In our last quarterly update, we further distilled our mission and vision (to build a web3 ecosystem of women and non-binary builders collaborating to launch and scale projects, initiatives and brands that empower) - this quarter, we’ve been working on testing ways to deliver on that mission and vision. It’s still season 0. We’re still building in public and that means plenty of pivots. But we’re honing in on our sweet spot and we’re so excited for what’s next.

• Hack Win: We won the Coinvise Hackathon in Tokenomics!  

• Grew The Chat: We hit 100+ builder, creatives, and innovators in our private group chat

• We successfully hosted 1-2 events per month: Women in Cannabis Dinner (April), Women in VC Dinner with The Hatchery (May), Girls Night In (June), PlayHouse (June)

• We launched Discord, but then realized, it’s not necessarily for us: our Discord is live and has grown to 100 members organically, but the engagement is entirely up to our community, which continues to choose our WhatsApp group and our IRL events

• Social Growth: We hit 1K on Twitter and will be launching other platforms soon

• Partnerships Solidification: We piloted several partnerships including a super successful one with EveWealth and another with Reach; next up we’re testing collaborations with Plaid and Mastercard

• Sponsorship: We secured several one-off sponsors and will be looking for longer-term sponsors for ongoing collaborations

• Support Groups: While we wanted these to be more official, we’ve found 1:1 support sessions and then corporate “office hours” most successful thus far - we’ll be codifying and streamlining in the near future

• Regular Twitter Spaces: reconsidering this vs. more intimate Podcast interviews - leaving this up to the community and will look to deliver more virtual content ASAP

• Newsletter Launch: Now that we have 1000 subscribers, need to work with our internal team with what this will actually look like and what utility will be helpful

A lot of these lessons build on what we learned in Q1 - good news. Our initial insights continue to be correct.

We’re good IRL, especially in the Living Room: Our intimate events demonstrate our point of difference - they are a great way to introduce the concept while also delivering value - so we’ll continue focusing on these and making them recurring. 

Local works best: Our community in NYC is strongest because we can connect with them directly. We definitely want to do a second city - but we’ll want it to have a local city governance structure, similar to FWB. This ensures we can uphold the same quality we’ve established here in NYC.

Scaling our social media presence is not necessary: From what we're already doing, we're seeing weekly progressive development. We’ll continue to grow organically and not overinvest until we have additional support.

We don't need to ship real products yet: We’ve had a lot of great ideas but product development is a full-time effort - and so far the idea has yet to yield a return on investment.

Organic fit over forced: When something is working, we lean into that. We don’t force growth, but we look for new ways to improve and we lean into what the community responds to. Same thing when it comes to building out partnerships. 

Create what our core team is passionate about: We’re holding off on anything that creates friction or resistance down the road map until we have total control over what already works. Our roadmap is determined by the goals and motivations of the core team.

Build from within: We look for opportunities to grow from within, rather than focusing on the entire landscape of opportunities outside. This allows us to focus on where there is already natural synergy and harness that to build.

Minimum Viable Tech Stack: We discovered that less is more during the hackathon. Until we have an issue, we should not utilize anything more. Tech should only be used to solve a problem. WhatsApp and Google Suite make up our current minimum viable tech stack, and while we want to grow it, we’re not going to introduce something that doesn't do a better job than what we already have. Currently, we’re exploring Geneva and will be letting the community drive the process.

Next up, our goal is to execute continuous opportunities and develop a long-term strategy for the HerHouse ecosystem and brand.

Problems we can solve this year:

• Relationship building &  fostering inter-community collaboration 

• Web3 skill set developments for HerHouse members

• Teaching brands to leverage Web3 

• Revenue streams via Herrhouse

So we need to lean into:

• Curating our community organically

• Smaller, more intimate events cultivating trust & vulnerability 

• Intimate connections

• Building trust

We’re focusing on operations, brand building and revenue stream exploration.

1. Fully Operationalizing: Putting processes in place so that HerHouse can operate in accordance with SOPs. When standard operating procedures (SOPs) are in place, everyone and every task should be simple and seamless. We are currently focused on establishing a system for onboarding and guild/working group building. We’re also focused on improving our tech stack to better serve our community and align with how we deliver value.

2. Serializing Events: We’ll be focusing on two serial events plus one-off collaborator events with key partners. Our serials will be a monthly Girls Night In and a quarterly Founder Roundtable with a rotating theme.

3. Establishing Longer Term Partnerships: We’re kicking off some longer-term partnerships building off of one-time collaborations to further prove our theory of collaborative advantage. We’ll also be testing ongoing sponsorship models. 

4. Testing Revenue Channels: While we want this locked in as soon as possible, we’re also not rushing things. We’re focused on developing a revenue plan that will allow members to be compensated. For now, corporate partnerships is our primary revenue stream and we will test at least 1-2 others. While event sponsorships have been successful, this is not a real revenue stream as any incoming funds are immediately used to cover event costs.

We know we’re still in test and learn mode, but we’re excited to see where these next few months take us as we ramp up our focus on delivering real, consistent value to our community.

**

**

In our last quarterly update, we further distilled our mission and vision (to build a web3 ecosystem of women and non-binary builders collaborating to launch and scale projects, initiatives and brands that empower) - this quarter, we’ve been working on testing ways to deliver on that mission and vision. It’s still season 0. We’re still building in public and that means plenty of pivots. But we’re honing in on our sweet spot and we’re so excited for what’s next.

• Hack Win: We won the Coinvise Hackathon in Tokenomics!  

• Grew The Chat: We hit 100+ builder, creatives, and innovators in our private group chat

• We successfully hosted 1-2 events per month: Women in Cannabis Dinner (April), Women in VC Dinner with The Hatchery (May), Girls Night In (June), PlayHouse (June)

• We launched Discord, but then realized, it’s not necessarily for us: our Discord is live and has grown to 100 members organically, but the engagement is entirely up to our community, which continues to choose our WhatsApp group and our IRL events

• Social Growth: We hit 1K on Twitter and will be launching other platforms soon

• Partnerships Solidification: We piloted several partnerships including a super successful one with EveWealth and another with Reach; next up we’re testing collaborations with Plaid and Mastercard

• Sponsorship: We secured several one-off sponsors and will be looking for longer-term sponsors for ongoing collaborations

• Support Groups: While we wanted these to be more official, we’ve found 1:1 support sessions and then corporate “office hours” most successful thus far - we’ll be codifying and streamlining in the near future

• Regular Twitter Spaces: reconsidering this vs. more intimate Podcast interviews - leaving this up to the community and will look to deliver more virtual content ASAP

• Newsletter Launch: Now that we have 1000 subscribers, need to work with our internal team with what this will actually look like and what utility will be helpful

A lot of these lessons build on what we learned in Q1 - good news. Our initial insights continue to be correct.

We’re good IRL, especially in the Living Room: Our intimate events demonstrate our point of difference - they are a great way to introduce the concept while also delivering value - so we’ll continue focusing on these and making them recurring. 

Local works best: Our community in NYC is strongest because we can connect with them directly. We definitely want to do a second city - but we’ll want it to have a local city governance structure, similar to FWB. This ensures we can uphold the same quality we’ve established here in NYC.

Scaling our social media presence is not necessary: From what we're already doing, we're seeing weekly progressive development. We’ll continue to grow organically and not overinvest until we have additional support.

We don't need to ship real products yet: We’ve had a lot of great ideas but product development is a full-time effort - and so far the idea has yet to yield a return on investment.

Organic fit over forced: When something is working, we lean into that. We don’t force growth, but we look for new ways to improve and we lean into what the community responds to. Same thing when it comes to building out partnerships. 

Create what our core team is passionate about: We’re holding off on anything that creates friction or resistance down the road map until we have total control over what already works. Our roadmap is determined by the goals and motivations of the core team.

Build from within: We look for opportunities to grow from within, rather than focusing on the entire landscape of opportunities outside. This allows us to focus on where there is already natural synergy and harness that to build.

Minimum Viable Tech Stack: We discovered that less is more during the hackathon. Until we have an issue, we should not utilize anything more. Tech should only be used to solve a problem. WhatsApp and Google Suite make up our current minimum viable tech stack, and while we want to grow it, we’re not going to introduce something that doesn't do a better job than what we already have. Currently, we’re exploring Geneva and will be letting the community drive the process.

Next up, our goal is to execute continuous opportunities and develop a long-term strategy for the HerHouse ecosystem and brand.

Problems we can solve this year:

• Relationship building &  fostering inter-community collaboration 

• Web3 skill set developments for HerHouse members

• Teaching brands to leverage Web3 

• Revenue streams via Herrhouse

So we need to lean into:

• Curating our community organically

• Smaller, more intimate events cultivating trust & vulnerability 

• Intimate connections

• Building trust

We’re focusing on operations, brand building and revenue stream exploration.

1. Fully Operationalizing: Putting processes in place so that HerHouse can operate in accordance with SOPs. When standard operating procedures (SOPs) are in place, everyone and every task should be simple and seamless. We are currently focused on establishing a system for onboarding and guild/working group building. We’re also focused on improving our tech stack to better serve our community and align with how we deliver value.

2. Serializing Events: We’ll be focusing on two serial events plus one-off collaborator events with key partners. Our serials will be a monthly Girls Night In and a quarterly Founder Roundtable with a rotating theme.

3. Establishing Longer Term Partnerships: We’re kicking off some longer-term partnerships building off of one-time collaborations to further prove our theory of collaborative advantage. We’ll also be testing ongoing sponsorship models. 

4. Testing Revenue Channels: While we want this locked in as soon as possible, we’re also not rushing things. We’re focused on developing a revenue plan that will allow members to be compensated. For now, corporate partnerships is our primary revenue stream and we will test at least 1-2 others. While event sponsorships have been successful, this is not a real revenue stream as any incoming funds are immediately used to cover event costs.

We know we’re still in test and learn mode, but we’re excited to see where these next few months take us as we ramp up our focus on delivering real, consistent value to our community.

**

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