loading . . . If I started fresh Erin and I stood at the front of the room, our seven-minute pitch slides for Known still projected above us. At the wooden table in front of us, investors and media executives prepared to give us unfiltered feedback about what we’d just presented to them. Beyond them, an audience of entrepreneurs, more investors, and other enthusiasts were raising their hands.
“Does your excitement outweigh your hesitations?” Corey Ford asked the Matter audience. A spattering of hands shot up; most of the audience did not raise theirs.
At Matter, Design Reviews were a big deal: a structured, safe way to find out what investors and potential customers actually thought about your business. You would pitch; then the audience would vote on a handful of questions; then the panel would weigh in.
Corey took a beat before asking his next question, microphone in hand. “Does this venture have the potential to change media for good?” A few more hands shot up this time.
“Does this venture have the potential to raise investment? If not, does it have the potential to raise alternative funding?” No hands.
The panel eviscerated us.
I’d started writing the first version of Known while my mother recovered from her double lung transplant. My mother wanted people to talk to about her experiences, but she didn’t trust the likes of Facebook to host those conversations. I’d built the platform to provide an alternative. I cared about the platform deeply; I cared about the idea of communities that didn’t yield their data to one of a handful of centralized services even more.
Indieweb and open social web people seemed excited. But I couldn’t tell the story in a way that resonated with people who weren’t a part of those worlds. This was 2014, before Cambridge Analytica or the genocide in Myanmar. The most common question I was asked was, “what’s wrong with Facebook?”
A decade later, nobody’s asking that question. We’ve all seen what’s wrong. The centralized social web has failed us; its owners treat their platforms as a way to spread propaganda and further entrench their power, often at the expense of democracy. Mark Zuckerberg likens himself to a Roman emperor even while his policies fail community after community. Under Elon Musk, X has been reinvented as a firehose of toxicity. Users are hungry for alternatives.
In my previous posts in this series, I discussed what I would do if I ran Bluesky and Mastodon. But now let’s zoom out: what if I started fresh?
There are several ways you could approach building a new open social web platform. You could hope to be remembered for building a great open protocol, as Tim Berners-Lee is, but I believe today’s need is more acute. Few people were asking for the web in 1989; it emerged anyway, changing peoples’ minds, habits, and culture. For its first decade, it was a slow-burning movement. In 2025, great harms are being done to vulnerable communities, and the profits from centralized platforms are used in part to fuel global fascism. Building a great protocol isn’t enough to get us where we need to go. We need to adopt a different mindset: one of true service, where we build an alternative _to serve people’s direct needs today_.
I think these principles are important:
* Any new product must be laser-focused on solving people’s needs. The technical details — protocols, languages, architecture, approach — are all in service of creating a great solution to real human problems.
* The perfect can never be allowed to obstruct the good. Ideological purity is next to impossible. The important thing is to build something that’s better than what we have today, and continue iterating towards greatness.
* Everyone who works on such a platform must be able to make a good living doing so. Or to put it another way, nobody should be financially penalized for working on the open social web.
* The platform must be sustainable. If you’re making something people rely on, you owe it to them to ensure it can last.
In his post Town squares, backyards, better metaphors, and decentralised networks, Anders Thoresson points out that social _media_ and social _networks_ are two different things that have sometimes been conflated. Social media is the proverbial global town square. A social network is the web of relationships between people; these might span apps, the web, and in-person conversations alike.
As I wrote in my 2008 piece The Internet is people:
> Let’s reclaim a piece of language: a social network is an interconnected system of people, as I’ve suggested above. The websites that foster social networks are simply social networking tools. A social network doesn’t live on the Web, but a website can help its members communicate and share with each other.
I believe there’s enormous value to be found in building new platforms to support social networks in particular. The goal shouldn’t be to try and gather everyone in the world around a particular voice or algorithmic spectacle, as X now does with Elon Musk’s account and ideas; it should be to support networks of people and help them connect with each other on their terms.
From the same piece:
> The idea of a social networking tool is to make that network communicate more efficiently, so anything that the tool does should make it easier for that network to talk to each other and share information. The tool itself shouldn’t attempt to create the network – although that being said, new network connections may arise through a purpose. Most of us have made new contacts on Flickr or Twitter, for example, because we enjoyed someone’s content.
Compare and contrast with Meta’s latest strategy to fill its platforms with AI-generated users, _literally_ creating the network.
If I were starting from scratch — grounded in these principles, and committed to serving real human networks — here’s what I’d build.
As I hinted at in my if I ran Mastodon piece, I believe there is a need for a private-by-default, federated platform designed for groups that already know each other or are actively building trust. Think mutual aid groups, local advocacy orgs, artist collectives, parent groups, cooperatives, or even small media orgs with deeply engaged communities.
On this platform, anyone can build a group with its own look and feel, set of features, rules, and norms. As a user, I can join any number of groups with a single account, and read updates on a dashboard where I can easily switch between types of content (long-form vs short-form), modes of engagement (conversations vs published pieces), and categories (topics, timely updates vs evergreen).
Because it embraces the open social web, a user can connect to these groups using any compatible profile, and if a user doesn’t like the dashboard that the platform provides, perhaps because they don’t like how it prioritizes or filters content, they can choose another one made by someone else. Over time, groups can be hosted by multiple platform providers — and users will still be able to interact, collaborate, and share content as if they were on the same system.
Let’s say I’m part of three very different communities: a neighborhood mutual aid group, a nonprofit newsroom, and a writing collective. On this platform, each has its own space, with its own tone, style, and boundaries.
The local mutual aid group uses their space to coordinate grocery drop-offs, ride shares, and emergency needs. Everything is private, and posts are tagged by urgency. There’s a shared resource library and a microblogging space for check-ins. Members can signal availability without having to explain.
The newsroom uses its space to share behind-the-scenes updates with engaged readers, collect community tips, and publish previews of investigations. It connects directly with their existing WordPress site and lets audience editors manage conversations without needing a developer.
The writing collective is weird and messy and fun. It has a public-facing stream of essays and poetry, but also a rotating “writing prompt room” and a long-form thread space that acts like a slow-moving group zine. It’s run as a co-op, and contributors vote on changes to how it’s governed. The writing is mostly private for its members, but every so often the group makes a piece available for the outside world.
Each of these groups lives in its own lane and can be accessed individually on the web, but I choose to keep up to date on all of them from a dashboard that reflects how I think and what I care about. I can configure it, but it also learns from my use over time, and even suggests new groups that I might want to be a part of. It also lets me search for people I know or ideas I want to hear more about and surfaces groups relevant to both. The dashboard is available on the web and as a clean, responsive mobile app with a best-in-class consumer-grade design.
Because it’s all built on the open social web, I can take my identity and content with me if I ever leave. If there’s a dashboard by another company that works better for me (or fits my ideals better, for example by _not_ learning from my use automatically), I can switch to it seamlessly. If I want, I can move my profile and memberships to an account hosted by another provider. Even if I don’t do those things, I can connect other apps to my account that give me new insights about the content and conversations I’m interested in — for example to highlight breaking news stories, surface group events I might be interested in, or to give me extra moderation powers for communities I run.
Here’s the bit that might make open social web purists upset: all of this would be built by a for-profit public benefit company and run as a hosted service. At launch, there would be no open source component.
Gasp! I can already read the Mastodon replies to this post. But rather than a betrayal of open social web values, I see these things as a way to better support the needs of the platform and the values of the space. This isn’t about profit above all else. It’s about aligning incentives to support a healthy, values-driven product, and making that alignment resilient over time. (Don’t worry, I’ll get back to open source below.)
So far, most open source self-hosted platforms have prioritized engineering efforts. Resources haven’t been available for researchers, designers, trust and safety teams, or for dedicated staff to foster partnerships with other projects. Those things aren’t nice-to-haves: they’re vital for any service to ensure that it is fit for purpose for its users, a delightful experience to use, and, crucially for any social platform, safe for vulnerable users to participate in. Building a financial model in from the start improves the chances of those things being available. If we want great design, we need to pay designers. If we want a safe, healthy community, we need to pay a trust and safety team. And so on.
In order to pay for the teams that make it valuable, the platform will charge for non-core premium features like SSO and integrations, offer a hands-on enterprise concierge service, and take a cut from marketplace transactions inside groups. Most importantly, the business model isn’t based on reach, surveillance, or ads; the values of the business are aligned with the communities it hosts.
In its earliest stages, every platform needs to reduce the feedback loop between its users and builders as much as possible. Incubating it internally until the basic interaction models, look and feel, and core feature-set are right will allow that to happen faster. I’ve found in the past that open source communities can muddy that feedback loop in the earliest stages of a project: there are people who will cheerlead something because it’s open source and not because the product works for them in itself. There are also other people who will relentlessly ask for esoteric features that benefit only them — or will be abusive or disrespectful in the open source community itself. None of these is what you want if your focus is on building something useful.
Finally, something happens when you release a project under an open source license: anyone can use it. It’s a permissive ethos that sits at the core of the movement, but it also has a key downside for open source social platforms: someone may take a platform you’ve put a great deal of work into and use it for harm. There is nothing to stop someone from taking your code and using it to support Nazis, child abuse, or to organize other kinds of real-world violence. In contrast, a hosted product can be vigilant and remove those communities.
By not releasing an open source project _at first_ , the business has a chance to seed the culture of the platform. It can provide the resources, support, and vigilance needed to make sure the space is inclusive, respectful, and safe. Once the platform has matured and there are thriving, healthy communities, that’s when we can release a reference codebase — not as a symbolic gesture, but as a foundation others can build on without compromise. That moment would come once the platform has proven its core use case, the community culture is thriving, and the financial base is strong enough to support long-term governance.
In the meantime, because it’s all based on open social web protocols, other developers could have been building their own participating open source community platforms, dashboards, and libraries.
Last thing: I haven’t mentioned _where_ I would run this from. Vulnerable communities are under attack in many parts of the world, notably the US, and it isn’t clear that data will be safe from subpoenas or other legal threats. So the business would be headquartered in Switzerland, a traditional home for neutral parties and a jurisdiction that offers stronger protections for user data. While starting it would require raising investment — and, perhaps, grants for starting a mission-driven high-tech business from Switzerland, the EU, and elsewhere — it would not aim to be a venture-scale business, and would operate largely independently from the US tech ecosystem. It would inclusively hire talent from all over the world and offer hybrid work: remotely but with the opportunity to come to Zurich and collaborate in-person as the need arose.
It would, of course, be a business that invested heavily in DEI, with strong benefits. These policies would allow a more diverse staff to collaborate on building it, ensuring that a greater array of perspectives were involved in its design. This isn’t just morally correct: along with the choice of location and business model, it represents a commitment to resilience.
Resilience, I hope you’ll agree, is something we need in abundance.
I began this series by asking how I’d run someone else’s platform. But the real question is: what should we build now, and how do we build it together? What are the mindsets that will provide a true alternative? And how can we ensure it succeeds?
If any of this resonates, I’d love to chat. You can always email me at [email protected] or on Signal at benwerd.01.
_Previously in this series:if I ran Bluesky Product and if I ran Mastodon. Subscribe to get every post via email._
_Photo byRenzo D'souza on __Unsplash_ https://werd.io/2025/if-i-started-fresh
