The build programme begins at Minimum Target Completion under the Maslow Offer and grows, phase by phase, to a functioning product. Below: each phase as a pinned drafting sheet on the atelier wall. Red thread traces the reading order.
The work below is the operational expression of HAPPI's build plan — not the strategy itself. See Theory of Change for the structural argument the work acts on.
The phases are phase-relative, not date-anchored — from Minimum Target Completion under the Maslow Offer to a functioning product. The phases overlap.
The HAPPI Foundation does not yet legally exist. Within 120 days after Offer Completion, Maslow intends to establish it or complete and lodge the required external applications and take all reasonably necessary steps to procure establishment. Its final legal form, governing instruments, steward roles and operating arrangements will be settled through that controlled process.
Maslow is constitution-governed and covenant-aligned. HAPPI is intended to be covenant-governed. The HAPPI Covenant expresses the intended stewardship architecture and does not directly bind Maslow or override Maslow’s Constitution, contracts or applicable law.
The editorial and movement layer becomes public. Initial outreach to member-owned institutions begins across the Global Majority and Global Minority.
Following Minimum Target Completion, Maslow intends to assemble an inaugural formation group of approximately 20–30 suitable member-owned financial institutions across multiple jurisdictions. The current planning model tests a balanced 12+12 cohort — a modelling target only. Senior-leader outreach across the Global Majority and Global Minority, qualified through peak bodies and regulatory liaisons. Letters of intent harden into participation intent.
Due diligence runs both ways. The MVP scope is refined in dialogue with the institutions that will use it — not by the build partner alone. Formal commercial engagement begins after funding; the proposition has nevertheless been shaped by years of fieldwork and extensive discussions with member-owned institutions.
Co-design from the first conversation. The institutions shape the scope.
The formation group — approximately 20–30 suitable member-owned financial institutions — convene for an intensive week-long residency to define the MVP and its commercial, technical and governance parameters. Senior leaders, deliberate balance between Global Majority and Global Minority.
Agreements do not become binding during the residency. The infrastructure scope is defined by the institutions that will use it; institutions then complete a 28-day internal decision period.
Residency institutions complete a 28-day internal decision period from its close to enter binding agreements to fund and participate in the MVP build. Maslow’s gate is at least 10 binding institutional agreements.
That funding capitalises the build alongside Maslow's capital. Cohort 1 is named through binding agreement and payment, not through letter of intent — the cooperative ecosystem funds its own infrastructure.
Naming-by-payment. The ecosystem buys in.
The six-month MVP build begins only after the residency and the binding participation and funding gate — at least 10 binding institutional agreements. Maslow leads the commercial build as a constitution-governed and covenant-aligned company. The institution-facing MVP is defined with participating institutions, and HAPPI’s intended stewardship principles inform the work without directly overriding Maslow’s legal obligations. The founding cohort pays for the infrastructure build alongside Maslow's capital.
In parallel, grant and philanthropic capital may be sought to extend access, participation and public-benefit infrastructure — no such future funding is represented as committed — and onboarding and cohort expansion ramp up. Once legally established, the Foundation is intended to extend the infrastructure beyond the founding cohort, including institutions that cannot afford access alone, or that need assistance to participate. The Foundation establishment process develops the first formal governance framework, steward roles, succession arrangements and appropriate public-accountability mechanisms.
The eighteen months of the build land a functioning product in Cohort 1's hands. The four years that follow are where the network compounds — institution by institution, region by region, until growth matures.
Twelve months post-MVP, Cohort 1 becomes the proof. Onboarding compounds; the global architecture layer matures under HAPPI; access widens beyond institutions that paid in first.
Twenty-four months after that, another order of magnitude. The infrastructure becomes the default substrate for member-owned finance in the regions it serves. Stewardship and federation hold under load.
Growth matures into a steady rhythm of expansion and deepening. The work moves from setting the conditions to running the institution — under collective stewardship, in public.