What configurations of this system produce what kinds of value, for which observers/stakeholders, over what timescale? I want to wrest the phrase "Value Proposition Design" from its conventional use in business strategy. The exciting opportunities are those in which we investigate the underlying structure of value itself: what new adjacencies a project makes possible, for whom, under what conditions, and through what economic and institutional arrangements.

For Working Group 1, Value Proposition Design is about developing structured critical, analytic and financial frameworks for understanding and communicating how new kinds of projects might function economically, institutionally, and socially.

My approach here grows out of a professional background in actuarial science, financial modeling, forecasting, data science, and decision analysis. These fields are fundamentally concerned with making decisions under uncertainty: constructing models of possible futures, identifying the variables that matter, and understanding how different assumptions propagate through a system. I am interested in applying that mode of reasoning much earlier in the design process, when the nature of the thing being designed may itself still be unresolved.

I want to wrest the phrase "Value Proposition Design" from its conventional use in business strategy. The exciting opportunities are those in which we investigate the underlying structure of value itself: what new adjacencies a project makes possible, for whom, under what conditions, and through what economic and institutional arrangements.

This becomes particularly relevant when a project does not fit comfortably within an established category. A place might combine characteristics of a residence, retreat, research environment, cultural institution, ritual, hospitality business, workplace, or social infrastructure without being reducible to any one of them. In such cases, beginning with a familiar business model can prematurely determine what the project is allowed to become.

WG1 sees the value model as another design space. Financial models and forecasts become exploratory instruments rather than mere tests of feasibility. Different patterns of ownership, occupancy, access, programming, revenue, governance, and cadence can be modeled as alternative configurations of the same underlying system. The question is not simply whether a proposed object or building can be financed, but what forms of organization would allow its particular capacities to become viable and durable.

As an artist and ruliologist, I am concerned with computation, complex systems, transition, and the emergence of structure. I investigate the relationship between local constraints and global form: how to orchestrate a relatively small set of rules, distinctions, and interactions, and pair them with initial conditions, so that one can guide outcomes that are otherwise difficult to anticipate in advance.

Value Proposition Design, in this sense, is a form of model-building. It is an opportunity to ask how the economic, spatial, social, and institutional dimensions of a project constrain one another; which variables are genuinely fixed and which have simply been inherited from precedent; and what different futures become reachable when those assumptions change.