Timeline

His mother first brought him at five, to a Jane Goodall lecture with a film of chimpanzee behavior. Jim Michael — his mother's partner and, in Hare's description, a surrogate father — taught him to punch cards at Evans Hall and feed them into the mainframe. He spent the time wondering where the computers from 2001: A Space Odyssey were.

He skimmed all of them and read the history, archaeology, aircraft, ships, exploration, geology and palaeontology. He had already read out the town library. Fifty years of the same behavior followed — buying out newsstands, and hunting the International Herald Tribune across two circumnavigations, always several days out of date.

The family helped Brand and other residents build a composting toilet to stop raw sewage going into the bay. Aboard the ferry Hare sat on the floor with 1930s revolution maps, listening to his father debate Marxism with a first-hand witness to how it went wrong.

He did, and stayed until sundown reading nuclear physics, chemistry and astronomy — hidden inside a piece of his own grandfather's work. He was also programming that year, feeding punch cards into the IBM mainframes at Evans Hall next to building T-8 where his mother worked. The capacity for long solitary thought dates from here.

He thought it foolish for companies to own computers and write their own applications, so he bought machines — consuming the entirety of his daughter's inheritance — and ran the software for other businesses. The application was not the point. The platform was.

It ran like the navy — saluting, presenting arms, marching in formation — because its mission was training future merchant mariners and naval officers.

A militarist and anti-communist on a Marxist-Leninist commune, arguing with the adults while they sang Back in the U.S.S.R. His reading was Sea Power, the Naval Institute Proceedings and Jane's. Beneath it he remained a pacifist — and that contradiction is what the architecture is an attempt to resolve.

Which rests on Brownian motion — the fourth of Einstein's 1905 papers. His first real scientific experiment was built on Einstein's work, twenty-five years before he attended the centenary of the year that produced it. He also touched a silver-coated mirror once, embedding his fingerprint and ruining that run.

He assumed the gold was a flex. It is simply the best conductor, and in a precision instrument fidelity matters. When it matters, have the best. Three mentors taught him the HP Way; he later thanked Packard at Stanford, and Hewlett through an introduction from E. O. Wilson. He was soldering tubes descended from his own grandfather's work, in a company built by his grandfather's mentor's protégés.

He died of a stroke while playing tennis in Washington that July, aged 68. Everything Hare knows about him he knows because June told him — over decades, at a chestnut log cabin on Scientists Cliffs with no television and a serious liquor collection.

Because they designed systems rather than things. His focus was simulation and modeling of dynamic systems — the formal foundation everything since rests on, and the same discipline whose American society his grandfather founded. His advisors were Stuart Dreyfus and C. Roger Glassey, who handed him Geoffrey Hinton's paper on back-propagation and showed him a neural network running on a NeXT machine.

Wyc Grousbeck, who gave him the nickname Hare-Brain, arranged a class project for David Marquardt — then the only outside venture investor on Microsoft's board, and a general partner at Technology Venture Investors. Hare, in his own words a commune boy, did not know what a venture capitalist was. The project was a study of TGV Software, a cross-platform networking company on whose board Marquardt sat. It put him inside Microsoft.

He also gave up the Henry Ford II Scholar prize for it. Leading the class going into his final semester, he blew off his courses to dial into Microsoft's network on one of the first copies of Remote Access Server, and took P-pluses instead of As. He rescheduled a flight to Europe by two weeks to attend a graduation where the prize went to somebody else.

Stock from $2.30 toward $23 on revenue the CEO couldn't explain; three truth-tellers fired; a deep throat, a handler from Arkansas, and a board that finally listened. The lesson became structural doctrine: truth-telling inside institutions must be made safe by architecture, because institutions will never volunteer it. Half the options, sold in an hour; fifty pounds, not recovered as fast.

A 1991 graduate statistics project on UN infant-mortality data across Africa had found female education the dominant correlate. What remained unsolved was a global decentralized market for all resources, including human capability — the same layer he had named at Microsoft two years earlier.

The full telling is promised and its page is holding. What is already on the record: the trip follows Blyth, precedes Tesseract's harvest, and everything after — the protocols-not-frameworks architecture, consilience before reading Wilson, the layer four companies attempted — points back to it.

DEC paid millions for the Rdb connector. It is the same cross-platform coordination problem as TGV one layer up — and Tesseract is where the Application Service Provider idea took practical shape, which he would independently rediscover at Evolve.

Hare as Director of Product Management, Ron Ellis as VP of Sales — the mentorship and the Bix's lunches that carried into Evolve, where Ellis would have been a founder but for Ceridian-fitted golden handcuffs.

Everything downstream descends from that: the renaming to Consilient, the Harvard meeting, the foundation, the 2006 initiative, the 2013 commission, and the name the Consilient Nature and Humanity Trust now carries.

That is the Quantum Evolution mechanism, identified twenty-eight years before the corpus that formalizes it, and applied to the wrong substrate. It is also what Evolve Software raised tens of millions against, under the names Adaptive Applications and Business DNA.

He spent his time in the break room, talking to whoever came in for a refill — either explaining Organic Technology and Business DNA, or asking how complex adaptive systems might be generalized to the general case. That question is the one this architecture eventually answers.

Built on John Holland's Hidden Order, citing Kauffman and Brian Arthur. It states the governing principle as the correlation between unification, integration and truth — which is Wilson's consilience thesis, formulated before Hare had read Wilson. The artifact is dated, which is what supports the independence claim.

Offered the choice between describing an application and describing the general case, Hare took the general case. What was written for it became Adaptive Systems Analysis.

The offering was meant to raise $200M at $5B in May; H&Q board manoeuvring pushed it to August at $50M, peaking near $2B. After 9/11 the eBusiness integrator market was killed outright and Evolve was acquired by Oracle at a distress valuation. EDS, an anchor client, kept it viable — so the core team landed at Oracle while the investors were crushed.

Michael Spence was Vice Chairman; Larry Sonsini counsel, investor and director; Myron Scholes and Mark Wolfson advised. Hare passed on $15m at a $150m valuation from Société Générale, then blocked a dilutive Oak Hill note by lending the company $1.5m himself — on a margin loan against locked-up Evolve stock — and raising $1.5m more from angels and employees against his personal guarantee, to buy time for a $10m BP lead investment sponsored by Lord John Browne. Once that was locked down, Oak Hill exercised a contractual right Hare had agreed to years earlier and replaced him as chief executive. Three months later the new chief executive returned with no term sheets; Hare returned with a signed $10m round at $50m, could not sign it, and watched the terms changed to a full ratchet over his written protest.

Twelve months later the reference quote on the same company was $15 million, on a note Hare blocked with his own guaranteed money. Two prices, one company, no new information about it — the bubble measured exactly, and the case for patient, pooled capital stated by events.

Every top bank competed; Quattrone's move from Morgan Stanley decided it. By Hare's count one of the final three technology IPOs before the bust — with everyone, by his own published admission, praying the bubble would hold.

He had advised those investors not to convert — the answer correct for them and adverse to himself, given in an ordinary meeting when he believed the company would survive. The foundation he and Wilson had agreed to launch, which he intended to fund himself, lapsed with it. That is why the Trust is now funded at protocol level rather than from a founder's balance sheet.

The same year, Martin Hellman — who with Whitfield Diffie invented public-key cryptography — taught Hare cryptography and invested in the company. His protégé Dan Boneh explained how cryptographers used the mathematics. That instruction is why, four years later, Hare could answer five doctorates' exploit questions without thinking.

Martin Hellman's IRA wired $99,999.75 for Series A Preferred on May 17, 2006 — 133,333 shares at $0.75 — documented in the FMV letter Hare signed as Treasurer on the last day of 2008, by which point the shares were marked at $0.33. The end is held partly as a promised narrative: the aftermath of the Consilient–Oak Hill dispute and the DB Alex Brown conduct forced Hare's personal bankruptcy, Spolin had moved on around 2004 or 2005, and the company was worthless without him.

A separate company, documented at its origin: incorporated as Emergent Networks, Inc. (Delaware), Hare's three million founder's shares for $3,000 on July 17, 2008 — renamed by the May 2010 Series A. Built around the Resilient Trust Network, Hare's invention for the global person-centered security problem; the first years ran on three engineers at $7.50–$15 an hour and Hare's brother Milton, before Louis Woodhill's roughly $500,000. Dozens of meetings with the intelligence community's technology leadership, including Gus Hunt at the CIA. A Markle Foundation council seat surfaced the identity paradox in healthcare — the same wall the Google summit hit in knowledge. The Utah Trust Network deployed in 2008; the IRS §6055 production proof of concept ran 2014–16 with Aetna, Experian Health and LexisNexis. The IRS sponsor was Terry Milholland, the agency's Chief Technology Officer, who had backed Resilient for a nationwide rollout from 2013.

Quantum mechanics and general relativity are the first two provably verified rungs of the consilience ladder. Gell-Mann walked Hare into his own keynote; Brian Greene sat down at the back beside him. Hare suggested Gell-Mann adopt Holland's nomenclature and was handed The Quark and the Jaguar instead.

Lunch with John Doerr and Vinod Khosla followed immediately; Hare joined the table uninvited. He could do that because he had been camping out at Kleiner Perkins, having been gently advised by Scott Sandell to find somewhere other than NEA's office.

In the room: Page, Brin, Anne Wojcicki, Bosworth, Norvig, Larry Brilliant, Jeffrey Sachs, Wilson. Hare already had the mechanism filed. It is the most useful artifact in the record precisely because it was produced by people with no reason to help.

The contemporaneous thread survives (S-078): Jay Short's 'very impressive guy,' the needs summary commissioned, and Hare's stated audiences of the era — Microsoft, the Gates Foundation, and elsewhere. The February 2007 Consilience Initiative specification followed within weeks. The record's most consequential month ran on two tracks.

Written for the E. O. Wilson Foundation, where Hare served as Chairman of the Technical Advisory Board from 2006 to 2009.

Her letter describes him thinking about how innovative technology can harness self-interested capitalism to serve society, the environment and the poorest of the poor — which is, twenty years early, the thesis of Universal Capitalism. It also independently documents the E. O. Wilson Foundation initiative, supported by Google and Microsoft.

Introduced by John Clippinger of the Berkman Center. The argument: 2008 was a verification failure rather than a regulatory one. Nobody could establish across institutional boundaries what was inside an instrument or who else was exposed, in time to matter. Adding rules to a system that cannot see itself produces more rules and the same blindness. The Goldman participants' objection was not that it would fail — it was “where do our margins go?”, since superior visibility into the valuation of underlying assets is where the margin comes from. Nothing followed from it.

The South Park office NEA occupied had been Hummer Winblad's twenty years earlier, and became Hare's regular meeting room until COVID closed it.

It was a legal requirement rather than a temperament. Afterwards he brought in the Consilient Angels to carry the explanation, on the reasoning that the people currently building AI are selected for a disposition that is not caring — so caring has to be embedded structurally rather than assumed.

Nine filings in total; 2,071 claims publicly readable across the six published filings, 2,091 across all nine.

Fired truth-tellers → attribution and provenance no org chart can strip. Correlated 'redundancy' that failed together → structural independence at the substrate (MR-DIBS, upgraded by its own failure). Buffers hiding defects, from Fremont to the Gulf → real-time incident capture and stop-the-line authority as economic primitives. Predatory notes against common shareholders → pooled, patient financing with the commitment in the protocol. Hijacked founding principles, from Marx to boardrooms → mandates inherited in the genome. The benefit to society is the same sentence run forward: coordination that cannot be captured, truth that is safe to tell, and value that settles to the people who created it.

618 entities, 191 source records, 21 traced connections, and an invitation to correct any of it. The record is CC BY 4.0.