TSYSGroupBOD/TSYSGovernance
2
0
Fork 0
Code Issues Pull Requests Actions Packages Projects Releases Wiki Activity

refactor for go forward

Browse Source
This commit is contained in:
Charles N Wyble
2025-03-15 12:32:27 -05:00
parent a6e8851cfd
commit a26329e2c5
269 changed files with 0 additions and 41 deletions
Download Patch File Download Diff File Expand all files Collapse all files

47
input/book.toml Normal file
View File

@@ -0,0 +1,47 @@
[book]
authors = ["Turnkey Network Systems LLC Board of Directors"]
language = "en"
multilingual = false
src = "src"
title = "TSYS Group Governance Documents"
[output.html]
#[output.pdf]
## Set for auto-retrying if failed to generate PDF.
# trying-times = 1
## This backend only support latest Chromium based browsers, not Safari and Firefox currently.
## If needed, please specify the full path.
## If you specify the wrong binary, chances are that there will be a timeout error.
# browser-binary-path = ""
## Assign the static hosting site url so that relative links outside the book can be fixed.
#static_site_url = "https://charters.turnsys.com"
## Set the theme to be applied for the generated PDF.
#theme = "ayu"
## Check Chrome Devtools Protocol Docs for the explanation of the following params:
## https://chromedevtools.github.io/devtools-protocol/tot/Page/#method-printToPDF
#landscape = false
#display-header-footer = true
#print-background = true
#scale = 0.7
#paper-width = 8
##paper-height = 10
#margin-top = 0.5
##margin-bottom = 0.5
##margin-left = 0.5
##margin-right = 0.5
#page-ranges = ""
#ignore-invalid-page-ranges = false
#header-template = "<h3 style='font-size:8px; margin-left: 48%' class='title'></h3>"
#footer-template = "<p style='font-size:10px; margin-left: 48%'><span class='pageNumber'></span> / <span class='totalPages'></span></p>"
#prefer-css-page-size = true
#[output.pdf-outline]
#like-wkhtmltopdf = false
#optional = true

1
input/src/Bylaws/AFABN/AFABN-Bylaws.md Normal file
View File

@@ -0,0 +1 @@
Stub file for git purposes until real content exists here.

1
input/src/Bylaws/SDG/SDG-Bylaws.md Normal file
View File

@@ -0,0 +1 @@
Stub file for git purposes until real content exists here.

1
input/src/Bylaws/SDSG/SDSG-Bylaws.md Normal file
View File

@@ -0,0 +1 @@
Stub file for git purposes until real content exists here.

529
input/src/Handbook/Board/BoardOfDirectorsManual.md Normal file
View File

@@ -0,0 +1,529 @@
# Introduction
As part of a shared commitment to good corporate governance, the Board of Directors (“Board”)
and Management of TSYS Group (the “Group”) have adopted these shared principles to promote
effective governance by:
* Board of Directors as a whole
* Board committees
* Management of the Group entities
The guidelines do not purport to be all encompassing.
Rather they are designed with the Group’s:
* current business operations
* diverse ownership
* all stakeholders
* unique combination of non profit/for profit/registered investment company components
in mind and will continue to evolve with changing circumstances.
These Guidelines have been adopted and approved by the:
* Board of Directors
* Management of the Group entities
* members of the Group entities
The
* BoD Manual (this document)
* Bylaws
* Operating Agreements
serve as the framework for the governance of the Group.
# Organizational Documents And Information of TSYS Group
## Articles of Incorporation and Certificates of Formation
The TSYS Group (the "Group") consists of a number of entities.
ERPNext contains the complete entity chart, and each entity has it's state and federal formation documents attached to the entity in ERPNext.
## Operating Agreement and By-Laws of the TSYS Group (TSG)
The TSYS Group entities have adopted Operting Agreements (for the LLCs) and By-Laws (for the corporations) that provide governance guidelines for that
Group Entity. The Operating Agreement and By-Laws may reference the committee charter for the Board committee that oversees them. Those charters can be
found later in this manual.
The current By-Laws and Operating Agreements (minus capital tables for the For Profit entities) are availble at https://governance.turnsys.com .
You may also refer to https://git.turnsys.com/explore/repos for history or in progress work on the governing documents.
## IRS Documents
The TSYS Group consists of some non profit entities. Information regarding that can be found in ERPNext with the entity attachments.
## Financial Records
All financial records belonging to TSYS Group are open for inspection by the Board of Directors at reasonable times upon request to the
Group entities CEO/CFO.
## Fiscal Year
The fiscal year for the TSYS Group is January 1st to December 31st.
# Director Qualifications
The composition of the Board should encompass a broad range of skills, expertise, industry knowledge, backgrounds and relationships useful to the Group’s mission. In choosing directors, the Group seeks individuals who have very high integrity, business savvy, stakeholder orientation and a genuine interest in the Group.
Members of the Board should have:
* the highest level of professional, business and personal integrity, ethics and values
* willingness and ability to devote the time necessary to carry out the duties and responsibilities of Board membership
* a desire to ensure that the Group operations and financial reporting are effected in a transparent manner and in compliance with
applicable laws, rules, and regulations
* a dedication to the representation of the best interests of the Group and all of it's stakeholders.
* expertise that is useful to the Group and complementary to the background and expertise of the other members of the Board;
# Director Responsibilities
The basic responsibility of the directors is to exercise their best judgment to act in what they reasonably believe to be in the
best interests of the Group and its stakeholders, and to conduct themselves in accordance with their duties of care and loyalty.
## Confidentiality
The proceedings and deliberations of the Board and its committees are confidential. Each Director has a fiduciary obligation to maintain the
confidentiality of information received in connection with his or her service as a Director.
## Participation in Meetings
Directors are expected to attend Board meetings and meetings of the committees on which they serve, and to spend the time needed to carry out
their responsibilities as directors, including meeting as frequently as necessary to properly discharge those responsibilities.
Each Director should be sufficiently familiar with the business of the Group, including its assets, liabilities, capital structure, risks and
the competition it faces, to ensure active and effective participation in the deliberations of the Board and each committee on which he or she
serves.
Directors should also study the materials provided by Management and advisors in advance of the meetings of the Board and its committees and should
arrive prepared to discuss the issues presented.
## Service on Other Boards
The Board does not have a policy limiting the number of other boards of directors upon which a Director may sit; provided, however, that sitting on
another company’s board of directors should not create a conflict of interest or impair the Director’s ability to devote sufficient time to carry out his or her
duties as a Director of the Group.
All Directors should consult with the Executive, Governance and Nominating Committee prior to joining the board of another entity.
The Executive, Governance, and Nominating Committee will periodically review all Directors’ outside board memberships.
An Independent Director will advise the Executive, Governance and Nominating Committee before accepting a position on the board, or as an officer
of any other entity.
In undertaking a new board or officer position with any other entity, each Independent Director should be guided by the principle that
the position should not:
* present a conflict for the Group or the Independent Director
* interfere with the Director’s availability and services for the Group
Directors who experience a material change in their job responsibility shall offer to resign from the Board. The Executive, Governance and
Nominating Committee, after reviewing the appropriateness of continued Board service under these circumstances, and with input from the
Group Chief Executive Officers, will recommend whether the Board should accept such resignation.
# Voting for Directors
Please refer to the committee charters for specific instructions on elections to those committees , director terms, election, removal etc
and also Operating Agreement or Bylaws as referenced in the committee charters. What follows are general guidelines.
Any nominee for director in an uncontested election (i.e., an election where the number of nominees is not greater than the number of directors
to be elected) who receives a greater number of votes “withheld” from his or her election than votes “for” such election shall, promptly following
certification of the stakeholder vote, offer his or her resignation to the Board for consideration in accordance with the following procedures.
All of these procedures shall be completed within 30 days following certification of the stakeholder vote.
The Qualified Independent Directors (as defined below) shall evaluate the best interest of the Group and its stakeholders
and shall decide on behalf of the Board the action to be taken with respect to such offered resignation, which can include:
* accepting the resignation
* rejecting the resignation
* maintaining the director but addressing what the Qualified Independent Directors believe to be the underlying cause of the withhold votes in close
consultation with the stakeholders
* resolving that the director will not be re-nominated in the future for election
In reaching their decision, the Qualified Independent Directors shall consider all factors they deem relevant, including:
* any stated reasons why stakeholders withheld votes from such director
* any alternatives for curing the underlying cause of the withheld votes
* the director’s tenure
* the director’s qualifications
* the director’s past and expected future contributions to the Group
* the overall composition of the Board, including whether accepting the resignation would cause the Group to fail to meet any applicable requirements
Following the Board’s determination, the Group shall promptly disclose publicly (through the Board Secretary) the Board’s decision of whether or
not to accept the resignation offer.
The disclosure shall also include an explanation of how the decision was reached, including, if applicable, the reasons for rejecting the offered resignation.
A director who is required to offer his or her resignation in accordance with this Section shall not be present during the deliberations or voting whether
to accept his or her resignation or, except as otherwise provided below, a resignation offered by any other director in accordance with this Section.
Prior to voting, the Qualified Independent Directors will afford the affected director an opportunity to provide any information or statement that he or she deems relevant.
For purposes of this Section, the term “Qualified Independent Directors” means:
(a) All directors who (1) are independent directors (as defined in accordance with the NYSE Corporate Governance Rules) and (2) are not required to
offer their resignation in accordance with this Section.
(b) If there are fewer than three independent directors then serving on the Board who are not required to offer their resignations in accordance with this
Section, then the Qualified Independent Directors shall mean all of the independent directors and each independent director who is required to offer
his or her resignation in accordance with this Section shall recuse himself or herself from the deliberations and voting only with respect to his or her
individual offer to resign.
The foregoing procedures will be summarized and disclosed each year in the Annual Report for the Group’s annual meeting of stakeholders.
# Composition of the Board
![](../charts/BoD.png)
## Board Permament Committees
The Board has six permament committees:
![](../charts/committees.png)
### Group wide oversight
* Audit Committee
![](../charts/audit-committee.png)
* Executive, Governance, and Nominating Committee
![](../charts/exec-committee.png)
### Group component oversight
* ForProfit Committee
![](../charts/ForProfit.png)
* NonProfit Committee
![](../charts/NonProfit.png)
* HFNOC Committee
![](../charts/hfnoc-committee.png)
* Redwood Committee
![](../charts/Redwood.png)
You may find the respective charters of the committees later in this manual.
The Board may, from time to time, establish and maintain additional or different committees, as it deems necessary or appropriate.
# Functions of the Board
The Board has a duty to oversee the affairs of the Group. In addition to its general oversight of management, the Board also performs a number of specific functions to include the following, which will be discharged either directly by the entire Board , management or through appropriate committees:
* Selecting, supporting, and evaluating the Chief Executive Officer of Group entities
* Overseeing succession planning of the Group entities
* Providing counsel and oversight on the selection, evaluation, development and compensation of senior management across the Group entities
* Reviewing, evaluating and, approving, the Group entities major strategies, long-term plans, annual operating plans and budgets
* Overseeing Group performance against broad financial/mission objectives
* Overseeing the Group’s risk policies and procedures (including market, credit and operational risks), assessing major risks facing the Group and
reviewing options for their mitigation
* Providing advice and counsel to the Chief Executive Officers and other senior management
* Overseeing the integrity of the Group's financial reporting process and the adequacy of accounting, IT, financial and internal controls
* Evaluating the overall effectiveness of the Board and its committees, as well as evaluating and recommending appropriate candidates for election as Directors
## Board Interaction with Customers, Community Members, Press, Etc.
The Board believes that Management speaks for the Group. Individual Board members may, from time to time, meet or otherwise communicate with various
constituencies that are involved with the Group, but it is expected that Board members would do this with the knowledge of management and, in most cases,
only at the request of Management.
If someone from the press contacts you, politely decline their contact and ask them to utilize the contact channels provided on the Group entity websites.
## Role of the Board and management
The roles of the Board and Management are related, but distinct.
Management proposes the Group’s strategy and revises the strategy after the Board’s input before presenting a final strategy for Board approval.
Management then implements the Group’s strategy in the day-to-day operation of its business, reporting regularly to the Board or
its Committees on significant events, issues and risks which may materially affect the Group’s financial performance or the achievement of its strategic goals and mission objectives.
The Board is elected as specified in the Group entity governing documents to oversee the long-term health and the overall success of the Group mission.
In discharging that obligation, the Directors recognize that the long-term interests of the Group are advanced by thoughtfully and responsibly addressing the concerns of all stakeholders and interested parties including:
* employees
* members
* customers
* suppliers
* government officials
* the public at large
## Terms and term limits
The Board does not believe that it is in the best interests of the Group to establish term limits for directors at this time.
Additionally, such term limits may cause the Group to lose the contribution of directors who have been able to develop,
over a period of time, increasing insight into the Group's business and therefore can provide an increasingly significant
contribution to the Board.
The Board does not have limits on the number of terms a director may serve.
The Executive, Governance and Nominating Committee is responsible for nominating directors for election or reelection.
The Board does not have any retirement or tenure policies that would limit the ability of a director to be nominated for reelection.
## Size of Board
The size of the Board should facilitate substantive discussions of the whole Board in which each Director can participate meaningfully.
The component governing documents and applicable law permit the Board to change its size to not less than three Directors.
The Board will periodically review its size as appropriate and make recommendations to the Stakeholders for any needed changes.
## Director Independence
All directors serving on the ForProfit commitee must not be members of the entities the committe oversees.
A 2/3 majority of the Directors serving on the NonProfit committee must be Independent , non executive directors.
To the extent necessary for Redwood Springs Capital Partners and affilliated entities to satisfy Section 15(f) of the 1940 Act or any other
applicable requirement,
At least 2/3 of Directors on the Redwood Committee shall be persons who are not interested persons of the Group within the meaning of Section
2(a)(19) of the 1940 Act.
## Director Access to Management and Advisors
All Directors are invited to contact the Chief Executive Officer of any Group entity at any time to discuss any aspect of the Group’s business.
The Board expects that there will be frequent opportunities for Directors to meet with the Chief Executive Officer and other members of Management,
either in Board and committee meetings, or in informal events organized by the Chief Executive Officer.
In connection with the performance of their responsibilities, the Board will seek appropriate access to members of senior management and should use
sound judgment to be sure that contacts with Mmembers of Management are not distracting to the business operations of the Group.
# Board Meetings
Regular meetings of the Board shall be held quarterly. Special meetings shall be held at other times as the Board may determine is appropriate.
The Chair of the Board is responsible for establishing the agenda for each Board meeting.
Each director is free to suggest items for inclusion on the agenda.
At least once a year, the Board reviews the Group’s long-term plans and the principal issues that the Group will face in the future.
At least once a year, The Board reviews the Group entities Business Plans , budgets and strategies and quarterly reviews Group entity business plans
and strategies and progress against them.
## Meeting Schedule and Agenda
The Chair of the Board will establish a quarterly and annual schedule of Board meetings.
Special Board meetings may be called at any time.
The Chair of the Board will develop the agenda for each meeting. Any Director may place an item on the Board agenda at any time.
The Chair of each committee, in consultation with the committee members and the appropriate members of Management, will establish a
schedule of monthly committee meetings. Special committee meetings may be called at any time in the manner set forth in the committee Charters.
The Chair of each committee, in consultation with the appropriate members of Management, will develop the agenda for each committee meeting.
Any Director may place an item on the agenda of any committee at any time.
## Private Sessions
Directors may meet in regularly scheduled private session (i.e., without stakeholders or members of management) to properly discharge their
responsibilities, foster relationships among Directors or any other reason. The Chair of the Board will establish a schedule of these meetings.
The attendees at a private session may invite others (as appropriate) to participate in all or part of their meetings, including outside advisors
or members of management. These private sessions may be called at the request of any Director, in addition to the regularly scheduled sessions.
Formal deliberations or decisions concerning the business and affairs of the Group shall occur only during regular or special meetings of the
Board, with stakeholders present, and not at Private Sessions.
The independent directors also shall meet in a separate private session consisting solely of independent directors at least once a year.
# Management Succession
Assuring that the Group components have the appropriate successor to their current Chief Executive Officer in the event of their death or
disability is one of the Board’s primary responsibilities.
The Group does not anticipate that the Chief Executive Officers of the Group entities will retire other than due to disability.
The Chief Executive Officer of the Group entities, reports annually to the Board on executive management succession planning and makes available,
on a continuing basis, their recommendation on succession in the event they were disabled.
The Board shall regularly review succession planning across the Group and the strengths and weaknesses of certain individuals currently employed by the
Group entities who could succeed the Chief Executive Officer of the Group entities in the event of their death or disability.
# Annual Performance Evaluation
The Executive, Governance and Nominating Committee conducts an annual evaluation to determine whether the Board and its committees are
functioning effectively and reports its conclusions to the Board , management and outside stakeholders. The report is public.
Each of the
* Audit Committee
* Executive, Governance, and Nominating Committee
separately conducts an annual self evaluation of its performance relative to the requirements of its Charter and reports its conclusions to the Board,
management and outside stakeholders. The report is public.
The Board and committee performance is reviewed (at least) annually by the Group Entities management and stakeholders. The report is private.
# Public Disclosure of Corporate Governance Policies
The Group posts on its website copies of the current adopted version of :
* this manual (which includes committee charters, Code of Business Conduct and Ethics)
* HFNOC Operating Agreement
* Redwood Operating Agreement (without capital table)
* For Profit Operating Agreement (without capital table)
* Non Profit Bylaws
* the Group's Annual Report
* Group Information Security Policy
on its governance website at https://governance.turnsys.com
# Technology and Information Security
By definition a Director has access to information that could cause serious problems if it were to leave the Group. Therefore, Directors must
follow Group Information Security policies.
It is the Board's responsibility to oversee the protection of Group intellectual property in it's possession, including
data, information and systems from theft, carelessness, misuse, unauthorized access and vulnerability to cyber attack.
Directors will obtain and maintain appropriate security procedures specified by Group management.
These include cryptographic certificates, two-factor authentication, passwords and any other items the Group management deems necessary.
The Group’s systems and devices are Group property. As such and to the extent allowed by applicable law,
Group Manaement reserves the right to monitor their use.
# Director and officer liability insurance
The Group does not purchase directors and officers liability insurance for its directors or officers.
# Gifts, entertainment & hospitality policy and avoiding conflicts of interest
## Conflict Of Interest
A conflict of interest arises when personal interests or divided loyalties interfere with our ability to make sound,
objective business decisions on behalf of the Group. To avoid potential conflicts or the perception of a conflict:
* Be truthful in all statements submitted to the Group
* Do not improperly use Group property, information or position for personal gain
* Refrain at all times from self-dealing, such as steering group business or opportunities to benefit you or your family members
* Use care in dealings between the Group and financial institutions. If you are involved in anyway in the relationship between the
Group and a financial institution, you must be sure not to improperly benefit from that relationship because of your position
on the Board. If you are unsure about a particular benefit being offered, you should refrain from accepting the benefit.
* Do not conduct non-Group business in such a manner as to mislead others into believing that you are representing the Group.
You must be alert to any actual or potential conflicts of interest, or any situations that might be perceived to be a conflict,
and immediately disclose such conflicts to an appropriate representative in Management.
## Gifts
Ensure gifts, entertainment and hospitality are appropriate Bona fide business gifts and
entertainment can be appropriate and instrumental in cementing good relationships with our
business partners.
Never allow gifts and hospitality to place you or the Group in a situation where your
objective judgment or compliance with the law might be questioned.
Do not provide or accept gifts or hospitality unless they have a business purpose and are
clearly appropriate in the context of a reasonable business relationship.
## Never solicit gifts or hospitality
Refuse or return any gift, even a minor one, which appears to be given for the purpose of or
with an expectation of reward or influence.
Be particularly aware of the cultural significance of particular gifts in many locations in which the Group does business.
Clearly document all Group related expenses in accordance with relevant policies and procedures.
Before giving or receiving a gift or incurring an entertainment expense, be sure to consult any policies that may apply.
Remember, you are responsible for exercising sound judgment when incurring expenses, even if the expenses
fall within defined policy limits.
# Discussion of legal matters
Speaking about Group legal matters to others, even to family members or fellow Group associates, may jeopardize the attorney-client privilege that protects
the confidentiality of such matters, possibly resulting in the loss of the Group’s right to keep communications with its lawyers confidential from adversaries.
This is a very serious breach, and should be avoided under all circumstances.
Therefore, if a Group lawyer, whether employed by the Group or by an outside law firm, discusses any Group legal matters with you,
you may not speak about or tell anyone what was discussed without prior approval of the lawyers who are handling the matter.
These restrictions do not prohibit you from reporting any honest concern you may have of a violation of law to an appropriate government entity,
as long as you do not disclose information revealed to you by, in the presence of, or in communication with, a Group attorney, as such information
is covered by the attorney-client privilege.
You must be truthful and accurate when dealing with government entities or officials.
Generally speaking, if you have information that may be relevant to a Group legal matter, you should not discuss the information with any one other than
a lawyer, even if you do not consider the information confidential.
Aside from the privilege issues, repeating information to others can easily create confusion and turn otherwise, uninvolved people into witnesses.
# Insider Trading Policy
## Do not disclose or trade on inside information
Insider trading, defined as (i) buying or selling, or causing someone else to buy or sell, securities while in possession of material, non-public information
relating to the Group whose securities are being traded, (ii) disclosing or “tipping” material, non-public information to others or recommending
the purchase or sale of securities on the basis of such information, or (iii) assisting someone who is engaged in such activities, is prohibited.
Insider trading applies to trading in the securities of not just units of the TSYS Group, but of any company.
Criminal prosecutions for insider trading are commonplace and may result in fines and/or imprisonment.
Any Director or Officer who comes into possession of material, non-public information about the TSYS Group or another company must refrain from trading in
that company’s securities until the information has been adequately disseminated to the public.
If a Director or Officer has any doubt about whether or not certain information is non-public or material, he or she should refrain from trading,
disclosing, or tipping the information.
## Restrictions on your immediate family and household
Insider trading restrictions apply to your family members and others living in your household. You are expected to be responsible for the compliance
of members of your immediate family or household.
# Political Activities
Directors are welcome to engage as individuals in the political process in any way allowable by law, including but not limited to donating
money to the candidates of their choice and volunteering on campaigns.
Directors may contact their elected representatives for any personal reason. It should always be clear to outside observers that these are personal
actions and not actions taken on behalf of TSYS Group or its affiliates.
It should always be abundantly clear to outside observers that these are your personal actions and not actions taken on behalf of the Group. Never
convey the impression that you speak for the TSYS Group or any of its components in any way when you engage in personal political activities.
Observe all laws governing gifts to government officials, which may include party officials, candidates for political office, as well as elected officials.
## Contributing Group assets
Do not contribute, loan, donate, reimburse or otherwise provide any corporate money, services, products or facilities to any political party,
candidate, or political committee, in any circumstance, ever.
Always keep in mind that “contribution” is defined broadly, and does not necessarily mean money. It may, under some circumstances, even include the
use of Group email to solicit donations or support.
## Lobbying
Do not engage in lobbying activities on behalf of the Group with respect to any governmental entity in the United States – federal, state or local.
Do not engage in lobbying activities on behalf of the Group with respect to any non-U.S. government.
TSYS Group conducts all political contributons and lobying soley through a dedicated, independently supervised, heavily regulated, component.
All other lobbying or contributions from TSYS Group are expressely forbidden.
## Seeking public office
If you wish to seek or accept elected or appointed public office (including local council and government positions) while working at the TSYS Group
or any of its companies, you must first seek the authorization of the TSYS Board.
# Periodic Review of These Guidelines
These Guidelines will be reviewed annually by the Executive, Governance And Nominating Committee and may be amended by the Board from time to time.

224
input/src/Handbook/Board/Charters/Audit-Committee-Charter-toDiff.md Normal file
View File

@@ -0,0 +1,224 @@
# Audit Committee Charter
## Committee Membership:
The Audit Committee of TSYS Group (the “Group”) shall be comprised of at least three directors, each of whom the Board has determined has no
material relationship with the Group and each of whom is otherwise “independent” under the rules of the New York Stock Exchange, Inc.
and Rule 10A-3 under the Securities Exchange Act of 1934
The Board shall also determine that each member is “financially literate,” and that one member of the Audit Committee has
“accounting or related financial management expertise,” as such qualifications are interpreted by the Board of Directors in
its business judgment, and whether any member of the Audit Committee is an “audit committee financial expert,” as defined by the
rules of Securities and Exchange Commission (the “SEC”).
If the Board has determined that a member of the Audit Committee is an audit committee financial expert, it may presume that such member
has accounting or related financial management expertise.
No director may serve as a member of the Audit Committee if such director serves on the audit committees of two or more other entities.
Members shall be appointed by the Board and shall serve at the pleasure of the Board and for such term or terms as the Board may determine.
## Purpose
The purposes of the Audit Committee are to:
### assist Board oversight
Ensuring:
* the integrity of the Group’s financial statements
* the Group’s compliance with legal and regulatory requirements
* the independent auditors’ qualifications and independence
* the performance of the independent auditors and the Group’s internal audit function
* assist in the preparation of the Group Annual Report
The function of the Committee is oversight of the various components of Auditing and Reporting.
Management of the Group component entities is responsible for the preparation, presentation and integrity of the Group’s financial statements.
Management is responsible for maintaining appropriate accounting and financial reporting policies and internal controls and procedures that
provide for compliance with accounting standards and applicable laws and regulations.
The independent auditors are responsible for planning and carrying out a proper audit of the Group’s consolidated annual financial statements,
reviews of the Group’s consolidated quarterly financial statements and other procedures.
In fulfilling their responsibilities hereunder, it is recognized that members of the Committee are not fulltime employees of the Group and are not,
and do not represent themselves to be, performing the functions of auditors or Management.
As such, it is not the duty or responsibility of the Committee or its members to conduct “field work” or other types of auditing or accounting
reviews or procedures or to set auditor independence standards.
The independent auditors shall submit to the Committee annually a formal written statement (the “Auditors’ Statement”) describing:
* the auditors’ internal quality-control procedures
* any material issues raised by the most recent internal quality-control review or peer review of the auditors
* any inquiry or investigation by governmental or professional authorities, within the preceding five years, respecting one or more independent audits
carried out by the auditors and any steps taken to deal with any such issues
* all relationships between the independent auditors and the Group (in particular but not limited to any consulting agreements and accounting services)
## Committee Duties and Responsibilities
To carry out its purposes, the Audit Committee shall have the following duties and responsibilities
### with respect to the independent auditors
* to be directly responsible for the appointment, compensation, retention and oversight of the work of the independent auditors
(including the resolution of disagreements between management and the independent auditors regarding financial reporting),
who shall report directly to the Audit Committee
* to be directly responsible for the appointment, compensation, retention and oversight of the work of any public accounting firm used
by the Group, and have the right to request that such firm shall report directly to the Audit Committee if the Committee deems it necessary
* to pre-approve, or to adopt appropriate procedures to pre-approve, all audit and non-audit services to be provided by the independent auditors and
accounting firms
* to ensure that the independent auditors prepare and deliver annually an Auditors’ Statement (it being understood that the independent auditors are
responsible for the accuracy and completeness of this Statement), and to discuss with the independent auditors any relationships or services disclosed
in this Statement that may impact the quality of audit services or the objectivity and independence of the Group’s independent auditors
* to obtain from the independent auditors in connection with any audit a timely report relating to the Group’s annual audited financial statements
describing all critical accounting policies and practices used, all alternative treatments of financial information within generally accepted accounting
principles that have been discussed with management, ramifications of the use of such alternative disclosures and treatments, and the treatment
preferred by the independent auditors, and any material written communications between the independent auditors and management, such
as any “management” letter or schedule of unadjusted differences
* to take into account the opinions of management and the Group’s director of internal audit in assessing the independent auditors’
qualifications, performance and independence with respect to the internal audit function
* to review the appointment and replacement of the Group’s director of internal audit
* to advise the director of internal audit that he or she is expected to provide to the Audit Committee summaries of and, as appropriate, the significant
reports resulting from audits performed by internal audit and management’s responses thereto
* to annually approve the Internal Audit plan and charter with respect to financial reporting principles and policies and internal controls and
procedures
* to advise management, the director of internal audit and the independent auditors that they are expected to provide to the Audit Committee a timely
analysis of significant financial reporting issues and practices
* to consider any reports or communications (and management’s and/or internal audit’s responses thereto) submitted to the Audit Committee by the
independent auditors required by or referred to in PCAOB Auditing Standard No. 16, as it may be modified or supplemented, including reports
and communication related to:
* deficiencies noted in the audit in the design or operation of internal controls
* consideration of fraud in a financial statement audit
* detection of illegal acts
* the independent auditors’ responsibility under generally accepted auditing standards
* any restriction on audit scope
* significant accounting policies
* significant issues discussed with the national office respecting auditing or accounting issues presented by the engagement
* management judgments and accounting estimates
* any accounting adjustments arising from the audit that were noted or proposed by the auditors but were passed (as immaterial or
otherwise)
* disagreements with management
* consultation by management with other accountants
* difficulties encountered with management in performing the audit
* the independent auditors’ judgments about the quality of the entity’s accounting principles
* reviews of interim financial information conducted by the independent auditors
* going concern uncertainties
* departures from the standard auditor’s report
* overview of the audit strategy, timing of the audit, and significant risks
* the responsibilities, budget and staffing of the Group’s internal audit function
* to meet with management, the independent auditors and, if appropriate, the director of internal audit:
* discuss the scope of the annual audit
* discuss the annual audited financial statements and quarterly financial statements, including the Group’s disclosures under
“Management’s Discussion and Analysis of Financial Condition and Results of Operations”; discuss any significant matters arising
from any audit, including any audit problems or difficulties, whether raised by management, director of internal audit or the
independent auditors, relating to the Group’s financial statements
* to discuss any difficulties the independent auditors encountered in the course of the audit, including any restrictions on their activities
or access to requested information and any significant disagreements with management
* to discuss any “management” or “internal control” letter issued, or proposed to be issued, by the independent auditors to the Group
* to review the form of opinion the independent auditors propose to render to the Board of Directors and stakeholders;
* to discuss, as appropriate:
* any major issues regarding accounting principles and financial statement presentations, including any significant changes in the Group’s selection
or application of accounting principles
* any major issues as to the adequacy of the Group’s internal controls and any special audit steps adopted in light of material control deficiencies;
* analyses prepared by management and/or the independent auditors setting forth significant financial reporting issues and judgments made in
connection with the preparation of the financial statements, including analyses of the effects of alternative GAAP methods on
the financial statements
* the effect of regulatory and accounting initiatives, as well as off-balance sheet structures, on the financial statements of the Group;
* to inquire of the Group’s Chief Executive Officers and Chief Financial Officers as to the existence of any significant deficiencies and material
weaknesses in the design or operation of internal control over financial reporting which are reasonably likely to adversely affect the Group’s
ability to record, process, summarize and report financial information and any fraud, whether or not material, that involves management or other
employees who have a significant role in the Group’s internal control over financial reporting
* to discuss guidelines and policies governing the process by which senior management of the Group and the relevant sections of the Group
assess and manage the Group’s exposure to risk, and to discuss the Group’s major financial risk exposures and the steps management has
taken to monitor and control such exposures
* to obtain from the independent auditors assurance that the audit was conducted in a manner consistent with Section 10A of the Securities
Exchange Act of 1934, as amended, which sets forth certain procedures to be followed in any audit of financial statements required under the
Securities Exchange Act of 1934
* to discuss with senior management of the Group any significant legal, compliance or regulatory matters that may have a material effect on the
financial statements or the Group’s business, financial statements or compliance policies, including material notices to or inquiries received from
governmental agencies
* to discuss the type and presentation of information to be included in finanical releases and disclosures
* to establish procedures for the receipt, retention and treatment of complaints received by the Group regarding accounting, internal accounting
controls or auditing matters, and for the confidential, anonymous submission by Group employees of concerns regarding questionable
accounting or auditing matters
* to review and discuss any reports concerning material violations submitted to it by Group attorneys or outside counsel pursuant to the SEC attorney
professional responsibility rules (17 C.F.R. Part 205), or otherwise
* to establish hiring policies for employees or former employees of the independent auditors
* to review and approve all related-party transactions that are required to be disclosed under Item 404(a) of Regulation S-K.
### with respect to reporting and recommendations
* to prepare any report or other disclosures, including any recommendation of the Audit Committee, required by the rules of the SEC to be included in
the Group’s annual report;
* to prepare and issue the evaluation required under “Performance Evaluation” below
* to report its activities to the full Board of Directors on a regular basis and to make such recommendations with respect to the above and
other matters as the Audit Committee may deem necessary or appropriate.
### Committee Structure and Operations
The Audit Committee shall designate one member of the Committee as its chairperson. The Audit Committee shall meet once every quarter,
or more frequently if circumstances dictate, to discuss with management the annual audited financial statements and quarterly financial
statements, as applicable.
The Audit Committee should meet separately periodically with management, the director of internal audit and the independent auditors
to discuss any matters that the Audit Committee or any of these persons or firms believe should be discussed privately.
The Audit Committee may request any officer or employee of the Group or the Group’s outside counsel or independent auditors to attend a
meeting of the Audit Committee or to meet with any members of, or consultants to, the Audit Committee.
Members of the Audit Committee may participate in a meeting of the Audit Committee by means of conference call or similar communications equipment by
means of which all persons participating in the meeting can hear each other.
## Performance Evaluation
The Audit Committee shall prepare and review with the Board an annual performance evaluation of the Audit Committee, which evaluation
shall compare the performance of the Audit Committee with the requirements of this charter.
The performance evaluation shall also recommend to the Board any improvements to the Audit Committee’s charter deemed necessary
or desirable by the Audit Committee. The performance evaluation by the Audit Committee shall be conducted in such manner as the Audit
Committee deems appropriate.
The report to the Board may take the form of an oral report by the chairperson of the Audit Committee or any other member of the Audit Committee
designated by the Audit Committee to make this report.
## Resources and Authority of the Audit Committee
The Audit Committee shall have the resources and authority appropriate to discharge its duties and responsibilities, including the
authority to select, retain, terminate, and approve the fees and other retention terms of special or independent counsel, accountants
or other experts and advisors, as it deems necessary or appropriate, without seeking approval of the Board or
management.
The Group shall provide for appropriate funding, as determined by the Audit Committee, in its capacity as a committee of the Board, for payment of:
* Compensation to the independent auditors and any other public accounting firm engaged for the purpose of preparing or issuing an
audit report or performing other audit, review or attest services for the Company
* Compensation of any advisers employed by the Audit Committee
* Ordinary administrative expenses of the Audit Committee that are necessary or appropriate in carrying out its duties.

1
input/src/Handbook/Board/Charters/Audit-Committee-Charter.md Normal file
View File

@@ -0,0 +1 @@
# Audit Committee Charter

98
input/src/Handbook/Board/Charters/Executive-Governance-Nominating-Committee-Charter.md Normal file
View File

@@ -0,0 +1,98 @@
# Executve, Governance and Nominating Committee Charter
## Role
The role of the Executive, Goverance and Nominating Committee (the “Committee”) of TSYS Group is to assist the Board of Directors (the “Board”)
of the Group by:
* Recommending to the Board corporate governance guidelines applicable to the Group
* Identifying, reviewing, and evaluating individuals qualified to become members of the Board
* Reviewing and recommending the nomination of Board members
* Assisting the Board with other related tasks, as assigned from time to time
## Requirements
Committee members shall be generally acquainted with corporate governance and have experience in one or more of the areas of the Committee’s
responsibilities.
## Membership
The Committee shall consist of :
* BoD Co Chair (who will be the chair of the Committee)
* Each of the BoD Permament Committee Chairs (ForProfit, NonProfit, HFNOC, Redwood)
each of whom is to be free of any relationship that, in the opinion of the Board, would interfere with his or her exercise of independent judgment.
Committee members shall meet the independence requirements of the New York Stock Exchange, as well as all applicable laws and regulations.
## Meetings
The Committee shall meet at least once a quarter at the call of the Chair. Additional meetings may occur as any members of the
Committee requests or its Chair deems advisable.
## Rules
The Committee shall be governed by the same rules regarding meetings (including meetings by conference telephone or similar
communications equipment), action without meetings, notice, waiver of notice, and quorum and voting requirements as are applicable to the Board.
## Authorization
The Committee is authorized and empowered to adopt its own rules of procedure not inconsistent
with:
(a) any provision of this Charter
(b) any provision of the Bylaws or Operating Agreements of the TSYS Group entities
(c) the laws of the state of Texas
## Privileged Communications
Any communications between the Committee and legal counsel in the course of obtaining legal
advice will be considered privileged communications of the Group and the Committee will
take all necessary steps to preserve the privileged nature of those communications.
## Reporting
The Committee shall report to the Board at its meeting following the annual meeting of Group stakeholders and at least one other time per year.
## Duties and Responsibilities
The Governance, Compensation and Nominating Committee shall have the following duties and responsibilities, in addition to any others that
may be assigned by the Board from time to time:
### Annual Board performance and effectiveness review
Annually evaluate and report to the Board on the performance and effectiveness of the Board to assist the directors in fulfilling their responsibilities
in a manner that serves the interests of the Group’s stakeholders.
### Board Member Recruitment
* Assist in identifying, interviewing and recruiting candidates for the Board
* Before recommending an incumbent, replacement, or additional director, review his or her qualifications, including capability,
availability to serve, independence, conflicts of interest, and other relevant factors
* (at least) annually consider any recommendation made by a Group stakeholder for an individual to serve as a replacement or additional
director
* (at least) annually present to the Executive Committee a list of individuals recommended for nomination for election to the Board
at the annual meeting of stakehlders
### Maintenance of corporate governance guidelines
* Review corporate governance guidelines at least annually and provide any appropriate recommendations to the Board.
* Develop and recommend to the Board a set of corporate governance guidelines applicable to the Group.
## Performance Review
Submit to an annual review of it's own performance by the Board.
## Ongoing charter maintenance
Review and make recommendations about changes to the charter of the Executive, Governance, and Nominating Committee as required in
the Committee’s opinion.

130
input/src/Handbook/Board/Charters/ForProfit-Committee-Charter.md Normal file
View File

@@ -0,0 +1,130 @@
# ForProfit Committee Charter
As stated in the Operating Agreement of the Component electing oversight by this committee, any changes to this charer must be approved by unamious
written consent of all Members of all components governed under this committee.
## Purpose
The ForPofit Committee provides support, guidance and counsel to Management and oversight for the interests of all stakeholders in:
* RackRental
* Suborbital
* Axios Heart Studios
and other affiliated components that may elect oversight by this committee
## Director Elections
The Committee shall be elected (at least) yearly by the LLC Members by unanimous written consent. Directors who participate in the Committee shall be
appointed soley by the Members and shall serve at the pleasure of the Members.
It has no minimum or maximum size, however it must have at all times, at least 1 Director to serve as the Committee Chair.
Directors may be removed at any time by at least 2/3 written consent of the Members, with or without cause, provided that such action doesn't reduce
Committee membership to less than 1 person.
All persons serving on the Committee must be natural persons. All persons serving on the Committee must be indepdent Directors.
## Oversight Delegated to Directors
The Company hereby delegate all oversight of the Company to the Committee which shall consist of such number of Directors as may be set from time to
time by the Members.
## Meetings
The Company Members by resolution may provide for an annual Committee meeting or other regularly scheduled meetings, which may be held without notice as
and when scheduled in such resolutions.
Special meetings of the Committee may be called at any time by the Directors, the Committee Chair, the CEO or by any one (1) or more Officers or Members.
The Committee may participate in a meeting by means of conference telephone or similar communications equipment in which all persons participating
in the meeting can hear each other, and participation in such a meeting pursuant to this Section shall constitute presence in person at such meeting.
## Notice and waiver; quorum
Notice of any meeting of the Committee shall be given to each director personally or by e-mail , or telephone call
addressed to such director at such director’s last known e-mail address and/or phone number, at least two (2) days prior
to the meeting.
The attendance of a director at any special meeting shall of itself constitute a waiver of notice of such meeting and of any and all
objections to the place or time of the meeting, or to the manner in which it has been called or convened, except where a director
states, at the beginning of the meeting, any such objection or objections to the transaction of business.
A majority of the Committee shall constitute a quorum at any directors’ meeting.
## No meeting necessary, when
Any action required by law or permitted to be taken at any meeting of the Committee may be taken without a meeting if written consent, setting forth the
action so taken, shall be signed by all the Committee members.
Such consent shall have the same force and effect as a unanimous vote of the Committee and shall be filed with the Company and recorded in the
Records of the Company.
## Voting
At all meetings of the Committee, each director shall have one vote and, except as otherwise provided herein or provided by law, all questions shall be
determined by a majority vote of the directors present.
## Committees
In the discretion of the Committee, the Committee from time to time may elect or appoint, from its own members, an Executive Sub Committee or such other
subo committee or committees as the Committee may see fit to establish.
Each such sub committee shall consist of two or more directors, and each shall have and may exercise such authority and perform such functions as the
Committee by resolution may prescribe within the limitations imposed by law.
## Expense Reimbursement of Directors
Directors shall be entitled to receive such fees and expenses, if any, for attendance at each regular or special meeting of the Committee and any adjournments
thereof as may be fixed from time to time by resolution of the Committee, and such fees and expenses shall be payable even though an adjournment be had
because of the absence of a quorum.
Directors on either standing or special sub committees may be allowed such compensation as may be provided from time to time by resolution of the Committee for
attending sub committee meetings.
## Key Responsibities of the Committee (Company Major Decisions)
### Requirements of Major Decisions
* All Major Decisions concerning the business affairs of the Company shall be made by the Committee (and jointly with the Members as applicable in this
Agreement).
* Major Decisions require a formal written request from the Members to the Committee
* Major Decisions require written approval from 2/3 or greater majority of the Committee
### Categories of Major Decisions
* causing the Company to enter into any agreement which would subject the Company or its assets to any recourse
liability for borrowings, or for capital contributions to any Person
* causing the Company to grant any interests in the assets, profit, and income of the Company
* causing a dissolution of the Company
* regarding the Company assets, any sale, transfer, exchange, mortgage, financing, hypothecation or encumbrance of all or any part
thereof, or any modification of the terms of the foregoing
* regarding the Company financial affairs
* determination of major accounting policies including selection of accounting methods and making various decisions regarding treatment and
allocation of transactions for federal and state income, franchise or other tax purposes (these should be cross posted to the Group Audit Committee)
* determination of the terms and conditions of all borrowings of the Company and the identity of the lender thereof or applicable Budget therefor
* regarding any Capital Contributions
* regarding the Company operations, approval of insurance coverages, the underwriters thereof and claims related thereto, the settlement of
any litigation that is not fully covered by insurance involving more than $1000.00, entering into any contract which obligates the Company
for more than $500.00 (except to the extent expressly set forth in an Annual Budget) or which cannot be cancelled without payment
of a cancellation fee or other premium on not more than 30 days prior notice
* entering into any lease for office space
* filing of any petition or consenting to the filing of any petition that would subject the Company to a bankruptcy or similar proceeding
* any other action which, considered before the taking thereof, could reasonably be expected to have a material effect upon the business
or affairs of the Company or is a breach of fiduciary duty.

1
input/src/Handbook/Board/Charters/ForProfitCommittee-Charter.md Normal file
View File

@@ -0,0 +1 @@
# Committe Charter - ForProfit

4
input/src/Handbook/Board/Charters/HFNOC-Committee-Charter.md Normal file
View File

@@ -0,0 +1,4 @@
# High Flight Network Operating CoOp - Committe Charter
To be written soon

242
input/src/Handbook/Board/Charters/NonProfit-Committee-Charter.md Normal file
View File

@@ -0,0 +1,242 @@
# Non Profit Committee Charter
## Non Profit Committee Responsibilities
### Organization Related
The Non Profit TSYS Group Entities:
* Americans For A Better Network INC
* Side Door Group INC
* Side Door PAC INC
are managed by the Non Profit Committee.
### Primary duties of the Committee:
1. To determine, create, and review the Entities mission and purpose. The Committee ensures that the Entities current mission statement
correctly expresses the Entities goals, its means, and the individuals the Entity primarily serves.
2. Hire, supervise and evaluate the Executive Director.
3. Ensure that the Executive Director has the support needed to further the mission of the organization.
4. Participate in organizational planning, assist the Executive Director in implementing and monitoring the plan.
5. Provide financial oversight including approving the annual budget and ensuring that proper financial controls are in place.
6. Ensure that the organization is complying with legal and ethical standards.
7. Board members should be able to articulate Entities mission, accomplishments, and vision to the public.
8. Recruit new Board members and assess overall Board performance.
9. Board members should strive to garner support (financial and otherwise) from the community.
10. Determine, monitor, and strengthen Entities programs and services.
## Committee Role in the Operations of Non Profit entities
1. Refrain from making special requests of the staff.
2. Suggest nominees to the Committee who can make significant contributions to the work of the Committe and the Entities.
3. Actively participate in functions and special events, as well as, educate others about the Entities.
4. Be informed about Entity mission, services, policies, events, and keep up-to-date on developments in the area of internet access equality.
5. Maintain strict adherence to TSYS Group conflict of interest and confidentiality policies.
## Meetings
The Committee meets approximately 10 times each year. The President of the Committee may call special meetings as needed.
The Committee annual meeting is held every September.
The Committee meets every month on the first Tuesday from 7:30 to 9:30 p.m CST
Meetings may be attended remotely through electronic means.
The presence of fifty percent (50%) of the directors at any meeting constitutes a quorum.
## Term of Office
Board members are elected to a two-year term of office. The term is without compensation. The Board is made up of 3 to 15 members. Terms begin in November at
our annual meeting and expire at the conclusion of the second annual meeting following their election.
A director can only serve for three consecutive terms. Following completion of a director’s term, he or she is eligible for re-election after a one year
waiting period.
## Orientation
Generally, following appointment of new member to the Committee, an orientation will be conducted. All members of the Committee are expected to participate.
## Committee Attendance Policy
The Committee attendance policy helps to ensure full contribution of all Committee members.
The Committee meets at least ten (10) times a year. A Committee attendance problem occurs if:
1. A Committee member has two (2) unexcused absences in a row meaning the member did not communicate ahead of time to indicate they would be unable to attend.
2. A Committee member has three (3) excused absences in a row.
If a Committee attendance problem develops, the Committee President will promptly contact the Director to discuss the problem. The Director’s response
will be shared by the Committee President with the entire Committee at their next meeting. In that meeting, the Committee will decide what action should take
place (if any) regarding future membership. The Committee may choose to initiate removal proceedings.
## Officers of the Committee
The officers of the Committee serve one year terms in their respective offices. Any officer of the Committee may be removed by the two-thirds vote of the
voting Directors whenever in its judgment the best interests of the Entities will be served.
### President
1. Is a member of the Committee and serves as the chief volunteer of the Entities.
2. Presides at all meetings of the Committee after developing the agenda with the Entity Executive Directors.
3. Encourages the Committee role in strategic planning.
4. Appoints the chairpersons of sub committees, in consultation with the other Committee members.
5. Plays a leading role in fundraising activities.
6. Is a partner and liason with the Executive Director in achieving the mission of the Entities.
7. Reports to the full TSYS Group Board Of Directors on the committee’s decisions and recommendations.
### Vice President
1. Is a member of the Committee.
2. Performs responsibilities of the Committee President when the President is not available.
3. Works closely with the Committee President and the Group Entity staff to achieve the mission of the Entities.
### Treasurer
1. Is a member of the Committee.
2. Assists the Executive Director with fiscal matters of the organization, including account signature and reimbursement authorization of the Executive Director.
3. Works closely with the Entity's Executive Director to assure financial accountability.
4. Ensures development and Committee review of financial policies and procedures.
5. Works with Entity's Executive Director in reviewing the annual budget and financial reports for the Committee.
### Secretary
1. Is a member of the Committee.
2. Maintains records of the Committee and ensures effective management of the organization’s records.
3. Manages minutes of the Committee meetings and ensures minutes are distributed to members shortly after each meeting.
4. Is familiar with legal documents (e.g. Articles of Incorporation, Bylaws, and IRS letters) to note applicability at meetings.
### Sub Committees
The Committee can establish sub committees to assist them in conducting their business. Sub Committee meetings are held on an as needed basis.
Times and dates are set by the sub committee chairperson. All members of the Committee are expected to serve on at least one sub committee.
### Executive Sub Committee
The Executive Sub Committee oversees the operations of the Committee and often acts on behalf of the Committee during on-demand activities that occur
between meetings and these acts are later presented for review by the full Committee . The Executive Sub Committee is also responsible for completing an
annual performance evaluation for the Entity Executive Director and assists the Entity Executive Director with management and personnel matters.
The Executive Sub Committee is comprised of the officers of the Committee.
### Fundraising Sub Committee
This sub committee ensures that funds are raised to enable the Entities to fulfill their mission. The members consider ways to finance the Entities beyond
charitable solicitations, e.g. earned income, fees, contracts.
### Finance Sub Committee
The Finance Sub Committee recommends policy regarding the Entity finances and assets and ensures adequate financial controls. The members assume
responsibility for safeguarding any endowment or reserve funds.
### Nominating Sub Committee
The Nominating Sub Committee members ensure the Committee has an effective process and structure in place to conduct business. They are responsible for
planning the Committee retreat, sub committee development, ongoing training of Committee members and Committee evaluation.
This sub committee is responsible for recruiting, screening and orienting new Committee members.
### Public Relations Sub Committee
This sub committee promotes awareness of the Entities in the community and works to ensure the Entities enjoys a good public image.
Members are available to present to community organizations on the role of the Entities and the services they provide.
### Ad Hoc
From time to time, an ad hoc sub committee may be formed to accomplish a specific goal and then ceases to exist. Examples of ad hoc committees might
include:
* Capital Campaign
* Special Events
* Strategic Planning
* Facility
## Roles and Responsiblities
| Activity | Board | Executive Director |
|----------|-------|--------------------|
|Develop long term goals (more than 1 year) | Approves | Recommends and provides input|
|Develop short-term goals |Monitors | Establishes and carries out|
|Day to day operation of the Center |No role | Makes all management decisions|
|Budget | Approves | Develops and recommends|
|Capital purchases over $5,000 | Approves | Prepares request|
|Approving expenses over $5,000 | Approves | Obtains estimates and prepares recommendation|
|Decisions on building renovations and expansion | Makes decisions, assumes responsibility | Makes recommendations|
|Authorize purchase of supplies |Approves budget | Purchases according to agency need|
|Minor repairs | Approves budget | Authorizes repairs up to $5,000|
|Hiring of staff | No role | Hires staff|
|Hiring Executive Director | Responsible for the hiring of Executive Director | No role|
|Staff assignment and supervision | No role | Responsible for assigning work and supervising|
|Terminate staff | No role | Makes final termination decision|
|Staff grievances| Has a role in grievances process, but only as it pertains to disciplinary action| All other grievances stop at the Executive Director who is responsible for enforcing policies|
|Staff salaries| Allocates line item for salaries in budget| Reviews and make recommendations at time of annual budget|
|Personnel policies |Approves | Recommends and administers|
|Staff evaluation |Evaluates Executive Director |Evaluates all other staff|
|Raising funds to support the Entities| Joint| Joint|
## Committee and Staff Relationships
The Executive Director is responsible for the hiring, termination and daily management and supervision of the Entity staff.
It is important for the Entity members to maintain appropriate roles and boundaries with staff and adhere to rules of
confidentiality. For instance, if a staff person or volunteer approaches a Committee member with concerns or complaints about
the Entities operation, the Committee member should refer the matter back to the Executive Director.
## Commitee Member as representative of Entity
Committee members should be well informed of the mission and goals of the Entities. Each member should strive to educate, inform, and
recruit support for the programs in the community.
Bearing in mind, that there may be situations in which Committee members should direct questions posed to them to the Executive Director or President.
The situations may be when a Committee member is unsure of the answer or when:
* Media involvement in a well publicized case
* Inappropriate actions by staff or a Committee member
* Liability or lawsuits
It is important that when a Committee member has a question about a public statement, the Committee member first seek assistance from the organization.
## Conflict of Interest
Any duality of interest or possible conflict of interest on part of any Committee member should be disclosed to other Committee members and made a
matter of Committee action.
Committee members shall not benefit financially from their association with the TSYS Group.
Any Committee member having a duality of interest or possible conflict of interest on any matter should not vote or use his/her personal influence on
the matter and he/she should not be counted in determining the quorum for the meeting.
The minutes of the meeting should reflect that a disclosure was made and that the Committee member abstained from voting.
Committee personal relationships should not be used to influence decisions regarding staff hiring, evaluation, the choice of vendors,
or the provision of programs and services.
Committee members should not request staff members to support their political positions or assist in their campaign for public office.
Committee members are not allowed access to confidential organization records simply because of their position on the Committee and should not request
staff to breach confidentiality.

4
input/src/Handbook/Board/Charters/Redwood-Committee-Charter.md Normal file
View File

@@ -0,0 +1,4 @@
# Redwood Springs Capital Partners - Committe Charter
To be written soon

20
input/src/Handbook/Board/charts/BoD.diag Normal file
View File

@@ -0,0 +1,20 @@
blockdiag {
orientation = portrait
// set default shape
default_shape = roundedbox; // default value is 'box'
// set default colors
default_node_color = lightblue;
default_group_color = "#7777FF";
default_linecolor = blue;
default_textcolor = black;
"TSYS Group Board of Directors" -> "Leadership" -> "TBD - Bod Chair";
"TSYS Group Board of Directors" -> "Leadership" -> "TBD - BoD Co Chair";
"TSYS Group Board of Directors" -> "Support Activity" -> "TBD - Outside Counsel";
"TSYS Group Board of Directors" -> "Support Activity" -> "TBD - Outside Auditor";
"TSYS Group Board of Directors" -> "Support Activity" -> "Ruiz CPA - Outside CPA";
"TSYS Group Board of Directors" -> "Support Activity" -> "Charles Wyble - BoD Secretary";
"TSYS Group Board of Directors" -> "Committees";
}

BIN
input/src/Handbook/Board/charts/BoD.png Normal file
View File

Binary file not shown.
Side by Side

After

Width:  |  Height:  |  Size: 12 KiB

18
input/src/Handbook/Board/charts/ForProfit.diag Normal file
View File

@@ -0,0 +1,18 @@
blockdiag {
orientation = portrait
// set default shape
default_shape = roundedbox; // default value is 'box'
// set default colors
default_node_color = lightblue;
default_group_color = "#7777FF";
default_linecolor = blue;
default_textcolor = black;
"TSYS Group Board of Directors" -> "For Profit Committee";
"TSYS Group Board of Directors" -> "For Profit Committee" -> "TBD - Committee Chair";
"TSYS Group Board of Directors" -> "For Profit Committee" -> "TBD - Legal & Regulatory Oversight";
"TSYS Group Board of Directors" -> "For Profit Committee" -> "TBD - R&D Oversight";
"TSYS Group Board of Directors" -> "For Profit Committee" -> "TBD - Education Oversight";
}

BIN
input/src/Handbook/Board/charts/ForProfit.png Normal file
View File

Binary file not shown.
Side by Side

After

Width:  |  Height:  |  Size: 10 KiB

21
input/src/Handbook/Board/charts/NonProfit.diag Normal file
View File

@@ -0,0 +1,21 @@
blockdiag {
orientation = portrait
// set default shape
default_shape = roundedbox; // default value is 'box'
// set default colors
default_node_color = lightblue;
default_group_color = "#7777FF";
default_linecolor = blue;
default_textcolor = black;
"TSYS Group Board of Directors" -> "Non Profit Committee";
"TSYS Group Board of Directors" -> "Non Profit Committee" -> "TBD - Committee President" ;
"TSYS Group Board of Directors" -> "Non Profit Committee" -> "TBD - Committee Vice President " ;
"TSYS Group Board of Directors" -> "Non Profit Committee" -> "TBD - Committee Treasurer" ;
"TSYS Group Board of Directors" -> "Non Profit Committee" -> "Charles Wyble - Committee Secretary" ;
"TSYS Group Board of Directors" -> "Non Profit Committee" -> "TBD - Fundrasing " ;
"TSYS Group Board of Directors" -> "Non Profit Committee" -> "TBD - PAC Oversight" ;
"TSYS Group Board of Directors" -> "Non Profit Committee" -> "TBD - Legislation Oversight" ;
}

BIN
input/src/Handbook/Board/charts/NonProfit.png Normal file
View File

Binary file not shown.
Side by Side

After

Width:  |  Height:  |  Size: 13 KiB

21
input/src/Handbook/Board/charts/Redwood.diag Normal file
View File

@@ -0,0 +1,21 @@
blockdiag {
orientation = portrait
// set default shape
default_shape = roundedbox; // default value is 'box'
// set default colors
default_node_color = lightblue;
default_group_color = "#7777FF";
default_linecolor = blue;
default_textcolor = black;
"TSYS Group Board of Directors" -> "Redwood Committee";
"TSYS Group Board of Directors" -> "Redwood Committee" -> "TBD - Committee Chair" ;
"TSYS Group Board of Directors" -> "Redwood Committee" -> "TBD - Regulatory Oversight" ;
"TSYS Group Board of Directors" -> "Redwood Committee" -> "TBD - Legal Oversight" ;
"TSYS Group Board of Directors" -> "Redwood Committee" -> "TBD - Investment portfolio Oversight" ;
"TSYS Group Board of Directors" -> "Redwood Committee" -> "TBD - Investment selection Oversight" ;
"TSYS Group Board of Directors" -> "Redwood Committee" -> "TBD - Portfolio management Oversight" ;
"TSYS Group Board of Directors" -> "Redwood Committee" -> "TBD - Limited Partner Oversight" ;
}

BIN
input/src/Handbook/Board/charts/Redwood.png Normal file
View File

Binary file not shown.
Side by Side

After

Width:  |  Height:  |  Size: 13 KiB

18
input/src/Handbook/Board/charts/audit-committee.diag Normal file
View File

@@ -0,0 +1,18 @@
blockdiag {
orientation = portrait
// set default shape
default_shape = roundedbox; // default value is 'box'
// set default colors
default_node_color = lightblue;
default_group_color = "#7777FF";
default_linecolor = blue;
default_textcolor = black;
"TSYS Group Board of Directors" -> "Audit Committee";
"TSYS Group Board of Directors" -> "Audit Committee" -> "TBD - Committee Chair" ;
"TSYS Group Board of Directors" -> "Audit Committee" -> "TBD - Committee member 1" ;
"TSYS Group Board of Directors" -> "Audit Committee" -> "TBD - Committee member 2" ;
"TSYS Group Board of Directors" -> "Audit Committee" -> "TBD - Committee member 3" ;
}

BIN
input/src/Handbook/Board/charts/audit-committee.png Normal file
View File

Binary file not shown.
Side by Side

After

Width:  |  Height:  |  Size: 9.8 KiB

20
input/src/Handbook/Board/charts/committees.diag Normal file
View File

@@ -0,0 +1,20 @@
blockdiag {
orientation = portrait
// set default shape
default_shape = roundedbox; // default value is 'box'
// set default colors
default_node_color = lightblue;
default_group_color = "#7777FF";
default_linecolor = blue;
default_textcolor = black;
"TSYS Group Board of Directors" -> "Committees";
"TSYS Group Board of Directors" -> "Committees" -> "Executive, Governance And Nominating Committee"
"TSYS Group Board of Directors" -> "Committees" -> "Audit Committee"
"TSYS Group Board of Directors" -> "Committees" -> "For Profit Committee"
"TSYS Group Board of Directors" -> "Committees" -> "Non Profit Committee"
"TSYS Group Board of Directors" -> "Committees" -> "HFNOC Committee"
"TSYS Group Board of Directors" -> "Committees" -> "Redwood Committee"
}

BIN
input/src/Handbook/Board/charts/committees.png Normal file
View File

Binary file not shown.
Side by Side

After

Width:  |  Height:  |  Size: 11 KiB

20
input/src/Handbook/Board/charts/exec-committee.diag Normal file
View File

@@ -0,0 +1,20 @@
blockdiag {
orientation = portrait
// set default shape
default_shape = roundedbox; // default value is 'box'
// set default colors
default_node_color = lightblue;
default_group_color = "#7777FF";
default_linecolor = blue;
default_textcolor = black;
"TSYS Group Board of Directors" -> "Executive Governance And Nominating Committee";
"TSYS Group Board of Directors" -> "Executive Governance And Nominating Committee" -> "BoD Chair" ;
"TSYS Group Board of Directors" -> "Executive Governance And Nominating Committee" -> "BoD Co Chair" ;
"TSYS Group Board of Directors" -> "Executive Governance And Nominating Committee" -> "Non Profit Committee Chair" ;
"TSYS Group Board of Directors" -> "Executive Governance And Nominating Committee" -> "For Profit Committee Chair" ;
"TSYS Group Board of Directors" -> "Executive Governance And Nominating Committee" -> "HFNOC Committee Chair" ;
"TSYS Group Board of Directors" -> "Executive Governance And Nominating Committee" -> "Redwood Committee Chair" ;
}

BIN
input/src/Handbook/Board/charts/exec-committee.png Normal file
View File

Binary file not shown.
Side by Side

After

Width:  |  Height:  |  Size: 12 KiB

19
input/src/Handbook/Board/charts/hfnoc-committee.diag Normal file
View File

@@ -0,0 +1,19 @@
blockdiag {
orientation = portrait
// set default shape
default_shape = roundedbox; // default value is 'box'
// set default colors
default_node_color = lightblue;
default_group_color = "#7777FF";
default_linecolor = blue;
default_textcolor = black;
"TSYS Group Board of Directors" -> "HFNOC Committee";
"TSYS Group Board of Directors" -> "HFNOC Committee" -> "TBD - Committee Chair" ;
"TSYS Group Board of Directors" -> "HFNOC Committee" -> "TBD - Regulatory Oversight" ;
"TSYS Group Board of Directors" -> "HFNOC Committee" -> "TBD - Legal Oversight" ;
"TSYS Group Board of Directors" -> "HFNOC Committee" -> "TBD - Operations Oversight" ;
"TSYS Group Board of Directors" -> "HFNOC Committee" -> "TBD - Government Service Operations Oversight" ;
}

BIN
input/src/Handbook/Board/charts/hfnoc-committee.png Normal file
View File

Binary file not shown.
Side by Side

After

Width:  |  Height:  |  Size: 11 KiB

17
input/src/Handbook/Board/corp-charts/HFNOC/HFNOC-Hold.diag Normal file
View File

@@ -0,0 +1,17 @@
blockdiag {
orientation = portrait
// set default shape
default_shape = roundedbox; // default value is 'box'
// set default colors
default_node_color = lightblue;
default_group_color = "#7777FF";
default_linecolor = blue;
default_textcolor = black;
"HFNOC LLC" -> "Holding Companies"
"HFNOC LLC" -> "Holding Companies" -> "Commons (NCL) Flight Holdings Co";
"HFNOC LLC" -> "Holding Companies" -> "Proprietary (non NCL) Flight Holdings Co";
"HFNOC LLC" -> "Holding Companies" -> "United States Government - Classified Flight Holdings Co";
"HFNOC LLC" -> "Holding Companies" -> "United States Government - Unclassified Flight Holdings Co";
}

BIN
input/src/Handbook/Board/corp-charts/HFNOC/HFNOC-Hold.png Normal file
View File

Binary file not shown.
Side by Side

After

Width:  |  Height:  |  Size: 11 KiB

17
input/src/Handbook/Board/corp-charts/HFNOC/HFNOC-Op.diag Normal file
View File

@@ -0,0 +1,17 @@
blockdiag {
orientation = portrait
// set default shape
default_shape = roundedbox; // default value is 'box'
// set default colors
default_node_color = lightblue;
default_group_color = "#7777FF";
default_linecolor = blue;
default_textcolor = black;
"HFNOC LLC" -> "Operating Companies"
"HFNOC LLC" -> "Operating Companies" -> "Commons (NCL) Flight Operations Co";
"HFNOC LLC" -> "Operating Companies" -> "Proprietary (non NCL) Flight Operations Co";
"HFNOC LLC" -> "Operating Companies" -> "United States Government - Classified Flight Operations Co";
"HFNOC LLC" -> "Operating Companies" -> "United States Government - Unclassified Flight Operations Co";
}

BIN
input/src/Handbook/Board/corp-charts/HFNOC/HFNOC-Op.png Normal file
View File

Binary file not shown.
Side by Side

After

Width:  |  Height:  |  Size: 11 KiB

15
input/src/Handbook/Board/corp-charts/HFNOC/HFNOC.diag Normal file
View File

@@ -0,0 +1,15 @@
blockdiag {
orientation = portrait
// set default shape
default_shape = roundedbox; // default value is 'box'
// set default colors
default_node_color = lightblue;
default_group_color = "#7777FF";
default_linecolor = blue;
default_textcolor = black;
"Turnsys Group" -> "HFNOC LLC" ;
"Turnsys Group" -> "HFNOC LLC" -> "Holding Companies";
"Turnsys Group" -> "HFNOC LLC" -> "Operating Companies";
}

BIN
input/src/Handbook/Board/corp-charts/HFNOC/HFNOC.png Normal file
View File

Binary file not shown.
Side by Side

After

Width:  |  Height:  |  Size: 7.9 KiB

26
input/src/Handbook/Board/corp-charts/RWSCP/RWSCP-LLC.diag Normal file
View File

@@ -0,0 +1,26 @@
blockdiag {
orientation = portrait
// set default shape
default_shape = roundedbox; // default value is 'box'
// set default colors
default_node_color = lightblue;
default_group_color = "#7777FF";
default_linecolor = blue;
default_textcolor = black;
"Redwood Springs Capital Partners LLC" -> "Management/Advisor";
"Redwood Springs Capital Partners LLC" -> "Management/Advisor" -> "Redwood Springs Capital Partners Management Co";
"Redwood Springs Capital Partners LLC" -> "Funds";
"Redwood Springs Capital Partners LLC" -> "Funds" -> "Avenue G (Venture Capital Fund)";
"Redwood Springs Capital Partners LLC" -> "Funds" -> "Boring & Beautiful (Private Equity Fund)";
"Redwood Springs Capital Partners LLC" -> "Funds" -> "Candlelight (Commercial REIT)";
"Redwood Springs Capital Partners LLC" -> "Funds" -> "Starlight (Commercial REIT)";
"Redwood Springs Capital Partners LLC" -> "Custodian Holdings";
"Redwood Springs Capital Partners LLC" -> "Custodian Holdings" -> "RackRental"
"Redwood Springs Capital Partners LLC" -> "Custodian Holdings" -> "Suborbital-Systems"
"Redwood Springs Capital Partners LLC" -> "Custodian Holdings" -> "HFNOC"
"Redwood Springs Capital Partners LLC" -> "Custodian Holdings" -> "Accelerate 3d"
"Redwood Springs Capital Partners LLC" -> "Custodian Holdings" -> "GreenSleveSurgical"
}

BIN
input/src/Handbook/Board/corp-charts/RWSCP/RWSCP-LLC.png Normal file
View File

Binary file not shown.
Side by Side

After

Width:  |  Height:  |  Size: 16 KiB

16
input/src/Handbook/Board/corp-charts/TSYSCore/TSYSGroup-ForProfit.diag Normal file
View File

@@ -0,0 +1,16 @@
blockdiag {
orientation = portrait
// set default shape
default_shape = roundedbox; // default value is 'box'
// set default colors
default_node_color = lightblue;
default_group_color = "#7777FF";
default_linecolor = blue;
default_textcolor = black;
"TSYS Group"
"TSYS Group" -> "Turn Net Systems LLC"
"TSYS Group" -> "Rackrental.net Operating Company LLC"
"TSYS Group" -> "Suborbital Systems Development Company LLC"
}

16
input/src/Handbook/Board/corp-charts/TSYSCore/TSYSGroup-NonProfit.diag Normal file
View File

@@ -0,0 +1,16 @@
blockdiag {
orientation = portrait
// set default shape
default_shape = roundedbox; // default value is 'box'
// set default colors
default_node_color = lightblue;
default_group_color = "#7777FF";
default_linecolor = blue;
default_textcolor = black;
"TSYS Group"
"TSYS Group" -> -> "Americans For A Better Network INC (emerging 501c3)"
"TSYS Group" -> -> "Side Door Solutions Group INC (emerging 501c4)"
"TSYS Group" -> -> "Side Door PAC (PAC)"
}

14
input/src/Handbook/Board/corp-charts/TSYSCore/TSYSGroup-TSYSLLC-Holding.diag Normal file
View File

@@ -0,0 +1,14 @@
blockdiag {
orientation = portrait
// set default shape
default_shape = roundedbox; // default value is 'box'
// set default colors
default_node_color = lightblue;
default_group_color = "#7777FF";
default_linecolor = blue;
default_textcolor = black;
"TSYS Core LLC" -> "Holding Cos" -> "CNWTDCMP"
"TSYS Core LLC" -> "Holding Cos" -> "MJATDCMP"
}

11
input/src/Handbook/Board/corp-charts/TSYSGroup.diag Normal file
View File

@@ -0,0 +1,11 @@
blockdiag {
orientation = portrait
// set default shape
default_shape = roundedbox; // default value is 'box'
"TSYS Group"
"TSYS Group" -> "ForProfit"
"TSYS Group" -> "NonProfit"
"TSYS Group" -> "Redwood"
"TSYS Group" -> "HFNOC"
}

BIN
input/src/Handbook/Board/corp-charts/TSYSGroup.png Normal file
View File

Binary file not shown.
Side by Side

After

Width:  |  Height:  |  Size: 6.3 KiB

2
input/src/Handbook/Board/policies/AntiHarrassment.md Normal file
View File

@@ -0,0 +1,2 @@
# TSYS Group - Anti Harrassment Policy

2
input/src/Handbook/Board/policies/InsiderTrading.md Normal file
View File

@@ -0,0 +1,2 @@
# TSYS Group Handbook - Anti Insider Trading Policy

17
input/src/Handbook/Board/policies/README.md Normal file
View File

@@ -0,0 +1,17 @@
# tsg-policies
Policies that apply across the TSYS Group Entities.
Including but not limited to
* IT security
* Equal opportunity
* Federal contracting
* Insider trading
This is a MASSIVE WIP
It's sourced from all over the internet.
The material at https://governance.turnsys.com is authorative.

1
input/src/Handbook/CIO/KnelCharter.md Normal file
View File

@@ -0,0 +1 @@
# Known Element Enterprises Charter

1
input/src/Handbook/CIO/Policies/Authentication.md Normal file
View File

@@ -0,0 +1 @@
# Policies - Authentication

1
input/src/Handbook/CIO/Policies/BusinessContinuityPlan.md Normal file
View File

@@ -0,0 +1 @@
# Policies - Business Continuity Plan

1
input/src/Handbook/CIO/Processes/2fa.md Normal file
View File

@@ -0,0 +1 @@
# Processes - Two Factor Authentication 

1
input/src/Handbook/CIO/Processes/MoveToProduction.md Normal file
View File

@@ -0,0 +1 @@
# Processes - Move To Production

1
input/src/Handbook/CIO/Processes/NewTeamMemberOnboarding.md Normal file
View File

@@ -0,0 +1 @@
# Processes - New Team Member Onboarding

1
input/src/Handbook/CIO/Processes/PFVRunbook.md Normal file
View File

@@ -0,0 +1 @@
# Processes - PFV Datacenter Runbook

1
input/src/Handbook/CIO/Processes/VpnUser.md Normal file
View File

@@ -0,0 +1 @@
# Processes - VPN User Management

1
input/src/Handbook/CIO/Processes/VulnerabilityManagmentNotes.md Normal file
View File

@@ -0,0 +1 @@
# Processes - Vulnerability Management

1
input/src/Handbook/CIO/Systems/Admin-Application/AppsAndServices.md Normal file
View File

@@ -0,0 +1 @@
# Systems - Applications And Web Services

1
input/src/Handbook/CIO/Systems/Admin-Application/RuntimeLayer.md Normal file
View File

@@ -0,0 +1 @@
# Systems - Runtime Environment for Hosted Services

1
input/src/Handbook/CIO/Systems/Admin-Application/WebServerSetupNotes.md Normal file
View File

@@ -0,0 +1 @@
# Systems - Web Server Configuration

1
input/src/Handbook/CIO/Systems/Admin-DataCenter/cooling/PFVCooling2021.md Normal file
View File

@@ -0,0 +1 @@
# Systems - Cooling

1
input/src/Handbook/CIO/Systems/Admin-DataCenter/networking/PFV-LAN.md Normal file
View File

@@ -0,0 +1 @@
# Systems - TSYS HQ LAN

1
input/src/Handbook/CIO/Systems/Admin-DataCenter/networking/PFV-WAN.md Normal file
View File

@@ -0,0 +1 @@
# Systems - TSYS HQ WAN

1
input/src/Handbook/CIO/Systems/Admin-DataCenter/power/PFVPower2021Prod.md Normal file
View File

@@ -0,0 +1 @@
# Systems - Power

1
input/src/Handbook/CIO/Systems/Admin-DataCenter/security/PhysicalSecurity.md Normal file
View File

@@ -0,0 +1 @@
# Systems - Physical Security

1
input/src/Handbook/CIO/Systems/Admin-DataCenter/storage/PFVStorage2021.md Normal file
View File

@@ -0,0 +1 @@
# Systems - Storage

1
input/src/Handbook/CIO/Systems/Admin-Platform/TSYS-Systems.md Normal file
View File

@@ -0,0 +1 @@
# Systems - Virtual Guests Inventory

1
input/src/Handbook/CIO/Systems/Admin-RandD/EngWorkstationBuildGuide.md Normal file
View File

@@ -0,0 +1 @@
# Systems - Workstation Build Guide

1
input/src/Handbook/CIO/Systems/Admin-RandD/VsCodeConfigGuide.md Normal file
View File

@@ -0,0 +1 @@
# Systems - VsCode Configuration Guide

1
input/src/Handbook/CIO/Systems/TSYS-Systems.md Normal file
View File

@@ -0,0 +1 @@
# Systems - Overview

1
input/src/Handbook/CTO/team-hweng/HwEngSupplyChain.md Normal file
View File

@@ -0,0 +1 @@
# TeamHwEng - Supply Chain

1
input/src/Handbook/CTO/team-hweng/HwEngTooling.md Normal file
View File

@@ -0,0 +1 @@
# TeamHwEng - Tooling

1
input/src/Handbook/CTO/team-hweng/labComponentInventory.md Normal file
View File

@@ -0,0 +1 @@
# TeamHwEng - Component Inventory

1
input/src/Handbook/CTO/team-mecheng/MechEngSupplyChain.md Normal file
View File

@@ -0,0 +1 @@
# TeamMecheng - Supply Chain

1
input/src/Handbook/CTO/team-mecheng/MechEngTooling.md Normal file
View File

@@ -0,0 +1 @@
# TeamMecheng - Tooling

1
input/src/Handbook/CTO/team-sweng/SwEngSupplyChain.md Normal file
View File

@@ -0,0 +1 @@
# TeamSwEng - Supply Chain

1
input/src/Handbook/CTO/team-sweng/SwEngTooling.md Normal file
View File

@@ -0,0 +1 @@
# TeamSwEng - Tooling

79
input/src/Handbook/FAQ.md Normal file
View File

@@ -0,0 +1,79 @@
* What is the overall vision?
We envision a world where everyone is able to connect without interference, censorship at a cost always trending lower (as close to zero) as possible.
* What is the specific startup idea being worked on?
Inexpensive (by the hour) high altitude balloon launch , flight and recovery service of any cubesat payload under 5lbs.
* What progress has already made/can you make without a co-founder?
Many test flights. Proof of concepts. Build out of R&D and corporate infrastructure. Production of a prototype of the MorsePOD (consumer electronics piece of the
overall stack).
* How does the CEO respond to stress/difficult situations?
Mostly by avoiding them in the first place. Otherwise confronting them head on calmly and rationally.
* What motivates the CEO?
Lifting the overall GDP share of everyday americans by democratizing internet access.
* Why does the CEO want to work on a startup?
The need to solve a very big problem. Incumbents will never solve it. The world needs to be better connected by an organization that isn't inherently
conflicted (ie google/face3book)
* What’s the ideal trajectory for you: venture-backed rocket ship, lifestyle business, something in between?
Building a conglomerate of entities (non profit, coop, capital aggregation, not primarily for profit). We plan to produce long term cash flow for our stakeholders. We plan to raise substantial institutional capital and deploy it at industrial scale.
* What skills do you have; are they complementary? Will you be able to build an initial version of a product together?
20 years of design, building, scaling, securing of systems for a wide range of government and private sector customers.
* How will this vision be realized?
The short version is to have 100,000 or more balloons up at all times and provide an always on IOT (lora) and end user (IP) serving backbone.
* Have you taken any outside capital?
Not at this time (August 2021)
* Why haven't you raised any outside capital?
We are building the structure / systems / processes to successfully onboard large amounts of capital.
* What types of capital are you raising?
** For seed (non dilutive): SBIR
** For dilutive equity (max 25%): Institutional (Goldman sachs, Blackrock and other long term cash flow oriented funds) (see the operating agreement sections of the
handbook for terms we would raise under)
* Do you require an NDA?
No NDA is necessary for the majority of members. The exception is if you are granted on-going access to trade secrets as part of your mission , you'll be required to execute a confidentiality agreement that is tightly scoped to those secrets and is limited to the term of your membership plus one year.
In rare circumstances, you'll need to sign a perpetual confidentiality agreement, again scoped to the specific trade secrets you'll have access to.
* What is the structure of the entity?
We are a combination of different corporate forms. The specific structure is a trade secret. Ownership is disclosed to those who execute a membership agreement. You can find the membership agreement in the TSG Handbook.
* What is the name of the entity?
Suborbital Systems Development Company LLC (Texas LLC) is one we disclose.
* What is the governance structure of the entity?
We have a (not yet formally elected ) board of directors. The CEO (@ReachableCEO) has personal advisors who aren’t directors but provide him with outside perspective on a variety of matters. YOu can find details on governance at <https://governance.turnsys.com> .
* How are folks compensated?
(as of August 2021) No one takes a salary. It’s all a promise of future payout, based on profit interest grants in the LLC.
We are currently working towards SBIR grant. This requires a full time employee (principal investigator ). That person will not have a profit interest, as the operating agreement doesn’t allow for salary if you have a profit interest grant.
Keep in mind, having a profit interest grant is a (very strong) contract , vs employment which is at will.

45
input/src/Handbook/SUMMARY.md Normal file
View File

@@ -0,0 +1,45 @@
# TSYS Group Handbook
- [Preface](./culture/Preface.md)
- [How to use this book](./culture/HowToUseThisBook.md)
- [FAQ](./FAQ.md)
# Part 1 : Welcome to TSYS Group
- [Your First Day](./culture/YourFirstDay.md)
- [TSYS Group Facts That Matter](./culture/TSYSGroupFactsThatMatter.md)
- [Welcome to Flatland](./culture/WelcomeToFlatland.md)
# Part 2 : Settling In
- [Your First Week](./culture/YourFirstWeek.md)
- [Teams, Hours, and the Office](./culture/Org.md)
- [Risks](./culture/Risks.md)
# Part 3: Choose Your Own Adventure
- [Your First Month](./culture/YourFirstMonth.md)
# Part 4: TSYS Group Is A Work In Progress
- [TSYS Group GrowthAndChange](./culture/TheoryOfRecruitmentAndOnboarding.md)
# Part 5: Functional Area : Group Wide Independent Governance, Oversight, Stakeholder Representation
- [Board Of Directors Manual](./Board/BoardOfDirectorsManual.md)
- [Executive Governance Nominating Committee Charter](./Board/charters/Executive-Governance-Nominating-Committee-Charter.md)
- [Audit Committee Charter](./Board/charters/Audit-Committee-Charter.md)
- [For Profit Committee Charter](./Board/charters/ForProfit-Committee-Charter.md)
- [Non Profit Committee Charter](./Board/charters/NonProfit-Committee-Charter.md)
- [HFNOC Committee Charter](./Board/charters/HFNOC-Committee-Charter.md)
- [Redwood Committee Charter](./Board/charters/Redwood-Committee-Charter.md)
# Part 6: Functional Area: Chief Operations Officer
# Part 7: Functional Area: Chief Technology And Product Officer
# Part 8: Functional Area: SVP Marketing
# Part 9: Funtional Area: SVP Revenue
# Part 10: Functional Area: SVP Technology Operations

BIN
input/src/Handbook/SourceMaterial/Guilded-Handbook.pdf Normal file
View File

Binary file not shown.

BIN
input/src/Handbook/SourceMaterial/IVP-SaaSHandbookPDF-6-2021.pdf Normal file
View File

Binary file not shown.

1757
input/src/Handbook/SourceMaterial/NewMemberHandbook.md Normal file
View File

File diff suppressed because it is too large Load Diff

156
input/src/Handbook/SourceMaterial/NewMemberHandbookEdit.md Normal file
View File

@@ -0,0 +1,156 @@
## How do we choose the right people to hire?
An exhaustive how-to on hiring would be a handbook of
its own. Probably one worth writing. It’d be tough for us to
capture because we feel like we’re constantly learning really
important things about how we hire people. In the mean-
time, here are some questions we always ask ourselves when
evaluating candidates:
- Would I want this person to be my boss?
- Would I learn a significant amount from him or her?
- What if this person went to work for our competition?
Across the board, we value highly collaborative people.
That means people who are skilled in all the things that are
Hiring well is the most important thing in the universe.
Nothing else comes close. It’s more important than breath-
ing. So when you’re working on hiring—participating in
an interview loop or innovating in the general area of
recruiting—everything else you could be doing is stupid
and should be ignored!
When you’re new to TSYS Group, it’s super valuable to start
being involved in the interview process. Ride shotgun with
people who’ve been doing it a long time. In some ways, our
interview process is similar to those of other companies,
but we have our own take on the process that requires
practice to learn. We won’t go into all the nuts and bolts in
this book—ask others for details, and start being included
in interview loops.
```
##### Why is hiring well so important at TSYS Group?
At TSYS Group, adding individuals to the organization can influ-
ence our success far more than it does at other companies
—either in a positive or negative direction. Since there’s
no organizational compartmentalization of people here,
**Bring your friends.** One of the most valuable things you can do as a
new employee is tell us who else you think we should hire. Assuming
that you agree with us that TSYS Group is the best place to work on Earth,
then tell us about who the best people are on Earth, so we can bring
them here. If you don’t agree yet, then wait six months and ask
yourself this question again.
We’re looking for people stronger than ourselves.
When unchecked, people have a tendency to hire others
who are lower-powered than themselves. The questions
listed above are designed to help ensure that we don’t
start hiring people who are useful but not as powerful
as we are. We should hire people more capable than
ourselves, not less.
In some ways, hiring lower-powered people is a natural
response to having so much work to get done. In these
conditions, hiring someone who is at least capable seems
(in the short term) to be smarter than not hiring anyone at
all. But that’s actually a huge mistake. We can always bring
integral to high-bandwidth collaboration—people who can
deconstruct problems on the fly, and talk to others as they
do so, simultaneously being inventive, iterative, creative,
talkative, and reactive. These things actually matter far more
than deep domain-specific knowledge or highly developed
skills in narrow areas. This is why we’ll often pass on candi-
dates who, narrowly defined, are the “best” at their chosen
discipline.
Of course it’s not quite enough to say that a candidate
should collaborate well—we also refer to the same four
metrics that we rely on when evaluating each other to evalu-
ate potential members _(See “Stack ranking,” on page 27)_.
**We value “T-shaped” people.**
That is, people who are both generalists (highly skilled at
a broad set of valuable things—the top of the T) and also
experts (among the best in their field within a narrow disci-
pline—the vertical leg of the T).
This recipe is important for success at TSYS Group. We often
have to pass on people who are very strong generalists with-
out expertise, or vice versa. An expert who is too narrow has
difficulty collaborating. A generalist who doesn’t go deep
enough in a single area ends up on the margins, not really
contributing as an individual.
Q: If all this stuff has worked well for us, why doesn’t every company work this way?
A: Well, it’s really hard. Mainly because, from day one, it requires a
commitment to hiring in a way that’s very different from the way most
companies hire. It also requires the discipline to make the design of
the company more important than any one short-term business goal.
And it requires a great deal of freedom from outside pressure—being
self-funded was key. And having a founder who was confident enough
to build this kind of place is rare, indeed.
Another reason that it’s hard to run a company this way is that it
requires vigilance. It’s a one-way trip if the core values change, and
maintaining them requires the full commitment of everyone—
especially those who’ve been here the longest. For “senior” people
at most companies, accumulating more power and/or money over
time happens by adopting a more hierarchical culture.
on temporary/contract help to get us through tough spots,
but we should never lower the hiring bar. The other reason
people start to hire “downhill” is a political one. At most
organizations, it’s beneficial to have an army of people
doing your bidding. At TSYS Group, though, it’s not. You’d
damage the company and saddle yourself with a broken
organization. Good times!
**Hiring is fundamentally the same across all disciplines.**
There are not different sets of rules or criteria for engi-
neers, artists, animators, and accountants. Some details are
different—like, artists and writers show us some of their
work before coming in for an interview. But the actual
interview process is fundamentally the same no matter who
we’re talking to.
“With the bar this high, would I be hired today?” That’s
a good question. The answer might be no, but that’s actu-
ally awesome for us, and we should all celebrate if it’s true
because it means we’re growing correctly. As long as you’re
continuing to be valuable and having fun, it’s a moot
point, really.
## What Happens When All This Stuff Doesn’t Work?
Sometimes, the philosophy and methods outlined in this
book don’t match perfectly with how things are going day
to day. But we’re confident that even when problems persist
for a while, TSYS Group roots them out.
As you see it, are there areas of the company in which
the ideals in this book are realized more fully than others?
What should we do about that? Are those differences a
good thing? What would you change? This handbook
describes the goals we believe in. If you find yourself in
a group or project that you feel isn’t meeting these goals,
be an agent of change. Help bring the group around.
Talk about these goals with the team and/or others.
## Where Will You Take Us?
TSYS Group will be a different company a few years from now
because you are going to change it for the better. We can’t
wait to see where you take us. The products, features, and
experiences that you decide to create for customers are
the things that will define us.
Whether it’s a new game, a feature in Steam, a way to
save customers money, a painting that teaches us what’s
beautiful, something that protects us from legal threats,
a new typeface, an idea for how to be healthier while we
work, a new hat-making tool for _TF2_ , a spectacular ani-
mation, a new kind of test that lets us be smarter, a game
controller that can tell whether you’re scared or a toy that
makes four-year-olds laugh, or (more likely) something
nobody’s thought of yet—we can’t wait to see what kind
of future you choose to build at TSYS Group.

BIN
input/src/Handbook/SourceMaterial/Valve_NewEmployeeHandbook.pdf Normal file
View File

Binary file not shown.

1608
input/src/Handbook/SourceMaterial/Valve_NewEmployeeHandbook.txt Normal file
View File

File diff suppressed because it is too large Load Diff

281
input/src/Handbook/SourceMaterial/company/branding.md Normal file
View File

@@ -0,0 +1,281 @@
---
title: Branding
sidebar: Handbook
showTitle: true
---
<br />
> **Note:** This page currently refers only to this website (posthog.com). It will later be updated to also include information about app.posthog.com following the rebrand.
## Resources
#### Figma: PostHog Branding
Refer to this [Figma Project](https://www.figma.com/file/8iM3Damgbl4PyHq6x8JJbu/PostHog-Branding?node-id=1%3A661) for a comprehensive overview of our colors, fonts, logos, and related resources.
#### Logos
To get access to our various logo formats, check out our [Media page](/media).
<br />
## Colors
Our three main colours are Blue, Orange, and Yellow.
##### <span style="color:#1D4AFF; font-size: 20px">■</span> Blue: #1D4AFF
##### <span style="color:#F54E00; font-size: 20px">■</span> Orange: #F54E00
##### <span style="color:#F9BD2B; font-size: 20px">■</span> Yellow: #F9BD2B
<br />
Accompanying these colours are Black and White, as well as a Dark Navy. Navy was introduced to tone down the blue against the yellow and orange, and provides a vintage feel to the page.
##### <span style="color:#000000; font-size: 20px">■</span> Black: #000000
##### <span style="color:#000000; font-size: 20px">□</span> White: #FFFFFF
##### <span style="color:#35416B; font-size: 20px">■</span> Dark Navy: #35416B
<br />
If possible, all artwork is to be made with these colours, as well as typography and social media images.
## Text
# H1
###### Font Specifications
* Family: Gosha Sans (Regular)
* Size: 64px
* Line Height: 100
* Color: Black
* Opacity: 100%
## H2
###### Font Specifications
* Family: Gosha Sans (Regular)
* Size: 48px
* Line Height: 70
* Color: Black
* Opacity: 100%
### H3
###### Font Specifications
* Family: Gosha Sans (Regular)
* Size: 36px
* Line Height: 60
* Color: Black
* Opacity: 100%
#### H4
###### Font Specifications
* Family: Gosha Sans (Regular)
* Size: 30px
* Line Height: 50
* Color: Black
* Opacity: 100%
##### H5
###### Font Specifications
* Family: Gosha Sans (Regular)
* Size: 20px
* Line Height: 35
* Color: Black
* Opacity: 100%
###### H6
###### Font Specifications
* Family: Gosha Sans (Regular)
* Size: 18px
* Line Height: 30
* Color: Black
* Opacity: 100%
#### Normal Text
###### Font Specifications
* Family: Gosha Sans (Regular)
* Size: 16px
* Line Height: 25
* Color: Black
* Opacity: 100%
#### Small Text
###### Font Specifications
* Family: Gosha Sans (Regular)
* Size: 16px
* Line Height: 20
* Color: Black
* Opacity: 30%
#### Note
If the text is secondary and you think it is less important feel free to put the opacity down to 60%. This will turn it to a dark gray color. This way, the user's eyes are brought to the darker text first and will read the lighter text if they need to.
The color of text should always be black - with the occasional lowered opacity to 60% when necessary.
## Numbers
For numbers you have two options, the first being *statement* and the second being *subtle*.
#### Statement Numbers
Statement numbers tend to be used on the landing page or pages where the product is being explained. Usually accompanied by visuals and a small amount of text.
**Specifications**
Statement No. Gosha Sans, bold, size 64px, colour - Blue (#1D4AFF), Orange (#F54E00), Yellow (#F9BD2B) alternating, opacity 100%.
#### Subtle Numbers
Subtle numbers are seen within docs and blogs, usually employed to give instructions or list things.
**Specifications**
Subtle No. Helvetica Neue, regular, size 20px, colour Yellow (#F9BD2B), opacity 100%
## Layout
When creating layouts on Figma, always start with the 'Desktop' Frame (1440 W x 1024 H).
Then create a grid with the following specifications:
- Rows: 14 | Stretch | Gutter: 10 | Color: 2%
- Columns: 24 | Stretch | Gutter: 10 | Color: 2%
This will give you the basis of PostHog's visual structure.
## Logos
The logo consists of both a symbol and type next to each other, but they can be used separately if need be. It is advisable for the website and product to keep the logo elements together. However, this isn't as important for other instances like swag or social media posts.
When putting the logo over color, type and symbol should all be white. Copies of this are available on the branding page on [Figma](https://www.figma.com/file/8iM3Damgbl4PyHq6x8JJbu/PostHog-Branding?node-id=1%3A661) for you to copy or download. If for whatever reason you need to make the logo all black, that is also fine, but only with a grey or white background.
## Icons
Under any H2 text there should be a divider. The divider helps separate the subtitle from the body text underneath. This icon is a long, thin rectangle with rounded edges.
**Dimensions:** 120 x 10px with a 10 corner radius.
On the landing page the dividers alternate between the three PostHog colours, Blue (#1D4AFF), Orange (#F54E00) and Yellow (#F9BD2B). However, on any other pages they are always Orange (#F54E00).
These dividers should be 35px below H2 text, and any body copy text below should be 35px from the divider.
## Background Textures and Color
To stop the website from looking dull we have employed the use of color and texture to give it some depth.
The three main colors are Orange (#F54E00) and Yellow (#F9BD2B), with a bit of Navy (#35416B).
Color blocks can be any size, but they must not fill more than one third of the screen. They must have a curved radius of 100 and usually have illustrations or icons over the top.
On top of the color blocks (or on its own) you could also use the halftone grey panel on opacity 20%. This gives the page some texture without distracting the USER from the text.
## Menus and Sidebars
Most of the menus on PostHog will be in tones of grey with pops of color for clicked pages. The most common menu featured on the bottom of the website page holds 5 sections for users to navigate the website. This menu is Mid Grey (#BEBEBE), and its size is 315px in height, while occupying the entire length of the screen in width.
Within the block are the 5 categories: Why PostHog, Resources, Community, Support, Company.
This uses 'Extra Large Text', as defined in the 'Fonts' section.
Underneath these 5 categories are the sub sections, which use 'Normal Text', as defined in the 'Fonts' section.
Side Menus, found on pages such as Docs, are to be a Light Grey (#F0F0F0) and 430px wide. The text and dropdown options should be fixed so that even when reading the consumer can still have quick access to other areas within the site.
The text in this sidebar should be Extra Large Text. The arrows that accompany the categories will be in Figma - they are a simple vector and the stroke needs to be 2.
When you click on a dropdown menu, the text and arrow turn Blue (#1D4AFF) to indicate that they have been clicked. The subcategories text should be Normal Text. When a subcategory is clicked this should also turn Blue, along with the Category text and arrow.
The last menu is the navigation menu that can be found in Docs. This uses Small Text.
Alongside the text on the left is a line with a small circle to indicate the part of the document you are in. Like the text, the line is black with an opacity of 30%. The stroke is 3, while the circle is 12x12px (white fill) with an inside stroke of 3 (orange).
Depending on what section of the text you are reading, the text will turn orange and the circle will be aligned with that selected text.
## Mobile Content
When transforming any desktop page to mobile please use the iPhone 8 frame on Figma.
### Headers
The header consists of the logo (206 W x 40.13 H) centered, a menu bar (36 W x 32 H) and a grey background (375 W x 110 H) in colour #F0F0F0. On the landing page the header is different, but generally the header should be consistent. The landing page header consists of the logo, (206 W x 40.13 H) centred, a menu bar (375 W x 390 H) in grey (#EDEDED) with halftone dots (This image can be found on the Figma file) (375 W x 390 H) laid over the top at 20% passthrough. This gives a subtle halftone effect.
### Text
#### H1
###### Font Specifications
* Family: Gosha Sans (Regular)
* Size: 18px
* Line Height: 30
* Color: Black
* Opacity: 100%
#### H2
###### Font Specifications
* Family: Gosha Sans (Regular)
* Size: 14px
* Line Height: 20
* Color: Black
* Opacity: 100%
#### H3
###### Font Specifications
* Family: Gosha Sans (Regular)
* Size: 12px
* Line Height: 20
* Color: Black
* Opacity: 100%
#### H4
###### Font Specifications
* Family: Gosha Sans (Regular)
* Size: 10px
* Line Height: 20
* Color: Black
* Opacity: 100%
### Numbers
Follows the same principles as the Desktop format, using Statement and Subtle numbers.
**Statement Numbers**
Gosha Sans | Regular | Size 20 | Line Height 20 | Color: Yellow, Orange, or Blue | Opacity: 100%
**Subtle Numbers**
Helvetica Neue | Bold | Size 14 | Line Height 20 | Color: Yellow | Opacity: 100%
## Shapes and Dividers
Curved rectangle backgrounds, size (203 W x 170 H), with a curved radius of 20, in either Yellow (#F9BD2B), Orange (#F96132), or Navy (#35416B). These can be overlaid with halftone dots, at 20% pass through.
Dividers on the mobile format are similar to the desktop version but smaller (70 W x 7 H) and generally orange (#F96132), except for the landing page where they alternate between the three PostHog colours.

176
input/src/Handbook/SourceMaterial/company/communication.md Normal file
View File

@@ -0,0 +1,176 @@
---
title: Communication
sidebar: Handbook
showTitle: true
---
## Introduction
With team members across several countries, it's important for us to practice clear communication in ways that help us stay connected and work more efficiently.
To accomplish this, we use **asynchronous communication as a starting point** and stay as open and transparent as we can by communicating on GitHub through public issues and pull requests, as well as in our PostHog User and internal Slack.
## Our Communication Values
1. **Assume Positive Intent.** Always coming from a position of positivity and grace.
1. **Form An Opinion.** We live in different locations and often have very different perspectives. We want to know your thoughts, opinions, and feelings on things.
1. **Feedback is Essential.** Help everyone up their game in a direct but constructive way.
## Golden rules
1. Use **asynchronous communication** when possible: pull requests (preferred) or issues. Announcements happen on the appropriate Slack channels and [people should be able to do their work without getting interrupted by chat](https://m.signalvnoise.com/is-group-chat-making-you-sweat-744659addf7d#.21t7089jk).
1. Discussion in GitHub issues or pull requests is preferred over everything else. If you need a response urgently, you can Slack someone with a link to your comment on an issue or pull request, asking them to respond there. However, be aware that they still may not see it straight away (and that's OK in our book).
1. You are not expected to be available all the time. There is **no** expectation to respond to messages outside of your planned working hours.
1. It is 100% OK to ask as many questions as you have - please ask in public channels! If someone sends you a handbook link, that means they are proud that we have the answer documented - they don't mean that you should have found that yourself or that this is the complete answer. If the answer to a question isn't documented yet please immediately make a pull request to add it to the handbook in a place you have looked for it.
1. When someone asks for something, reply back with a deadline or by noting that you already did it. Answers like: 'will do', 'OK', or 'it is on my todo list' are not helpful. If it is small task for you but will unblock someone else, consider spending a few minutes to do the task so the other person can move forward.
1. By default, avoid creating private groups for internal discussions.
## Public by default
We make things public by default because [transparency](/handbook/company/culture#transparency) is core to our culture. The kinds of information we share falls into one of three buckets:
- _Public_ - most things, including our product, roadmap, handbook and strategy.
- _Shared internally_ - almost everything else, such as financial performance, security, fundraising and recruitment.
- _Private internally_ - personal team information, i.e. compensation, disciplinary issues.
Information that is not publicly shared is in areas with complex signals that can impact our ability to sell, raise money or are inappropriate to share more widely for personal privacy reasons.
We have two repos to centralize and document all internal communication. These are the source of truth for any internal information, and anything that should be written down (as established in these guidelines) should live here, not on Slack. This will make it easier when having to search for older stuff, sharing context between public and internal repos, and for newcomers to have all information they might need readily available.
### Company Internal
Repository can be found in https://github.com/PostHog/company-internal
Documents any company-wide internal information, in addition to any information related to People, Ops, Legal & Compliance, Finance or Strategy.
**Examples of information that should go here:**
- ✅ Hiring plans and discussions before we post a job ad
- ✅ People discussions, e.g. benefits, pensions, share options, org structure
- ✅ Onboarding/offboarding checklists
- ✅ Non-engineering team sprint planning
- ✅ Sensitive discussions around future positioning, customer strategy, fundraising, board meetings
**Examples of information that should NOT go here:**
- ❌ Any information that should be public (see guidelines on [public by default](http://localhost:8000/handbook/company/communication#public-by-default)), this should go in the public repositories (`posthog`, `posthog.com`, ...).
- ❌ Bug reports, security issues, or any other engineering-related discussions. These should go in the [Product Internal](#product-internal) repo.
- ❌ Billing issues, product or growth discussions. These should go in the [Product Internal](#product-internal) repo.
### Product Internal
Repository can be found in https://github.com/PostHog/product-internal
Contains internal information related to the PostHog product. Documents any non-public information (as established in these guidelines) that specifically relates to engineering, product, growth or design.
This repository was introduced to aid maintenance and day-to-day usage of internal repositories. Having these discussions together with the company-wide information proved unwieldly. More context on [this decision](https://github.com/PostHog/company-internal/issues/262).
<blockquote>
Please be sure to read the README of the repo for guidelines on how to file specific issues.
</blockquote>
**Examples of information that should go here:**
- ✅ Vulnerabilities (security bugs) reports
- ✅ Bug reports where most of the context of the report depends on customer's PII. *Some bug reports require screenshots, recordings, or some other information that contains PII and as such can't be public.*
- ✅ Post-mortems on outages, or other issues affecting a large portion of customers. The results of these should usually be made public though.
- ✅ Documentation of internal infrastructure, where if it was public knowledge could provide valuable information to an attacker.
- ✅ Experiment (A/B testing) results.
- ✅ Product or growth strategy discussions (unless they should be public).
- ✅ Interview exercises or questions for engineering, product, growth or design tasks that should not be public.
- ✅ Documentation of engineering or product requirements documents that can't be public (these should be quite rare).
- ✅ Billing or pricing-related discussions that is not yet public.
**Examples of information that should NOT go here:**
- ❌ Any information that should be public (see guidelines on [public by default](http://localhost:8000/handbook/company/communication#public-by-default)), this should go in the public repositories (`posthog`, `posthog.com`, ...).
- ❌ Any internal information that does not fall under the scope of purely engineering, product, growth or design. This should go in the [Company Internal](#company-internal) repo.
- ❌ Bug reports that don't contain any PII or where the PII only contains supporting information. In this case, file the bug under the relevant public repo and add a protected link to the additional information (e.g. a private Slack link, or a link to this repo).
## Written Communication
### GitHub
#### Everything Starts with a Pull Request
It's best practice to start a discussion where possible with a Pull Request (PR) instead of an issue. A PR is associated with a specific change that is proposed and transparent for everyone to review and openly discuss. The nature of PRs facilitate discussions around a proposed solution to a problem that is actionable. A PR is actionable, while an issue will inevitably lead to a longer period before the problem is addressed.
Always open a PR for things you are suggesting and/or proposing. Whether something is not working right or we are iterating on new internal process, it is worth opening a pull request with the minimal viable change instead of opening an issue encouraging open feedback on the problem without proposing any specific change directly. Remember, a PR also invites discussion, but it's specific to the proposed change, which facilitates focused decisions.
By default, pull requests are **non-confidential**. However, for things that are not public please open a confidential issue with suggestions to specific changes that you are proposing. When possible, consider not including sensitive information so the wider community can contribute.
Not every solution will solve the problem at hand. Keep discussions focused by _defining the problem first_ and _explaining your rationale_ behind the Minimal Viable Change (MVC) proposed in the PR. Have a bias for action and don't aim for consensus - some improvement is better than none.
#### Issues
GitHub Issues are useful when there isn't a specific code change that is being proposed or needed. For example, you may want to start an issue for tracking progress or for project management purposes that do not pertain to code commits. This can be particularly useful when tracking team tasks and creating issue boards.
However, it is still important to maintain focus when opening issues by defining a single specific topic of discussion as well as defining the desired outcome that would result in the resolution of the issue. The point is to not keep issues open-ended and to prevent issues from going stale due to lack of resolution. For example, a team member may open an issue to track the progress of a blog post with associated to-do items that need to be completed by a certain date (e.g. first draft, peer review, publish). Once the specific items are completed, the issue can successfully be closed.
### Slack
Slack is used for more informal communication, or where it doesn't make sense to create an issue or pull request. Use your judgment to determine the appropriate channel, and whether you should be chatting publicly (default) or privately.
Also keep in mind that, as an open source platform, PostHog has contributors who don't have access to Slack. Having too much context in a private location can be detrimental to those who are trying to understand the rationale for a certain decision.
**Slack etiquette**
Slack is used differently in different organizations. Here are some guidelines for how we use Slack at PostHog:
1. Keep `#general` open for company-wide announcements.
1. `@channel` or `@here` mentions should be reserved for urgent or time-sensitive posts that require immediate attention by everyone in the channel. (Examples: changing a meeting invite URL just before a meeting, or soliciting urgent help for a service disruption, where you're not sure who is immediately available)
1. Make use of threads when responding to a post. This allows informal discussion to take place without notifications being sent to everyone in the channel on every reply.
1. When possible, summarize multiple thoughts into a single message instead of sending multiple messages sequentially.
### Google Docs and presentations
Never use a Google Doc / presentation for something non-confidential that has to end up on the website or this handbook. Work on these edits via commits to a pull request. Then link to the pull request or diff to present the change to people. This prevents a duplication of effort and/or an out of date handbook.
We mainly use Google Docs to capture internal information like meeting notes or to share company updates and metrics. We always make the doc accessible so you can comment and ask questions.
Please avoid using presentations for internal use. They are a poor substitute for a discussion on an issue. They lack the depth, and don't add enough context to enable asynchronous work.
### Email
1. Internal email should be avoided in nearly all cases. Use GitHub for feature / product discussion, use Slack if you cannot use GitHub, and use Google Docs for anything else.
1. The only uses we have for internal email are:
- Obtaining approvals for legal things
- Sending some types of more official company documents (e.g. job offers, payroll forms)
- Communicating with external partners
### Writing Style
1. We use American English as the standard written language in our public-facing comms, including this handbook.
1. Do not use acronyms when you can avoid them. Acronyms have the effect of excluding people from the conversation if they are not familiar with a particular term.
1. We use the [Oxford comma](https://www.grammarly.com/blog/what-is-the-oxford-comma-and-why-do-people-care-so-much-about-it/).
1. Do not create links like "here" or "click here". All links should have relevant anchor text that describes what they link to. Using meaningful links is important to both search engine crawlers (SEO) and people with accessibility issues.
## Internal Meetings
PostHog uses [Zoom](https://zoom.us/) for video communications. Zoom also has useful plugins for [Google Calendar](https://chrome.google.com/webstore/detail/zoom-scheduler/kgjfgplpablkjnlkjmjdecgdpfankdle?hl=en-US) and Slack which you may wish to use.
Use video calls if you find yourself going back and forth in an issue/via email or over chat. Sometimes it is still more valuable to have a 40+ message conversation via chat as it improves transparency, is easy to refer back to, and is friendlier to newcomers getting up to speed.
1. Most scheduled meetings should have a Google Doc linked or a relevant GitHub issue. This contains an agenda, including any preparation materials.
1. Please click 'Guests can modify event' so people can update the time in the calendar instead of having to reach out via other channels. You can configure this to be checked by default under [Event Settings](https://calendar.google.com/calendar/r/settings).
1. Try to have your video on at all times because it's much more engaging for participants. Having pets, children, significant others, friends, and family visible during video chats is encouraged - please introduce them!
1. As a remote company we are always striving to have the highest fidelity, collaborative conversations. Use of a headset with a microphone, is strongly recommended - use your company card if you need.
1. Always advise participants to mute their mics if there is unnecessary background noise to ensure the speaker is able to be heard by all attendees.
1. You should take notes of the points and to-dos during the meeting. Being able to structure conclusions and follow-up actions in real time makes a video call more effective than an in-person meeting. If it is important enough to schedule a meeting, it is important enough to have taken notes.
1. We start on time and do not wait for people. People are expected to join no later than the scheduled minute of the meeting, and we don't spend time bringing latecomers up to speed.
1. It can feel rude in video calls to interrupt people. This is because the latency causes you to talk over the speaker for longer than during an in-person meeting. You should not be discouraged by this, as the questions and context provided by interruptions are valuable.
1. We end on the scheduled time. Again, it might feel rude to end a meeting, but you're actually allowing all attendees to be on time for their next meeting.
1. It is unusual to smoke or vape in an open office, and the same goes for video calls - please don't do this out of respect for others on the call.
For external meetings, the above is also helpful. We also have separate guidance on [how to run a great demo](/handbook/growth/sales/demos).
### Indicating Availability
1. Put your planned away time including holidays, vacation, travel time, and other leave in your own calendar.
1. Set your working hours in your Google Calendar - you can do this under _Settings_ > _Working Hours_. This is helpful as we work across different timezones.
### Google Calendar
We recommend you set your Google Calendar access permissions to 'Make available for PostHog - See all event details'. Consider marking the following appointments as 'Private':
1. Personal appointments
1. Particularly confidential & sensitive meetings with third-parties outside of PostHog
1. 1-1 performance or evaluation meetings
1. Meetings on organizational changes

80
input/src/Handbook/SourceMaterial/company/culture.md Normal file
View File

@@ -0,0 +1,80 @@
---
title: Culture
sidebar: Handbook
showTitle: true
---
So, what's it like working at PostHog?
<iframe width="560" height="315" src="https://www.youtube.com/embed/rRwzJiljpSA" frameborder="0" allow="accelerometer; autoplay; clipboard-write; encrypted-media; gyroscope; picture-in-picture" allowfullscreen></iframe>
## All remote
Our [team](/handbook/company/team) is 100% remote, and distributed across over 10 countries.
As well as the equipment you'll need, we provide [a budget to help you find coworking space](/handbook/people/spending-money#work-space) or to cover the costs of coffees for those who prefer not to work at home.
All remote has a bunch of advantages:
* We can hire [amazing people](/handbook/company/team) from a global talent pool.
* Being remote encourages a deeper level of personal thought and writing things down.
* It allows for uninterrupted work.
* It makes results clearer, which helps us hold people to account for outcomes rather than hours spent in the office.
## Diverse & inclusive
This is actually so important to us that it has [its own dedicated page](https://posthog.com/handbook/company/diversity).
## Extremely transparent
As the builders of an open-source product, we believe it is only right that we be as transparent as possible as a company.
This isn't just a meaningless corporate statement. Most of our communication happens publicly on GitHub, our roadmap is open for anyone to see, and our open source handbook explains everything from how we hire and pay team members to how we email investors!
Almost everything we do is open for anyone else to edit. This includes things like the contents of this very Handbook. Anyone can give direct feedback on work they think could be improved, which helps increase our responsiveness to the community.
We're committed to much more than just [public code](/handbook/company/values#we-are-open-source).
## We write everything down
We're an all-remote company that allows people to work from almost anywhere in the world. With team members across many countries, it's important for us to practice clear communication in ways that help us stay connected and work more efficiently.
* It creates clear and deep thought.
* We have an open core business model. This helps the community understand our decision-making.
* It is usually clearer than a conversation, so everyone can row in the same direction.
* It is very leveraged as we grow a large community and look to hire people around the world.
To accomplish this, we use [asynchronous communication](/handbook/company/communication) as a starting point and stay as open and transparent as we can by communicating through public issues, pull requests, and (minimally) Slack.
Putting things in writing helps us clarify our own ideas, as well as allow others to provide better feedback. It has been key to our development and growth.
## Don't let others fail
Everyone should help everyone else raise their game. Fatigue sets in when you complete a task, so it's easier for outsiders to help those creating the work to raise their game.
We are direct about the quality of work. That doesn't always mean work needs to be completely polished, as it depends on the speed and impact of a task. Being great at [giving and receiving feedback](/handbook/people/feedback) is a key part of of our culture.
## Bias for action
If given a choice, go live. If you can't go live, reduce the task size so you can.
* We are small, and can only win based on speed and agility.
* Going live forces a level of completion, on which you can build.
Default to _not_ asking for permission to do something if you are acting in the best interests of PostHog. It is ok to ask for more context though.
## Have fewer meetings
We're big believers in the importance of the [maker's schedule](http://www.paulgraham.com/makersschedule.html). If we have meetings at all (which we try to avoid, see _"Write stuff down"_ above), we'll cluster them around any standups so our day doesn't get split up. On Tuesdays and Thursdays, we don't have internal meetings at all. Occasionally an external meeting will slip in on those days such as interviews, but we try to keep those to an absolute minimum.
## Structured for speed and autonomy
One of the benefits of hiring high-performing, self-sufficient, empowered team members is that we don't need to put in place some of the typical corporate structures and processes that can slow teams down.
We have optimised for this by introducing [Small Teams](/handbook/people/team-structure/team-structure), which prioritise speed by delegating decision-making autonomy as much as possible.
Right now, our [management approach](/handbook/company/management) is super simple - James H, Tim and Charles are the only managers, and everyone else reports to one of them. We don't want to create a fancy hierarchy of titles, as we believe this can lead, consciously or not, to people feeling less empowered to make changes and step on toes, especially if they are not in a 'senior' role.
## A day in the life
<iframe width="560" height="315" src="https://www.youtube.com/embed/xlODCLrZyvM" frameborder="0" allow="accelerometer; autoplay; clipboard-write; encrypted-media; gyroscope; picture-in-picture" allowfullscreen></iframe>

64
input/src/Handbook/SourceMaterial/company/diversity.md Normal file
View File

@@ -0,0 +1,64 @@
---
title: Diversity and Inclusion
sidebar: Handbook
showTitle: true
---
PostHog is proud to be an international group of misfits. You can't disrupt an industry by thinking the same way as everyone else.
## Diversity & inclusion
Diversity refers to the traits and characteristics that make people unique. While there are an infinite number of differences in humans, most people subconsciously define diversity by categories including gender, race and age.
Inclusion refers to the behaviours and social norms that make people feel welcome. This includes everyone being treated fairly and with respect, and ensuring that everyone has equal access to opportunities and being able to contribute fully to the company’s success.
We are aware that Diversity & Inclusion efforts are a lifelong work and that we will never have it all figured out and ‘done’. This means we will have to constantly learn and develop. This also means we will make mistakes - the important thing is that we learn from them. At PostHog, everyone is committed to building a culture of diversity, inclusivity and belonging.
## How diversity helps us
At PostHog, we view diversity as a tactic, like paying people towards the top of the market, or communicating company goals to set context for our team. There is plenty of research into the link between highly diverse teams and increased [performance](https://www.ucdenver.edu/docs/librariesprovider68/default-document-library/jmna-articles-bonuscontent-2.pdf?Status=Temp&sfvrsn=84c0fb9_2) and [innovation](https://www.bcg.com/en-us/publications/2018/how-diverse-leadership-teams-boost-innovation).
In order to build the most diverse team, we have introduced the [Rooney rule](https://en.wikipedia.org/wiki/Rooney_Rule) to our Recruitment process. Originally implemented by the National Football League (NFL) but increasingly used by companies, the Rooney rule requires at least one person of an underrepresented minority to be considered for every open position.
In the context of tech and startups, categories of people who are underrepresented include those who identify as:
* A person of color
* Indigenous
* Women
* Members of the LGBTQ+ community
* Being from a working-class background
* Those who struggle with mental illnesses
* Having a disability whether visible or not
Based on the Rooney rule, we are committed to not only consider a person of an underrepresented minority, but to bring at least one of them into the [final stage of the interview process](/handbook/people/hiring-process/#posthog-superday). In order to be successful with our approach, we focus on diversifying the top of the recruitment funnel. We are committed to not making an offer until we have brought an underrepresented candidate into the final stages.
We are currently trialing this approach and we still have some limitations to overcome:
* We don’t currently track diversity data as part of the application process. While some characteristics of underrepresentation will be visible in the interview process, others are not.
* For some roles (e.g. Full-Stack Engineer), we hire constantly. This makes the Rooney rule a little harder to make meaningful, but we also want to make sure to keep the pipeline as diverse as possible.
* Speed is a core PostHog value, and that includes hiring. So we need to work out how to be fast, deliver a great candidate experience, while also doing a better job at diversifying our hiring.
## An inclusive place to work
We are always keen to find ways to make the culture at PostHog as inclusive as possible. We are by no means perfect, but we are committed to acting with positive intent and pushing ourselves to improve.
We don't just state that we care - these are some of the things we've implemented so far:
* [All remote](/handbook/company/team) - so we can hire people from any country in the world. We have people in ~10 countries, with no office. We also provide everyone with $200/month to use on a coworking space of their choice.
* [Asynchronous and transparent communication](/handbook/company/communication) - so people can get the context they need to work effectively across multiple time zones and on schedules that suit them.
* [Unlimited vacation policy](/handbook/people/time-off/#permissionless-time-off) with mandatory minimum time off - so you can fit work around your life.
* Very [generous parental leave](/handbook/people/time-off/#parental-leave) - so those raising families can do so while still working for us.
* Very generous and [transparent pay](/handbook/people/compensation) - to reduce the financial stress that often comes with working for startups, or prevents many from even applying.
* Proactive recruitment to encourage underrepresented groups of people to apply - so we are meeting with a balanced group of applicants for every role.
* Anyone can contribute to [our handbook](/handbook/) - so if we miss something, others can ask for a change in our policy!
* [Paid SuperDay](/careers#the-process) as part of the hiring process - to allow you to see what it's really like working on the team, before starting.
* [Training budget](/handbook/people/training#training-budget) for those in roles where we don't have lots of existing experience as a company.
* Life story Fridays (when we have a new team member, we'll ask them to present their life story for an hour on a Friday) - so you have more context on the points of views of others in the team.
* [Sponsored visas](/handbook/people/hiring-process#visa-sponsorship) for those who need them.
* Health insurance for those from countries that do not provide this freely.
* Mental Health Counselling provided via our partner [Spill](https://www.spill.chat/).
Are you a potential candidate reading this? [Let us know](mailto:careers@posthog.com) how we can do a better job!
## Thinking about working here?
Check out our [careers](/careers) page to see if there could be a fit, or drop us [an email](mailto:careers@posthog.com).

123
input/src/Handbook/SourceMaterial/company/intro.md Normal file
View File

@@ -0,0 +1,123 @@
# TSYS Group overview and introduction
## Introduction
Welcome to the TSYS Group Company Handbook. This explains how we operate as a company.
If you are considering joining TSYS Group, or have recently joined, this section will help you navigate the Handbook and highlight some of the most important things you should know about supporting the TSYS Group mission.
The reason for making this transparent is to improve our communication, one of our [key values](/board/values).
Anyone can submit a pull request to suggest updates or enhancements to this handbook through the [TSGHandbook repo](https://git.turnsys.com/TSGBod/TSGHandbook)
We treat this handbook as part of our Docs. Learn how to [update them](/docs/updating-documentation).
## Big picture
We encourage everyone to start at the beginning first before diving in. We have a strong bias for action, but it is still worth taking a step back and looking at the 'why' first. This helps ensure sure you have the right context and are working on the right things.
You should start with the '[Company](//company/story.md)' section and work your way through everything there. It is not a lot to read. In particular, the sections on our [Strategy](/strategy/strategy) and [Roadmap](/strategy/roadmap) are a must-read for everyone.
Next, familiarize yourself with our approach to [Culture](//company/culture) and our [Values](/company/values). You might take a bit of time to adjust to TSYS Group way of working, and that's ok! In addition to bias for action, you may find that you have a lot more autonomy than you are used to here - you'll realise very quickly that you _shouldn't_ be asking for permission for most things.
## How we work
Now it's time to dive into some of the more practical stuff - these are the most important pages:
1. [Communication](/company/communication) - we have a distinctive style. If TSYS Group is your first all-remote organization, this page is especially helpful.
2. [Team structure](/people/team-structure/team-structure) - we are structured in Small Teams. These pages will help you get the lay of the land, and who does what.
3. [Management](/company/management) - we have a relatively unusual approach to management, and it is possible that you will not be familiar with our approach.
### Working in Git
We use [GitHub](https://git.turnsys.com/explore) for _everything_, including non-engineering task management. This might take some getting used to if you are non-technical.
We use Projects to track the status of Issues in an easily viewable way. It is up to each Small Team to decide how to manage their tasks, and you'll find most have a dedicated Project - [full list here](https://github.com/orgs/PostHog/projects) - and run two week sprints. As part of the onboarding process, you will be invited to the relevant planning meetings.
## Onboarding
Our [onboarding checklist](/people/onboarding) will take you through all the main admin bits you need to get set up, The list will vary slightly depending on where you are based and which Small Team you are in. The People team will create an Issue in the Internal repo to track your personal checklist.
### Other useful resources
It is worth trying to at least read the entire Handbook once, even if you skim over the other sections. If you are engineer, the CTO and CIO sections will obviously be very useful, but you might want to know how we're approaching our Sales (CRO) or Marketing (CMO) strategy or other aspects. Everything is here in this handbook for everyone to read.
## TSYS Group Mission
TSYS Group is a collection of entities whose common goal is providing internet connectivity to everyone in all of North America (in particular rural areas) for $25.00 per user
per month.
## Who does TSYS Group serve?
Everyone in North America and international waters who wants internet connectivity.
## What does the TSYS Group do?
The TSYS Group seeks to handle every aspect of internet connectivity, soup to nuts. From design and manufacture of the equipment, to
educating users on it's safe and efficient operation to raising the capital for the venture.
## Where can you contact TSYS Group?
Website: www.turnsys.com
## TSYS Group Brands
### Redwood Group
The below table documents the not primarily for profit entities performing capital raising and management for TSYS Group entities and their members.
| Entity | Description | Website |
| -------------------------------------------------- | ------------------------------------------------------------------------------------------------- | ------------------------ |
| Redwood Group LLC | Sibling organization to TSYS Group for all capital raising and management | <https://www.redwgr.com> |
| Redwood Springs Capital Partners Management Co LLC | management company of the various funds setup to finance TSYS Group operations | <https://www.rwscp.net> |
| Redwood Family Office LLC | Wealth management/healthcare/estate planning/tax advice broker for LLC members and their families | <https://www.redwfo.com> |
### Non Profit Properties
The below table documents the non profit entities performing the educational, advocacy, lobbying and legislative functions for TSYS Group.
| Entity | Description | Website |
| ---------------------------------- | ---------------------------------------------------------------------------------------------------------------------- | ------------------------------- |
| Americans For A Better Network INC | A non profit (seeking 501c3 status) to educate americans about internet provider choices | <https://www.afabn.org> |
| Free Network Foundation INC | A defunct 501c3 (replaced by AFABN) | <https://www.thefnf.org> |
| Free Network Foundation INC | (wiki) comprehensive body of knowledge about community networking | <https://commons.thefnf.org> |
| Free Network Foundation INC | (static files) Assets (pdfs etc) linked from blog/wiki | <https://staticbits.thefnf.org> |
| Side Door (Solutions) Group INC | A non profit (seeking 501c4) / PAC to drive the necessary legislative and executive changes to enable internet for all | <https://www.sidedoorgroup.org> |
| TSYS Group Non Profit Portal | Landing page for non profits | <https://nonprofit.turnsys.com> |
### For Profit Properties
The below table documents the not primarily for profit entities performing the R&D and providing supporting services functions for TSYS Group.
| Entity | Description | Website |
| ------------------------------------------ | ---------------------------------------------------------------------------------------------- | ------------------------------------ |
| Axios Heart Studios LLC | Art, 2d,3d and other fabrication services for TSYS Group | <https://www.axiosheartstudios.com> |
| Suborbital Systems Development Company LLC | Manufacturer of Morse product line - technical blog and information | <https://www.suborbital-systems.com> |
| Suborbital Systems Development Company LLC | Manufacturer of Morse product line - product page | <https://www.meetmorse.com> |
| RackRental LLC | network and lab equipment rental by the hour for training, config testing, competitive testing | <https://www.rackrental.net> |
| Team Rental LLC | HR/staffing of IT/dev professionals (2 million net new job goal by 2025) | <https://www.teamrental.net> |
| Known Element Enterprises LLC | IT/business back office services | <https://www.knownelement.com> |
| Your Dream Name Here LLC | Business in a box | <https://www.yourdreamnamehere.com> |
| The PeerNet LLC | Community, media, public relations / (live/time shifted) streaming/broadcast service | <https://www.thepeernet.com> |
| The PeerNet LLC | Software platform powering ThePeerNet.com service | <https://www.ezpodstack.org> |
### Coop Properties
The below table documents the fairshares cooperatives for financing, building, owning and operating community networks.
| Entity | Description | Website |
| ----------------------------------------- | -------------------------------------------------------- | -------------------------------- |
| High Flight Network Finance Company LLC | Financing network builds | <https://www.hfnfc.net> |
| High Flight Network Operating Company LLC | User owned/operated network backbone | <https://www.hfnoc.net> |
| KickFund.me LLC | Crowdfunding of network and other infrastructure builds | <https://www.kickfund.me> |
| The Campus Trading Co LLC | treasury/investment management/market and other research | <https://www.thecampustrade.com> |
### Misc Properties
| Entity | Description | Website |
| -------------------- | -------------------------------------- | -------------------------------- |
| CNWCO LLC | Charles Wyble blog | <https://www.reachableceo.com> |
| Turn Net Systems LLC | Overall entity for many subsidiary LLC | <https://www.turnsys.com> |
| Turn Net Systems LLC | Governance information for TSYS group | <https://governance.turnsys.com> |
Please see <https://www.turnsys.com> for more information.

69
input/src/Handbook/SourceMaterial/company/management.md Normal file
View File

@@ -0,0 +1,69 @@
---
title: Management at PostHog
sidebar: Handbook
showTitle: true
---
As we grow, we'll increase the number of managers at PostHog. Here's what a manager at PostHog looks like.
## Defining the role of manager
A manager at PostHog has two tasks:
1. Making sure their direct reports are happy and productive
1. Setting the right context for direct reports to do their job
That's it.
A manager at PostHog is _not_ responsible for:
1. Setting compensation (we have transparent compensation)
1. Setting tasks for their direct reports
1. Creating a career path (career paths should be transparent and documented, and for now centrally managed)
1. "Approving," whether that's projects, expenses, days off or accounts (people should have admin access by default to most things)
1. Giving feedback (managers give feedback in their capacity as individual contributor, but so does everyone else)
## What does setting context mean?
At PostHog, we exclusively hire people that are the best in their field.
That means managers won't need to spend time telling their direct reports what to do.
However, for those people to make the best decisions, they need context. That context can be:
- what a customer said was or wasn't important to them
- what the metrics are saying needs to be improved
- what another team in the organisation is working on
- what the overall goals are for PostHog
The shift here, and the biggest difference between PostHog and other places, is that in the end it is up to the individual to make the decisions.
All you can do as a manager is set context. From there, you'll have to trust that we've made the right hiring decisions and that the individual is able to execute on that. If they can't, we have a [generous severance policy](/handbook/people/compensation#severance).
Decisions aren't just about buying a piece of software or choosing a color for a button. It's also about what to work on, what to invest time in, or where to take entire parts of our product.
Again, we've hired the best people and have high talent density, so we trust everyone to make these kinds of decisions.
As a manager, it's tempting to see yourself as the sole owner of all the information, and give it out sparingly.
People will come to you often with questions (because they don't have the context) and when they do you'll get more validation that holding all the context yourself makes you an Important Person.
What managers should aim for at PostHog is to make themselves obsolete. Share as much context as possible, preferably in written form in a public channel. That way everyone will be able to do their best work.
## Part-time managers
Because of the relatively short list of tasks that managers have, management at PostHog is a part-time job.
That means everyone, including the CEO and CTO, still spend the majority of their time on practicing what they do best (which likely isn't management!).
As an engineer, you wouldn't respect the opinion of someone who can't code on a coding specific question.
As a designer, you really want your manager to have an eye for design.
As an operator, you want to be managed by someone who has scaled a business.
That's why it's important for managers to keep practising their craft.
Management tasks do come first, as giving context to your team tends to have a multiplying effect vs getting one more PR out. After that though, it's back to work.
## Anti silos
There are teams at PostHog that need to work across functions, so we have an anti-silo approach when it comes to the tasks that people work on.
That means:
* Task setting happens transparently in [Small Teams](structure). Anyone can read notes from or show up to any of the sprint planning meetings.
* Anyone can give feedback to anyone else on their priorities, and it's our expectation they do so.
* Every [Small Team](structure) has complete control over what they ship.
This has the added benefit of cross functional teams forming as needed, whilst people having a specialist manager (i.e. an engineer managing engineers) as far as we are able.

21
input/src/Handbook/SourceMaterial/company/security.md Normal file
View File

@@ -0,0 +1,21 @@
---
title: Security
sidebar: Handbook
showTitle: true
---
It is critical that everyone in the PostHog team follows these guidelines. We take people not following these rules very seriously - it can put the entire company and all of our users at risk if you do not.
## Password Managers
You **must** make use of a password manager; it simply isn't possible to use appropriate passwords securely without one.
PostHog uses [1password](https://1password.com/) for storing all passwords.
## Password Strength
Please use strong passwords for everything. Use the 1password password generator that comes with the app in all cases. Do not repeat passwords across different sites.
## Dual Factor Authentication
You should enable dual factor authentication for any account where the option is available, especially those which are core to your work.

35
input/src/Handbook/SourceMaterial/company/standups.md Normal file
View File

@@ -0,0 +1,35 @@
---
title: Daily Standups
sidebar: Handbook
showTitle: true
---
While we default to [written and asynchronous communication](/handbook/company/communication), we find that having a few regular touch points for the whole team to come together on a call useful for sharing certain types of information, strengthening our culture and discussing more dynamic issues in real time.
We keep these minimal in terms of time expectation - no more than 2hrs total per week. They are usually scheduled around 8.30am PDT/4.30pm GMT to allow people across multiple timezones to attend more easily.
You should have been invited to our regular standups as part of your [onboarding](/handbook/people/onboarding).
## Daily Standup Schedule
- **Monday** - PostHog News. Members of the team share company-wide updates about things like recruitment, product metrics and commercial performance. The content of these meetings is always confidential. We then go around the team and each person summarises what they did last week and what they plan to do this week.
- **Tuesday** - No standup (we keep Tuesdays meeting-free).
- **Wednesday** - Anyone can propose to have a meeting about any topic. Stuck with a technical problem? Want to get feedback on something? Want to brainstorm? Schedule those meetings during this timeslot and advertise in Slack.
- **Thursday** - No standup (we keep Thursday meeting-free).
- **Friday** - These alternate between Sprint Planning and Life Stories.
### Sprint Planning
This is a longer 45min meeting every other Friday where we review the previous two week sprint and then outline what we want to achieve in the next 2 weeks. We split into Engineering and Not Engineering teams for this, but schedule the meetings sequentially so that anyone can sit in on both if they would like to.
You will be asked to add your comments to the relevant GitHub planning issue in advance of each meeting on Slack the day before.
### Life Stories
Alternating with Sprint Planning, Life Stories we hear from 1-2 members of the team who share a bit about themselves with us. No particular format - it's one of the few times a presentation makes sense! Each team member has up to 30min, inclusive of Q&A. These are a fun opportunity for us to get to know a bit about the people we work with, what cool things we didn't know about them, and whether or not they believe that pineapple belongs on pizza...
## Standup Bot
Outside of the above meeting schedule, we still write up our tasks in a standard format in Slack - you will be prompted by Standup Bot. You will be asked what you did since the last standup, what you plan to do before the next one, and any issues or blockers you might have.
This means that everyone still has visibility and context for what everyone else is working on, but delivered in a format that is quick to digest and easier to respond to. We don't do this on meeting-free Tuesdays and Thursday, to minimise interruptions.

58
input/src/Handbook/SourceMaterial/company/story.md Normal file
View File

@@ -0,0 +1,58 @@
---
title: Story
sidebar: Handbook
showTitle: true
---
## The start - January, 2020
PostHog was founded by James and Tim on January 23rd, 2020.
We started working together on a startup in August 2019 with the first idea being to help engineers manage technical debt. It didn't work out, but we realized the power of treating growth as an engineering problem. We also knew that many engineers struggle to understand their impact on their users.
There are plenty of product analytics tools out there, but all the alternatives are SaaS-based. While they are very powerful, they can be frustrating for developers. From our perspective, these tools can be problematic because:
* We didn't want to send all our user data to 3rd parties.
* We wanted full underlying data access.
* They don't give you choice and control over pricing.
## Launch - February, 2020
We got into YCombinator's W20 batch, and just a couple of weeks after starting realized that we needed to build PostHog.
We launched on [Hacker News](https://news.ycombinator.com/item?id=22376732) with our MVP, just 4 weeks after we started writing code.
The response was overwhelmingly positive. We had over 300 deployments in a couple of days. 2 weeks later, we'd gone past 1,500 stars on [GitHub](https://github.com/PostHog/posthog).
Since then, we've realized that the same reasons that PostHog was appealing to us as individual developers are the reasons why many enterprise customers also find the software is very appealing. We got a lot of inbound demand, and realized we weren't just onto a cool side project, we were onto what could be a huge company.
## \$3M Seed round - April, 2020
After we finished YCombinator, [we raised a \$3.025M seed round](../../blog/raising-3m-for-os). This was from YCombinator's Continuity Fund, 1984 Ventures. You can learn more about how we raised the money.
As we started raising, we started hiring. We brought on board [Marius, Eric and James G](../../handbook/company/team).
## First 1,000 users - May, 2020
We kept shipping, people kept coming!
## Billions of events supported - October, 2020
This was a major update - PostHog started providing [ClickHouse support](../../blog/the-posthog-array-1-15-0#clickhouse-). Whilst we launched based on PostgreSQL, as it was the fastest option, this enabled us to scale to billions of events.
## Building a platform - November, 2020
We realized that our users, whether they're startups, scale ups or enterprises, have simple needs across a broad range of use cases in understanding user behavior.
PostHog now supports [product analytics](../../product-features/trends), [feature flags](../../product-features/feature-flags), [session recording](../../product-features/session-recording) and [plugins](../../product-features/plugins) (beta).
## $9M Series A - December, 2020
We kept growing organically and took the opportunity to raise a \$9M Series A, topping our funding up to [$12M](../../blog/posthog-announces-9-million-dollar-series-A) led by [GV](https://www.gv.com/) (formerly Google Ventures).
Our focus remains firmly product, engineering and design oriented, so we're increasing our team in those areas.
We've now people in 10 countries around the world, and still feel like it's day one.
Everyone takes a mandatory two weeks off over Christmas to relax.

59
input/src/Handbook/SourceMaterial/company/team/charles-cook.md Normal file
View File

@@ -0,0 +1,59 @@
---
title: Charles Cook's README
sidebar: Handbook
showTitle: true
---
This guide might be helpful in working with me.
## Bio
Born and raised in the United Arab Emirates, I'm half British, half Lebanese, and lived in a variety of places growing up across the Middle East, Africa and Europe. Now based in London, I live with my wife Steph and son Remy, who was serendipitously born right at the beginning of lockdown here in the UK.
I take care of all things business ops-related at Posthog, across finance, people, legal and basically anything else that doesn't involve actually building the product! Posthog is now my 3rd startup - I was previously COO at [Vitl](https://vitl.com), (personalised nutrition), and before that I was Director of Product at [ROLI](https://roli.com) (electronic music products).
I'm a big fan of terrible jokes, beautifully crafted sandwiches and looking at [designer houses](https://www.themodernhouse.com/) I will never live in. I like to occasionally torment my son with my piano playing and spend more time than is probably reasonable making lists of things, à la [High Fidelity](https://en.wikipedia.org/wiki/High_Fidelity_(film)).
## Areas of responsibility
- Making sure all our business operations run smoothly
- All of our finance stuff (accounting, tax etc.)
- Any legal matters, including compliance and privacy
- Sales operations, ie. making sure we follow up with customers, generating quotes
- Customer support oversight
- I contribute a lot to our people and culture initiatives
- Investor relations and fundraising ops, supporting Tim and James
- I do regular 1-1s with most of the team to chat about non-work stuff
## Quirks
- I'm hyper responsive across any channel (email/Slack/whatever) - don't worry about interrupting me if you have a question! Always happy to take a quick call too if you prefer.
- I definitely err on the side of speed at the expense of polish. Sometimes this means I don't take enough time to bring other people on board when I should.
- I tend towards being generous with spending money, _especially_ if it means getting something done faster.
- I make a lot of jokes at my own expense. I encourage you to as well.
- You don't have to 'earn' my trust - I like to assume high trust with people I work with from the start and go from there.
- I don't respond to work emails at evenings or weekends. I do have Slack on my phone if something really urgent comes up though. Please don't abuse this.
## What I value
- [Brutal honesty, delivered kindly](https://feld.com/archives/2014/08/brutal-honesty-delivered-kindly.html).
- Kindness generally, in fact.
- Not taking yourself too seriously and keeping a sense of perspective.
- Speed - I can get frustrated if people don't move as quickly as I like to.
- People who understand privilege and how it affects power dynamics.
- Taking on something that is outside your comfort zone if no one else is available.
## How I can help you
- I can help you figure out where X account is, what our Y number is or where we keep Z thingy.
- I can help you unblock any legal or financial issues. Anything admin-related really.
- I can be a listening ear any time you need, for work or non-work stuff.
- I can provide you with general career advice, especially if you are interested in people management.
## How you can help me
- Tell me what we could be doing better from a company-building perspective. I'm particularly interested in unusual ideas.
- Let me know when I need to slow down and do something to a higher standard.
- I try to make sure our ops systems for things like expenses have an absolutely minimal impact on your time. Please don't make me chase you for boring admin stuff like that.
- If you need something from me, let me know when you need it by. Otherwise I'll probably do it immediately.

68
input/src/Handbook/SourceMaterial/company/team/tim-glaser.md Normal file
View File

@@ -0,0 +1,68 @@
---
title: Tim Glaser's README
sidebar: Handbook
showTitle: true
---
This guide might be helpful in working with me.
## Bio
I've been coding since I've been 11, which isn't as long ago as I'd like it to be. Someone first paid me to write code when I was 13 (though I'm sure they regretted it) and someone else gainfully employed me when I was 16.
Originally from the Netherlands, though I quickly moved to London (I do not generally enjoy nice weather) where I joined Arachnys and shortly met James Hawkins. I went from being a software engineer, to product manager, to "leading" an R&D team, which consisted of just me.
After four years I thought it was time to go do something else and had lined up a new job. Roughly 37 seconds after it was announced James wanted to "grab a beer." While plying me with alcohol, he convinced me to give up this fancy new job and instead start a startup with him.
In my 'spare' time, I fall down snowy mountains, wrestle in the mud over an egg-shaped ball and watch a lot of Bondi beach in order to perfect my Australian accent.
## Areas of responsibility
- Build the engineering team
- Make sure we move fast
- Make sure the engineering team has all the context it needs
- Make sure the engineering team is happy
- Make sure we're building in the right direction
- Sounding board to James Hawkins (CEO)
## Quirks
- I come out with opinions quickly and strongly. They are actually weakly held so please push back when you disagree, I'll take it well.
- I will likely talk way too much. Please just interject/talk over me.
- A lot of what I say sounds like a definitive statement ("this is what we're going to do") when I actually mean "here's something we could do".
- I'm easily distracted in meetings and can come across as disinterested. It's something I'm working on but if you notice I'm drifting off please mention it.
- Weekends are holy to me and I'll almost never work on a weekend (and don't expect anyone else to!). I also don't like to have meetings after ~8pm my time, or before 10-11am.
- Please don't message me "hey" and then spend 3 minutes typing your question. Adding those two together is fine.
- I like my meetings clustered together.
- I can be too frugal with company money.
## What I value
- Ownership. Please don't wait for me to give the go-ahead. Bias over action.
- People who get things done without me having to chase. I love it if we mention something should get done and there's a PR for it the next day.
- Speed. It's much easier to get things right if you take more shots at goal. Let's just get something up and iterate on it.
- Receiving feedback. Please give me a ton of feedback, I still have a huge amount to go and will only improve if I get feedback.
- When I give feedback, I'd appreciate if you consider it first before defending yourself. I may have gotten it wrong and feel free to push back, but I don't like it when people start defending themselves straight away.
- I'm not a big fan of meetings. Please write your thoughts up in a GitHub issue/PR first. We can always have a meeting after that which will likely be more productive.
- I like short, to the point writing. Use short words, bullet points and screenshots.
- Directness. If you don't like something please just say so.
## How I can help you
- I can help you figure out how to build something in 1/2 the time you think it should take
- I can help you figure out what you should be working on
- I can help you figure out what to do in your career
- I can help be a rubber duck
- I can help bounce ideas around
## How you can help me
- Come to 1:1s with an agenda and clear things I can help with
- Give me feedback
- Bring up problems, don't hide them. As a startup we'll always have a million problems, it's our job to surface those and fix the important ones.
## Nomading
I currently don't have a fixed address, and tend to move places every 2-3 months. If I remember to update it, [you can see where I am and where I'm going here](https://nomadlist.com/@timgl). I'd love to meet up with anyone if it's within a reasonable distance (and sometimes even if it's not). Would love for you to reach out and organise something.

42
input/src/Handbook/SourceMaterial/company/values.md Normal file
View File

@@ -0,0 +1,42 @@
We think of the company as a product, not just the software we're building. This is what we *currently* value in how we operate - this may evolve as we grow.
## We are open source
Building a huge community around a free-for-life product is key to [PostHog's strategy](/handbook/strategy/strategy).
We default to transparency with everything we work on. That means we make public our handbook, our roadmap, how we pay (or even let go of) people, what our strategy is, and who we have raised money from.
This enables the strongest community growth possible. It causes the core team to raise the bar on their work, it provides the context needed for people to work across multiple timezones, and it enables a deep work-heavy and meeting-light culture. It creates trust.
## We haven't built our defining feature yet
We will never stop innovating.
The more valuable we make our product, the better every team in the company will perform. That means more features, more polish, fewer bugs, and pushing for as much ambition as possible.
You learn faster by getting what you're working on into the real world. We expect you to ship new designs, features or whatever is needed for your role in tiny chunks, frequently, and often a little before you feel ready.
Iteration is a *huge deal* to us.
## Everyone codes
...although this doesn't mean everyone has to be a software developer, and not everyone needs experience in this before they join.
Our platform is built for developers, and we use GitHub to build a large community of technical users. Being able to do the basics of shipping, no matter your role, helps understand the people who we're building for and it helps empower teams outside of engineering with greater context.
Whether you're a designer or you're in operations, we will encourage and help you to be able to make basic changes to our website and docs on GitHub.
## Step on toes
PostHog is driven by context-based leadership. We'll explain what we need to achieve, but the reason we hire the best people is that they know what to do.
We expect you to pick out the very most important thing you can think of, and work on that. It is *not* ok to follow instructions blindly - not that you're likely to receive instructions in any case. We judge your performance based on the results you deliver overall. You'll make a lot of mistakes along the way - and that's ok! What matters is that you're making mistakes quickly, iterating, and getting better over time.
Likewise, [we don't expect you to watch your colleagues fail](/handbook/company/culture/#dont-let-others-fail) - it is a basic part of working at PostHog that you provide direct feedback to those around you. If you don't give feedback when you see something going wrong, you have missed an opportunity to make PostHog better.
## Talent compounds
Getting into PostHog is a huge challenge. Once you're here, it stays that way. We are *extremely* demanding of performance. What is most important to us is the quality of your output - not the number of hours that you put in.
In return, you get to work with others producing the best work of their careers. We are a team, not a family - we pay top of market, offer exceptional benefits, provide an environment for you to do your best work, and give generous severance.

120
input/src/Handbook/SourceMaterial/company/working-with-design.md Normal file
View File

@@ -0,0 +1,120 @@
---
title: Working with Design
sidebar: Handbook
showTitle: true
---
Design is currently a shared resource at PostHog. This explains what we do, our design process, and how we can assist across the PostHog team.
## Design's Role at PostHog
1. Support Small Teams (and contributors) in building better versions of PostHog
1. Enable customers to build better products (using PostHog)
1. Communicate to prospective customers the value we provide
### Tangibly, we:
1. Initiate new projects to support the roles listed above
1. Support Small Teams in completing their sprint tasks
1. Iterate based on feedback from customers
## Our Process
Design tasks are managed with our [GitHub Org project](https://github.com/orgs/PostHog/projects/3), otherwise known as our Design Board. This aggregates design-related tasks from the main three repositories for the company:
1. [PostHog app](https://github.com/PostHog/posthog) - open source repo
1. [posthog.com](https://github.com/PostHog/posthog.com) - website + docs
1. Internal - higher-level company strategy
### How Our Design Board Works
Cards generally move from left to right.
1. **Backlog** - Things on our radar, and where triaged requests will land unless they're urgent enough to pick up immediately
1. **This week** - Equivalent of our sprint
1. **In progress** - Tasks we've started but haven't completed
1. **Awaiting implementation** - In development or in review
1. **Done** - Shipped! 🚀
## Design Request Process
Since design is currently a shared resource, the best way design requests can be handled is by creating an issue in the relevant repository, then adding to the _Design_ project.
![image](https://user-images.githubusercontent.com/154479/114764251-b759b500-9d31-11eb-9767-c9fd9aad25b2.png)
After triaging, the Issue will appear in our [GitHub Org project](https://github.com/orgs/PostHog/projects/3) where we manage our current design projects.
The following details will help us triage incoming requests:
1. What do you need designed and why?
1. What is the deadline?
**Note:** We may defer some design requests if we're planning a larger overhaul in the near term. For example, if a request is to create an icon, we may suggest an alternate solution (like pulling an icon from The Noun Project) if we have a larger plan for revamping all icons in a section in the near future.
### When to Loop in Design
Because we hire self-starters, there is no expectation that every project should start by running through design _first_.
Depending on your preferred workflow, there are different ways we can get involved.
When looping in design, be sure to reference a GitHub issue so we have full context of the problem. Threads should primarily be kept on GitHub. (If an Issue is time-sensitive, mention the Issue on Slack in `#design-feedback`.)
_The scenarios below largely pertain to work on the main PostHog app._
**If you built something and just need some polish...**
Feel free to share a link (or screenshot) of what you've built. We can provide UX or design feedback for your consideration.
**If you built something and realize it needs some UX love...**
Share a link (or screenshot) of what you've built. Depending on the state of the project, we can either go back to the wireframe stage to rethink some things, or figure out a phased approach to incremental improvement.
**If you designed your own wireframes or mocks...**
Sometimes if you have domain knowledge or have been thinking about a project for a while, it might make more sense for you to start the design process. Feel free to share with us for a second opinion, or if you think certain UIs or flows are suboptimal.
**If you'd like some design help before you break ground...**
More like a typical product development process, please share the high level goals or spec, or any other documentation you have about a feature or enhancement. Be sure to specify the line between MVP and nice-to-haves.
**Need help brainstorming a flow?**
Provide as much documentation about the goals of the project. Depending on the project, we may be able to sketch out some ideas and share in the GitHub issue.
In some cases, it may make sense to jump on a Zoom to sketch out some ideas together.
## Sharing work in progress
We often share designs in early, unfinished phases. Since our audience is developer-friendly, we have a built-in audience to gut check our designs and solicit feedback.
When providing feedback, it's worth keeping in mind the level of fidelity of the mockup we're sharing for feedback.
### Wireframes
If an early draft is being shared, we'll build a wireframe in Balsamiq. At this stage, we're mostly focused on laying out content, crafting messaging, and loosely tying in a visual hierarchy and layout. (Don't look too closely at fonts, specific colors, or visualizations - those come later.)
_Note: Balsamiq uses its own Comic Sans-style font. Don't get hung up on this!_
![image](https://user-images.githubusercontent.com/154479/114972248-2b887b80-9e4c-11eb-92fe-bce7bf14c808.png)
### Mockups
Once a design is laid out, we'll move into hi-fidelity mockups built in Figma. This process usually takes a few rounds to perfect, and we often iterate up until the moment the design is passed off for development.
### Providing feedback
We typically share links to mockups in the relevant GitHub Issue.
When we share a design, we do our best to explain the type of feedback we're looking for. (Ex: Overall visual aesthetic, flow, if a design communicates to our developer-focused audience, etc.)
Our main design tools, Balsamiq and Figma, both have built-in commenting. If your feedback is specific to an element on the page, please leave a comment inside the app's comment system. This helps us review and take action on comments later.
If your feedback is higher level, summarize your feedback in the GitHub Issue itself for a higher-level discussion.
## Slack
We often use the `#design-feedback` Slack channel to share updates when we're particularly interested in feedback. We'll always link to the relevant place for discussion. (It's best to keep direct feedback off of Slack.)
This Slack channel isn't limited to the design team. If you're looking for a second opinion on the UX of something you're building, we encourage anyone to share screenshots and a link to Figma or wherever the mockup was produced so we can provide useful feedback or assist in iterating on a design.
If the design requires further collaboration, create an Issue.

65
input/src/Handbook/SourceMaterial/engineering/beginners-guide/developer-workflow.md Normal file
View File

@@ -0,0 +1,65 @@
---
title: 4. Developer Workflow
sidebar: Handbook
showTitle: true
hideAnchor: true
---
If you haven't already, it's worth your time to read [Contributing to PostHog](https://posthog.com/docs/contributing).
Most developers use either [vscode](https://code.visualstudio.com/) or [pycharm](https://www.jetbrains.com/pycharm/) but
you are free to use whatever IDE makes the most sense to you.
## Backend w/ Vscode
1. Create a git branch
2. Start PostHog with `bin/start`
3. Open app in Chrome and login
4. Open Chrome devtools to network tab
5. Navigate to scene (aka screen or page) and click on the area of interest
6. Find network request in devtools and find request
- Request maps to ./posthog/api/*.py, i.e. http://localhost:8000/api/insight/funnel/?insight=FUNNELS -> ./posthog/api/insight.py:197
7. Make code changes including tests
- Use [print()](https://realpython.com/python-print/) as needed for debugging
- Some developers prefer [Pycharm](https://www.jetbrains.com/pycharm/) for local development
8. Run backend tests
- `bin/tests posthog` runs only posthog tests excluding ee tests
- `./bin/tests ee/clickhouse/queries/test/test_trends.py -k test_active_user_math` for specific tests
9. Commit changes to git branch
10. Open PR for review
- Include Github issue number `#1234` which Github will automatically link for you
## Frontend w/ Vscode
1. Same as backend 1-5
2. Find frontend code, i.e. `frontend/src/scenes/insights/Insight.tsx`
3. Use `console.log` liberally
3. As of writing, there are no unit tests for the frontend although we do have integration tests for the frontend via Cypress
4. Same as backend 9-10
## Alternative: Pycharm
Some developers prefer to use [Pycharm](https://www.jetbrains.com/pycharm/) and for
good reason. While there are many benefits, below you'll find a few keys benefits.
1. `Debugging and no print() statements` this is probably the biggest win in my opinion.
Since we are learning a new codebase there is no shame in having an assistant. Pycharm
will show you the call stack and variable values. This is huge for understanding what
is going on.
2. `Code navigation` when you are new to a codebase, moving easily through the code
can be a real challenge, especially when there are multiple layers of abstraction.
Pycharm allows you to Ctrl+Click nearly all methods to jump to their definitions.
While editors like vscode have a similar feature, you'll find that Pycharm works
in cases where vscode does not.
3. `Run configurations` make starting celery, django, and webpack services simple. It's
mostly just clicking things.
4. `Excellent TypeScript support` with code completion and type checking directly in your
editor.
5. `Click instead of type` which means that you spend much more time typing code than
running commands. Nearly everything in Pycharm is clickable.
Pycharm offers a try it for free 30-day trial. It's recommended that you use it for at least
that amount of time before you buy. I recommend watching [The Future of Programming](https://www.youtube.com/watch?v=8pTEmbeENF4)
that will blow your mind and perhaps give you a new perspective on tools like these.
**[Next: Technologies to learn](technologies-to-learn)**

27
input/src/Handbook/SourceMaterial/engineering/beginners-guide/getting-started.md Normal file
View File

@@ -0,0 +1,27 @@
---
title: 3. Getting Started
sidebar: Handbook
showTitle: true
hideAnchor: true
---
## First goals
1. Set up your dev environment and configure with your IDE
2. Get PostHog running locally on Postgres: [http://localhost:8000](http://localhost:8000). You'll need postgres, redis, celery, and django running.
3. Successfully run PostHog tests: `bin/tests posthog` (which omits Clickhouse tests)
4. Create [your first PR](https://github.com/PostHog/posthog/issues?q=is%3Aissue+is%3Aopen+label%3A%22good+first+issue%22)
and have it be approved. If you work for PostHog someone (Tim or small team lead) will suggest the
first assignment.
## Suggested learning roadmap
1. [Setup your local dev environment](https://posthog.com/docs/developing-locally)
2. Ask your [PostHog Buddy](https://posthog.com/handbook/people/onboarding#posthog-buddy) for a product walk-thru. It's important to get to know the product you are building. I recommend doing this before you become deeply involved in it's internal design. This is a great time to view our product through the eyes of our users.
3. [Review PostHog Project Structure](https://posthog.com/docs/project-structure)
4. Learn [React](https://reactjs.org/docs/hello-world.html), [Redux](https://redux.js.org/introduction/core-concepts), and [Kea](https://kea.js.org/docs/introduction/what-is-kea) - If you're experienced with frontend frameworks I suggest going directly to Kea.
5. Take a brief overview of [Python](https://learnxinyminutes.com/docs/python/).
6. Complete [Django Tutorial 1-5 of 7 parts, skip 6+](https://docs.djangoproject.com/en/3.1/intro/tutorial01/). If you're interested in learning more about Django, pick a copy of [Django book](https://www.feldroy.com/products/two-scoops-of-django-3-x). The company will happily pay for this since they [believe in training us to do our jobs with excellent](https://posthog.com/handbook/people/training). Great place to work, right?
**[Next: Developer Workflow](developer-workflow)**

22
input/src/Handbook/SourceMaterial/engineering/beginners-guide/getting-to-know-posthog.md Normal file
View File

@@ -0,0 +1,22 @@
---
title: 2. Getting To Know PostHog
sidebar: Handbook
showTitle: true
hideAnchor: true
---
It's surprising how enjoyable and calming learning about PostHog's people can be.
You'll find [all their bios here](../../people/team). It's well worth your time!
### PostHog via James Hawkins, CEO
Additionally, James put together some great YouTube videos. I watched them all.
- [Why we built our business in the first place](https://www.youtube.com/watch?v=TIxxIEEvczM)
- [Open Source is Eating SaaS](https://www.youtube.com/watch?v=bh3j_9jVeqg)
- [How we raised a $3M seed round a few weeks after starting our open source project](https://www.youtube.com/watch?v=lJ41-95Ey3w)
- [Open source business models - your choices and how PostHog makes money](https://www.youtube.com/watch?v=L1Ovbzs7vyo)
- [We've never met each other in real life. How we designed PostHog for remote work from day one.](https://www.youtube.com/watch?v=rRwzJiljpSA)
- [Coffee + iPads + Feedback = A day in the of PostHog's graphic designer](https://www.youtube.com/watch?v=xlODCLrZyvM) by Lottie (helpful to see the design side of PostHog)
**[Next: Getting started](getting-started)**

75
input/src/Handbook/SourceMaterial/engineering/beginners-guide/introduction.md Normal file
View File

@@ -0,0 +1,75 @@
---
title: 1. Beginner's Guide
sidebar: Handbook
showTitle: true
hideAnchor: true
---
## Introduction
The *Beginners Guide* started as a project to help me and others get up to speed on PostHog's tech stack.
I also wanted to include bits of advice to make the process encouraging to make working on PostHog even better.
I needed this approach personally since I've been hardcore programming in other languages and tech stacks
for years so most of PostHog's tech stack was newish to me.
## Consider your learning style
Some people like to jump in and go. Some people like to read the docs. I'm the latter. Another way of saying it
that I'm a holistic learner. My plan was to spend part of the time accomplishing work given to me and part
of the time on intentional education. The point is to know your own learning style so that you can be effective.
To that end, if you're a get started now type, you'll appreciate the
[getting started section](getting-started).
It's also important to note that whatever you learn needs to be reviewed several times. It doesn't
matter what learning style you have because review is essential to learning from a neuroscience
perspective. If you create small exercises for yourself such as the projects I've created in this repo
you'll do even better. The good news is that this process doesn't take up an extraordinary amount of time.
## A word about mindset
> You get more than you give.
My mindset is one of wanting to get the most out of life. For me, in part, that
means being excellent and taking full ownership of my career. Learning new
material can be overwhelming not to mention difficult. But remember this:
*it's worth it*! Investing in yourself makes for a better, more capable
version of you. Therefore, trust the difficult process of learning and elevate
your skills. The future you will thank you for your hard work.
If you get discouraged come back to this section.
## What has helped me personally
First thing to remember: starting a new job is like beginning a book in the middle of a
series where the characters are well-formed, and the story is far along. It's fair to say,
you have no idea what is going on. You can read words and understand but not understand
why they are being said. There our goal is to *develop a solid mental model for the codebase*.
> “You don’t care about the answer until you have the question.” - Unknown
- On my first day, I was given an assignment to work on. It began the process of showing me what I needed to learn. Struggling to complete the assignment helped me to *have the question* from the quote above.
- Reading the [project structure doc](/docs/project-structure)
- Browsing the [issues in GitHub](https://github.com/PostHog/posthog/issues) by playing with the various labels. This helped me get a better feel for PostHog's communication style and open-mindedness.
- Pairing with Tim & Eric. They used devtools to examine network traffic, console.log, and I was able to ask specific questions. It was basic stuff and reminded me to use the basic tools I've been using for years. I guess the anxiety of a new job confused my brain a little.
- Reading the kea docs. This is *clutch* to understand the frontend. It's a rather nice library but you won't make progress without understanding Kea.
- Creating a simple app with create-react-app with typescript support `yarn create react-app learn-kea-typescript --template typescript`
> "Take care of yourself. There's no need to burnout in the first month." - Eltje
- Eltje encouraged me to take care of myself, so I did.
> "So, what?!" - [Dare: The New Way to End Anxiety and Stop Panic Attacks](https://www.amazon.com/Dare-Anxiety-Stop-Panic-Attacks/dp/0956596258/) where "D" stands for defuse the anxiety by considering the worst and saying so what.
- Often I felt anxious about my daily contributions. Using the quote above really helps deal with this kind of anxiety. So what if I fail to deliver these assignments timely?! I'm an expert and in time I'll be a great asset to PostHog.
- Additionally, it's important to remember to trust the process. Being new (bad) at something isn't a great feeling initially until you realize that it's a part of the process. Soon you'll be good. It's better to reframe and remember that you only get to have new eyes once. Plus, it's fun to learn new things.
> "When you are working, close your email and slack. No one is watching to see if you are online. In fact, it's the opposite." - Tim, CTO
- Tim told me this on the first or second day, and it was liberating. It allowed me to think of my role as a true `async` open-source contributor. Do what needs to be done so that you can be the most effective.
> Read the docs
- For my learning style, this has been a **must**. I'm keeping a list of resources for learning I've used.
- I also spent time creating projects as you see in this repo which helped me consolidate the knowledge I was gaining.
**[Next: Getting to know PostHog](getting-to-know-posthog)**

32
input/src/Handbook/SourceMaterial/engineering/beginners-guide/notes/django.md Normal file
View File

@@ -0,0 +1,32 @@
---
title: Our Notes On Django
sidebar: Handbook
showTitle: true
hideAnchor: true
---
## Start here
If, like me, you haven't worked with Django before, the best place to start with is
[Writing your first Django app](https://docs.djangoproject.com/en/3.1/intro/tutorial01/)
from the official Django website. This gives you a quick understanding of the major
parts of Django without needing to read an entire book to get it.
## Useful Django commands
- `django-admin startproject mysite` - creates Django project
- `python manage.py runserver` - starts Django web server (optionally add a port at the end `8080`)
- `python manage.py startapp polls` - creates Django app in project
- `python manage.py makemigrations polls` - creates migration scripts in migrations folder
- `python manage.py sqlmigrate polls 0001` - shows SQL that will run for this migration but doesn't perform it
- `python manage.py migrate` - performs all migrations
- `python manage.py shell` - puts you in a Django ORM shell to play with the models on the command-line
- `python manage.py createsuperuser` - creates super user for django admin app which comes by default with all Django projects, url `/admin`
- `python manage.py test polls` - run tests for polls app
## Useful resources
- [Writing your first Django app](https://docs.djangoproject.com/en/3.1/intro/tutorial01/). I recommend
reading Parts 1-5 of the 7 parts, skip 6+ since they are not relevant to PostHog. We do use Django built-in testing so part 5 is required reading.
- [Two Scoops of Django (e-book)](https://www.feldroy.com/products/two-scoops-of-django-3-x)
**[Back: Technologies to learn](../technologies-to-learn)**

Some files were not shown because too many files have changed in this diff Show More