Chapter 3

Our long-term program for Life, exclusive to a selected group of trusted employees and stakeholders, outlined the company's mission in distinct phases. 

Phase I: Born Phase
This initial phase focused on establishing the company, attracting future stakeholders, scientists, and employees through investor funding and company shares, which we anticipated would skyrocket in value like those of Facebook or Google. Our goal was to gather as many participants, investors, connections, and positive reviews as possible. 

Life’s formula had their Constant values between 0.8 to 1.

Phase II: Growth Phase
During this phase, we aimed to build a favorable public perception. The company gradually integrated tests into food recommendations, using the results to secure grants and awards in food and drug sciences. We expanded the testing program, encouraging voluntary participation for the greater good of humanity. Life’s studies, promising breakthroughs in cancer treatment and life extension, persuaded many participants to upgrade to a "humanitarian membership." This official program allowed members, aware of potential side effects, to participate without the ability to sue the company. Members could opt out anytime, but the food for humanitarian members contained addictive elements, making it hard to return to standard membership. When the media questioned these additives, we claimed they were part of the testing, thus acting within legal bounds. 

Phase III: Dependence Phase
After extensive product testing, we broadened our membership to a wider audience. Initially, the program was limited to dependent individuals, such as those on welfare, people with disabilities, or those unable to afford sufficient food. Once a person became independent, they lost their membership and had to return company-provided items like glasses, a portable computer, and optionally, the organ chip. To attract a broader audience, we introduced a premium membership for independent individuals, offering access to exclusive Life stores with superior products unavailable in regular stores. Premium members paid a subscription fee, creating dependence on Life’s superior offerings.

Members wore glasses in stores to locate products and gather data on their reactions to personalized food. Sensors in the glasses frames detected facial movements, providing feedback to Life’s supercomputer on individual taste preferences. We also lobbied for the elimination of cash in favor of electronic money, allowing us to track members' expenses. The glasses were equipped with tracking modules, ostensibly to help locate lost or stolen items but actually to gather data on movement patterns. These prescription glasses were first introduced to humanitarian members, then to premium members, and finally as an option for standard members, to monitor normal store usage.

Eliminating cash increased unemployment, forcing more people to join Life’s membership programs. Standard membership required proof of unemployment, while premium membership was a costly novelty for the wealthy. Our contract with Centerlink provided us with transaction data, deactivating memberships if card purchases indicated financial independence. Members had to return Life’s components, with the chip being the most challenging due to the expense and difficulty of surgery. We discouraged chip removal by offering long waiting times and distant surgery locations but promised easy reinstatement for older members needing food assistance without re-surgery.