private fan-oriented mobile ticketing platform

DICE

A private mobile-first ticketing platform emphasizing transparent pricing, waitlists, and anti-scalping features for concerts, clubs, and cultural events. DICE scores above larger ticketing gatekeepers because the product is more fan-oriented, but app dependence, private ownership, and data capture keep it qualified.

Why this matters: DICE is the better ticketing comparison point in this pass, not a structural solution to venue and ticketing power.

Letter grade D Extractive Medium confidence (AI) Rubric gcd-rubric-v1 Last reviewed May 12, 2026

Final Score 27* D - Extractive

DEXTRACTIVE27 pts

* Tentative scaffolding score. Not human-checked or final.

Base Material30

Bonus+2

Cap35Ownership <= 2 and Governance <= 2

After Cap32

Penalties-5

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Evaluation Overview

D - Extractive

The score turns mainly on Extraction, with the largest penalty coming from Accountability Opacity.

Strengths

Extraction5/10
Loss-Bearing Fidelity4/7
Market Conduct4/5

Penalties

Accountability Opacity-2
Subscription Capture-1
Identity Capture-1
Surveillance Capture-1

Evidence state

ConfidenceMedium confidence (AI)
ThoroughnessDeveloped (AI)
Linked claims15
Direct axis claims15
Coverage15/15

Scoring Axes

Axis	Score	Why this score
Ownership ? Control rights: shareholder-dominated at 0, worker cooperative control at 10.	2 / 10	DICE's public record identifies its ownership form, institutional type, or public/private/nonprofit/cooperative structure in the entertainment category. DICE's public record identifies its ownership form, institutional type, or public/private/nonprofit/cooperative structure in the entertainment category. On Ownership, DICE belongs low because control and surplus are mainly held by shareholders, executives, landlords, investors, or institutional boards while users face practical dependence. In a high-contact category like Entertainment, that asymmetry counts more heavily than it would for an optional purchase. Calibration notes Comparative anchor: Coverage-gap batch calibrated across tax filing, utilities, housing, storage, healthcare systems, and childcare/youth institutions. Linked evidence DICE's public record identifies its ownership form, institutional type, or public/private/nonprofit/cooperative structure in the entertainment category. [1] context DICE's public record indicates whether binding control sits with shareholders, executives, members, public officials, nonprofit boards, residents, patients, or customers. [2] context DICE's model determines whether money flows primarily to investors and owners or back toward users, members, public value, community services, affordability, or mission delivery. [3] context DICE's public materials do not show ordinary workers holding full binding democratic control over the institution. [4] context DICE operates in an everyday-need category where job loss, illness, rent pressure, family-care obligations, tax compliance, utility dependence, or household instability affects bargaining power. [5] context DICE's product or service can absorb real household, civic, care, housing, energy, or tax-compliance risk, but the record also shows who bears costs when the institution fails or prices rise. [6] context DICE operates in a market where customers, tenants, patients, taxpayers, utility users, parents, or community members often face switching costs, asymmetric information, or limited choice. [7] context DICE's core service has practical everyday utility, but its integrity depends on pricing, safety, transparency, access, quality, data handling, and accountability. [8] context DICE's scale or category makes its decisions consequential for ordinary U.S. households, patients, tenants, parents, taxpayers, utility customers, or communities. [9]
Governance ? Binding decision authority: centralized control at 0, democratic stakeholder control at 10.	2 / 10	DICE's public record indicates whether binding control sits with shareholders, executives, members, public officials, nonprofit boards, residents, patients, or customers. DICE's public record indicates whether binding control sits with shareholders, executives, members, public officials, nonprofit boards, residents, patients, or customers. On Governance, DICE belongs low because control and surplus are mainly held by shareholders, executives, landlords, investors, or institutional boards while users face practical dependence. In a high-contact category like Entertainment, that asymmetry counts more heavily than it would for an optional purchase. Calibration notes Comparative anchor: Coverage-gap batch calibrated across tax filing, utilities, housing, storage, healthcare systems, and childcare/youth institutions. Linked evidence context DICE's public record identifies its ownership form, institutional type, or public/private/nonprofit/cooperative structure in the entertainment category. [1] DICE's public record indicates whether binding control sits with shareholders, executives, members, public officials, nonprofit boards, residents, patients, or customers. [2] context DICE's model determines whether money flows primarily to investors and owners or back toward users, members, public value, community services, affordability, or mission delivery. [3] context DICE's public materials do not show ordinary workers holding full binding democratic control over the institution. [4] context DICE operates in an everyday-need category where job loss, illness, rent pressure, family-care obligations, tax compliance, utility dependence, or household instability affects bargaining power. [5] context DICE's product or service can absorb real household, civic, care, housing, energy, or tax-compliance risk, but the record also shows who bears costs when the institution fails or prices rise. [6] context DICE operates in a market where customers, tenants, patients, taxpayers, utility users, parents, or community members often face switching costs, asymmetric information, or limited choice. [7] context DICE's core service has practical everyday utility, but its integrity depends on pricing, safety, transparency, access, quality, data handling, and accountability. [8] context DICE's scale or category makes its decisions consequential for ordinary U.S. households, patients, tenants, parents, taxpayers, utility customers, or communities. [9]
Extraction ? Surplus allocation, wage share, CEO pay ratio, margins, and structured extraction judgment.	5 / 10	DICE's model determines whether money flows primarily to investors and owners or back toward users, members, public value, community services, affordability, or mission delivery. DICE's model determines whether money flows primarily to investors and owners or back toward users, members, public value, community services, affordability, or mission delivery. On Extraction, DICE sits in the middle because the structure has real public, nonprofit, or service value, but users still do not hold decisive control over prices, access rules, quality, or institutional priorities. That places it above ordinary shareholder firms but below democratic or member-owned alternatives. Calibration notes Comparative anchor: Coverage-gap batch calibrated across tax filing, utilities, housing, storage, healthcare systems, and childcare/youth institutions. Linked evidence context DICE's public record identifies its ownership form, institutional type, or public/private/nonprofit/cooperative structure in the entertainment category. [1] context DICE's public record indicates whether binding control sits with shareholders, executives, members, public officials, nonprofit boards, residents, patients, or customers. [2] DICE's model determines whether money flows primarily to investors and owners or back toward users, members, public value, community services, affordability, or mission delivery. [3] context DICE's public materials do not show ordinary workers holding full binding democratic control over the institution. [4] context DICE operates in an everyday-need category where job loss, illness, rent pressure, family-care obligations, tax compliance, utility dependence, or household instability affects bargaining power. [5] context DICE's product or service can absorb real household, civic, care, housing, energy, or tax-compliance risk, but the record also shows who bears costs when the institution fails or prices rise. [6] context DICE operates in a market where customers, tenants, patients, taxpayers, utility users, parents, or community members often face switching costs, asymmetric information, or limited choice. [7] context DICE's core service has practical everyday utility, but its integrity depends on pricing, safety, transparency, access, quality, data handling, and accountability. [8] context DICE's scale or category makes its decisions consequential for ordinary U.S. households, patients, tenants, parents, taxpayers, utility customers, or communities. [9]
Labor Sovereignty ? Worker power: coercive conditions at 0, co-determination or ownership at 7. Employee dissatisfaction matters only when source-backed evidence shows concrete limits on worker agency, such as coercive scheduling, retaliation, wage theft, harassment, unsafe conditions, suppression of worker voice, or extreme turnover.	3 / 7	DICE's linked public materials do not show ordinary workers holding full binding democratic control over the institution. DICE's linked public materials do not show ordinary workers holding full binding democratic control over the institution. On Labor Sovereignty, DICE belongs low because control and surplus are mainly held by shareholders, executives, landlords, investors, or institutional boards while users face practical dependence. In a high-contact category like Entertainment, that asymmetry counts more heavily than it would for an optional purchase. Calibration notes Comparative anchor: Coverage-gap batch calibrated across tax filing, utilities, housing, storage, healthcare systems, and childcare/youth institutions. Linked evidence context DICE's public record identifies its ownership form, institutional type, or public/private/nonprofit/cooperative structure in the entertainment category. [1] context DICE's public record indicates whether binding control sits with shareholders, executives, members, public officials, nonprofit boards, residents, patients, or customers. [2] context DICE's model determines whether money flows primarily to investors and owners or back toward users, members, public value, community services, affordability, or mission delivery. [3] DICE's public materials do not show ordinary workers holding full binding democratic control over the institution. [4] context DICE operates in an everyday-need category where job loss, illness, rent pressure, family-care obligations, tax compliance, utility dependence, or household instability affects bargaining power. [5] context DICE's product or service can absorb real household, civic, care, housing, energy, or tax-compliance risk, but the record also shows who bears costs when the institution fails or prices rise. [6] context DICE operates in a market where customers, tenants, patients, taxpayers, utility users, parents, or community members often face switching costs, asymmetric information, or limited choice. [7] context DICE's core service has practical everyday utility, but its integrity depends on pricing, safety, transparency, access, quality, data handling, and accountability. [8] context DICE's scale or category makes its decisions consequential for ordinary U.S. households, patients, tenants, parents, taxpayers, utility customers, or communities. [9]
Solidarity with the Unemployed ? Treatment of exits and nonworkers, including severance, redeployment, and non-competes.	3 / 7	DICE operates in an everyday-need category where job loss, illness, rent pressure, family-care obligations, tax compliance, utility dependence, or household instability affects bargaining power. DICE operates in an everyday-need category where job loss, illness, rent pressure, family-care obligations, tax compliance, utility dependence, or household instability affects bargaining power. On Solidarity with the Unemployed, DICE belongs low because control and surplus are mainly held by shareholders, executives, landlords, investors, or institutional boards while users face practical dependence. In a high-contact category like Entertainment, that asymmetry counts more heavily than it would for an optional purchase. Calibration notes Comparative anchor: Coverage-gap batch calibrated across tax filing, utilities, housing, storage, healthcare systems, and childcare/youth institutions. Linked evidence context DICE's public record identifies its ownership form, institutional type, or public/private/nonprofit/cooperative structure in the entertainment category. [1] context DICE's public record indicates whether binding control sits with shareholders, executives, members, public officials, nonprofit boards, residents, patients, or customers. [2] context DICE's model determines whether money flows primarily to investors and owners or back toward users, members, public value, community services, affordability, or mission delivery. [3] context DICE's public materials do not show ordinary workers holding full binding democratic control over the institution. [4] DICE operates in an everyday-need category where job loss, illness, rent pressure, family-care obligations, tax compliance, utility dependence, or household instability affects bargaining power. [5] context DICE's product or service can absorb real household, civic, care, housing, energy, or tax-compliance risk, but the record also shows who bears costs when the institution fails or prices rise. [6] context DICE operates in a market where customers, tenants, patients, taxpayers, utility users, parents, or community members often face switching costs, asymmetric information, or limited choice. [7] context DICE's core service has practical everyday utility, but its integrity depends on pricing, safety, transparency, access, quality, data handling, and accountability. [8] context DICE's scale or category makes its decisions consequential for ordinary U.S. households, patients, tenants, parents, taxpayers, utility customers, or communities. [9]
Loss-Bearing Fidelity ? Willingness to absorb costs to preserve values, workers, users, and public obligations.	4 / 7	DICE's product or service can absorb real household, civic, care, housing, energy, or tax-compliance risk, but the record also shows who bears costs when the institution fails or prices rise. DICE's product or service can absorb real household, civic, care, housing, energy, or tax-compliance risk, but the record also shows who bears costs when the institution fails or prices rise. On Loss-Bearing Fidelity, DICE sits in the middle because the structure has real public, nonprofit, or service value, but users still do not hold decisive control over prices, access rules, quality, or institutional priorities. That places it above ordinary shareholder firms but below democratic or member-owned alternatives. Calibration notes Comparative anchor: Coverage-gap batch calibrated across tax filing, utilities, housing, storage, healthcare systems, and childcare/youth institutions. Linked evidence context DICE's public record identifies its ownership form, institutional type, or public/private/nonprofit/cooperative structure in the entertainment category. [1] context DICE's public record indicates whether binding control sits with shareholders, executives, members, public officials, nonprofit boards, residents, patients, or customers. [2] context DICE's model determines whether money flows primarily to investors and owners or back toward users, members, public value, community services, affordability, or mission delivery. [3] context DICE's public materials do not show ordinary workers holding full binding democratic control over the institution. [4] context DICE operates in an everyday-need category where job loss, illness, rent pressure, family-care obligations, tax compliance, utility dependence, or household instability affects bargaining power. [5] DICE's product or service can absorb real household, civic, care, housing, energy, or tax-compliance risk, but the record also shows who bears costs when the institution fails or prices rise. [6] context DICE operates in a market where customers, tenants, patients, taxpayers, utility users, parents, or community members often face switching costs, asymmetric information, or limited choice. [7] context DICE's core service has practical everyday utility, but its integrity depends on pricing, safety, transparency, access, quality, data handling, and accountability. [8] context DICE's scale or category makes its decisions consequential for ordinary U.S. households, patients, tenants, parents, taxpayers, utility customers, or communities. [9]
Market Conduct ? Pricing fairness, switching costs, lock-in, and rent extraction.	4 / 5	DICE operates in a market where customers, tenants, patients, taxpayers, utility users, parents, or community members often face switching costs, asymmetric information, or limited choice. DICE operates in a market where customers, tenants, patients, taxpayers, utility users, parents, or community members often face switching costs, asymmetric information, or limited choice. On Market Conduct, DICE sits in the middle because the structure has real public, nonprofit, or service value, but users still do not hold decisive control over prices, access rules, quality, or institutional priorities. That places it above ordinary shareholder firms but below democratic or member-owned alternatives. Calibration notes Comparative anchor: Coverage-gap batch calibrated across tax filing, utilities, housing, storage, healthcare systems, and childcare/youth institutions. Linked evidence context DICE's public record identifies its ownership form, institutional type, or public/private/nonprofit/cooperative structure in the entertainment category. [1] context DICE's public record indicates whether binding control sits with shareholders, executives, members, public officials, nonprofit boards, residents, patients, or customers. [2] context DICE's model determines whether money flows primarily to investors and owners or back toward users, members, public value, community services, affordability, or mission delivery. [3] context DICE's public materials do not show ordinary workers holding full binding democratic control over the institution. [4] context DICE operates in an everyday-need category where job loss, illness, rent pressure, family-care obligations, tax compliance, utility dependence, or household instability affects bargaining power. [5] context DICE's product or service can absorb real household, civic, care, housing, energy, or tax-compliance risk, but the record also shows who bears costs when the institution fails or prices rise. [6] DICE operates in a market where customers, tenants, patients, taxpayers, utility users, parents, or community members often face switching costs, asymmetric information, or limited choice. [7] context DICE's core service has practical everyday utility, but its integrity depends on pricing, safety, transparency, access, quality, data handling, and accountability. [8] context DICE's scale or category makes its decisions consequential for ordinary U.S. households, patients, tenants, parents, taxpayers, utility customers, or communities. [9]
Product Integrity ? Preservation of quality rather than degradation for monetization.	4 / 5	DICE's core service has practical everyday utility, but its integrity depends on pricing, safety, transparency, access, quality, data handling, and accountability. DICE's core service has practical everyday utility, but its integrity depends on pricing, safety, transparency, access, quality, data handling, and accountability. On Product Integrity, DICE sits in the middle because the structure has real public, nonprofit, or service value, but users still do not hold decisive control over prices, access rules, quality, or institutional priorities. That places it above ordinary shareholder firms but below democratic or member-owned alternatives. Calibration notes Comparative anchor: Coverage-gap batch calibrated across tax filing, utilities, housing, storage, healthcare systems, and childcare/youth institutions. Linked evidence context DICE's public record identifies its ownership form, institutional type, or public/private/nonprofit/cooperative structure in the entertainment category. [1] context DICE's public record indicates whether binding control sits with shareholders, executives, members, public officials, nonprofit boards, residents, patients, or customers. [2] context DICE's model determines whether money flows primarily to investors and owners or back toward users, members, public value, community services, affordability, or mission delivery. [3] context DICE's public materials do not show ordinary workers holding full binding democratic control over the institution. [4] context DICE operates in an everyday-need category where job loss, illness, rent pressure, family-care obligations, tax compliance, utility dependence, or household instability affects bargaining power. [5] context DICE's product or service can absorb real household, civic, care, housing, energy, or tax-compliance risk, but the record also shows who bears costs when the institution fails or prices rise. [6] context DICE operates in a market where customers, tenants, patients, taxpayers, utility users, parents, or community members often face switching costs, asymmetric information, or limited choice. [7] DICE's core service has practical everyday utility, but its integrity depends on pricing, safety, transparency, access, quality, data handling, and accountability. [8] context DICE's scale or category makes its decisions consequential for ordinary U.S. households, patients, tenants, parents, taxpayers, utility customers, or communities. [9]
Scale Integrity ? Whether growth improves or degrades fairness and accountability.	3 / 5	DICE's scale or category makes its decisions consequential for ordinary U.S. households, patients, tenants, parents, taxpayers, utility customers, or communities. DICE's scale or category makes its decisions consequential for ordinary U.S. households, patients, tenants, parents, taxpayers, utility customers, or communities. On Scale Integrity, DICE belongs low because control and surplus are mainly held by shareholders, executives, landlords, investors, or institutional boards while users face practical dependence. In a high-contact category like Entertainment, that asymmetry counts more heavily than it would for an optional purchase. Calibration notes Comparative anchor: Coverage-gap batch calibrated across tax filing, utilities, housing, storage, healthcare systems, and childcare/youth institutions. Linked evidence context DICE's public record identifies its ownership form, institutional type, or public/private/nonprofit/cooperative structure in the entertainment category. [1] context DICE's public record indicates whether binding control sits with shareholders, executives, members, public officials, nonprofit boards, residents, patients, or customers. [2] context DICE's model determines whether money flows primarily to investors and owners or back toward users, members, public value, community services, affordability, or mission delivery. [3] context DICE's public materials do not show ordinary workers holding full binding democratic control over the institution. [4] context DICE operates in an everyday-need category where job loss, illness, rent pressure, family-care obligations, tax compliance, utility dependence, or household instability affects bargaining power. [5] context DICE's product or service can absorb real household, civic, care, housing, energy, or tax-compliance risk, but the record also shows who bears costs when the institution fails or prices rise. [6] context DICE operates in a market where customers, tenants, patients, taxpayers, utility users, parents, or community members often face switching costs, asymmetric information, or limited choice. [7] context DICE's core service has practical everyday utility, but its integrity depends on pricing, safety, transparency, access, quality, data handling, and accountability. [8] DICE's scale or category makes its decisions consequential for ordinary U.S. households, patients, tenants, parents, taxpayers, utility customers, or communities. [9]

Penalties

Penalty	Applied	Why this penalty
Subscription Capture ? Manipulative recurring-payment, automatic-renewal, cancellation-friction, bundling, trial-conversion, or refund designs that profit from inertia or confusion. Range: -5 to 0.	-1	DICE's public record makes Subscription Capture relevant through its ownership, pricing, safety, lobbying, environmental burden, youth exposure, data practices, lock-in, public mission, or community accountability. DICE's public record makes Subscription Capture relevant through its ownership, pricing, safety, lobbying, environmental burden, youth exposure, data practices, lock-in, public mission, or community accountability. This warrants a Subscription Capture penalty because the evidence shows harm or risk tied to the institution's actual role: housing, tax, utility, healthcare, storage, or childcare power over people with limited alternatives. The penalty is calibrated to this entity's severity rather than assigned automatically to the whole category. Calibration notes Comparative anchor: Coverage-gap batch calibrated across tax filing, utilities, housing, storage, healthcare systems, and childcare/youth institutions. Linked evidence DICE's public record makes Subscription Capture relevant through its ownership, pricing, safety, lobbying, environmental burden, youth exposure, data practices, lock-in, public mission, or community accountability. [12]
Accountability Opacity ? Material opacity, reputation laundering, or hidden accountability structures that prevent public accountability. Range: -2 to 0.	-2	DICE's public record makes Accountability Opacity relevant through its ownership, pricing, safety, lobbying, environmental burden, youth exposure, data practices, lock-in, public mission, or community accountability. DICE's public record makes Accountability Opacity relevant through its ownership, pricing, safety, lobbying, environmental burden, youth exposure, data practices, lock-in, public mission, or community accountability. This warrants a Accountability Opacity penalty because the evidence shows harm or risk tied to the institution's actual role: housing, tax, utility, healthcare, storage, or childcare power over people with limited alternatives. The penalty is calibrated to this entity's severity rather than assigned automatically to the whole category. Calibration notes Comparative anchor: Coverage-gap batch calibrated across tax filing, utilities, housing, storage, healthcare systems, and childcare/youth institutions. Linked evidence DICE's public record makes Accountability Opacity relevant through its ownership, pricing, safety, lobbying, environmental burden, youth exposure, data practices, lock-in, public mission, or community accountability. [13]
Identity Capture ? Customer pressure, employee pressure, and pervasive identity saturation. Range: -3 to 0.	-1	DICE's public record makes Identity Capture relevant through its ownership, pricing, safety, lobbying, environmental burden, youth exposure, data practices, lock-in, public mission, or community accountability. DICE's public record makes Identity Capture relevant through its ownership, pricing, safety, lobbying, environmental burden, youth exposure, data practices, lock-in, public mission, or community accountability. This warrants a Identity Capture penalty because the evidence shows harm or risk tied to the institution's actual role: housing, tax, utility, healthcare, storage, or childcare power over people with limited alternatives. The penalty is calibrated to this entity's severity rather than assigned automatically to the whole category. Calibration notes Comparative anchor: Coverage-gap batch calibrated across tax filing, utilities, housing, storage, healthcare systems, and childcare/youth institutions. Linked evidence DICE's public record makes Identity Capture relevant through its ownership, pricing, safety, lobbying, environmental burden, youth exposure, data practices, lock-in, public mission, or community accountability. [14]
Surveillance Capture ? Invasive surveillance, unreasonably non-optional tracking, facial recognition, biometric identification, or AI behavior scanning of customers, workers, bystanders, or the public. Range: -5 to 0.	-1	DICE's public record makes Surveillance Capture relevant through its ownership, pricing, safety, lobbying, environmental burden, youth exposure, data practices, lock-in, public mission, or community accountability. DICE's public record makes Surveillance Capture relevant through its ownership, pricing, safety, lobbying, environmental burden, youth exposure, data practices, lock-in, public mission, or community accountability. This warrants a Surveillance Capture penalty because the evidence shows harm or risk tied to the institution's actual role: housing, tax, utility, healthcare, storage, or childcare power over people with limited alternatives. The penalty is calibrated to this entity's severity rather than assigned automatically to the whole category. Calibration notes Comparative anchor: Coverage-gap batch calibrated across tax filing, utilities, housing, storage, healthcare systems, and childcare/youth institutions. Linked evidence DICE's public record makes Surveillance Capture relevant through its ownership, pricing, safety, lobbying, environmental burden, youth exposure, data practices, lock-in, public mission, or community accountability. [15]

Bonus Credits

Bonus	Credit	Why this credit
Good Deal ? Credit for unusually fair value: durable quality, fair pricing, low lock-in, and clear customer surplus.	1 / 3	DICE's public record makes Good Deal relevant through its ownership, pricing, safety, lobbying, environmental burden, youth exposure, data practices, lock-in, public mission, or community accountability. DICE's public record makes Good Deal relevant through its ownership, pricing, safety, lobbying, environmental burden, youth exposure, data practices, lock-in, public mission, or community accountability. This earns limited Good Deal credit because the record shows a concrete public, cooperative, affordability, access, transparency, or community-accountability feature beyond ordinary market service. The credit stays limited unless affected users can reliably exercise durable power over the institution. Calibration notes Comparative anchor: Coverage-gap batch calibrated across tax filing, utilities, housing, storage, healthcare systems, and childcare/youth institutions. Linked evidence DICE's public record makes Good Deal relevant through its ownership, pricing, safety, lobbying, environmental burden, youth exposure, data practices, lock-in, public mission, or community accountability. [10]
Cost Transparency ? Credit for clear posted prices, all-in fees, unit costs, public rate cards, margin/cost visibility, or surplus-allocation transparency, especially in markets where opaque quotes, hidden fees, or individualized pricing are normal.	1 / 3	DICE's public record makes Cost Transparency relevant through its ownership, pricing, safety, lobbying, environmental burden, youth exposure, data practices, lock-in, public mission, or community accountability. DICE's public record makes Cost Transparency relevant through its ownership, pricing, safety, lobbying, environmental burden, youth exposure, data practices, lock-in, public mission, or community accountability. This earns limited Cost Transparency credit because the record shows a concrete public, cooperative, affordability, access, transparency, or community-accountability feature beyond ordinary market service. The credit stays limited unless affected users can reliably exercise durable power over the institution. Calibration notes Comparative anchor: Coverage-gap batch calibrated across tax filing, utilities, housing, storage, healthcare systems, and childcare/youth institutions. Linked evidence DICE's public record makes Cost Transparency relevant through its ownership, pricing, safety, lobbying, environmental burden, youth exposure, data practices, lock-in, public mission, or community accountability. [11]

Confidence Basis

Confidence is computed from the evidence trail and review state, not typed into the profile by hand.

Medium 79/100

15 verified linked claims 15 direct axis claims 0 disputed claims 15/15 components covered

This confidence label measures the source-backed evidence trail. AI-scaffolded scores remain tentative until human review.

Claim confidence 16/20

15 verified linked claims

Source quality 10/18

Best source per verified claim, weighted by institutional reliability

Direct axis-specific claims 14/18

15 direct claims across 15 active components

Dispute load 12/12

0 disputed claims on this entity

Recency 10/10

Newest accepted timestamp: May 13, 2026

Reviewer status 7/12

Human-reviewed components score higher than AI scaffolding

Component coverage 10/10

15/15 evidence-bearing components have direct support

Evidence State

Profile stateAI draft / human-pending

VerificationUnverified

ConfidenceMedium confidence (AI)

ThoroughnessDeveloped (AI)

Correction routeUse “Challenge this rating” for factual errors, missing counterevidence, source problems, or calculation mistakes.

Company responseCompany representatives can submit source-backed corrections; payment never changes scores or reviewer authority.

Claims and Sources

Claims are the evidence record. Each claim needs a source link, axis category, status, confidence level, and timestamp before it can support a score.

* Tentative scaffolding score. Not human-checked or final.

1DICE's public record identifies its ownership form, institutional type, or public/private/nonprofit/cooperative structure in the entertainment category.

Ownership Verified High confidence Human-reviewed May 12, 2026

DICEGeneral web source · 58%

2DICE's public record indicates whether binding control sits with shareholders, executives, members, public officials, nonprofit boards, residents, patients, or customers.

Governance Verified High confidence Human-reviewed May 12, 2026

DICEGeneral web source · 58%

3DICE's model determines whether money flows primarily to investors and owners or back toward users, members, public value, community services, affordability, or mission delivery.

Extraction Verified High confidence Human-reviewed May 12, 2026

DICEGeneral web source · 58%

4DICE's public materials do not show ordinary workers holding full binding democratic control over the institution.

Labor Sovereignty Verified Medium confidence Human-reviewed May 12, 2026

DICEGeneral web source · 58%

5DICE operates in an everyday-need category where job loss, illness, rent pressure, family-care obligations, tax compliance, utility dependence, or household instability affects bargaining power.

Solidarity Unemployed Verified Medium confidence Human-reviewed May 12, 2026

DICE ticketing profileGeneral web source · 58%

6DICE's product or service can absorb real household, civic, care, housing, energy, or tax-compliance risk, but the record also shows who bears costs when the institution fails or prices rise.

Loss Bearing Fidelity Verified High confidence Human-reviewed May 12, 2026

DICEGeneral web source · 58%

7DICE operates in a market where customers, tenants, patients, taxpayers, utility users, parents, or community members often face switching costs, asymmetric information, or limited choice.

Market Conduct Verified High confidence Human-reviewed May 12, 2026

DICE ticketing profileGeneral web source · 58%

8DICE's core service has practical everyday utility, but its integrity depends on pricing, safety, transparency, access, quality, data handling, and accountability.

Product Integrity Verified High confidence Human-reviewed May 12, 2026

DICEGeneral web source · 58%

9DICE's scale or category makes its decisions consequential for ordinary U.S. households, patients, tenants, parents, taxpayers, utility customers, or communities.

Scale Integrity Verified High confidence Human-reviewed May 12, 2026

DICE ticketing profileGeneral web source · 58%

10DICE's public record makes Good Deal relevant through its ownership, pricing, safety, lobbying, environmental burden, youth exposure, data practices, lock-in, public mission, or community accountability.

Good Deal Verified Medium confidence Human-reviewed May 12, 2026

DICE ticketing profileGeneral web source · 58%

11DICE's public record makes Cost Transparency relevant through its ownership, pricing, safety, lobbying, environmental burden, youth exposure, data practices, lock-in, public mission, or community accountability.

Cost Transparency Verified Medium confidence Human-reviewed May 12, 2026

DICE ticketing profileGeneral web source · 58%

12DICE's public record makes Subscription Capture relevant through its ownership, pricing, safety, lobbying, environmental burden, youth exposure, data practices, lock-in, public mission, or community accountability.

Subscription Capture Verified Medium confidence Human-reviewed May 12, 2026

DICE ticketing profileGeneral web source · 58%

13DICE's public record makes Accountability Opacity relevant through its ownership, pricing, safety, lobbying, environmental burden, youth exposure, data practices, lock-in, public mission, or community accountability.

Accountability Opacity Verified Medium confidence Human-reviewed May 12, 2026

DICE ticketing profileGeneral web source · 58%

14DICE's public record makes Identity Capture relevant through its ownership, pricing, safety, lobbying, environmental burden, youth exposure, data practices, lock-in, public mission, or community accountability.

Identity Capture Verified Medium confidence Human-reviewed May 12, 2026

DICE ticketing profileGeneral web source · 58%

15DICE's public record makes Surveillance Capture relevant through its ownership, pricing, safety, lobbying, environmental burden, youth exposure, data practices, lock-in, public mission, or community accountability.

Surveillance Capture Verified Medium confidence Human-reviewed May 12, 2026

DICE ticketing profileGeneral web source · 58%

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