The "Marketplace Group" (MG) is a Sole Proprietorship based in Kingston and operating across Southern Ontario. Its other main areas of operation are Greater Toronto and the Ottawa Valley. These three bases provide reach across most of the southern Province excluding the London-Windsor and Niagara areas. As the Kingston and Toronto zones gain momentum we will identify and support leaders in these 2 other critical economic zones, forming a complete logistics and talent network from Quebec's Taschereau Bridge to the Ambassador. MG will remain a Sole Proprietorship until growth necessitates conversion of the company into an Ontario Partnership or Limited Liability Company. To set the company's current operations on firmer ground, to provide more consistency for contractors, staff and service partners, and to prepare the way for others in the operation and ownership of the company -- we are creating a set of Operating Documents open to all workers and administrators. These "Op Docs" will cover all aspects of company management and planning, with new docs added over time. Anyone involved with MG can highlight the need for new docs or the addition of new sections to existing docs. Overall, the Op Docs will describe a "Marketplace Model" which are summarized in a standalone one-pager that can be used to easily introduce the company and onboard new people. Because MG engages in a wide variety of trades and logistics activities, the DNA of the overall Marketplace Model is a collection of "Job Models & Methods" that sustain a common way of executing work for a diversity of services across several industries and geographies.

Models visualize the flow of work and the quality of outcomes aimed for. Methods on the other describe optional and required ways of working and achieving outcomes. Models are based on principles for service delivery and a strong company vision, while methods for working are based on common, traditional practices as well as company preferences for service quality and client experience. Jobs are based on a corresponding model and set of methods, mostly documented but also relayed via training and shadowing. All jobs are dispatched with, at minimum, a set of required and optional Actions, along with other standard blocks of information, media and commentary.

From a First Principles perspective, we have 2 main facets for working and carrying out paid tasks together: Job Records and Money Records, or what we can strategically call Dispatching and Accounting. The art and science of Dispatching encapsulates all actual work aka 'value delivered to customers' and can defined as "Marshalling resources to sites and achieving outcomes" while Accounting represents "Value received and recorded for successfully dispatching and achieving outcomes". Framing all paid work as ultimately about Dispatching is very useful because it puts the top emphasis and responsibility for the success of jobs on the ownership of the company, its administrators and the team leaders in the field. Another term for First Principles is axioms. They are concepts or observations that cannot be deduced from other propositions or assumptions. In other words, they are the bedrock for all claims or rules within a system, the fountain from which the rest flows. The Marketplace Model is a 'business system' for a) managing relationships and leads, b) training and supporting staff and contractors, and c) performing paid work and exceeding customer expectations. First Principles or Axioms are always based on a so-called "First Cause", or what we can more simply call a "Source of Existence". So, why does Marketplace Group exist? What is the Big Idea that keeps the company operating? What are its First Principles and what are those really based on?

EXISTENCE OF THE COMPANY MG's 'source of existence' is the traditional family unit and the timeless need to holistically support bread winners by providing access to a) safe, well paid work and b) job environments that challenge people to develop the practical and conceptual skills necessary for leadership. Each family unit requires money and other resources to function, which are obtained as a function of the family leader's time away from the unit to perform services. Therefore, the choice to depart from family is measured by primarily comparing time departed with proposed compensation. Other factors determining the leader's decision-making include the nature of work offered, strain, danger levels, ancillary benefits, and job leadership demands. Although single people will play a vital role in the operations of the company, our 'a priori' assumes that nearly all workers who have not formed a family are likely to do so, therefore it is best to treat all in the same manner, assuming an extreme regard for time allocation and money.

FIRST PRINCIPLES FOR CREATING THE COMPANY Based on this philosophical source for the company ("primacy of the family unit and its leader"), we can state our first 4 axioms or primary principles upon which we can build the company and create Operating Documents to fuel ongoing growth. ONE: Time Allocation is the main point of consideration for all business parties when committing to a job, doubly so for family leaders balancing massive demands on their schedule. TWO: Money Exchanged aka Compensation is the conjoined consideration for all business parties that is measured against a) Time Allocated and b) commitments to the customer. THREE: Safety to Persons and Property is the expectation that underlies all proposals for work and serves as a relativized perspective effecting willingness to collaborate among parties. FOUR: Personal Growth and Skill Development for each worker is what blocks or unlocks company growth and is tied at the hip with increased income for families and individuals. GROUP PRINCIPLES FOR LONG-TERM SUCCESS: DISPATCHING is the primary service that gets people and resources moving around, sustains their activities, and ensures their successful performance of jobs therefore the company's oversight of dispatching should guarantee that:

• Allparties can effectively and rapidly make decisions about allocating their time to assist with jobs measured against compensation, commitments to customers, skill levels required, safety of job and special tasks, plus personal growth opportunities.
• Workers, Contractors and Service Partners can easily situate a proposed job within a timeline of past and upcoming jobs, in order to best assess their relative interests and capacities.
• Outcomes and Required Actions are clearly communicated, along with linked references to applicable Job Models and Task Methods.
• All time, inventory and other activities that need to be accounted for or tabulated are listed separately from Outcomes and Actions, along with linked references to Task Methods and Company Accounting Expectations.