Gestores Profesionales/en
Fundamental Concept
Professional Managers ( executive/legislative) are the executive and technical pillar of the Planetary Demarchy system, whose main function is the proposal of laws and efficient execution of public policies and the administration of the common infrastructure Within the framework of the redesigned Separation of Powers in the Demarchy, the Managers represent Pillar 3: Technical Execution , constituting the executive-legislative arm of the system.
I. Identity and Composition of the Managers
The Managers are the high-level technical team responsible for operating and maintaining the Commons Administration (CDA).
- 1. Professional Profile: They are administrators and technicians specializing in their respective fields. They are qualified experts in areas necessary for the daily management of essential services for citizens.
- 2. Meritocratic Selection: Candidates are recruited exclusively based on merit, demonstrated professional ability, and ethical integrity . The selection process is transparent and free from the influence of political affiliations, personal connections, or partisan loyalties.
- 3. Structural Metaphor: In the metaphor of the Demarchy as an airplane, if the Citizenry is the owner and the Citizen Assembly is the board of directors, the Managers are the "pilots of the airplane ." Their function is technical and managerial, not ethical decision-making regarding the course.
II. Main Role: Technical Execution (The "HOW")
The role of the Managers is defined by a radical separation of functions with respect to the Citizens' Assembly.
A. The Fundamental Separation (WHAT vs. HOW)
Demarchy is based on the strict separation between ethical direction and technical execution.
| Function | Who Performs It | Specific Role | Appointments |
|---|---|---|---|
| Ethical Direction ( What we want to achieve) | Drawn Citizens' Assembly | Defines objectives, values, guiding principles, and priorities | |
| Technical Execution ( HOW we achieved it) | Contracted Professional Managers | They decide the methods, implementation, operation, and technical details to achieve those objectives |
Examples of Technical Execution (the HOW):
The Managers have the technical autonomy to translate the Citizens' Assembly's strategic priorities into concrete and viable actions. For example, if the Assembly establishes: "We want to improve public education with an emphasis on critical thinking and a budget of X," the Managers decide:
- They propose legislation
- What specific programs to implement.
- How to train teachers
- Which educational technologies to use.
- How to organize schedules and resources.
- Which contractors to use (within an open and transparent bidding process).
B. Autonomy and Responsibility
Managers enjoy real technical autonomy and stability to perform their tasks, but with an unavoidable responsibility:
- Autonomy: The Managers cannot be interfered with by the Assembly in minor technical decisions. Their management is permanent, which allows them to remain independent of changes made by the next Citizens' Assembly (which rotates every 30 days).
- Accountability: They are obligated to report to the Assembly and are responsible for the HOW they achieve their goals. If they fail to meet objectives, waste resources, or commit fraud, they will face severe consequences. Accountability is never abstract, but concrete, personal, and unavoidable .
III. The Role of Planetary Demarchy in Sovereignty
The role of the Managers in the Demarchy is defined by specialized delegation under the sovereign control of the citizens, reversing the traditional power relationship.
A. Reversal of the Power Relationship
In a demarc system, all officials, including the Managers, are employees serving the citizens , not their rulers. Sovereignty resides in the citizenry as a whole (the Owner of the plane), and the randomly selected Citizens' Assembly is the body that exercises the owner's voice in strategic decision-making and in overseeing the Managers.
B. Dual Oversight Control
Managers, as implementers, are subject to permanent dual control that ensures transparency, efficiency, and prevents structural corruption:
1. Citizens' Assembly Control: The Assembly continuously monitors the performance of the Managers. It can evaluate overall results, demand accountability for serious deviations, and in serious cases, the Assembly can remove or dismiss Managers with a qualified majority (2/3).
2. Independent Auditors ' Oversight : Independent auditors oversee management from a technical and legal perspective. They are responsible for continuously monitoring performance, detecting fraud, auditing externalities, and verifying whether objectives are being met and the budget is being spent correctly. If the auditors find a legal violation or inefficiency, they alert the Board and may propose sanctions.
C. Incentives Aligned Against Corruption
The radical separation of duties and incentive design make structural corruption technically impossible or statistically improbable
- No Incentive for Re-election: Unlike professional politicians who prioritize the short term to be re-elected, Managers are contracted professionals. Their incentive is to solve problems effectively and efficiently , as their performance is measured periodically according to objective criteria and their contract is not dependent on partisan loyalties.
- Impossibility of Capture: Corruption in the traditional system occurs because politicians conflate the WHAT and the HOW . Since these are separated into different hands (the Assembly defines the WHAT, Managers define the HOW), a Manager cannot easily divert funds to benefit a funder because the execution process (HOW) is transparent and audited.
In essence, the Managers are the highly specialized technical machinery that operates the system, ensuring that the ethical decisions defined by the citizens (Assembly) are executed with maximum efficiency, always under the principle of Radical Transparency and the dual and inevitable oversight of the Auditors and the Assembly.
Integrative Metaphor of Execution:
The Managers are like the specialist doctors at a community-owned clinic. The Board of Directors (the Assembly) sets the strategic objective ("We want the highest health rate on the planet with this ethical budget"). The Managers, based on their technical expertise, decide the HOW (what surgeries to perform, what medications to buy, how to schedule appointments). The Board doesn't tell them how to operate on a heart, but it can dismiss them immediately if the success rate drops, if they embezzle funds, or if an Auditor (the independent medical inspector) reports systematic malpractice.
Founding Maxim:
The managers are employees serving the citizens, not their rulers. The citizens are the absolute and inalienable owners of the "plane" (the common resources). The managers pilot it, but under the supervision of the Assembly (strategic direction) and the Auditors (continuous technical control).
This radical reversal of power is what prevents institutional capture.
I. The Control Triad: Management of the Commons
Fundamental structure of the Commons Administration: The Commons Administration (CDA) is NOT a monolithic entity. It is a balanced triad of three mutually monitoring pillars:
- Citizens' Assembly : Defines WHAT, oversees strategy, sets ethical direction
- Professional Managers: They execute HOW, make technical decisions, and implement policies
- Independent Auditors : They verify consistency, detect fraud, and monitor both.
None of these three pillars can dominate the other two. Power is distributed among all three.
A. The Complete Airplane Metaphor
To understand the complete structure of the AdC:
- Citizenship = Owner of the aircraft (defines final destination)
- The Citizens' Assembly = Representatives of the board of shareholders (decides the exact route: "we're going to Madrid, not Barcelona")
- Professional Managers = Pilots (decide how to fly efficiently: altitude, speed, fuel)
- Auditors = Air traffic controllers + chief mechanics (monitor that the flight is legal, safe and consistent )
The control system:
- Assembly oversees managers: Are we going to Madrid as promised?
- Auditors supervise managers: Is the aircraft mechanically sound? Is fuel being consumed correctly?
- Auditors oversee Assembly: Is the chosen route technically feasible? Does it comply with the law?
- The Assembly can remove Auditors: If they fail in their duties (with a 2/3 majority of two successive assemblies)
"None dominates. The three balance each other out. Dispersed power is the natural state."
II. The Metaphor of the "Airplane Pilots"
Professional managers are metaphorically described as the pilots of society's airplane . This metaphor perfectly encapsulates their role:
- The citizens own the plane - They define the destination ("we want society to prosper equitably")
- The Citizens' Assembly is the board of directors - It sets the exact route ("we're going to Madrid, not Barcelona")
- Managers are the pilots - They decide how to fly efficiently ("we use this altitude, this speed, this fuel")
- The auditors are from Air Traffic Control - they monitor that the flight is safe and legal, and they are external to the aircraft.
The key: Pilots do NOT decide the destination. That is the owner's responsibility. Pilots do decide how to get there efficiently, safely, and legally.
But also: Pilots are under constant scrutiny from Air Traffic Control (Auditors) . They can't do whatever they want, even if they technically could.
III. Executive and Technical Role
A. Core Functions
Professional Managers have three core functions: 1. Administration and Technical Specialization
* They are specialized administrators and technicians responsible for the technical design and efficient implementation of legislation and public policies . * Their expertise lies in the day-to-day management of essential services: infrastructure, health, education, justice, and defense.
2. Management of the Commons
* They manage common resources for the benefit of citizens. * They ensure that planetary dividends are distributed correctly. * They maintain radical transparency in all operations.
3. Translating Priorities into Reality
* The Citizens' Assembly defines: "We want to reduce unemployment to 2%" * The Managers decide: "We will implement program X, invest in sector Y, and retrain using methodology Z" * The citizens verify: "Was the 2% target reached? How was it achieved?" * The Auditors further verify: "Was it done legally and efficiently?"
B. Technical Autonomy with Dual Surveillance
Delicate balance:
Managers are not mere executors who say "yes, boss ." They have real technical autonomy :
- They can and should propose policies: For the AsC to review and approve them.
- Technical decision-making power: They can choose how to implement policies without constant citizen interference.
- Operational flexibility: They can adapt strategies on the fly if the evidence justifies it.
- Permitted innovation: They can and should propose new methods if they demonstrate effectiveness
But with DUAL and continuous surveillance:
- Assembly Oversight: Are they achieving their objectives? Is the budget aligned with what was approved?
- Auditor supervision: Are they being legal? Is M ≡ Q verified? Are there any anomalies?
- Radical transparency: Every decision is auditable on the blockchain
- Verifiable results: Objectives are either met or not - there are no excuses to hide
- ASI Supervision : Anomalies are automatically detected in real time by the Auditors
"True technical autonomy, but under the constant scrutiny of two independent supervisors: the Assembly (ethics) and the Auditors (technical)."
IV. The Radical Separation of Functions
Fundamental distinction that Demarchy makes explicit (and that traditional systems mix, generating corruption):
Demarchy is based on a radical separation between ethical direction and technical execution , with a third line of independent supervision .
A. The Citizens' Assembly Defines WHAT
Functions of the Citizens' Assembly :
- It sets goals and values: "We want a society with quality education for all"
- Define strategic direction: "We prioritize clean energy over fossil fuels"
- It establishes ethical principles: "We will not discriminate on the basis of gender in access to resources"
- He authorizes budgets: "We're allocating 10 billion for education this year."
- It sets restrictions: "We will not spend more than 5% of the budget on administration"
- Supervises Managers: "How are the objectives progressing? Is the budget aligned?"
The AsC does NOT decide:
- Which teacher should I hire? (that's technical)
- Which brand of computer should I buy? (that's operational)
- On which street should the school be built? (That requires expertise.)
- What pedagogical methodology should be used? (That's the expertise of educators.)
Duration and rotation:
- 30-day terms
- Constant rotation (no one stays permanently)
- Prevents capture through "permanent institutional knowledge"
B. Managers Decide HOW
Functions of Professional Managers:
- Technical design: "To achieve quality education, we will implement these programs"
- Operational decisions: "We will hire these educators, using these selection standards"
- Resource allocation: "We will invest 60% in infrastructure, 30% in salaries, and 10% in research."
- Implementation: "We will build schools in these 50 municipalities using this methodology"
- Monitoring: "We will measure results with these indicators every month"
- Adaptation: "Methodology X is failing, we will switch to methodology Y"
Managers CANNOT:
- Change the fundamental objective ("change from education to militarization")
- Violating the global budget ("spending 15 trillion when 10 was approved")
- Discriminating against protected groups ("education for boys only")
- Making decisions that violate civic ethical principles
Permanence and stability:
- Permanent contracts to accumulate expertise
- As in any company, the board of directors and the CEO can be dismissed at the discretion of the shareholders (AsC)
Salary:
- Will always be a multiple of the Planetary Dividend
- Will be negotiated by the AsC and the Auditors at the time of hiring
- They will receive performance bonuses based on a multiple of the Planetary Dividend.
"The WHAT is a civic moral responsibility. The HOW is a professional technical responsibility."
C. The Auditors Verify BOTH
Functions of Independent Auditors :
- Managers are supervised: Are they legal? Efficient? Is M ≡ Q verified? Were any anomalies detected?
- They oversee the Assembly: They have the ability to investigate assembly members, and the power to return any law or decree for review by the next Assembly.
- They guarantee transparency: They verify that radical transparency is maintained
- They translate complexity: They explain technical data to citizens and assembly members in understandable language
- They provide early warnings: They detect systemic risks before they become crises.
- Consequences apply: If a manager or assembly member commits malpractice, auditors initiate an investigation
The auditors do NOT decide:
- The WHAT (that is the Assembly)
- The HOW (that's what Managers are)
- Its function is to verify that both operate correctly.
Absolute independence:
- They report directly to citizens through the Assembly and web reports, not to managers
- They cannot be dismissed by the executive/legislative branch (Managers)
- Removable only by consensus of two successive assemblies
- They remain in power during rotations (continuity)
Salary:
- Will always be a multiple of the Planetary Dividend
- Will be negotiated by the AsC and the Auditors at the time of hiring
- They will receive performance bonuses based on a multiple of the Planetary Dividend.
"The Auditors are the guardians of the system's integrity. They monitor WHAT the Assembly does and HOW the Managers do it."
D. Why Does This Separation Prevent Corruption?
Analysis of corrupt dynamics:
In traditional systems:
- Politics and implementation are mixed
- A politician says, "I need to build a bridge for political reasons (to win votes)"
- You decide how to execute it (choose your cousin as the contractor)
- Corruption arises naturally because direction and execution are in the hands of the same interested person.
In Demarchy:
- Policy (WHAT) is separate from execution (HOW), and both are under independent oversight
- The Assembly: "We want a bridge (ethical decision: to connect two communities)"
- The Managers: "We will do it with open bidding, radical transparency, and predictive market monitoring."
- The Auditors: "We verified that the bidding process was legal, that M ≡ Q is met, and that there are no anomalies."
- Primo tries to bribe the Manager, but:
- Bribery is visible on the blockchain - ASI-AdC detects anomaly immediately - Auditors issue public alert - Manager's CdC drops drastically - Manager is fired and investigated
The separation of functions with dual surveillance means that corruption requires conspiracy between multiple independent actors simultaneously - something virtually impossible.
V. Rigorous Meritocratic Selection
Principle: Managers are not chosen for popularity, but for proven competence
A. Selection Criteria
| Criteria | What it measures | Example |
|---|---|---|
| Verifiable expertise | Do you have credentials in the field? | Physician with 10 years of experience in public health |
| Results History | Have you successfully completed similar projects? | You managed budget X with integrity |
| Trust Capital | Have you historically kept your promises? | Verifiable public Trust Capital of 8+/10 |
| Absence of conflicts | Do you have economic interests in the area? | You don't have businesses that would benefit from decisions you would make |
| Technical skills | Do you understand complex systems? | Can you explain your plan to a non-specialist audience? |
| Ethical Integrity | Have you been able to resist corrupting pressure? | No record of allegations or sanctions for fraud |
B. Selection Process
- Public announcement: Position, requirements, salary, and duration are announced.
- Open self-nomination: Anyone can apply (no political connections required)
- Technical filtering: A panel of independent experts filters by credentials
- Draw: The places are drawn among all the candidates who have passed the tests
- Approval by AsC: The Assembly approves the contract.
- Contract and trial: Permanent contract with continuous performance evaluation
C. Meritocracy as an Attractive Feature
Paradox:
Rigorous meritocracy attracts true professionals :
- The best economists, engineers, and doctors want to work for serious governments.
- In corrupt systems, the best people avoid the public sector (why work where mediocrity prevails?)
- At Demarquía, working for AdC means prestige + impact + security :
- Prestige: Access is only granted through rigorous meritocracy - Impact: You can actually make a difference (you're not in a constant political struggle) - Security: You can't be fired due to arbitrary political changes - Oversight: You work under rigorous but fair scrutiny (Auditors)
"Demarchy attracts the best because it offers what they really want: to work seriously, without political interference, with fair supervision."
VI. Responsibility and Dual Control Mechanisms
Fundamental principle:
Responsibility in the Demarchy is concrete, personal, and unavoidable . There is no "bureaucratic disappearance of blame."
The Managers operate under radical transparency with dual and continuous control by the Assembly and Auditors.
A. Control of the Citizens' Assembly
The Citizens' Assembly is the permanent political oversight body:
1. Budget audit:
* Approves annual budget for Managers * Reviews quarterly how it is being spent * The incentive: Every euro AdC spends is a euro that doesn't go to the Planetary Dividend * Result: Managers have real pressure to minimize expenses
2. Target surveillance:
* Define clear objectives with verifiable metrics * If you promise to reduce unemployment to 2% in 2 years, that will be publicly recorded * If you succeed: recognition, contract renewal, possible promotion * If you fail: investigation into the causes, possible dismissal
3. Power of intervention:
* The AsC may dismiss managers when it deems a change necessary
. * In serious cases, it may activate its Exceptional Power of Direct Intervention (2/3 majority):
- Veto a specific measure taken by the Manager
- Demand accountability for malpractice
- Order a complete review of a program
4. Temporary and rotating employment:
* Assembly members serve short terms (30 days) * This prevents Managers from "capturing" the Assembly members through attrition or familiarity * There is always "fresh blood" who have no prior commitments to Managers
"The AsC is the watchdog with a real economic interest in ensuring that the Managers are efficient."
B. Control by Independent Auditors
The Independent Auditors are the permanent technical oversight body:
1. Continuous technical audit:
* They verify that managers operate legally and efficiently . * They monitor M ≡ Q (Money Supply ≡ Real Value). * They detect anomalies, fraud, and budget deviations . * They publish their findings publicly.
2. Assembly Supervision:
* They verify that the Assembly's decisions are technically feasible. * If the Assembly orders something impossible, the auditors issue a public warning. * They prevent the Assembly from making demagogic or ineffective decisions.
3. Absolute independence:
* They report directly to the citizens, not to Managers or the Assembly * They cannot be dismissed by the executive or legislative branches (only by a 2/3 majority vote of two successive assemblies) * They remain in office during power rotations (ensuring continuity)
4. Mediation function:
* They translate technical complexity into understandable language for the general public. * They publish clear, objective, and accessible periodic reports. * They are the bridge between technical complexity and democratic understanding.
5. Research power:
* If they detect malpractice, auditors initiate a formal investigation. * They may recommend the dismissal of managers. * They may demand personal liability (assets, freedom).
"The auditors are independent technical guardians. They ensure that the system functions consistently."
C. Technological Assistance: ASI-AdC and Prediction Markets
Automated control tools that assist auditors:
1. Artificial Superintelligence (ASI-AdC) :
* Continuous audit of consistency between Money Supply and Real Value (M ≡ Q) * Detects fraud, budget deviations, and anomalies in real time * Provides Auditors and AsCs with objective information, consequence simulations, and scenario analyses * Guardian against fraud: Monitors that Managers do not create tokens without real backing * If an anomaly is detected: immediate public alert, token flagged, automatic investigation
2. Prediction Markets :
* Citizens and experts "bet" on whether a Manager's plan will succeed * If the Manager promises to "reduce unemployment to 2%", the market predicts the probability * Real money is at stake → Incentive for honest prediction * If the market predicts failure (e.g., 20% probability of success) but the Manager insists, Auditors and AsCs receive an early warning * Result: Exaggerated promises are quickly exposed
3. Automatic consistency analysis:
* Are Managers' decisions aligned with AsC's direction? * Is the budget being spent as promised? * Are the objectives being met? * Deviations are automatically visible to Auditors
"Technology makes visible in real time what was previously only discovered years later."
D. Inevitable Consequences
Responsibility is real, not performative:
1. Due to malpractice:
* If you cause harm through intentional malpractice, gross negligence, or bad faith * You must face swift, proportionate, and severe consequences * Damages will be at the expense of your personal assets and/or liberty * Investigation initiated by Auditors
2. For fraud:
* Fraud is automatically detected by ASI-AdC within hours/days * There is no "annual audit cycle" where it disappears * Auditors initiate immediate investigation * Penalties are exemplary (high-ranking officials are not protected)
3. Due to demonstrated incompetence:
* If they consistently fail to meet objectives * If performance falls below the threshold * They are dismissed and replaced by someone more competent * There are no "golden retirement plans" for the incompetent * Assembly triggers dismissal
"In Demarquía, being incompetent or corrupt is worse than in any private company. There are TWO supervisors (Assembly + Auditors) constantly watching you."
VII. Radical Differences with Traditional Systems
| Appearance | Traditional Politics | Demarchical Manager |
|---|---|---|
| Selection | Political connections, charisma | Rigorous meritocracy, credentials |
| Power | Political and technical (mixed) | Technical only (supervised by Assembly + Auditors) |
| Duration | Indefinite (or many years) | Continuous evaluation |
| Supervision | Weak, with elections every 4 years | Dual and continuous: Assembly (political) + Auditors (technical) |
| Responsibility | Diffuse, difficult to attribute | Concrete, personal, inevitable |
| Change of direction | Requires winning elections | Assembly chooses new direction (rotation by lottery) |
| Efficiency Incentive | Win Next Election | Each token spent reduces DP |
| Fraud Detection | Years, if it occurs | Hours/days, automatic (Auditors + ASI-AdC) |
| Attracts talent | Mediocre (better in other fields) | Top professionals (meritocracy + independence) |
| Capture possible | Yes (lobbying, money) | No (continuous dual audit + transparency) |
VIII. Examples in Action
Case 1: Infrastructure Manager
Scenario: The Assembly approves "building 100 km of bike lanes in the next 2 years".
What does the Manager do?
1. Plan where (based on mobility data)
2. Calculate a detailed budget
3. Negotiate with contractors (open bidding)
4. Supervises construction
5. Monitors quality against public standards
Dual oversight:
- Assembly: Review every quarter - Is construction proceeding as promised? Is the budget on track?
- Auditors: They verify - Is money being spent legally? Is M ≡ Q verified? Are contractors compliant?
- ASI-AdC monitors: Payment anomalies? Tokens with real backing?
- Prediction market alerts if the project is delayed
Result:
- If Manager meets: possible promotion, CdC goes up
- If Manager fails due to incompetence: Assembly + Auditors = dismissal + replacement
- If Manager attempts fraud: Auditors + ASI-AdC automatically detect it = investigation
Case 2: Real-Time Fraud Detection
Scenario:
A manager attempts to transfer $10 million from the Common Fund to a personal account, disguised as a "payment to a vendor."
In traditional systems:
Fraud discovered after annual audit (12 months later) or never
In Demarchy:
1. Transfer occurs
2. Smart contract checks: "Does supplier X have an invoice for $10M?" → No
3. Transfer is automatically rejected
4. ASI-AdC detects it and alerts in milliseconds
5. Auditors initiate immediate investigation
6. Public alert: "Anomalous transfer attempt detected"
7. Manager is identified (blockchain is traceable)
8. Account is automatically frozen
9. Case goes to Assembly + Auditors for formal investigation
Result:
Fraud would require circumventing: smart contracts, multiple layers of auditing (auditors), ASI-AdC, and thousands of public nodes. It's virtually impossible.
"Fraud detected in HOURS, not YEARS."
IX. Limitations and Risks
Intellectual honesty: The Managers system is not perfect
A. Capture of Specialists
Risk:
A complex technical field (e.g., cryptography, epidemiology) can be captured by a small group of specialists who master the knowledge
Mitigation:
- Civic education in basic concepts
- Multiple experts competing (no monopoly of one school of thought)
- Expert prediction markets (if everyone is wrong, the market predicts incorrectly)
- ASI-AdC as "arbiter" between conflict specialists
- Technical auditors verify consistency of decisions
B. Institutional Inertia
Risk:
Managers can develop a "way of doing things" that resists change
Mitigation:
- Rotation of Assemblies (new blood every 30 days with a fresh perspective)
- Permanent auditors who question status quo
- Innovation requirement (objectives include "improve methodology")
- Prediction market pressure (if the method is inefficient, the market predicts it)
C. Manager-Assembly Conflict
Risk:
What happens if the Assembly makes a decision that is ethically correct but technically unfeasible?
Example: Assembly decides "100% renewable energy in 1 year" (technically impossible).
Manager must comply with impossible order or resist.
Resolution:
- Manager advises: "This is technically impossible, I propose an alternative"
- If the Assembly insists: The manager can appeal to independent auditors.
- Auditors publish technical analysis
- Citizens decide based on information
- Auditors can stop and return any proposal they deem unsuitable, so that it can be reviewed by the next Assembly in session.
- If the Assembly upholds the decision: The manager can resign with honor or try "to do their best".
"The system anticipates honest disagreement, not blind submission. The auditors are arbiters of technical feasibility and have the power to mitigate decisions they deem wrong."
X. Remuneration of Managers:
Like all AdC employees, their remuneration is calculated as fixed multiples of the Planetary Dividend (PD), creating a direct and verifiable incentive :
If your management is efficient, reducing administrative costs and contributing to the common good, your DP increases, and so does your salary. If your management is inefficient, or the administration has excessive expenses, your DP decreases, affecting your personal income.
The multiple scale is assigned according to complexity and responsibility . The Chief Executive Officer, comparable to a prime minister or CEO, should have a higher salary than those comparable to ministers or advisors, given their greater responsibility.
The Assembly --Planetary, Regional or Local-- (similar to a General Shareholders' Meeting) can also offer them performance bonuses, also based on multiples of the DP.
The system fulfills three essential functions:
- Automatic alignment: The manager's salary literally depends on collective success (DP). They cannot enrich themselves by impoverishing the common good.
- Radical transparency: All salaries are recorded in the Common Vault , auditable in real time. There are no hidden allowances or special privileges.
- Attracting talent: The best professionals seek stability, real impact, and fair oversight, not corrupt privileges. Demarchy offers exactly that.
This mechanism transforms managers into servants structurally aligned with the common good , independent of their personal virtue. Systemic design replaces blind trust with continuous verification.
XI. The Ideal Manager
Profile of the Professional Manager in Demarchy:
- Real technical competence - Knows what he's doing, doesn't improvise
- Intellectual humility - Admit what you don't know, ask for help
- Personal integrity - Does not corrupt, does not take unnecessary risks
- Results-oriented - Measure, iterate, improve
- Clear communication - Explains decisions to a general public without specialized knowledge
- Resistance to pressure - Does not change opinion due to political pressure, only due to evidence
- Open to supervision - Accepts monitoring by the Assembly and Auditors as normal
- Commitment to the common good - He truly believes he works for the citizens, not for personal gain.
- Continuous learning - Evolve with new technologies and information
"An ideal manager in Demarquía is a serious professional who simply wants to do their job well without arbitrary political interference, under rigorous but fair supervision."
