Shared Creation Partnership.

SHARED CREATION PARTNERSHIP Progressive profit sharing and ownership · Proposed Campaign 137 pilot Ryan Kimichick · Working policy design · November 1, 2026 PURPOSE People who help build a business should have an opportunity to share in its success and develop their own potential. AI and robotics should help improve human lives as well as business output. This document proposes one practical starting model for discussion. Its percentages, thresholds, community fund, and implementation steps are illustrative recommendations, not enacted law or settled campaign commitments. The national goal is broader than this business pilot: profit sharing within successful companies alone cannot fund abundance for everyone. 1. PROTECT THE FOUNDATION Keep wages, benefits, labor protections, and existing retirement commitments. Shared profits supplement compensation. A change in title does not remove employment rights. Before the pilot year, publish a method for calculating available distribution surplus: cash the business can prudently allocate after operating obligations, tax provisions, required debt payments, employer payroll-tax provisions, and a specified liquidity and reinvestment reserve, but before the proposed worker and community allocations. This is a planning measure, not a substitute for accounting profit. An independent accountant reconciles the measure to financial statements. Reserve rules, owner compensation, related-party transactions, and exceptional adjustments are disclosed to worker representatives. Owners cannot change those rules after seeing the year's results simply to reduce the pool. 2. SHARE MORE AS AVAILABLE SURPLUS GROWS Illustrative annual marginal brackets: First $1,000,000: allocate 10% to the worker pool. Next $4,000,000: allocate 20% to the worker pool. Amount above $5,000,000: allocate 30% to the worker pool. Apply each percentage only to the amount within its bracket. There is no cliff that charges the higher rate on the entire surplus. A business with no available distribution surplus owes no payout under this particular formula; wages and other existing obligations continue. 3. ALLOCATE BROADLY Each eligible participant earns service credits during the year, capped at one full-time equivalent. Divide the pool in proportion to those credits. Managers do not receive a larger allocation merely because they have a higher salary. Publish eligibility and the treatment of part-time work, protected leave, new hires, and departures before the year begins. Provide an understandable individual statement, a defined payout date, and a correction and appeal process. Comparable service earns comparable dollars. Those dollars represent a larger percentage of pay for a lower-paid participant. WORKED EXAMPLE Available annual distribution surplus: $2,000,000. Participants: 100, with equal full-year service credits. Worker pool: 10% of first $1,000,000 = $100,000. 20% of next $1,000,000 = $200,000. Total worker pool = $300,000. Each participant receives a gross allocation of $3,000, before applicable taxes. Separate voluntary community contribution: 1% of the same $2,000,000 base = $20,000. Remaining available surplus for owners and additional retained capital: $2,000,000 - $300,000 - $20,000 = $1,680,000. The community contribution is separate from the worker pool. It is not deducted from workers' $300,000 allocation. Normal business costs and the defined reserve were accounted for before calculating this surplus. 4. BUILD AN OWNERSHIP PATHWAY Cash sharing rewards annual success. Ownership can provide a longer-term stake and, depending on structure, a voice in governance. Begin with a written cash-sharing agreement. Undertake a feasibility study before selecting an employee stock ownership plan (ESOP), worker cooperative, employee ownership trust (EOT), or another appropriate broad-based equity arrangement. The Department of Labor describes ESOPs, worker cooperatives, and EOTs as distinct forms of employee ownership. They do not offer identical voting, distribution, or departure rights. An ESOP is a federally regulated retirement plan; an EOT's collective beneficiaries may have no individual shares or departure payout. Before adopting any structure, specify valuation, ownership percentages, voting rights, vesting, treatment of losses, departure rules, financing, and oversight. Explain concentration risk when both pay and wealth depend on the same business. Preserve existing wages and benefits while designing access. 5. LET AI GAINS FLOW THROUGH THE SAME POOL Maintain a productivity ledger showing measurable AI and robotics gains less software, equipment, energy, maintenance, training, financing, and transition costs. Net gains already included in the business's available surplus enter the same sharing calculation. Count each gain once. An estimate of saved staff time is not automatically cash available for distribution. Include paid learning time and a route for workers to propose improvements. Evaluate better service, useful output, time released, safety, and job quality. Layoffs alone do not demonstrate improved human quality of life. 6. CONNECT SUCCESS TO THE WIDER COMMUNITY The separate illustrative 1% contribution supports a locally accountable fund for independently reviewed learning and transition grants. Publish the selection rules, recipients, administrative spending, conflicts of interest, and results. People outside participating businesses need an explicit place in any national abundance program. A universal benefit would require a separately costed revenue source, eligibility rules, administration, and distribution design. This voluntary pilot does not establish or finance that national entitlement. 7. PROMOTE ADOPTION PROGRESSIVELY Months 1–3: recruit willing businesses; invite worker input; establish financial and quality-of-life baselines; sign the sharing agreement. Months 4–6: train managers and workers; publish quarterly estimates; begin paid learning and the AI productivity ledger. Months 7–12: operate the model; independently reconcile results; pay allocations on the agreed schedule; publish aggregate outcomes. After year one: offer an ownership feasibility study and expand only when the business and its participants can sustain the model. Make a simple public participation standard available to businesses that disclose and verify their results. Do not sell an unverified badge. Evaluate adoption support and any proposed public tax or grant incentives separately, with a budget and measurable conditions. The business case to test is straightforward: does a meaningful shared stake improve retention, useful innovation, and sustainable performance? Measure those outcomes rather than promising them. 8. MEASURE QUALITY OF LIFE AND BUSINESS HEALTH Track worker payouts, take-home compensation, ownership participation, paid learning time, schedule predictability, safety, retention, and voluntary worker feedback. Track liquidity, investment, productivity, customer outcomes, and survival of the business alongside them. Use aggregate reporting and minimize personal data. Basic participation should not depend on private health disclosures, unpaid work, personal loyalty, or an enthusiasm score. Include elected worker representatives in oversight, an independent financial review, and a clear dispute process. 9. CONNECT THE FOUR PROPOSED ACTS The speech supplies the purposes below; legislation and funding remain to be drafted. AI Act for America: the overarching commitment that technological progress improves human quality of life. Human Intellectual Rights Act: Ryan's goal of using AI and robotics to fund abundance for all. The pilot tests a limited business-level contribution; a national funding mechanism remains open. Effort of Self Creation Act: Ryan's commitment to a meaningful opportunity to develop one's potential. Paid learning in this pilot is one suggested business practice, not a settled statutory entitlement. Birthrights Act: the principle that each person's opportunity to seek a higher self deserves care and commitment. The enforceable rights, beneficiaries, and remedies require definition. DECISIONS STILL NEEDED A. Define “elimination of employees.” This model offers a possible transition toward people who are both workers and stakeholders. It does not assume abolition of jobs or employment protections. B. Decide whether participation is voluntary, required, or encouraged through a defined incentive; confirm the scope and boundaries of the four Acts. C. Choose and cost a national funding and distribution mechanism for people beyond participating businesses. D. Test thresholds, reserve rules, allocation fairness, and quality-of-life measures with businesses and worker representatives before making a national commitment. IMPLEMENTATION DISTINCTION This pilot describes cash incentives. A tax-qualified profit-sharing retirement plan is a different arrangement. IRS guidance permits discretionary employer contributions and requires a set allocation formula. The percentages in this document do not establish that a retirement plan meets qualification requirements. Appropriate accounting, employment, tax, benefits, and ownership advice is needed when adapting the model to a real business. PRIMARY SOURCES CONSULTED NOVEMBER 1, 2026 U.S. Department of Labor — Employee Ownership https://www.dol.gov/agencies/ebsa/about-ebsa/our-activities/programs-and-initiatives/employee-ownership-initiative/tools-and-resources/employee-ownership Internal Revenue Service — Choosing a retirement plan: Profit-sharing plan https://www.irs.gov/retirement-plans/choosing-a-retirement-plan-profit-sharing-plan All pilot rates and program-design choices above are original illustrative recommendations, not figures prescribed by these sources.