Organization

Four instruments. One company.

Most startups blur governance, advice, community, and execution into the word "board." We keep them separate — it's what makes Converge legible, legally clean, and easy to join at the right level.

Start with the mission for the why, or the ecosystem for who it's for.
4 instruments · 3 doors open
governance · advice · community · team
How to read this

Four instruments, not two boards.

"Board" implies governance and fiduciary duty. A room full of students, artists, and venue owners has neither — so calling it a board would confuse anyone trying to understand who actually controls the company.

So we name each layer for what it really is: who controls, who advises, who keeps us honest, and who builds. Three of the four have a door open right now.

keep the layers clean, and the company stays legible.

The structure

Who controls, who advises, who builds.

The four instruments, top to bottom — each with its mandate, its decision-rights, and the door in, if there is one.

Instrument 01 · Governance

Board of Directors

Fiduciary control of the company. Today, as a sole founder with no priced investment, the board is just the founder — which is normal and correct for this stage. A priced round is what changes it.

Controls the company Comp ownership Weight high · fiduciary
// Founder-controlled — not a recruiting seat
Instrument 02 · Advice

Professional Advisory Board

Senior outside expertise, fundraising signal, and warm intros. Three to five people who fill real founder skill gaps — music, growth, legal. They advise; they don't control.

Advises · no control Comp status now · equity later 3–5 seats
Become an advisor →
Instrument 03 · Community

Community & Cultural Council

The peers who keep Converge honest to the scene. City Heads for DC and LA, plus Constituency Heads for the crew, artists, promoters, and venues — each one building their own bench. The anti-chain thesis, made into people.

Advises local fit Comp status & recognition Heads build the bench
Lead a council →
Sits above the on-the-ground programs it draws from — the Founding Curators and the campus rep network. Heads are promoted from within, not recruited in parallel.
Instrument 04 · Execution

Operating Team

The people who build and run Converge. Today: the founder, an AI force-multiplier, a lead developer, and a contract layer. Forward roles unlock as the company clears each trigger — we hire to a bottleneck, not a plan.

Reports to founder Comp equity / cash / contract Demand-pulled hiring
See open roles →
Decision rights

So no one over- or under-steps.

The founder decides
Everything below is input, not authority, until a priced round changes the board. That's the honest current state.
Advisory Board
Advises on company questions — fundraising, growth, legal, architecture. High-trust, low-frequency. We bring them the hard problems.
Cultural Council
Advises on local-fit questions — does this serve the constituency, will the community embrace it. Veto power over nothing, but a strong "the city will hate this" should stop us.
Operating Team
Executes. The lead dev owns the app build; the AI layer owns most backend and web; contractors own scoped projects.
The two advisory layers rarely overlap

If a question is "how do we structure the SAFE," it's the advisory board. If it's "will Howard students actually use the tabling demo," it's the council. When a decision genuinely spans both — like a sponsored-placement model that touches monetization and community trust — that's exactly when we take it to both, deliberately.

Three doors are open.

Advise the company, lead a council in your city, or get on the radar for a role. Pick the level that fits.

Advisory board → Council heads → Open roles →