BanklessDAO
BanklessDAO
/
Operations Department
Operations Department
/
šŸ“–
Notion Administration
/
Top-Level BanklessDAO Notion Pages
Top-Level BanklessDAO Notion Pages
/
šŸš§
Projects
/
šŸ¦
BanklessDAO Governance Solutions Engineers
/
Nym#0959

Nym#0959

Detailed thoughts on how you would solve these two problem spaces
On both, push to have working groups spool up as fast as possible (weā€™re already into the season, and this team won't be elected until EOM), and ask people to prioritize their time in contributing wherever possible. We need all of our best, most energetic, creative minds on these two missions. ā€˜Worth noting here that these are both complex, value-laden issues that are by their nature very hard to solve by committee--so we need to be very thoughtful on juggling the opposing needs to involve many voices and seek wide consensus with the need to adhere around a small set of facts and plans very quickly to deliver major progress by the end of S3. Also worth noting/confirming that these two work streams will need to be closely aligned and keep in regular sync. Between the two, I feel like I have many more strong opinions about how to solve the strategy question vs the incentives one, but weā€™ll see how this shakes out! Contributor Alignment: - Start with values--when it comes to incentives and contributors and retention, what do we care about most? Fairness? Simplicity? Cross-project alignment? Key member retention? Total member retention? Budget preservation? Speed? There are a LOT of things we could decide to solve for, so we need to confirm what our operating principles are before getting into the weeds or throwing out solutions. - Identify the major issues weā€™ve had to date, and get as clear as possible on the nuances and contributing factors that led to these friction points - Involve leaders from other DAOs and research as much as possible--unlike the strategy topic, the alignment topic should be general enough in nature to allow us to learn a LOT of lessons from people outside of our organization and avoid the need to reinvent wheels. - Understand that this will be an iterative process, that different groups/situations may need to be treated differently, that we wonā€™t be able to make everyone happy, and that weā€™re going to need to experiment and fail more before we find the sweet spot of what works for us. Strategic prioritization: - Start at the 10,000ft/macro/meta level and work our way down. As a start, dig into our identity as a DAO (Who are we, really? What do we care about? What makes us different than other DAOs, and what are our core qualities. What are our current issues, strengths, etc?) - From there, deep dive and push for clarity from the organization about who we want to be, where we want to go, and how we want to evolve as a group, and what ultimate impact we want to make. - Then using those two endpoints, we can really push into strategy--with the line you can now draw between Point A (now/start) and Point B (future/end), debate and model and dig into the big questions: what are our priorities, what is our budget and how far will it stretch, what skills do we need, how do we allocate our time/tokens/attention, how do we create a structure of governance that suits our unique challenges, conforms to our values, and allows for future evolution as our world develops around us? - From there, we can prioritize our activities. What are the few must-happen activities/deployments ahead of us, and how do we get them fully resourced? What are the nice to haves? What should we say no to because it isnā€™t going to return enough value back, or because itā€™s out of alignment with our strategic goals?
Sponsor(s)
@frogmonkee, @Bo, @NFThinker, @0xJustice, @RunTheJewelz, @links, @Above Average Joe, @Icedcool
Other obligations during Season 3
I donā€™t have any other material obligations within bDAO (or any other DAO or web3 project, to be clear), and would make this my primary focus in the web3 world. This will be a big challenge and investment, so I won't plan to take on anything else with a material time requirement until the season wraps. IRL, I am a freelance consultant in operational and financial matters with a very flexible schedule, and I have the ability to flex my time commitments in my work up and down as needed to accommodate priorities like this. Average usual time put into IRL work is prolly around 20-25hrs/wk.
Qualifications
I come to the DAO with a wide mix of operations, strategy, finance, and leadership experiences. I founded and ran a company in the consumer/retail finance space (sadly, had to sell it at fire sale prices during the ā€˜08 collapse), and have spent over half of my career in small, entrepreneurial, and fast growing organizations, largely in environments where soft/social leadership needed to be used far more often than direct or hierarchical authority. I've led strategy and finance for a SF tech company, including during Covid times (similar feeling of being on the frontier and not knowing what the F is going on), and been a chief of staff a few times. Those roles always fundamentally existed "in the cracks" in an organization--I existed between and connected to different functional groups, between different levels from top to bottom, and between teams in different geographies. I'm comfortable where there's no play book and only a loose plan to align against to use to align a team and move everyone forward. On the Ed side, I have an undergrad in economics, and a MBA. I'm low ego, love learning, love hearing opposing voices, love being proven wrong (really). I'm also intellectually curious--just while considering putting my hat in the ring for this role, my brain got spinning on all the interesting nuances, and Iā€™ve spent over 20 hours reading and researching DAO histories, DAO governance (experiments, lessons, mistakes), consensus mechanisms, the formation of countries, the writing of constitutionsā€¦
Reason for Applying
Fundamentally, this is the place where I can be of most value and make the most positive difference in bDAO and the web3 space in general. I love pushing teams forward, and this will be a huge rush in terms of ability to help, as well as ability to learn. It's so fascinating to me that we're jointly riding and building this 9-month-old car while itā€™s hurdling at 100mph down the highway toward a bright but still massively uncertain future. This point of our evolution feels like an amazing challenge and a reason to grow and rise to the occasion, which I truly love. With the addition of these roles (GSE as a title doesn't speak much to me, but I'll defer to the crowd), creating a roadmap and a structure to help us do everything we dream of doing....it feels like being in the newly-sovereign US in 1787, gathering at the first constitutional convention to put together a constitution for ourselves--an evolving framework for how we unite and govern ourselves and maintain our values and freedom over time I've been a generalist all my life--I'm fascinated by everything. It's what led me to becoming an entrepreneur, but I've also felt like I never found many of ā€œmy peopleā€ and never fit within organizations wellā€¦.until here. This web3 frontier we're all settling into feels like a fit I've never experienced before. This is a great group of people, and we legitimately have an opportunity ahead of us to help lead the world into something great
BanklessDAO
BanklessDAO
/
Operations Department
Operations Department
/
šŸ“–
Notion Administration
/
Top-Level BanklessDAO Notion Pages
Top-Level BanklessDAO Notion Pages
/
šŸš§
Projects
/
šŸ¦
BanklessDAO Governance Solutions Engineers
/
Nym#0959

Nym#0959

Detailed thoughts on how you would solve these two problem spaces
On both, push to have working groups spool up as fast as possible (weā€™re already into the season, and this team won't be elected until EOM), and ask people to prioritize their time in contributing wherever possible. We need all of our best, most energetic, creative minds on these two missions. ā€˜Worth noting here that these are both complex, value-laden issues that are by their nature very hard to solve by committee--so we need to be very thoughtful on juggling the opposing needs to involve many voices and seek wide consensus with the need to adhere around a small set of facts and plans very quickly to deliver major progress by the end of S3. Also worth noting/confirming that these two work streams will need to be closely aligned and keep in regular sync. Between the two, I feel like I have many more strong opinions about how to solve the strategy question vs the incentives one, but weā€™ll see how this shakes out! Contributor Alignment: - Start with values--when it comes to incentives and contributors and retention, what do we care about most? Fairness? Simplicity? Cross-project alignment? Key member retention? Total member retention? Budget preservation? Speed? There are a LOT of things we could decide to solve for, so we need to confirm what our operating principles are before getting into the weeds or throwing out solutions. - Identify the major issues weā€™ve had to date, and get as clear as possible on the nuances and contributing factors that led to these friction points - Involve leaders from other DAOs and research as much as possible--unlike the strategy topic, the alignment topic should be general enough in nature to allow us to learn a LOT of lessons from people outside of our organization and avoid the need to reinvent wheels. - Understand that this will be an iterative process, that different groups/situations may need to be treated differently, that we wonā€™t be able to make everyone happy, and that weā€™re going to need to experiment and fail more before we find the sweet spot of what works for us. Strategic prioritization: - Start at the 10,000ft/macro/meta level and work our way down. As a start, dig into our identity as a DAO (Who are we, really? What do we care about? What makes us different than other DAOs, and what are our core qualities. What are our current issues, strengths, etc?) - From there, deep dive and push for clarity from the organization about who we want to be, where we want to go, and how we want to evolve as a group, and what ultimate impact we want to make. - Then using those two endpoints, we can really push into strategy--with the line you can now draw between Point A (now/start) and Point B (future/end), debate and model and dig into the big questions: what are our priorities, what is our budget and how far will it stretch, what skills do we need, how do we allocate our time/tokens/attention, how do we create a structure of governance that suits our unique challenges, conforms to our values, and allows for future evolution as our world develops around us? - From there, we can prioritize our activities. What are the few must-happen activities/deployments ahead of us, and how do we get them fully resourced? What are the nice to haves? What should we say no to because it isnā€™t going to return enough value back, or because itā€™s out of alignment with our strategic goals?
Sponsor(s)
@frogmonkee, @Bo, @NFThinker, @0xJustice, @RunTheJewelz, @links, @Above Average Joe, @Icedcool
Other obligations during Season 3
I donā€™t have any other material obligations within bDAO (or any other DAO or web3 project, to be clear), and would make this my primary focus in the web3 world. This will be a big challenge and investment, so I won't plan to take on anything else with a material time requirement until the season wraps. IRL, I am a freelance consultant in operational and financial matters with a very flexible schedule, and I have the ability to flex my time commitments in my work up and down as needed to accommodate priorities like this. Average usual time put into IRL work is prolly around 20-25hrs/wk.
Qualifications
I come to the DAO with a wide mix of operations, strategy, finance, and leadership experiences. I founded and ran a company in the consumer/retail finance space (sadly, had to sell it at fire sale prices during the ā€˜08 collapse), and have spent over half of my career in small, entrepreneurial, and fast growing organizations, largely in environments where soft/social leadership needed to be used far more often than direct or hierarchical authority. I've led strategy and finance for a SF tech company, including during Covid times (similar feeling of being on the frontier and not knowing what the F is going on), and been a chief of staff a few times. Those roles always fundamentally existed "in the cracks" in an organization--I existed between and connected to different functional groups, between different levels from top to bottom, and between teams in different geographies. I'm comfortable where there's no play book and only a loose plan to align against to use to align a team and move everyone forward. On the Ed side, I have an undergrad in economics, and a MBA. I'm low ego, love learning, love hearing opposing voices, love being proven wrong (really). I'm also intellectually curious--just while considering putting my hat in the ring for this role, my brain got spinning on all the interesting nuances, and Iā€™ve spent over 20 hours reading and researching DAO histories, DAO governance (experiments, lessons, mistakes), consensus mechanisms, the formation of countries, the writing of constitutionsā€¦
Reason for Applying
Fundamentally, this is the place where I can be of most value and make the most positive difference in bDAO and the web3 space in general. I love pushing teams forward, and this will be a huge rush in terms of ability to help, as well as ability to learn. It's so fascinating to me that we're jointly riding and building this 9-month-old car while itā€™s hurdling at 100mph down the highway toward a bright but still massively uncertain future. This point of our evolution feels like an amazing challenge and a reason to grow and rise to the occasion, which I truly love. With the addition of these roles (GSE as a title doesn't speak much to me, but I'll defer to the crowd), creating a roadmap and a structure to help us do everything we dream of doing....it feels like being in the newly-sovereign US in 1787, gathering at the first constitutional convention to put together a constitution for ourselves--an evolving framework for how we unite and govern ourselves and maintain our values and freedom over time I've been a generalist all my life--I'm fascinated by everything. It's what led me to becoming an entrepreneur, but I've also felt like I never found many of ā€œmy peopleā€ and never fit within organizations wellā€¦.until here. This web3 frontier we're all settling into feels like a fit I've never experienced before. This is a great group of people, and we legitimately have an opportunity ahead of us to help lead the world into something great