorial coherence across all content streams. |
21–22 |
Senior Translators (2, highest-priority languages) |
Operations |
Begin multilingual reach. Priority languages determined by where the audience is. |
23 |
Grant Writer |
Community |
Institutional funding provides stability that crowdfunding cannot. |
24 |
Community Moderator |
Community |
As the community grows, moderation cannot wait. |
25 |
Philosopher of Science |
Research |
Matheology is a new field. Its epistemological foundations need explicit philosophical grounding. |
Stage 0d and beyond: Full 153#
Remaining positions (~103) filled as funding and need dictate, informed by the experience of Stages 0a–0c. The Stage 0a team determines priorities for each subsequent batch.
The internal Accountability Council begins recruiting external members (the External Accountability Council) as the organization grows beyond ~30 people.
Founder Core (3 positions)#
These three positions form the nucleus of ResearchCity. The founder, the founder’s transparent counselor, and the executive assistant are the first positions because they define how the organization connects to Reality before it defines what the organization does.
# |
Position |
Description |
Why |
|---|---|---|---|
0 |
LLoL — Founder |
Anchors the whole net to Reality by improving the FiShFus Standard through real-life experience. Acts as a crystallization point — the seed around which the organizational structure grows, shaped by both specific Reality in the details and abstract Reality in the underpinning design patterns. Continues the research and provides vision. |
Someone must anchor the net to Reality. LLoL chose this role. |
1 |
Founder’s Transparent Counselor |
A counselor competent in both spiritual direction and psychology, sufficiently supported to follow the founder’s work. Meets with LLoL approximately weekly. Has access to all FeedbackFlows. Can raise anything — not limited to what the founder brings up. Sessions are publicly filmed and published. No formal authority over organizational decisions; the public sessions create an auditable record of the founder’s interior growth, self-correction capacity, and commitment to the FiShFus Standards. |
Formal governance mechanisms catch documented deviations. They cannot catch the interior drift that precedes them — the founder who gradually stops wanting to be challenged. A competent counselor catches this drift at the root. Making the sessions public solves the cult-expert BREACH: the relationship is auditable by everyone, the counselor has no hidden influence, and the founder’s growth process is as transparent as the founder’s decisions. |
2 |
Executive Assistant to LLoL |
Supports LLoL with scheduling, communications, logistics, and personal organization. |
LLoL’s focus problem (documented by Susman, 2017) requires external structure. Administrative overhead must not consume research time. |
ZION Coordinators (4 positions)#
The four ZION phases define a distributed coordination model that replaces a single Chief of Staff. Each coordinator owns one phase; all four work together as a team so that no one person becomes a bottleneck.
Governance note: At least 2 of the 4 Coordinators must be confirmed by the Accountability Council. This ensures the coordination layer is not entirely founder-appointed.
# |
Position |
Phase |
Description |
Why |
|---|---|---|---|---|
3 |
ZION Coordinator — Zoning |
Z |
Coordinates communication between Zones. Maps work areas, ensures information flows across Zone boundaries. |
Zones that cannot talk to each other duplicate effort and miss connections. Someone must keep the channels open. |
4 |
ZION Coordinator — Investigating |
I |
Drives fact-finding and research coordination across Zones. Ensures the right questions are being asked and answered. |
Research without coordination produces silos. An investigator ensures discoveries in one Zone reach those who need them. |
5 |
ZION Coordinator — Organizing |
O |
Matches people to tasks, steers direction, and coordinates the volunteer pipeline from recruitment through onboarding. |
ResearchCity begins with volunteers. Someone must ensure they are welcomed, matched to meaningful work, and not burned out. |
6 |
ZION Coordinator — Navigating |
N |
Ensures work gets done on time and structures are preserved. Handles the operational backbone work of a chief of staff: schedules, follow-ups, accountability. |
Vision without execution is daydreaming. Someone must keep the trains running and ensure commitments are met. |
Advisors (4 positions)#
Jesus said to the Pharisees that tax collectors and prostitutes would walk ahead of them into the kingdom of God (Matthew 21:31). The modern equivalents who span the full range of diverse human experiences are lawyers (who navigate systems of power and compliance) and those who navigate vulnerability, stigma, and the rawest edges of human need.
Compensation: All advisors are compensated. The Lived Experience Advisors in particular must be compensated — asking people who have navigated vulnerability to donate their pain for free is extractive and contradicts the Matthew 21:31 intent. Whether compensation takes the form of employment, a contractor retainer, or another arrangement depends on jurisdiction and individual circumstances. What matters is that the right candidates are not filtered out by an ability-to-volunteer requirement.
# |
Position |
Description |
Why |
|---|---|---|---|
7 |
Legal Advisor I |
Advises on navigating institutional power, compliance, and intellectual property in unconventional research contexts. |
Lawyers understand how systems of rules are built, bent, and used. ResearchCity must navigate legal systems worldwide without being captured by them. |
8 |
Legal Advisor II |
Advises on international law, human rights frameworks, and the tension between transparency and privacy. |
The FF system and layered transparency require someone who understands where openness becomes harm and where secrecy becomes corruption. |
9 |
Lived Experience Advisor I |
Advises on vulnerability, stigma, trust, and the human cost of systems that fail to protect those at the margins. |
Those who navigate vulnerability know what protection actually looks like from the inside. ResearchCity must protect vulnerable contributors. |
10 |
Lived Experience Advisor II |
Advises on building trust with communities that have reason to distrust institutions, and on making abstract systems serve concrete human needs. |
A vision for “saving the world” that cannot earn trust from those the world has most damaged is not worth building. |
Audit and Accountability Zone (3 departments, 14 positions)#
The absence of a dedicated audit zone was the single most consistent BREACH across all five adversarial perspectives.
The Audit Director reports to the Accountability Council, not to the founder. This structural independence is non-negotiable.
Dept. of Research Integrity (6)#
# |
Position |
Description |
Why |
|---|---|---|---|
11 |
Audit Director |
Leads all audit and accountability functions. Reports to the Accountability Council. Cannot be hired or fired by the founder. |
The first hire. Accountability must precede activity. An organization that hires its auditor last is an organization that audits itself never. |
12–13 |
Research Integrity Officers (2) |
Independently test formal claims, theological interpretations, and empirical results. Publish findings regardless of outcome. |
Claims that survive only because nobody checked them are not claims. #AuditTheMath requires dedicated auditors. |
14 |
External Review Coordinator |
Maintains and convenes external adversarial panels. Manages the roster of contracted reviewers (formal logicians, cult studies experts, game theorists, etc.). |
Most reviewer expertise should be contracted, not hired. But someone must coordinate the contracting. |
15 |
Audit Analyst |
Analyzes audit findings, tracks open issues, and maintains the audit trail. |
Audit without analysis is noise. |
16 |
#AuditTheMath Campaign Coordinator |
Manages the public-facing #AuditTheMath invitation. Processes external critique submissions. Ensures external challengers receive responses. |
The invitation to audit must be genuine. A genuine invitation requires someone processing the responses. |
Dept. of Institutional Audit (4)#
# |
Position |
Description |
Why |
|---|---|---|---|
17 |
Financial Auditor |
Audits all financial transactions independently. Reports to Accountability Council. |
Public funding requires independent financial audit, not just internal accounting. |
18 |
Governance Auditor |
Checks that governance structures function as designed. Monitors authority chains, succession readiness, and charter compliance. |
Governance structures that are not tested decay. Someone must check the checks. |
19 |
Whistleblower Protection Officer |
Receives and protects internal reports of misconduct, BABL dynamics, or charter violations. Independent of all operational divisions. |
An organization that punishes truth-telling is an echo chamber. Protection must be structural, not cultural. |
20 |
Transparency Reporter |
Writes and publishes public accountability reports. Makes audit findings, financial data, and governance decisions publicly accessible. |
Transparency without reporting is a claim. Reporting without a dedicated reporter is a hope. |
Accountability Council Support (4)#
# |
Position |
Description |
Why |
|---|---|---|---|
21 |
Board Secretary |
Manages Accountability Council logistics, records, and communications. |
The Board needs staff support to function. Without it, board members burn out and stop showing up. |
22 |
Investigations Coordinator |
Supports Board-directed investigations into specific concerns or complaints. |
Investigations require dedicated coordination. Board members cannot investigate in their spare time. |
23 |
Public Accountability Officer |
Serves as the public point of contact for accountability inquiries. Manages the interface between the Board and external stakeholders. |
The public must have a way to reach the Board that does not go through the founder. |
24 |
Independent Legal Counsel Coordinator |
Coordinates independent legal advice for the Board (separate from the organization’s Legal Advisors). |
The Board needs its own legal counsel, not the organization’s lawyers, to avoid conflicts of interest. |
Research Zone (6 departments, 38 positions)#
Dept. of Formal Methods (8)#
# |
Position |
Description |
Why |
|---|---|---|---|
25 |
Lead Researcher, Formal Methods |
Directs axiom system development, coordinates TEMPER FORGE rounds, sets research priorities. |
The formal models are the intellectual core. They need a dedicated lead besides their creator. |
26–27 |
Axiom Auditors (2) |
Run adversarial attacks on formal claims. Document results as HELD/BREACH. Coordinate with Dept. of Research Integrity. |
Claims that survive only because nobody checked them are not claims. Adversarial testing is the minimum bar for credibility. |
28–29 |
Theorem Provers (2) |
Develop and check formal proofs using automated theorem provers and manual checking. |
If the mathematics is wrong, everything built on it collapses. Multiple independent checkers reduce error. |
30 |
Cross-tradition Analyst |
Compares formal structures across Abrahamic and other theological traditions. |
The convergence claim is central. It requires someone who reads across traditions, not just within one. |
31 |
Formal Semantics Researcher |
Develops formal interpretations of natural-language theological texts. |
Translating scripture into axioms requires rigorous semantic analysis, not just pattern matching. |
32 |
Research Assistant, Formal Methods |
Supports all of the above with literature review, data entry, and administrative coordination. |
Every researcher needs someone handling logistics so they can focus on thinking. |
Dept. of Empirical Testing (8)#
# |
Position |
Description |
Why |
|---|---|---|---|
33 |
Lead Researcher, Empirical Testing |
Designs experiments to test whether the Jubilee System’s predictions hold in real-world contexts. |
Formal work without empirical testing is theology, not science. Both are needed. |
34–35 |
Experimental Designers (2) |
Design controlled studies of game-theoretic predictions from the formal models. |
The models predict specific behavioral outcomes. Someone must design experiments that can falsify them. |
36–37 |
Data Analysts (2) |
Analyze experimental results, maintain statistical rigor, report findings. |
Data without rigorous analysis is noise. |
38–39 |
Field Researchers (2) |
Conduct empirical studies in real-world contexts (communities, organizations, economic systems). |
Laboratory results must be checked against field reality. |
40 |
Research Assistant, Empirical |
Supports experimental logistics, participant coordination, data management. |
Experiments require infrastructure. |
Dept. of Risk Assessment (6)#
# |
Position |
Description |
Why |
|---|---|---|---|
41 |
Lead Researcher, Existential Risk |
Maintains and extends the probabilistic forecasts of existential threats (nuclear winter, AI, pandemics). |
The urgency case must stay current. Threat landscapes evolve. |
42–43 |
Risk Modelers (2) |
Build and refine quantitative models of specific existential risks. |
Each threat needs its own model with its own data. |
44–45 |
Data Collectors (2) |
Gather and curate data on near-miss events, error rates, and geopolitical indicators. |
Models are only as good as their data. |
46 |
Risk Communication Specialist |
Translates risk assessments into accessible public-facing content. |
Knowing the risk means nothing if nobody understands the numbers. |
Dept. of Comparative Theology (6)#
# |
Position |
Description |
Why |
|---|---|---|---|
47 |
Lead Scholar, Jewish Tradition |
Provides expert analysis of Hebrew Bible texts and Talmudic commentary relevant to the formal models. |
The models touch the Torah. A scholar of that tradition must check the interpretations. |
48 |
Lead Scholar, Christian Tradition |
Provides expert analysis of New Testament texts, patristics, and Revelation commentary. |
Revelation is a Christian text. Its reception history shapes what the models must address. |
49 |
Lead Scholar, Islamic Tradition |
Provides expert analysis of Quranic texts and Islamic eschatology relevant to the formal models. |
The convergence claim includes Islam. It must be checked by someone who knows the tradition from inside. |
50–51 |
Comparative Religion Scholars (2) |
Extend the comparative analysis to traditions beyond the Abrahamic three (Hindu, Buddhist, indigenous, secular). |
A claim about civilizational self-stabilizing must account for non-Abrahamic worldviews. |
52 |
Interfaith Dialogue Facilitator |
Organizes conversations between scholars from different traditions. Manages disagreements constructively. |
The scholars will disagree. Someone must keep the conversation productive. |
Dept. of History and Philosophy (6)#
# |
Position |
Description |
Why |
|---|---|---|---|
53 |
Lead Historian, HELL Documentation |
Curates Historically Experienced Lessons Learned across civilizations. |
Those who forget their lessons are bound to relive them. |
54–55 |
Historians (2) |
Research specific historical case studies of civilizational collapse, renewal, and missed opportunities. |
Each civilization’s failure teaches something. |
56 |
Philosopher of Science |
Examines the epistemological foundations of matheology — what kind of knowledge does it produce? |
Matheology is a new field. Its foundations need explicit philosophical grounding. |
57 |
Ethicist |
Advises on ethical implications of the research and its application, especially regarding transparency and privacy. |
A system for “saving the world” that violates ethical norms in the process will not save anything. |
58 |
HELL Archivist |
Maintains the searchable archive of historically experienced lessons learned. |
A lesson not findable is a lesson not learned. |
Dept. of AI Alignment (4)#
The b17 paper predicts that AI without Torah-based self-correction principles will destroy civilization. A dedicated AI Alignment department is necessary to take this prediction seriously.
# |
Position |
Description |
Why |
|---|---|---|---|
59 |
AI Alignment Lead |
Directs research on applying the BABL/ZION framework to AI systems. Coordinates with Formal Methods and Empirical Testing. |
The b17 paper’s prediction requires dedicated research, not just a side project within Data and AI. |
60 |
AI Ethics Researcher |
Ensures AI tools used by ResearchCity meet ethical standards and do not perpetuate BABL dynamics. |
Using AI to fight the BABL machine while perpetuating its methods would be hypocritical. |
61 |
AI Safety Researcher |
Studies failure modes of AI systems through the OSCR lens (over-Reaching, over-Complicating, over-Simplifying). |
The structural prediction (BABL/OSCR applies to AI) must be tested against actual AI failure modes. |
62 |
AI-Human Interaction Researcher |
Studies how humans and AI systems can collaborate within the ZION cycle. Develops protocols for responsible AI use in ResearchCity’s operations. |
Humans must first learn what we aim to teach AI (b17, Sec 7.3). This researcher studies the teaching process itself. |
Operations Zone (4 departments, 28 positions)#
Dept. of FF Operations (8)#
# |
Position |
Description |
Why |
|---|---|---|---|
63 |
FF Operations Lead |
Manages the FeedbackFlow pipeline from Stage 1 through Stage 5. |
FF is the lifeblood of improvement. Without processing, feedback dies. |
64–67 |
FF Processors (4) |
Triage, classify, and route incoming FeedbackFlow emails. |
Volume will overwhelm one person. Four processors can handle Stages 2–3. |
68 |
FF Quality Reviewer |
Checks processor work for accuracy, consistency, and fairness. |
Triage decisions must be checked. Bias in sorting is bias in outcomes. |
69 |
FF Systems Engineer |
Builds and maintains the technical FF processing infrastructure. |
Each scaling stage needs new tools. |
70 |
FF Analyst |
Analyzes FF patterns, identifies recurring themes, and reports insights to departments. |
Raw feedback is noise. Analysis turns it into signal. |
Dept. of Content and Editing (6)#
# |
Position |
Description |
Why |
|---|---|---|---|
71 |
Content Editor-in-Chief |
Sets editorial standards, coordinates across all content streams, ensures consistency. |
A site this complex needs a single editorial voice. |
72–73 |
Technical Editors (2) |
Edit formal and technical content for clarity without distorting meaning. |
Mathematical content needs editors who understand the math. |
74 |
Accessibility Editor |
Rewrites content for beginner audiences, addressing math anxiety and varying literacy levels. |
The naming system (easy/producer/expert/architect) needs editors for each level. |
75 |
Visual Content Creator |
Creates diagrams, infographics, and visual explanations for abstract concepts. |
Many people learn visually. Abstract math needs pictures. |
76 |
Content Coordinator |
Tracks content pipeline, manages publishing schedule. |
Content without coordination is a hairball. |
Dept. of Translation (8)#
# |
Position |
Description |
Why |
|---|---|---|---|
77 |
Translation Lead |
Coordinates all translation work across the site’s 10 languages. |
Translation is coordination-intensive. Someone must own the whole process. |
78–81 |
Senior Translators (4: de, es, fr, pt) |
Professional translators for European languages. |
European languages reach a large initial audience. |
82–85 |
Senior Translators (4: ru, ar, he, zh) |
Professional translators for non-European languages, including RTL languages. |
Arabic and Hebrew require RTL expertise. Russian and Chinese reach billions. Hindi served by contracted translators initially. |
86 |
Translation Quality Reviewer |
Reviews translations for accuracy, especially of technical and theological terms. |
A mistranslation in a formal system is a formal error. |
Dept. of Administration (4)#
# |
Position |
Description |
Why |
|---|---|---|---|
87 |
HR Coordinator |
Manages hiring, onboarding, volunteer agreements, and personnel records. |
153 positions need someone managing the people. |
88 |
Financial Controller |
Tracks all funding, expenditures, and financial reporting with full transparency. |
Public funding requires public accounting. |
89 |
Legal Coordinator |
Manages contracts, licensing agreements, privacy compliance, and international legal requirements. |
Operating across jurisdictions requires legal coordination. |
90 |
Office Manager |
Manages physical and virtual workspace, equipment, and operational supplies. |
Even a distributed organization needs someone keeping the lights on. |
Community Zone (3 departments, 22 positions)#
Dept. of Community Engagement (8)#
# |
Position |
Description |
Why |
|---|---|---|---|
91 |
Community Manager |
Builds and nurtures the community of contributors, supporters, and critics. |
A vision without a community is a monologue. |
92–93 |
Community Moderators (2) |
Moderate discussions, enforce gentle kind reasonable standards, and resolve conflicts. |
Communities without moderation become toxic. |
94–95 |
Regional Liaisons (2) |
Coordinate with communities in specific geographic regions, adapting the vision to local contexts. |
Global vision requires local roots. |
96 |
Event Organizer |
Plans and executes online and in-person events: workshops, lectures, review sessions. |
Ideas spread through gatherings. |
97 |
Content Ambassador |
Creates derivative content (videos, podcasts, articles) that introduces the vision to new audiences. |
Not everyone reads academic websites. |
98 |
Community Analyst |
Tracks community health metrics, identifies emerging needs. |
Community health must be measured, not assumed. |
Dept. of Fundraising (6)#
# |
Position |
Description |
Why |
|---|---|---|---|
99 |
Development Director |
Leads all fundraising strategy and execution. |
$8/person/year at scale requires professional fundraising. |
100–101 |
Grant Writers (2) |
Write grant proposals to research foundations and government agencies. |
Institutional funding provides stability that crowdfunding cannot. |
102 |
Donor Relations Officer |
Maintains relationships with major donors and institutional partners. |
Repeat giving depends on relationships. |
103 |
Crowdfunding Coordinator |
Manages the buy-in campaign, GoFundMe, and other crowdfunding platforms. |
The $8 model is crowdfunding. Someone must run it professionally. |
104 |
Fundraising Analyst |
Analyzes giving patterns, optimizes campaigns, and forecasts revenue. |
Fundraising without data is guessing. |
Dept. of Education and Outreach (8)#
# |
Position |
Description |
Why |
|---|---|---|---|
105 |
Education Director |
Develops curriculum and educational programs based on the site’s content. |
The ideas must be teachable or they will die with their discoverer. |
106–107 |
Curriculum Designers (2) |
Create structured learning paths for different audience levels (beginner/producer/expert). |
The naming system defines the levels. Someone must build the paths between them. |
108–109 |
Math Anxiety Specialists (2) |
Develop approaches to help people with math anxiety engage with the formal content. |
Math phobia is a barrier to understanding existential risk. |
110 |
Workshop Facilitator |
Leads interactive workshops on matheology, the Jubilee System, and practical applications. |
Some people learn by doing, not reading. |
111 |
Youth Outreach Coordinator |
Adapts content for younger audiences and coordinates with educational institutions. |
The next generation inherits the consequences. |
112 |
Open Educational Resources Developer |
Creates freely licensed educational materials based on the site’s content. |
Not everyone has internet access. Materials must be downloadable and adaptable. |
Technology Zone (3 departments, 20 positions)#
Dept. of Web Engineering (8)#
# |
Position |
Description |
Why |
|---|---|---|---|
113 |
Lead Web Developer |
Architect of the Sphinx-based site infrastructure. |
The site is the primary artifact. It needs a technical leader. |
114–115 |
Frontend Developers (2) |
Implement CSS, JavaScript, and accessibility improvements. |
Collapse systems, social cards, footer forms need frontend expertise. |
116–117 |
Backend/Build Engineers (2) |
Maintain CI/CD pipelines, multilingual build system, deployment to Cloudflare Pages. |
10-language builds need robust infrastructure. |
118 |
QA Engineer |
Tests the site across browsers, devices, and languages. |
A site that breaks silently loses readers. |
119 |
Accessibility Engineer |
Implements WCAG conformance, screen reader testing, and accessible math rendering. |
Accessibility requires a dedicated engineer, not good intentions. |
120 |
DevOps Engineer |
Manages hosting, monitoring, backups, and security. |
The site must stay online and secure. |
Dept. of Data and AI Infrastructure (6)#
# |
Position |
Description |
Why |
|---|---|---|---|
121 |
Data Engineering Lead |
Designs and maintains data pipelines for FF processing, versioning, and analytics. |
FF at scale generates data. Data needs pipelines. |
122–123 |
Data Engineers (2) |
Build and maintain the technical infrastructure for data collection, storage, and retrieval. |
Infrastructure does not build itself. |
124 |
AI Integration Specialist |
Develops responsible AI-assisted tools for FF triage, deduplication, and content summarization. |
AI can help process FF at Stage 5 scale — if used responsibly. |
125–126 |
Data Analysts (2) |
Analyze FF patterns, site usage, and research data. |
Decisions should be data-informed. |
Dept. of Security and Privacy (6)#
# |
Position |
Description |
Why |
|---|---|---|---|
127 |
Security Lead |
Responsible for information security across all ResearchCity systems. |
A transparency-focused organization is a high-value target. |
128 |
Privacy Engineer |
Implements privacy-preserving systems, manages GDPR compliance, and designs the layered transparency system. |
The tension between transparency and privacy is a core problem. It needs a dedicated engineer. |
129 |
Security Engineer |
Maintains secure infrastructure, conducts vulnerability assessments, manages incident response. |
Systems without security maintenance are systems waiting to be breached. |
130–131 |
Privacy Reviewers (2) |
Review FF content and public publications for privacy violations before release. |
LLoL waived his own privacy. Nobody else has. Their contributions must be protected. |
132 |
Compliance Officer |
Ensures ResearchCity meets legal requirements across all jurisdictions where it operates. |
International operations require compliance expertise. |
Strategy Zone (2 departments, 14 positions)#
Dept. of Strategic Planning (8)#
# |
Position |
Description |
Why |
|---|---|---|---|
133 |
Chief Strategy Officer |
Develops long-term strategy for ResearchCity’s growth, impact, and sustainability. |
Growing from 1 person to 153 requires strategy, not just effort. |
134–135 |
Strategic Analysts (2) |
Research and analyze opportunities, threats, and competitive landscape. |
Strategy without analysis is intuition. |
136 |
Partnerships Director |
Builds relationships with universities, think tanks, religious institutions, and governments. |
ResearchCity cannot operate in isolation. |
137 |
Partnership Manager |
Maintains specific institutional relationships and coordinates joint initiatives. |
Partnerships require ongoing management. |
138 |
Impact Assessment Lead |
Measures and reports on ResearchCity’s actual impact. |
An organization that cannot measure its impact cannot improve its impact. |
139 |
Impact Researcher |
Designs and conducts studies measuring ResearchCity’s outcomes. |
Impact measurement is itself research. |
140 |
Scenario Planner |
Models alternative futures for ResearchCity under different funding, political, and technological scenarios. |
An organization preparing for existential risk should model its own risks. |
Dept. of Communication (6)#
# |
Position |
Description |
Why |
|---|---|---|---|
141 |
Communications Director |
Leads all external communication strategy and execution. |
A vision this complex needs professional communication. |
142–143 |
Science Communicators (2) |
Translate formal research results into accessible public content. |
The gap between the math and the public is a communication problem. |
144 |
Media Relations Officer |
Manages press inquiries, prepares media kits, coordinates interviews. |
Media attention will come. Being prepared determines whether it helps or harms. |
145 |
Social Media Strategist |
Develops and executes social media strategy that avoids BABL dynamics. |
If ResearchCity must be on social media, it must practice what it preaches. |
146 |
Newsletter Editor |
Writes and manages the Jonah Mailing List and other communication channels. |
Regular communication builds community. |
Support LinkSpace (5 positions)#
Organizational support functions that serve all Zones. Positions 1–3 (Founder, Counselor, Executive Assistant) are listed separately in the Founder Core section above.
# |
Position |
Description |
Why |
|---|---|---|---|
147 |
Research Librarian |
Maintains ResearchCity’s reference library, manages citations, and supports all researchers with source material. |
Research requires a library. A library requires a librarian. |
148 |
Staff Wellbeing Coordinator |
Coordinates access to external support for all staff (except the founder, who has position 1): mental health professionals, spiritual directors, and chaplains — each chosen by the staff member, not by the organization. Maintains a diverse referral network spanning multiple faith traditions and secular counseling. Ensures confessional-grade confidentiality for staff: nothing disclosed to a referred provider may be reported back to ResearchCity. Monitors burnout risk. |
Staff working on existential risk and theological content need support. The coordinator connects; the coordinator does not counsel. Staff sessions are private (unlike the founder’s), because staff have not accepted the radical transparency commitment that comes with the founder role. |
149 |
Conflict Resolution Specialist |
Mediates internal disputes and facilitates difficult conversations across cultural and theological differences. |
An interfaith research organization will have conflicts. Unresolved conflicts destroy organizations. |
150 |
Archivist |
Maintains the complete historical record of ResearchCity’s work, decisions, and evolution. |
An organization about preserving lessons must preserve its own. |
151 |
Continuity Monitor |
Ensures organizational continuity across time zones, staff transitions, and crisis periods. Maintains situational awareness when primary staff are offline. |
The problems this organization addresses never sleep. Someone must maintain continuity. |
Position 152 is reserved for an emerging need identified during Stage 0, allocated based on operational experience and the complement-first principle.
Summary#
Section |
Positions |
|---|---|
Founder Core (Founder + Counselor + EA) |
3 |
ZION Coordinators |
4 |
Advisors (2 Legal + 2 LEA) |
4 |
Audit and Accountability Zone |
|
Dept. of Research Integrity |
6 |
Dept. of Institutional Audit |
4 |
Accountability Council Support |
4 |
Audit subtotal |
14 |
Research Zone |
|
Dept. of Formal Methods |
8 |
Dept. of Empirical Testing |
8 |
Dept. of Risk Assessment |
6 |
Dept. of Comparative Theology |
6 |
Dept. of History and Philosophy |
6 |
Dept. of AI Alignment |
4 |
Research subtotal |
38 |
Operations Zone |
|
Dept. of FF Operations |
8 |
Dept. of Content and Editing |
6 |
Dept. of Translation |
10 |
Dept. of Administration |
4 |
Operations subtotal |
28 |
Community Zone |
|
Dept. of Community Engagement |
8 |
Dept. of Fundraising |
6 |
Dept. of Education and Outreach |
8 |
Community subtotal |
22 |
Technology Zone |
|
Dept. of Web Engineering |
8 |
Dept. of Data and AI Infrastructure |
6 |
Dept. of Security and Privacy |
6 |
Technology subtotal |
20 |
Strategy Zone |
|
Dept. of Strategic Planning |
8 |
Dept. of Communication |
6 |
Strategy subtotal |
14 |
Support LinkSpace (pos. 147–151) |
5 |
Reserved (pos. 152) |
1 |
TOTAL |
153 |