Building hereandmore.com

the first HERE · February to March 2026

The first HERE

Before hereandmore.com was a door and a set of rooms, HERE was a web app: a map-based command center for teams, built in six weeks and archived at its last commit. It still runs, and it is worth reading, because most of what the house wants was attempted there once.

What it was

MeasureValue
Lifespan1 February to 10 March 2026
Commits398, of which 357 in February
Size at the endabout 133,000 lines of TypeScript, 42 pages, 50 route files, 95 tables
StackReact and MapLibre in the browser; Hono, Socket.io, Drizzle and PostGIS on the server; Redis; Stripe; an Anthropic model for facilitation; a GPU worker for 3D splats
Where it runs nowhistory.hereandmore.com, on its own database, frozen at the commit of 10 March

The thesis, at three altitudes

The founding papers describe HERE as the shared, spatiotemporally indexed world model: the canonical record of observed reality, where all focus is spent. The loop is to draw a map, contribute observations, evaluate them into weighted knowledge, and let a marketplace price their impact. Teams are defined as the management of mutual memory; projects are funded by credits; conversations and tasks flow from them.

The repo narrowed that to one claim: confidence is the core value proposition. Every observation was to carry a transparent score of how likely it was to be true, and the map would filter on it.

The login page narrowed it once more, to what it could show: “your map-based command center for team and asset tracking,” with real-time location, agent management and asset tracking as the three promises.

The team's own February retrospective already named the gap: eleven features shipped with no user signal, an agent asked to document the project built a 24,000-line system instead, and the one feature that worked, The Garden, worked because its purpose was clear before it was built.

How it works

You enter through Google or the demo door and land on a dashboard of teams, projects, pending tasks and a credit balance. The map is the intended centre: team members, agents and assets by type, notes as geo-observations, geofences, your own trail, a heatmap, live streamers, products and 3D splats, with a time slider that replays where everyone was.

  1. Teams hold members, a charter and a mutual memory that fills itself from evaluations and completed tasks.
  2. Projects carry a credit budget and hold conversations, tasks, files, notes and a dashboard with a burndown.
  3. Conversations run live, with typing and mentions, and an AI facilitator that extracts observations and suggested tasks when a key is present.
  4. Tasks have a kanban and a calendar; completing one fans out to activity, memory, notifications, webhooks and workflows.
  5. Work sessions time the work and ask for an evaluation when they end.
  6. Credits are bought through Stripe, transferred, allocated to projects and spent on splats and marketplace goods.

Around that loop sit the wings: The Garden, which profiles wonderful people as notes and interviews them through conversations; Build in Public, which streams to several platforms at once and ranks builders by hours streamed; a marketplace for products and, behind a flag, for packaged observations; integrations with Slack, GitHub, Jira and Linear; and a developer portal with keys and webhooks.

What it became

The last commits of 10 March are deploy plumbing for a cloud migration, so the app stopped mid-move, not mid-feature. The house was then rebuilt from the other end: a door at hereandmore.com, one sign-in across Dialog, HERE and Everything, and rooms derived from the roster. The thesis moved from a map you annotate to a room you speak in. Members reach the archive from the History tab inside the door.

What to do with it

Read it against the ledger. The human loop works and is worth keeping. The quality chain under the thesis is severed at one function, the templates that everything keys on are only ever set by The Garden, and the economy is a set of columns nothing writes. Those three are decisions before they are engineering, and they are the decisions the calls are for.