OpCo/OAT - Bi-annual Transparency Report - October 2025

DAO Programs & Initiatives Operation Company (OpCo)
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This report aims to give a comprehensive overview of the OpCo Oversight & Transparency Committee (OAT) and OpCo’s activities from inception through October 31, 2025. It highlights major developments in organizational setup, governance, hiring, and DAO collaboration as OpCo continues to establish itself as the operational backbone of the Arbitrum DAO.

Organizational Development

Since its inception, OpCo has made significant progress in building and operationalizing its foundational structure:

  • Bylaws finalized: The OpCo Bylaws have been completed and shared for community review, outlining internal processes, accountability mechanisms, and decision-making frameworks.

  • Governance cadence: The OAT maintained a consistent schedule of weekly meetings with full attendance, ensuring strong coordination, transparency, and steady progress.

  • DAO oversight role: OAT began formally exercising its mandate to review and approve allocation recommendations, including those under Entropy’s TMC proposal.

  • Operational infrastructure: OpCo has engaged an accounting provider and initiated the development of its own website to enhance transparency and operational independence. Additionally several efforts have been undertaken to improve the coordination between the different AAEs.

  • Community engagement: Direct lines of communication have been established with the majority of active delegates and Arbitrum Alliance Entities (AAEs), strengthening feedback and accountability loops.

Hiring and Team Growth

Team expansion has been one of the most impactful milestones during this period:

  • New hires: OpCo has successfully hired Tamara as Head of Operations and Sinkas as Program Manager. Both are now fully onboarded and operational, driving day-to-day execution and coordination across initiatives.

  • Capacity building: These additions significantly enhance OpCo’s ability to manage governance processes, ensure transparent reporting, and execute DAO initiatives efficiently.

  • Active recruitment: Searches are ongoing for a Head of OpCo, Director of Finance & Treasury, and Legal Counsel — key roles that will further solidify OpCo’s organizational maturity and compliance posture.

DAO Collaboration and Program Oversight

OpCo continues to deepen its collaboration with the DAO and support ecosystem programs:

  • Program management: OAT serves as the counterparty for Entropy’s Year 2 and Year 3 proposal, overseeing a 10M ARB allocation focused on incentive mechanism development. Conversations with Entropy are ongoing, the OAT has started to conduct a due diligence and additional updates will be shared in due time.

  • Governance engagement: The team participates in DAO calls and governance discussions, providing updates, addressing community questions, and incorporating feedback to enhance transparency.

  • Operational leadership: OpCo is hosting bi-weekly Office Hours and took over facilitation of the Governance, Risk, and Compliance (GRC) and Open Discussion of Proposals calls.

  • Operations for other AAEs: OpCo will lead background and reference checks for the upcoming AGV council elections.

  • Proposal development: OpCo’s first proposal was published and the team is actively collaborating with DAO stakeholders to refine and advance it. At the same time as the counterparty of the DIP program, OpCo has been actively involved in discussions of the next version.

  • Community presence: Organizing the “La ArbiCasa” event during Devconnect, strengthening community engagement and fostering collaboration among DAO contributors.

  • Additional revenue streams for the DAO: the OAT and OpCo are engaged in helping the Arbitrum DAO establish new products and business lines. Currently, the team is working on one such opportunity in collaboration with another AAE; details of which will be shared in due time.

Financials

As of October 31st 2025, OpCo has incurred the following expenses:

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Please note:

  • Funds in ARB and USDC are held in the following wallet: 0xf67DB74DEc758fE7C3fB521aB0dB77E8Df9c8178
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Please differentiate between set-up costs and operational costs, and then provide a breakdown of what those operational costs actually are.

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At this time, a more granular breakdown of the costs would be unproductive for the following reasons:

  • Setup costs overlap with operational expenses, even though the OpCo has been operational since September 15th, when @tamara started as Head of Operations.

  • With the OpCo currently only having two employees, and only operational for 2 months, it would be extremely easy to backward engineer salaries. Apart from wanting to respect our employees’ privacy, having the exact salaries publicly available would make it harder to negotiate with potential new hires.

In the next bi-annual report, once our operations are better established, our costs are more predictable and stable, and we have onboarded a finance person, we’ll be in a better position to offer more granular breakdowns.

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On February 18th, more than 9 months ago, the DAO transferred 30M ARB to this wallet (which is not a multisig for some reason) worth around 14.8M US Dollars at the time.

From Arbiscan
From Arbiscan740×158 15.2 KB

Then, 26M ARB of those 30M ARB that were transferred should have been converted for up to $12M US Dollars and the remaining ARB returned to the DAO treasury, in the 90 days following the onchain proposal passing, as per what it specifies in the onchain proposal:

From the onchain proposal that can be seen on Tally
From the onchain proposal that can be seen on Tally1598×802 150 KB

From what you shared, the OpCo has spent 580,598.51 US Dollars (until October 31st), and has 1,899,401.49 US Dollars (in the bank I assume?) and 3,954,393.274644 USDC (and not 3,953,761.25 USDC as your reported in the image above) in the wallet. Alongside 13,993,511.60 ARB.

Which means that 16,006,488.40 ARB (30M - 13.9M in the wallet) were converted into 6.433.761,25 US Dollars ($580k spent + $1.9M in the bank + 3.9M USDC in the wallet) equivalent. Is that correct?

I have a few questions:

  1. Why wasn’t all the 26M ARB converted into USD under the 90 period specified in the proposal? And why wasn’t the DAO timely informed about this by the OAT? Or by the Arbitrum Foundation?
  2. Given that, at today’s prices, there’s only 7,840,065.15 USD equivalent left ($1,899,401.49 US Dollars in the bank + 3,954,393.27 USDC in the wallet + 1,986,270.39 USD worth of 9,993,511.60 ARB because 4M ARB are reserved for bonuses to be rewarded in ARB) and available to be spent in the next 22 months of the remainder of the OpCo mandate, how do you plan to achieve your goals with roughly ~30% less than what was originally budgeted ($12M USD) in the proposal? For example, how will this impact hiring of the OpCo CEO and CFO equivalents that were specified in the proposal?
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Hey @paulofonseca, to address your questions on the OpCo conversions:

  • As of today, 16,006,487 ARB has been converted, generating a total of 6,436,125.72 USDC.

  • As it relates to the timeline of conversions, both the volatility in ARB price and macroeconomic conditions, as well as the necessity to convert funds for a multitude of DAO initiatives (i.e., D.A.O Season 3, Entropy, Audit Program, STEP 2 program) in parallel, require a shift in strategy to balance the needs of various DAO programs and minimize the impact of large-scale ARB sales. The Oversight and Transparency Committee was kept in the loop, and it was determined that full funds wouldn’t be needed in the short to medium term.

  • The conversion process related to OpCo is progressing and is expected to be fully completed by the end of Q1 2026.