BanklessDAO
BanklessDAO
/
Operations Department
Operations Department
/
📖
Notion Administration
/
Top-Level BanklessDAO Notion Pages
Top-Level BanklessDAO Notion Pages
/
🚧
Projects
/
🏦
BanklessDAO Governance Solutions Engineers
/
M Goes Distance

M Goes Distance

Date
‣
Detailed thoughts on how you would solve Contributor Alignment and Strategic Prioritization
I don’t wanna jump into solutions before going through the proper enquiry process. I would start with structured discussions with various guild and project members who will be most affected by any potential changes - to closer identify pain points and their sense of potential solutions. Then I would draft our main objectives for all this - which I don’t think have been defined clearly enough yet. Is it about balancing our resources? Is the aim to be cashflow positive by…. When? How much are we willing to dislocate some of the current structure and processes, to achieve this? That said, I intuitively like some of the suggestions that Frog mentioned in his initial post. I think forcing new projects to provide much clearer specs as to what KPIs will measure their success, how they will contribute to the DAO financially, and being strict about discontinuing projects that don’t meet these goals at the end of a season would be key. I also agree that our approach to voting so far has been to default to YES without thinking through the implications - we should reverse-engineer the project approval process so that the default answer is NO, unless criteria XYZ are met, or unless the experiment is small enough, by standards ABC. As Frog mentioned, we have got some extremely successful projects that are bringing in revenues and can (almost) stand on their own - we should focus on leveraging those (always double down on what works) and find ways to scale them to their full potential. If this means taking away some funding from things that are NOT taking off, that’s a good thing. I think a structured framework for this is possible. Lastly, I think we need to find more utility for BANK outside of paying contributors - which results in selling pressure and price decline, unless new people keep joining the DAO and buying the token, which can’t be relied on outside of bull market. There should be another sink for BANK token - be it from revenues we are making via our successful initiatives, etc. We are not exactly a company but we need to partly think like one, when it comes to economics. Big acknowledgement: I am fully aware that we already did take measures to address some of the above and we currently do have working groups active in some of these further (esp tokenomics). I'm not trying to deny their work, just suggesting supporting and taking the already successful initiatives a few steps further, with a structured focus.
Sponsor(s)
AboveAverageJoe, Bo, NFTThinker, Lizt, Steff, nifteex, 0xprismatic, nterziev
Other obligations during Season
I don’t have an IRL job and am very flexible with how I allocate my time. I will likely be involved with Fire Eyes DAO in the next season - essentially also a governance-related consulting/activist role for other projects - but this would be part-time and up to my discretion. I am also volunteering with some tasks for DAO Planet but again, I have flexibility in how much time I dedicate to this, week on week. I am confident that these engagements are compatible or even better, can provide learnings that feed into one another.
Qualifications
Before web 3 I was the Head of Operations at a prop tech startup for almost 4 year - from pretty much inception all through fundraising Series B. I have built, scaled, and managed distributed teams of up to 40 people - including issues of structure, day-to-day ops, compensation, and more. I have started and failed two other companies - I am very familiar with the lean startup model and iterating one’s way towards product-market fit and economic sustainability, with a very limited financial runway. I know how the collaborative hands-on process on this works and I know how to say no to things that are not critically important, which is sometimes a big part of the solution. Over the past year - my full-time DAO journey has included being active in the governance of Sushi, being on the Governance and Finance councils of JennyMetaverseDAO (including having drafted their constitution), and leading IreneDAO - which was a serious experiment in a decentralized influencer setup until it pivoted away from being a proper DAO. I haven’t seen everything and don’t have all the answers but I have seen a lot of what works and what does not. I am not an academic but I know how to do my research and am good at spotting strategies that work well elsewhere and jumping in the deep rolling them out. I used to be more active in Bankless governance discussions than I have been lately and I also used to hold the role of an Ombuds. I have not been active in a designated role lately as my focus has been elsewhere, even though I’m aware of the recent developments at the DAO. I feel this ‘partial outsider’ perspective of someone who is currently not involved day-in-day-out could be a nice addition to the team, in helping to apply external ideas and a fresh perspective on a problem space that has apparently been looking for a solution for quite a while now.
Reason for Applying
I have been a full-time contributor to various DAOs for the past year. The future of this model of cooperation is the main thing I care about. I have seen major governance successes and failures at DAOs like Sushi, Irene, and JennyMetaverse, and I want to keep applying these lessons to build the most decentralized, resilient, and sustainable orgs possible. BanklessDAO is probably the best organized and run major DAO out there atm, and I wish to do my part to help it reach its full potential and be a shining example for all the other DAOs. The whole DAO space is a new and emerging category, we are learning as we build, and we need to keep experimenting thoughtfully, to figure out sustainable models that work. I wish to continue being an active part of this process.
BanklessDAO
BanklessDAO
/
Operations Department
Operations Department
/
📖
Notion Administration
/
Top-Level BanklessDAO Notion Pages
Top-Level BanklessDAO Notion Pages
/
🚧
Projects
/
🏦
BanklessDAO Governance Solutions Engineers
/
M Goes Distance

M Goes Distance

Date
‣
Detailed thoughts on how you would solve Contributor Alignment and Strategic Prioritization
I don’t wanna jump into solutions before going through the proper enquiry process. I would start with structured discussions with various guild and project members who will be most affected by any potential changes - to closer identify pain points and their sense of potential solutions. Then I would draft our main objectives for all this - which I don’t think have been defined clearly enough yet. Is it about balancing our resources? Is the aim to be cashflow positive by…. When? How much are we willing to dislocate some of the current structure and processes, to achieve this? That said, I intuitively like some of the suggestions that Frog mentioned in his initial post. I think forcing new projects to provide much clearer specs as to what KPIs will measure their success, how they will contribute to the DAO financially, and being strict about discontinuing projects that don’t meet these goals at the end of a season would be key. I also agree that our approach to voting so far has been to default to YES without thinking through the implications - we should reverse-engineer the project approval process so that the default answer is NO, unless criteria XYZ are met, or unless the experiment is small enough, by standards ABC. As Frog mentioned, we have got some extremely successful projects that are bringing in revenues and can (almost) stand on their own - we should focus on leveraging those (always double down on what works) and find ways to scale them to their full potential. If this means taking away some funding from things that are NOT taking off, that’s a good thing. I think a structured framework for this is possible. Lastly, I think we need to find more utility for BANK outside of paying contributors - which results in selling pressure and price decline, unless new people keep joining the DAO and buying the token, which can’t be relied on outside of bull market. There should be another sink for BANK token - be it from revenues we are making via our successful initiatives, etc. We are not exactly a company but we need to partly think like one, when it comes to economics. Big acknowledgement: I am fully aware that we already did take measures to address some of the above and we currently do have working groups active in some of these further (esp tokenomics). I'm not trying to deny their work, just suggesting supporting and taking the already successful initiatives a few steps further, with a structured focus.
Sponsor(s)
AboveAverageJoe, Bo, NFTThinker, Lizt, Steff, nifteex, 0xprismatic, nterziev
Other obligations during Season
I don’t have an IRL job and am very flexible with how I allocate my time. I will likely be involved with Fire Eyes DAO in the next season - essentially also a governance-related consulting/activist role for other projects - but this would be part-time and up to my discretion. I am also volunteering with some tasks for DAO Planet but again, I have flexibility in how much time I dedicate to this, week on week. I am confident that these engagements are compatible or even better, can provide learnings that feed into one another.
Qualifications
Before web 3 I was the Head of Operations at a prop tech startup for almost 4 year - from pretty much inception all through fundraising Series B. I have built, scaled, and managed distributed teams of up to 40 people - including issues of structure, day-to-day ops, compensation, and more. I have started and failed two other companies - I am very familiar with the lean startup model and iterating one’s way towards product-market fit and economic sustainability, with a very limited financial runway. I know how the collaborative hands-on process on this works and I know how to say no to things that are not critically important, which is sometimes a big part of the solution. Over the past year - my full-time DAO journey has included being active in the governance of Sushi, being on the Governance and Finance councils of JennyMetaverseDAO (including having drafted their constitution), and leading IreneDAO - which was a serious experiment in a decentralized influencer setup until it pivoted away from being a proper DAO. I haven’t seen everything and don’t have all the answers but I have seen a lot of what works and what does not. I am not an academic but I know how to do my research and am good at spotting strategies that work well elsewhere and jumping in the deep rolling them out. I used to be more active in Bankless governance discussions than I have been lately and I also used to hold the role of an Ombuds. I have not been active in a designated role lately as my focus has been elsewhere, even though I’m aware of the recent developments at the DAO. I feel this ‘partial outsider’ perspective of someone who is currently not involved day-in-day-out could be a nice addition to the team, in helping to apply external ideas and a fresh perspective on a problem space that has apparently been looking for a solution for quite a while now.
Reason for Applying
I have been a full-time contributor to various DAOs for the past year. The future of this model of cooperation is the main thing I care about. I have seen major governance successes and failures at DAOs like Sushi, Irene, and JennyMetaverse, and I want to keep applying these lessons to build the most decentralized, resilient, and sustainable orgs possible. BanklessDAO is probably the best organized and run major DAO out there atm, and I wish to do my part to help it reach its full potential and be a shining example for all the other DAOs. The whole DAO space is a new and emerging category, we are learning as we build, and we need to keep experimenting thoughtfully, to figure out sustainable models that work. I wish to continue being an active part of this process.