V5-2.00|

01| Strip away the technology and you are left with the oldest coordination problem in human history. Two people each hold something the other needs. Finding each other costs time, travel and uncertainty. And once found, each carries the risk that the other side does not deliver what was promised. A market exists to solve exactly those three problems. It always has. 02| Picture a clearing on the edge of a village in 1400. Every season, farmers who need horses and traders who

01| The platform business is one of the most successful models of the last thirty years. It is also a graveyard. Hundreds of platforms died for a single reason: they never managed to seed both sides of their market at the same time. 02| We should be honest about which side we control. IkoCiti controls the supply side, and only to a degree — Kikundi teams produce Peoples' Impact under our roof, trained by us, working to our standards. The demand side we do not control at all.

01| Peoples' Impact is as tangible as a clinic, a playground, or an assistance programme for teenage mothers. Think of a project as a horse on a beach. It has an owner, a value, and a price. 02| On the PI Exchange you do not donate to a cause. You buy shares in a project from a Kikundi team. The flow is short. The team lists its Project Executive Summary. Buyers purchase shares, with a minimum stake of 25%. The project starts only when 100% of the shares are sold. Then it get

V5-2.04 | THE CONTEST 01| Listing on the PI Exchange is not a right that comes with being a Maveriq. It is earned, project by project, in a qualifying round. 02| This is not a hundred-metre dash where one runner wins. It is Olympic qualification: you are not racing the other teams, you are beating a target time. Every team that beats it goes through. Every team that does not, does not — however good the field was that season. 03| The target is set by the Virtual Team, an aver

01| A project might be worth twenty-five thousand dollars on paper. If buyers only bid eleven thousand five hundred, the project is worth eleven thousand five hundred. There is no appeal against this and no authority to appeal to. 02| Maveriqs are trained explicitly not to take that personally, and the training matters. A low bid is not a verdict on the value of the work, the worth of the barrio, or the person who proposed it. It is a reading of what buyers, with their own ma

V5-2.06 | ESTIMATED AND VALIDATED 01| Quality determines price, and quality is not knowable at the moment of sale. Until a project is finished, what it carries is Estimated Social Impact. Once completed and verified, it becomes Validated Social Impact. 02| These are two different goods. The buyer at listing purchases a promise backed by a Track Record and a guarantee. The validated project is the delivered good. Every mechanism in this chapter exists to close the distance bet

01| The demand side is the Ambitious Rich, and they are impact buyers rather than donors. They are not giving money away. They are buying market-level impact, as directly as they buy Apple or Facebook stock, and they expect the same things any purchase carries: a price, a description of the good, and recourse if it is not delivered. 02| They do not arrive as one audience. Pioneer Philanthropists move first and decide on their own analysis, without waiting for the herd. They s

01| Every market runs on one ratio: the committed buying power available against the number of projects competing for it. Committed, not pledged in principle — capital that Impact Buyers have already put behind verified Peoples' Impact. 02| That ratio is not a dashboard metric. On the supply side it is experienced as a probability of being funded, and it governs behaviour long before anyone calculates it. 03| A Maveriq deciding whether to invest time, effort and credibility i