Thanks for your reply, however I’ll continue
I still believe that simply increasing the fixed salary does not address the underlying issue. My suggestion is:
- Keep the base salary at the current level
- Introduce performance-based bonuses, such as:
- а success fee for each deal that is approved and closed by the foundation
- а bonus based on the growth in valuation of AGV’s portfolio
- Introduce a profit-sharing mechanism tied to long-term performance
Even if a contributor is not re-elected the following year, they should still be eligible for a retroactive bonus if a deal or project they worked on becomes successful - provided the KPIs they were individually responsible for were met at the time of their contribution
This would align incentives more effectively and ensure compensation reflects real impact
I have a few suggestions regarding short-term KPIs:
- Number of projects reviewed – for example, reviewing at least 10 projects per quarter
- Number of projects passed to due diligence – e.g. 3 qualified leads per quarter
- Number of investments approved – tracking how many sourced deals successfully passed through the full process
- Number of personal publications or detailed reports on work done – encourages accountability and visibility within the DAO.
These KPIs are designed to motivate individual participation, making it clear that bonuses and potential reappointment will directly depend on personal contributions.
If someone clearly delivers more than others, their chances of being re-elected for the next term will naturally increase