Russell and I were going to be meeting and going over projects and code. However, we switched gears and invited Chuck to join us and we did a small session on some vision for what we want our company to be and what kind of culture we would like. The notes below come from both a meeting with Chuck and Russell, as well as a meeting with Shannon to go over what these two had said. This is somewhat of a mix, but good stuff.

- From Russell and Chuck - What they want and/or are looking for:

- Group of people that we trust

- Able to express their ideas

- Big system - virtual floating orbital system/engine (see attached for a drawing from Russell) - Think of a floating city where there is enough room to build and build and each person could carve out their own space. Having said that, the whole (floating platform or city) is run off of a dynamic core engine and/or core structure. Once again, see the drawing.

- Each person could be as big as they wanted to be

- Platform

- Independent model

- Build what you want but help support the core or the core principles

- Feed yourself type model - this doesn't mean that you don't ever need help... it just means that you are a self starter and willing to work

- Incentives and benefits or year-end bonuses - health care, sick pay, vacation pay, new hardware, etc. Originally thinking bigger numbers like: $10K/per person >> 10 people on the team = $100K (original thoughts) - (stepping stones or later thoughts) $1K or $2K/per person >> 10 people on the team = $20K (after thoughts)

- Keep the freedom but also provide some of the other incentives that help keep people around - retention of good people

- Dreams... having dreams and being able to act on them... - From Chris Jonnie - We support people with dreams

- From Shannon - Almost like each person has their own freedom to run their own business, but they have the support and security of a small community - a fusion between owning and operating your own business and being an employee at the same time.

- Family comes first

- The guys liked that there was a limit to hours... just dealing with direct billing - you could still do your own thing - this includes management in the limit on hours per week. Stay in that healthy and maintainable realm - less burnout.

- Residual pay and reoccurring revenue

- For Steve - in order to help him - Question - How can we help to split your work load? - Maybe even doing a project to help with that.

- Sales - You've got to believe in it - what you are selling - Shannon and I were talking... Think about dad... he really believes in what he is pushing- He can pass on the excitement and the energy - even if it isn't quite soo cool (funny stories)

- Seeing a need or opportunity and being able to jump in you want to

- They loved - being able to think of something and then build a product or service or solution to match - still playing right along that platform type model - adilas creates all kinds of byproducts and byservices (pretend that is a new word).

- Training and keeping that model going... Maybe something like - work 10 hours, be able to do 1 hour of training. So, if you work 30 hours a week, that would be 3 hours of training that you could do. Keeping up on the new technologies - lots of self improvement options - all of these things build value.

- Our platform or our framework - some ownership or skin in the game

- Shannon and I - how can we focus on different places (departments or areas of need) within the adilas jelly fish model? - See the need and then help to point people in that correct direction - delegation at the bigger picture level

- Going back to helping Steve - how can we help pull some pieces off of him so that we don't burn him out. He is one of our greatest assets.