gig# orm tion

gig#

PlatformIntroduction

Whitepaper version 0.9.8

Copyright © 2020, gig#

01

02

New Trends in Platform Business - Gig Economy

3.1. Platform Business Model: e-Commerce

3.2. Platform Business Model: Social Media

3.3. Platform Business Model: Community Base

3.4. Platform Business Model: Talent Sharing

03 gig# Platform Introduction

gig# Outline

04 gig# Token Economy

05 gig# Roadmap

06 Legal Notice

Disclaimer: The contents of the document are for general information purposes only. The gig# reserves the right to change the wording specified

above at any time without notice, and no one shall be responsible for the use or reliance of the information in any way. Therefore, all individuals

should independently do further research before making any decisions.

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03

06

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16

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08

INDEX

The platform business is a trend in the modern world, and the platform itself is easily available to everyone, and its growth trend is significantly increasing. Prior to the development of the platform business, access to specific information was possible through one type of information, such as a newspaper, television or radio channel, but recently it has become easy to find a huge amount of information and images for the desired information on platforms like YouTube. Espe-cially, based on the development of the internet which is often called the “Sea of Information,” the platform business based on search engine technology such as Google and Naver has been greatly influenced.

Many companies still face problems that are caused due to the physical distance between buyers and sellers, such as problems regarding efficient allocation of resources (time, people, capital, etc.). Such problems may serve as factors that constrain transactions between compa-nies, thereby impeding the growth potential of companies. However, the development of digital and network technologies has been solving the chronic problem of physical distance through the platform. With mutual communication problems having fundamentally solved by the “network effect,” the platform has been continuously growing, and more transactions have occurred through the platform.

As of March 2020, according to the top 10 companies in the world, among eight out of ten are operating platform models, and the two companies not operating platform businesses are Saudi Arabia Aramco (state oil company) and Johnson & Johnson (pharmaceuticals, cosmetics, etc.). <Figure-1> below is the detailed information about the country and the market capitaliza-tion (dollar) of the companies that conduct the platform infrastructure business as well as an index that indicates that the companies are leading the global economy.

With the expansion of the platform business model, “on-demand” economies, especially Uber, Airbnb, have spread rapidly. This is mainly an O2O (Online-to-Offline) format that identifies demand and provides the necessary offline services and connects customers who want to provide services to nearby service providers. In the past, such labor services were limited to simple tasks such as delivery and cleaning, but currently there are a growing number of platforms in which experts such as consulting, design and development participate. With the expansion of the on-demand market, demand for labor naturally increased, and such new labor trend has begun to be called the ‘Gig Economy.’

01

Disclaimer: The contents of the document are for general information purposes only. The gig# reserves the right to change the

wording specified above at any time without notice, and no one shall be responsible for the use or reliance of the information in

any way. Therefore, all individuals should independently do further research before making any decisions.

01 New Trends in Platform Business - Gig Economy

The Gig economy can be used in conjunction with a variety of concepts, including platform economy, shared economy, and on-demand economy. However, the basic definition of the Gig economy is a combination of some of the three economic concepts mentioned above. The Gig economy is more associated with platforms that create value through the intermediary of intan-gible goods or services than with tangible goods provided by the platform economy, and the form of labor sharing among the diverse resources of the shared economy is consistent with this. Finally, the on-demand economy moves away from a customer viewpoint-based market (environment in which customer demand is immediately provided through a digital platform) and provides an environment suited to the viewpoint of a service provider who is a labor provid-er (a form in which service supplier outsources labor through the platform or provides tempo-rary labor for customer reservations or orders).

The gig# platform plans to create a ‘talent sharing’ market that fits the Gig economy that is rapidly emerging as a new economic system. Also, not like the currently existing business platform, we want to lead the market by building a platform that can cover not only one area and simple tasks, but also services that require much expertise. To achieve this, the gig# platform aims to create an environment in which high-quality talent is traded between users and providers by utilizing user-to-user communication, social networks, and location-based technologies. Finally, we plan to use the blockchain technology to provide more reliable and satisfactory information to platform users such as data storage and payment.

02

Saudi Aramco

Apple

Microsoft

Amazon

Google

Alibaba

Facebook

Berkshire Hathaway

Tencent

Johnson & Johnson

로고 기업

<Figure-1> Global top 10 companies by market capitalization (March 2020)

17589

12642

12289

9463

8921

5489

5159

5055

4864

3744

2091

1502

1460

1125

1060

652

613

601

578

445

hundred million $

hundred million $

hundred million $

hundred million $

hundred million $

hundred million $

hundred million $

hundred million $

hundred million $

hundred million $

trillion \

trillion \

trillion \

trillion \

trillion \

trillion \

trillion \

trillion \

trillion \

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NationalityCompany NameLogo MC MC KRWUSD

01 New Trends in Platform Business - Gig Economy




The gig# platform is a matching platform that allows suppliers to share their talents with users. Suppliers can register their talent fields directly on the platform, and users can post the tasks they need to find a match. Talent-owners will also review the content posted, accept the job that allows them to demonstrate their talents, and resolve the customer’s needs. After the consumer and the talent-owner are matched and the business is completed, the talent-owner receives the amount of money the consumer has set as a reward.

The concept of talent sharing by the platform is compatible with what the International Labor Organization (ILO) released in 2019 labor population-related statistics. According to them, about 44.7% (about 3.5 billion) of the world’s population are total working population, of which 3.29 billion are actual workers. While workers play a theoretical core role in economic growth, the development of science has led to a new phenomenon in the labor market in which technol-ogy

<Figure-2> Brand Identity of gig#

<Figure-3> Participation trends of the Gig economy market

03

Share talentFiguration of hashtag

Shop talentCombination of gig and shop

gig# gig Shop+

Communicating and sharing talent with

Gig economy platform

2014

53m 53.7m55m

57.3m 56.7m

2015 2016 2017 2018

3.8 million people increased with 4-year period

Growth trends of digital related workforce (Source: Upwork)

gig# Outline02




ogy replace human resources. Such a phenomenon is accelerating as the digitalization of the economy and industry progresses rapidly, but ironically, on-demand platforms based on digital technology emerged as a new industry. On-demand platforms provide users with efficient values of proximity, convenience, and price competition, and at the same time form a new market called the Gig economy, which is known to have the potential to significantly change the future labor supply system, employment scale, content, and industrial structure.

According to McKinsey's analysis, the added value created by the Gig economy market will reach $2.7 trillion, or about 2% of the world's gross domestic product (GDP) by 2025, and 540 million people around the world will be able to reduce unemployment and secure additional income through short-term employment. On average, 19% of the 10 major industries, including transportation, retail and service, and according to Forbes, about 43% of all jobs will be Gig workers by 2020 in the short term.

The world's labor market structure entering the Gig economy era has accepted this change. If the traditional market is represented by consumer-led and mass-produced markets, the Gig economy has provided an industrial environment that can expand many specialized markets such as small capital and individualization without restrictions. In particular, since this industry provides a self-sustaining and flexible working environment, existing employees can share their own special talents in their leisure time to earn additional income and provide opportunities for women who cannot make the most of their talents due to childcare to participate in economic activities.

<Figure-4> Projection of Gig economy participation ratio in future

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12.5

11.2

9.1

14.2

16.1

18.5

Germany

Japan

China

Brazil

UK

USA

Ratio of gig economy participation in 2025

Agricul-

ture

Manu-

facture

Cons-

truction

/Real Es-

tate

Trans-

portation

Whole-

sale /

Retail

Service Guide Finan-

cial /

Insu-

rance

Medical Edu-

cation

3

16

4

15

4

12

6

11

3

13

4

13

9

24

7

19

2

8

3

11

19%

4%

Side job

freelancer

Full time job

freelancer

gig# Outline02




Uber is an example of a talent-sharing market. Uber is a mobility sharing platform that provides a calling service that connects users directly to transport devices in the form of P2P, using smart-phone applications. Supplier provides passengers a transportation service to the user by utiliz-ing company owned vehicles or privately-owned vehicles and receives payment of appropriate amount for the service. However, instead of directly employing engineers from all over the world, the company made a contract as a ‘drive partner’ in the form of an independent contrac-tor. With such contract format, Uber has made its service available to not just the locals, but also tourists, putting the business’s estimated value of 2019 to be approximately $82.4 billion (about 94 trillion won) (Source: The New York Times) and was listed on the NASDAQ on May 10th. The business model of Uber has led to a groundbreaking syndrome of efficient use of idle vehicles owned by individuals, ensuring safety to users and enabling users to see the convenience of mobility services and information to service providers. In particular, the popularization of Uber is an example of how much of a positive influence of the Gig economy could have.

Finally, there are economy-leading platforms within the country. They also set up a place to share their talents and create an environment in which freelancers can easily work, but there are limitations that the field is limited and too specialized. The gig# platform noted these limita-tions. The gig# will try to expand its talent-sharing category, from trivial things to hobbies to learning, as well as professional talent-sharing.

<Figure-5> Market size and potential growth of talent sharing platform in South Korea

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gig# Outline02




Kmong’s accumulated tx fee

Over 30 billion KRW

Over 20 billion KRW

Over 10 billion KRW

during 4 years 4 month

Servicelaunching

Jun.

2012

Oct.

2016

Jul.

2017

Jan.

2018

Recent 3-year user growthUnit: person

50,000

Dec.

2015

Dec.

2016

Dec.

2017

Source: Kmong

100,000

200,000

Oct. 2015Soomgo

launching

Jan. 2017

Jan. 2018

Jan. 2019

Sep. 2019

200,000

1 million

3 million

Accumulated

requests over

8 million

8 million

The core of the gig# platform is the ability to include a variety of specialized and non-specialized fields. Existing platforms are limited to specific fields and offer services for that field. On the other hand, the gig# platform is not limited to specific services, as users of the platform can make various requests ranging from simple to specialized tasks.

The gig#'s business model is divided into four areas (e-Commerce, Social Media, Community base, and Talent sharing) and the group that plays a major role in the platform consists of the gig# platform, talent buying and selling customers, small merchants, companies, and influenc-ers.

<Figure-6> Overall process of gig# platform

User

Registersharer’s

own talent

Receiveproper feeexcluding

tx fee

Matchpropersharer

Payproper fee

Provide talent owner’shuman resources

Utilize talent owner for user’s need

후기/평점/피드백

gig#Platform

<Figure-7> Details of gig# platform’s ecosystem

Talentsharer

06

gig#Platform

Influencer

SME

Company

Sharer

User

Matchtalent sharing

Request based ongeographical conditions

Registerprofile on gig#

Provide infoof sharer’s

contents


contents

Upload and publishvarious contents


contents

Request &comment for

sharer’s service

Request smalltask based on

location




gig# Platform Introduction03

Each member can use the gig# platform for their own purpose, and the platform's main service is to match according the provided and desired services together. The talent-sharing supplier will sign a separate contract with the user without a direct contract with the platform to provide the service. The platform will also provide location-based matching services to maximize user convenience and accessibility and will also provide separate social networking capabilities that enable users to communicate and share their talents.

On our platform, we’ve also tried to solve the cost problem, which is the most chronic problem of the existing platform business. On platforms with monopolistic characteristics, transparency in cost-related communication structures is lacking. Not only users but also suppliers often don't know the cost calculation method in detail. The market monopoly issue may cause various problems such as increased fees and reduced quality of service, and various cost issues that may be passed on to users, such as accelerated platform registration costs, advertising costs, and commission rates. The gig# platform will only apply a certain commission rate to talent shares to avoid this structure. Platform users only must pay the talent-owner for the amount determined by them, the gig# platform will not intervene in the amount registered by the user, and all transactions will be based on the market principles of the platform user and the talent-owner.

<Figure-8> gig# platform landing pages (illustration)

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main page community page user profile request page

3.1. Platform Business Model: e-Commerce

The gig# platform matches various organizations (individual/small/corporate) with talent-own-ers. The recent COVID-19 situation has brought about a new situation in the labor market in every aspect. For example, many small and medium-sized enterprises that are in poor circum-stances have begun restructuring. This shows that the reality is that the labor market is begin-ning to have an idle period of human resources and many people are looking for new jobs. On the other hand, the number of people who try to break away from traditional working environ-ments like once in their lives such as YOLO(you only live once), or who try to do more economic activities during their leisure time, and the emergence of new consumption patterns, such as ‘small but definite happiness,’ ‘fast spending,’ and an increase in the number of households per person, have intensified the tendency to maximize personal convenience by combining the phenomenon of spending money on their own.

The gig# platform wants to match unfulfilled needs with idle talent for the new consumption trends. Organizations that need talent sharing services can freely allocate their workforce at the required time and spend relatively little labor costs, and talent-owners can expect additional revenue generation by advancing simple side jobs at the desired time and place.

3.1. Platform Business Model: Social Media

The gig# platform differentiation will take place in that area. For example, various talented contents such as painting, figurine coloring, and various kinds of production are generated and shared through multimedia technology such as videography and photography, with the desire to increase the potential purchase the product as the main point of this program. Content regis-

<Figure-9> Process of platform business model: e-Commerce

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gig#Platform

User

Request tasksPay proper price

for requested tasks

Register profilewith talent fields

TalentSharers

Provide talent to proper tasks





tered by a talent-owner is commercialized through the gig# platform (tangible products, hobbies, education, etc.), allowing the platform users to make reservations or request talent through the platform. Talent-owners who do these things can work as an influencer on the gig# platform and share their talents as much as they want. Our platform will provide market value consulting for products, CS consulting on factors such as delivery and product reliability that enable us to understand the intent to reuse. This serves as a shared platform for all platform users a win-win situation by providing an optimal platform for trust between the suppliers and the buyers, increasing profitability for the supplier, and providing differentiated product buying opportunities for the buyer.

3.3. Platform Business Model: Community Base

<Figure-10> Process of platform business model: Social Media

<Figure-11> Process of platform business model: Community Base

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upload and PR

Sharer

gig#Platform

various talented contents

such as painting, drawing, etc.

create contents

commercialize contents build community on SNS

video

picture

survey

User

gig#Platform

advertise basedon location

share hobbies

community work

cultural activities

campaign

- provide location- open one-day class

- provide materials- advertise to have many participations

- PR- provide workforce- provide materials

UserSME

User

Company

gig#Platform





The gig# platform can perform a variety of community tasks based on your location. This is also a differentiated service from other platforms, helping to build a community to enable a diverse community life within the region, not just individual talent sharing. Suppliers who share their talents with their users on Social Media can provide one or more classes a day. Such classes can be publicized and recruited based on the location of the talent-owners, and the platform will consult with the talent-owners to ensure that appropriate classes are available. We also want to make use of idle spaces to contribute to the revitalization of the region and the local economy. These community-based activities will not only pursue profit, but also support a variety of com-munity benefits at the platform level such as activities for non-profit purposes (e.g., cultural life, campaigns, and labor such as Kimjang).

3.4. Platform Business Model: Talent Sharing

Through the gig# platform, talent-owners can perform ultra-simple real-time tasks and quickly generate additional revenue within their own lines of life. These days, as the number of single households increases, the individual must take responsibility for the housework as well. On the bright side, they can entrust the gig# platform with a variety of household tasks to make more efficient use of their time, including working, social and hobby activities. For example, you can make a referral to an individual for tasks, such as delivering laundry, shopping, cleaning service, carrying a large package, or post a task on the platform that you can't do and needs help with, and get help from a service provider. Also, pet owners can post a variety of tasks on the gig# platform

<Figure-12> Process of platform business model: Talent Sharing

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gig#Platform

Request simpletasks

instant noticificationbased on location

Possibilities to haveextra income from gig# platform

buy breads

walk with my dog

buy an aspirin

find my shirts

person heading home

person delivering nearby

person driving nearby

person living nearby

User

here

to





<Figure-13> Major services of gig# platform

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TYPE DESCRIPTION

Car sharing and provide transportation service like UBER

Deliver fresh food within ah hour from Costco, WholeFoods Market, etc.

Cleaning, furniture assembly, interior painting, TV and air conditioner installation

Provide services like moving, delivery, waiting for a line, repair, etc. at nearby area

Delivery service from a restaurant that does not provide delivery service

Valet parking service via gig# due to hard to find a proper space to park

Matching service for someone who is looking for a pet/baby sitter

Professional services such as graphic design, translation, video editing, web analysis

Match lawyers for legal consulting

Consulting services for one man company and SMEs

A class to teach skills that are related to hobbies

Various vicarious roles such as guests, friends, etc.

Taxi, designated driver

Shopping

House chore

Errand

Food delivery

Valet parking

Pet/baby sitter

Expert

Legal

Consulting

One-day class

Acting service

platform, such as walking a pet, getting beauty treatments for the pet(s), giving meals, or play-ing with the pet(s) for the designated time, and the talent-owner can accept the request and get it done quickly.

In addition to the identified tasks above, the gig# platform may post various spectrums of work. The platform's main objective is to add value to the labor force of the various talent-owners and to perform the role of helping them to widely share their talents. The platform aims to be a talent-sharing platform that can solve a variety of customer needs, not only in specialized fields, but also in tasks that can't be solved without specialized knowledge.





The gig# platform has three groups of stakeholders: users, talent sharers, and platform support-ers.

- Users (Customer): Users are a group that requests talent sharing work within the platform. Users must pay the established amount for the requested service, which can be settled in currency, virtual assets or GIGX. In order to improve the value of the GIGX token, we plan to provide it as the method of payment on the platform, and we will provide various services to improve the convenience of users, such as various discount services, product payment of affili-ated companies, and a virtual asset wallet service, in order to secure a sustainable use of the GIGX token.

- Talent-sharers (Supplier): Talent-owners are groups that share their idle talents and provide services to the users. To ensure quality of service, the gig# platform will ask talent-owners to stake the GIGX tokens. Staking's request is a kind of commitment between talent-owners and the gig# platform and is not necessarily a matter to be accepted because it is not compulsory. We plan to offer additional commission discounts to talent holders who agree to stake, and a discount policy that is differentiated in detail by the staking amount. We also plan to offer sepa-rate GIGX tokens as a reward to talent-sharers who have raised the reputation of the gig# platform, including high scores and many positive feedbacks.

- Supporter: Supporters are an early bird group that helped in the platform development and official launches. There is a lockup policy for their GIGX tokens. The group can also perform the role of the gig# platform users or talent-owners at the same time, and there are no additional restrictions on activities other than the role of supporters. Like users and talent-owners, the gig# will offer a variety of benefits to the group.

Within the platform, GIGX tokens are used as utility tokens. Basically, the GIGX will have a variety of uses within the gig# platform, including payment and settlement tools, success fees, and review rewards. Below is the token utilization and detailed process of the e-Commerce and Social Media areas.

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gig# Token Economy04




<Figure-14> Token usage in e-Commerce field of gig# platform

<Figure-15> Token usage in Social Media field of gig# platform

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gig# platform: e-Commerce

e-Commerce Token EcoSystem

User

Request a task

Reward forreviews

Deliver written estimates

Proceedpayment

Pushinformation

Submitwritten estimate

Receivepayment

Different payment tablebased on accumulated # of tx

Premium matching via GIGX token

GIGX

GIGXGIGX

GIGX

1

2

Choose writtenestimate

Pay

Messages tosharers

Review

Task infoupdated

5

8

4

7

8

3Write an estimate

6

Sharer

Sharer

gig# platform: Social Media

Social Token EcoSystem

Pay sponsoredtokens

GIGX video

Premium PR channel

Commercializing will be based on popularity of thecontent

Sponsor

Reward will be givenwith GIGX tokenGIGXPayment

Sharer

Create contents

Upload contents

picture

survey

GIGXUser

subscribe

UserCommercializetalent-based

product PayReward for

review





Perform

The GIGX token consists of Early Bird (20%), Platform Development and Maintenance (20%), Platform Marketing (15%), gig# Membership (10%), Talent Sharer Reward (10%), User Reward (10%), Partners and Affiliations (10%), Team (10%), and Reserve (10%). The details of the token are as the following.

Early Bird 20%: Angel, this amount is allocated for private and free-stage buyers of the GIGX. Tokens in this area will be locked up for two years after one month of contract deployment.

Platform Development and Maintenance 20%: This much token is used for technical develop-ment and maintenance of the gig# platform. Tokens in this area will be published gradually for 20 months, 5% each month after one month of smart contract deployment.

Platform Marketing 15%: This amount of token is assigned for various public relations activities such as the gig# Platform marketing, PR, and media exposure. Tokens in this area will be published gradually for 15 months, about 6.67% each month, one month after the smart contract is deployed.

gig# Membership 10%: It’s a reward token given to people who sign up for the gig# membership. Tokens in this area don’t have a lockup policy and will be used for full membership subscribers.

<Figure-16> GIGX Token Matrix

Early Bird

Platform development and maintenance

Platform marketing

gig# membership

Talent sharer reward

User reward

Partners and affiliation

Team

Reserve

14

20%

20%

15%10%

10%

10%

5%

5%

5%





15

Talent Sharer Reward 10%: It is a token given in the form of a reward based on the evaluation of the talent-owner after the official release of the platform. Tokens in this area are used to manage platform talent sharing quality and will be given to talent sharing based on high scores, recognition, activities, etc., and tokens in this area will be published gradually for 10 months, 10% each month, one month after the smart contract is deployed.

User Reward 10%: After the official release of the platform, these tokens will be given in the form of a reward to users who perform various activities on the platform, such as user best reviews, platform usage frequency, and campaign participation. Tokens in this area will be published gradually for 10 months, 10% each month, one month after the smart contract is deployed.

Partners and Affiliations 5%: This token will be given to partners who supported the official Lolaunch of the platform and to companies that partner with the gig# after the official launch. Tokens in this area will be locked up for one year after the contract has been deployed for one month.

Team 5%: This token is given to team members who contribute to the platform such as the gig# platform development, marketing, and operation. Tokens in this area will be locked up for two years after one month of deployment. Reserve 10%: It's basically a reserved token. These tokens have the lowest token use priority, and the tokens that will be used for the platform development and maintenance will have the highest priority among the tokens that will eventually be used. Tokens in this area will be published gradually for five months, 20% each month after the contract has been deployed for one month.





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2020

<Figure-17> Roadmap of gig# platform

2021

2021

2020

2021

2021

2020. Q3✓ Incubating stage✓ Angel investment

✓ Structuring business model

2020. Q4✓ 1st stage of platform development

✓ Partnerships and Affiliates✓ Legal advise and set up marketing strategy

2021. Q2✓ Secure +1 million members in domestic market

✓ Global (USA) platform development✓ Global (Southeast Asia) platform development

✓ Global (Japan and China) platform development

2021. Q4✓ Secure +10 million members in domestic market

✓ Secure +20 million members in global market

2021. Q1✓ Official launch of platform

✓ Beginning stage of marketing ✓ Attract +500,000 of gig# member

2021. Q3✓ Secure +3 million members in domestic market✓ Official launch in USA, SE Asia, Japan and China

✓ Marketing strategy to attract +1 million members in global platforms




gig# Roadmap05

- Legal notice(1) This whitepaper may only be distributed for general reference in connection with this project as of the time of its creation and may be reviewed and edited at any time. The information in this document may be changed or updated at any time as well. (2) No one has obligation to conclude a contract or legally bind commitment regarding the sale of GIGX tokens, and no funds shall be transferred or received based on this whitepaper. (3) In no case shall this whitepaper be construed as a GIGX token issuer/distributor/company token sales or purchase proposal, and the presentation or document itself shall not be based on or dependent on any contract or investment decisions. (4) This whitepaper is not for business plans, prospectuses, proposals, etc., and should not be construed as investment proposals or offers, such as securities, business trust units or collective investment plans, in any jurisdiction. (5) To token buyers, GIGX tokens and platform shouldn’t be treated as investment/income/pay-ment/benefit or be understood, interpreted, classified, treated as an opportunity to receive a portion of any amount mentioned. (6) The information in this white paper has not been reviewed, inspected or approved by the regulatory body. These measures are not under any jurisdiction and will not be taken even in the future. (7) People who wish to purchase GIGX tokens shouldn’t understand, interpret, classify, or treat the GIGX tokens as the following.

- Restriction on distribution(1) Distribution of this whitepaper in a whole or in part may be prohibited or restricted by the requirements of a law or regulation of a given jurisdiction. If the restrictions are applied, one shall know the restrictions apply by the possession of this whitepaper by oneself and shall comply by asking for legal advice, and we and our staff, agents, and related persons (hereinafter referred to as "we and related persons") shall not be responsible for them. (2) If you view or own this whitepaper by distribution, you shouldn’t share it with others by distribution, duplication or other means, or provide the cause for any of the mentioned situa-tions to occur.

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Legal Notice06

· A bond or stock issued by a non-virtual currency institution· Authority, options and derivatives over such bonds and shares· A differential contract under the purpose or to falsely claim to be the guarantee of an investment return, or to avoid loss and rights under other contracts· A unit of securities or derivative such as a collective investment plan or a business trust

Legal Notice06

- Exclusion of Responsibility(1) GIGX tokens and related services provided by us and related persons have provided “as is” and “as much as possible” of the information. We and related persons have not described any information on accessibility, quality, suitability, sustainability of the GIGX token and related services, and we are not responsible for any actions such as error, delay, omission caused from the information in this whitepaper. (2) We and related persons will not describe, guarantee or promise to any entity or individual the authenticity, accuracy, or completeness of any form, including the information in this docu-ment. (3) We and related persons shall not be liable for any indirect, special, incidental or consequen-tial losses (including, but not limited to, loss of investment/earnings/benefit, utilization and data loss) arising out of accepting or relying on this whitepaper in a whole or in part, and shall apply to the maximum extent permitted by the relevant legal regulations.

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