[SOS Submission] Max Lomu – Strategic Objectives

[maxlomu]

Arbitrum SOS

Why

• Attracting and retaining builders should be our obsession.
• Anything else simply cascades down to this.
• Anything else is simply not sustainable without successful builders.

Current Situation

I believe Arbitrum become a powerhouse thanks to the efforts of Offchain Labs and an early mover advantage. If we want to keep thriving, profound changes are required for the DAO. The DAO must become one of the factors innovators choose to build here.

We must be an enabler for the new wave of onchain innovation that will happen in the next cycles - the founding layers for that success must begin today.

Priorities

Arbitrum must become the Home of Builders and the Home of Innovation.

Otherwise, we will constantly leak value to new, more exciting, ecosystem.

The Matrix is structured around 3 layers and 3 pillars

• App Catalyst: our most important layer. The DAO should empower builders to succeed
• The Platform: the DAO should amplify Arbitrum tech capabilities and act as its business catalyst. Note: not as a business development arm, a task where Offchain Labs and the Arbitrum Foundation are better suited
• Meta Governance: The DAO should move fast and effectively

Empower Builders to Succeed

1) Build Coherent Builders’ Funnel

Every builder creating something new mentally goes through this funnel and decides: “Where will my app be more likely to succeed?” We must make sure we check as many boxes as possible, promote the fact that we do, and be effective with it.

Objective: Streamline developer onboarding and retention from initial awareness through mainnet deployment, providing comprehensive resources, clear guidance, mentorship, and grants.

Importantly, the funnel must be a full innovation pipeline, coherent and continuous. Klaus from GovHack wrote about it here:

“One off and isolated efforts won’t work, systems thinking is required. We need a holistic innovation & growth program that has the above parts to attract & retain talent that is inspired & then supported to build with Arbitrum over the long-term.”

So far we’ve operated every single step as independent silos, while instead they should all be connected and reinforcing:

1. Discovery & Education: Create matching system between innovators (people that come from various industries) and builders (with technical expertise to build).
2. Ideation & Prototyping: Run targeted hackathons with clear challenge statements tied to ecosystem priorities, not just generic events
3. Support & Growth: Flow promising teams directly from hackathons to grants/funding with dedicated mentors
4. Launch & Integration: Provide deployment support, security audits, and immediate integration with established ecosystem projects
5. Channel the best apps through go-to-market programs (see next objective)

Concrete examples of current disconnects:

• Of the Dev Tools funded by the DAO Grant Program, the vast majority are not available in docs, not visible in the Arbitrum Portal. What did we fund them for?
• Hackathon winners receive prizes but no clear path to continued development

We should also consider new types of support models: for example, streaming salaries (UBI style) to promising builders for 6 months rather than milestone-based grants, giving them stability to focus on innovation.

KPIs:

• Double active developers (defined as making 2+ commits/week to Arbitrum projects) within 12 months
• Maintain >30% conversion rate from initial engagement to mainnet launch
• 80% of all funded tools/infrastructure integrated into official documentation and portals
• 80% of funded projects are apps
• Launch 5+ initiatives to improve the current dev funnel

Ecosystems that are doing well from this perspective: Solana, Eclipse, MegaETH

2) Build Distribution Channels

Distribution is the #1 factor for builders to choose an ecosystem. I wrote fully about it here. Examples of great distribution channels:

• Launching an app on Base can give you up to 100k users on testnet thanks to their Coinbase Wallet.
• Launching on Abstract Chain means it gets live streamed by hundreds of creators.
• Launching on Solana means you get support by Alliance Dao and now Nikita Bier
• Lunching on Kaia gives yous access to 300m users on the Line app

While building a wallet/digital channel ourselves can present challenges not suited for a DAO (ex: creating a wallet is easy, having it reach 100m users require skills/resources/conditions that only the open market can solve), we should onboard partners (Wallets, App Stores, Portals, …) that give exposure to Arbitrum Apps: can we, for example, create referral programs that share fee profits with those channels?

We should look at offchain distribution as well. How can we connect a local community in South America with P2P apps built on Arbitrum? How can we connect a network of taxi drivers to encourage them to receive payments on Arbitrum?

I propose a three-pronged distribution strategy:

1. Strategic Channel Partnerships: Identify and incentivize existing platforms (wallets, exchanges, fintechs) to showcase Arbitrum apps prominently

• Create revenue-sharing models where channels receive a portion of fees generated
• Provide technical integration support and co-marketing budgets

2. Community-Based Distribution: Target specific user communities with relevant Arbitrum apps

• Identify 5-10 high-potential vertical markets (ex: creators, gig workers, gamers)
• Partner with community leaders to develop tailored onboarding experiences

3. Onboarding Experience: Optimize the path for new users

• Support decentralized onboarding tools (like zkP2P) that enable smooth entry to Arbitrum
• Work with OCL and AF to streamline institutional and fintech onboarding - this is something the AVI team has already started and must be reinforced.

KPIs

• Secure 3–5 strategic distribution channels / programs within 12 months; onboard 2m+ new users via these channels in 24 months.
• Experiment with 5+ offline distribution channels: onboard 500k new users via these channels in 24 months.
• Achieve full onboarding of a user with funds to Arbitrum in < than 60 seconds

Ecosystems that are doing well: Base, Abstract,

3) Support DeFi Renaissance: Increase Liquidity & Connectivity

Arbitrum must become the place where idle & productive liquidity sits. Making sure it’s well connected (via solvers’ liquidity to all ecosystems, Arbitrum should become a market-passage for any DeFi flow: onboarding, earning yield, offboarding, moving to another chain, trading).

We used to have the DeFi crown, measured not only by TVL but also by new experimental DeFi products that compose with existing ones launching on Arbitrum first. Now Berachain and other ecosystems are taking mindshare. Attracting sticky liquidity should be the base stepping stone to build a new wave of innovation.

Our strategy prioritizes four key liquidity sources:

• Stablecoins: Deepen liquidity in major stablecoin pairs and expand to 20 local currencies with sufficient depth
• RWAs: Establish Arbitrum as the premier layer for tokenizing real-world assets including stock markets
• Retail: Create pathways for broader participation in Arbitrum DeFi
• Institutional capital: Support OCL’s efforts to attract traditional finance participants

Beyond direct liquidity incentives, we will explore and establish where appropriate a support for the business development work that Offchain Labs and the Arbitrum foundation are better fit to provide:

1. Institutional Enablement

• Fund compliance and regulatory tooling development that OCL can leverage with partners
• Support bridging infrastructure optimized for institutional capital flows
• Investigate establishing a regulatory working group that collaborates with OCL

2. Risk Reduction Mechanisms

• Support protocol insurance/guarantee mechanisms addressing institutional concerns
• Fund security improvements for DeFi infrastructure critical to ecosystem growth

3. Crosschain Liquidity

• Ensure solvers of the Chain Abstraction Program always have sufficient liquidity and tools to operate
• Provide the smoothest onboarding path towards Arbitrum or Orbit chains
• Support protocols that facilitate efficient capital movement across the ecosystem

4. Yield Innovation

• Initiate competitions for the best yield in various assets to stimulate innovation
• Encourage composability and new primitives through targeted challenges
• Reward protocols that maximize capital efficiency while maintaining security

Objective: Establish Arbitrum as the liquidity hub for all DeFi activity by expanding currency support, enabling institutional adoption, supporting crosschain flows, and fostering yield innovation.

KPI:

• Add $10B+ in net new sticky TVL across DeFi, RWAs, and institutional channels within 24 months
• Support liquidity for 20+ local currencies with sufficient depth for meaningful trading
• Ensure Chain Abstraction solvers maintain 99%+ successful transaction rates
• Achieve 5+ major traditional finance integrations with Arbitrum DeFi protocols

Other ecosystems doing well in creating attractive yield: Berachain

4) Align More Strictly with Offchain Labs and AF

The Arbitrum ecosystem has three major pillars: the DAO, Offchain Labs (OCL), and the Arbitrum Foundation (AF). Currently, these entities often operate in parallel rather than in concert, missing opportunities for synergy.

We must transform this relationship from occasional coordination to deep strategic alignment:

• Regular Strategic Coordination
  • Establish quarterly joint roadmapping sessions
  • Create shared visibility into each entity’s initiatives
• Complementary Resource Allocation
  • Structure DAO initiatives to amplify OCL’s technical innovations
  • Coordinate funding priorities to avoid duplication
• Unified Builder Experience
  • Design a seamless journey for builders across Arbitrum touchpoints

KPI:

• Quarterly joint strategic roadmap meetings
• Map user/dev journeys across all Arbitrum touchpoints

Give premium to ARB

A strong ARB token is a necessity for the sustainability of the DAO and the ecosystem. Better price also attracts more mindshare and is the reflection of a healthy ecosystem. However, it is unlikely that any fees generated by Arbitrum as a platform would constitute enough reason to sustain an increasing ARB price. What we must do is attaching additional premium factors to ARB.

5) Promote a Network of Onchain Businesses

We must foster a thriving ecosystem of interconnected businesses leveraging Arbitrum as a platform. Right now I see a lot of isolated efforts from apps, with an uphill battle. Camelot started a great initiative with the Orbital Alliance, but we must embrace and expand this as a DAO on all fronts.

Creating a network effect requires several strategic initiatives:

• Ecosystem Integration Standards: Establish technical standards for protocol interoperability, similar to how Base is building tight partnerships with Farcaster, encouraging builders to adopt their standards so interconnected apps can go viral.
• Composability Incentives: Create targeted rewards for protocols that integrate with multiple Arbitrum ecosystem applications, encouraging active composability with existing protocols.
• Unified Marketing Presence: Spend resources to bring Arbitrum apps to Ethereum events with shared booth presence, creating a unified Arbitrum ecosystem narrative. This already happens at the Arbiverse event - We can extend it to main events too, giving exposure to apps that would not be able to afford sponsoring booths.
• Protocol-Owned Liquidity: Encourage programs that obtain POL with ARB-Top Arbitrum tokens, ensuring sustainable liquidity for the ecosystem.
• ARB Integration: Support projects that use ARB as collateral/pair, enhancing the token’s utility within the ecosystem.
• Support for experimental markets: the DAO could provide backstop funds to incentivize new markets with new primitives (ex: real estate used as collateral for loans).

Projects that do well in this area: OHM, Curve

KPI:

• 25+ protocols providing active liquidity for ARB trading pairs
• 10+ successful cross-protocol products launched leveraging ecosystem composability
• Host unified Arbitrum ecosystem presence at 3+ major industry events annually

6) Make Staked ARB an Index of Arbitrum’s Success

The work to launch staked ARB is in progress. We should transform ARB staking into a representative index of the Arbitrum ecosystem’s overall economic health, driving utility, demand, and long-term holding.

We will explore multiple mechanisms to achieve this:

• Protocol Fee Sharing: Direct a portion of ecosystem fees to staked ARB holders
• Treasury Diversification: Develop our treasury into a more diversified basket of assets (equity, yield-generating positions, strategic investments)
• Staking Derivatives: Support the development of liquid staking derivatives that maintain ARB exposure while providing additional utility

KPIs

• Achieve ≥25% circulating ARB supply actively staked within 24 months
• Establish yields for stakers derived from ecosystem partnerships
• Create 3+ unique utility cases for staked ARB beyond governance

Projects that are doing well in this area: Gnosis DAO

7) Transition to Structured Investment Programs (equity/token) instead of Grants

Our current grant model is not effective:

• the upside for the DAO is limited: if a funded project is successful, it’s impossible to guarantee that builders will not expand to new ecosystems.
  We must find ways to retain value whenever we fund a new project. AVI, the Gaming Catalyst Program are working in this direction, and we should apply their learnings through all grants/liquidity programs. While there might be some initial bureaucratic burden, the long term benefits cannot be denied.

This transition requires a focused approach:

• Standardized Micro-Investment Framework for smaller tickets (>$25k and <$100k):
  • Develop a non-negotiable “Micro-SAFE” template with minimal friction
  • Create standardized Letter of Intent for pre-incorporation projects
  • Establish a process for minimal management burden for the DAO
• Apply AVI Learnings for Larger Investments:
  • Adapt proven structures from AVI for ecosystem-wide implementation
  • Create streamlined processes that don’t burden the DAO
• Value Capture Fundamentals:
  • Establish minimum equity/token percentages based on funding amount
  • Implement performance-based vesting schedules tied to ecosystem growth
  • Create clear terms around future funding rounds and exits
• Portfolio Management Approach:
  • Track investments through a unified dashboard
  • Develop lightweight reporting for founders
  • Build support network for portfolio companies

KPI:

• Convert 80% of ecosystem funding > $25k into investment-based models by end of year 1
• Build portfolio of 30+ successful funded projects within 2 years
• Create standardized investment templates that can be deployed in <48 hours

Innovation & Sustainability

8) Catalyze Creative Innovation via Stylus

Arbitrum Stylus gives developers new forms of expressivity, which enables them to create types of applications previously impossible onchain. The Rust/WASM developer market is an order of magnitude bigger than the Solidity dev market. We should leverage that and attract devs to create new things across all realms (onchain art, apps, games, AI) with the ingenuity to succeed.

The DAO approach to unleashing developer creativity through Stylus:

• Build Essential Building Blocks
  • Fund development of Stylus-compatible versions of popular Rust libraries
  • Create bridges for widely-used frameworks (Bevy for games, Yew for web apps)
  • Establish performance benchmarking tools to showcase Stylus advantages
  • Develop middleware that simplifies complex operations (ML inference, physics, graphics)
• Themed Innovation Competitions
  • Run quarterly challenges with narrow, high-impact focus areas:
    • Generative Art & Creative Coding
    • AI & Machine Learning Onchain
    • Performance-Critical Gaming Components
    • Real-World Data Processing
  • Partner with non-crypto organizations (museums, game studios, data science groups)
  • Structure competitions to reward both technical achievement and user acquisition
  • Showcase winners at major industry events
• Targeted DevRel Programs
  • Create dedicated outreach to Rust communities (Reddit, Discord, GitHub)
  • Develop migration guides for specific domains (game dev, WebAssembly, systems)
  • Fund Rust experts to create educational content and mentorship
  • Establish presence at Rust-focused events and conferences
  • Build “Stylus Champions” program to recognize technical excellence

Projects already pioneering in this area: Fluent, MegaETH

Objective: Unleash developer creativity through Stylus, enabling a new generation of high-performance applications that weren’t possible with previous smart contract languages.

KPIs

• 10+ Stylus-native innovative apps attract a total of 100K+ active users
• Establish 5+ essential Stylus infrastructure libraries with 1000+ developer integrations
• Run 4+ themed competitions annually with increasing participation
• Grow Stylus developer community to 5,000+ active participants

9) Expand and Future-Proof Network Infrastructure (AI infra, privacy, dePIN)

While Arbitrum One has seen momentum mostly in the areas of Gaming and DeFi, there are already several promising Orbit chains focused on AI, privacy, SolverFi, and dePIN infrastructure. Rather than competing with these initiatives, the DAO should act as an enabler and coordinator to maximize their impact.

Our approach must strictly follow OCL’s technical guidance while complementing their efforts:

• Support Existing Orbit Infrastructure
  • Help existing infrastructure Orbit chains with marketing and business development
  • Fund case studies demonstrating real-world applications of these specialized chains
  • Create outreach programs targeting traditional industries that could benefit from these solutions
  • Explore crossorbit collaboration
• Strategic Infrastructure Acquisition
  • Explore opportunities for acquisitions or tight partnerships (similar to OCL and Fhenix)
  • Investigate purchasing platforms for TEEs to enable private transactions/computation
  • Consider strategic investments in infrastructure projects that could benefit from tight Arbitrum integration
• Ride the AI Wave
  • Run AI agents hackathons focused on onchain AI use cases
  • Fund integration of popular AI models with Arbitrum for verifiable computation
  • Support development of AI orchestration layers that could leverage Arbitrum for coordination
  • Create specialized educational content for AI developers about blockchain integration
• Ride the Intent wav: computing and market structures are moving offchain. We are seeing this with intents (see the Universal Intent Engine), DEXs, and other new architectures.
  • Explore partnerships with intent-based architecture systems
  • Run dedicated events

We must recognize that OCL has the expertise to guide infrastructure development. The DAO’s role is to amplify their technical roadmap through community building, education, and strategic funding.

KPI:

• Onboard 3+ major infra projects in AI, privacy, or dePIN within 24 months
• Establish 5+ successful case studies of real-world infrastructure applications
• Run 4+ infrastructure-focused hackathons with industry partners
• Create documentation and standards that unify the Arbitrum infrastructure ecosystem

10) Establish Clear and Accountable Workstreams Under OpCo Oversight

While OpCo has been approved as a jack of all trades, we can apply it specifically (for the first 2 years) as an umbrella oversight committee that controls various workstreams, with capacity to project manage and coordinate the different parties.

To maximise OpCo’s effectiveness:

• Structured Workstream Framework
  • Reorganize DAO initiatives into clear workstreams directly aligned with SOS priorities
  • Each workstream has defined leadership, accountability metrics, and regular reporting
  • All workstreams require transparent milestone tracking and quarterly objectives
• Sustainable Funding Model
  • Implement continuous funding streams for established workstreams to provide stability
  • Allow OpCo to recommend stream adjustments based on performance metrics
  • Reserve DAO voting for strategic decisions, not operational adjustments
• Clear Division of Responsibilities
  • Delegates: Approve new workstreams and strategic direction
  • OpCo: Provide oversight, coordination, and operational support
  • Workstream Leads: Execute within their domain with clear performance targets

This streamlined approach maintains OpCo’s approved mandate while creating a more scalable operational structure for the DAO.

KPI:

• Establish framework for workstreams within 3 months of OpCo operationalization
• Convert at least 5 existing initiatives to structured workstreams in first 6 months
• Achieve ≥80% milestone completion rate across all workstreams annually

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*Note: this will be a working document until deadline. *
Please get in touch (Twitter/TG/Forum) with any type of feedback to improve it

[TempeTechie]

Hey Max! I really like your SOS submission, we agree on a lot of things.

Let me go through all the pillars of your proposal and give you feedback + some open questions I have. I structured my feedback into sections (1a, 1b, 2a, etc.) so that it’s easier to read through and respond to specific parts.

1) Pillar 1: Empower builders to succeed

This is where there’s the most overlap between our matrices - mainly because my matrix focuses solely on distribution, while yours takes a more holistic approach and covers other areas too (giving premium to ARB, DAO internal processes etc.)

1a) As you’ve pointed out in your builders’ funnel image, the most important part of the funnel is distribution, aka acquiring users. Builders want to build where users are, and we cannot expect from most of them to be able to bring users themselves.

Most builders are great at building tech, but not necessarily at marketing or awareness. So if the DAO focuses on that part, we can attract more builders to Arbitrum.

1b) Other important parts in this pillar are increasing liquidity, RWAs, and yield innovation - which also overlaps with the SOS matrices by @tnorm (link) and @Gabriel (link). Perhaps we could all work together on a joint final SOS matrix submission.

2) Pillar 2: Give premium to ARB

This is a very interesting concept that often feels overlooked in the DAO, even though it is crucial for the long-term stability of our DAO, since ARB is our governance token.

So thinking seriously about how to give ARB a premium is important, and I agree it should be included in the final SOS matrix.

2a) One option is staking, as mentioned in your proposal. We could use ARB as the yield, but that might create additional sell pressure. Instead, we could distribute a portion of the revenue from Timeboost, but we don’t yet know how much sustainable revenue it’ll generate.

So for staking, I’d suggest a wait-and-see approach and evaluate it after at least a year of Timeboost being live. This also aligns with what @tnorm mentioned during his SOS presentation on April 14.

2b) There might be other ways to give ARB a premium though. At the Governance Day event in Bangkok last year, @krst from L2beat said he believes that in the future, institutions who will use Arbitrum will want to have a say in the governance, which means they will be interested in holding ARB tokens.

Since working with institutions will likely be part of the final SOS matrix, we should also think about how to encourage them to hold ARB, not just integrate Arbitrum.

2c) Besides that, what do you believe could be other ways to give a premium to ARB?

3) Pillar 3: Innovation & Sustainability

This pillar includes many things, but there are a couple of ideas that stood out and have an overlap with some other SOS proposals.

3a) One is support for other use cases, e.g. AI infra, privacy (overlap with @404DAO), and DePIN (also suggested by @dragonawr). The main dilemma here is how much focus to give these verticals compared to DeFi.

Some SOS matrices (e.g. Tnorm’s, Gabriel’s, and mine) put a heavy emphasis on DeFi. I see a lot of chains wanting to be big in DeFi, but they struggle to acquire and retain liquidity. Arbitrum was fortunate to capture significant TVL early on, and also retain much of it without any extra incentives, but we shouldn’t take that for granted. Instead, we should double down on it.

With that said, there are other use cases besides (or even complementary to) DeFi and we shouldn’t ignore them. The question is, how much focus should we give them?

This question was also raised by @DanielO in yesterday’s SOS presentation by Tnorm, and the final conclusion was to give around 80% of focus to DeFi, and the rest to other verticals, which I find reasonable. I wonder what your opinion on this is, Max.

3b) Similarly, I’d love to hear your thoughts on Arbitrum One vs. Orbit chains. Which one should we put more focus to, and approx. in what ratio?

3c) Another interesting topic of this pillar is the workstreams idea. Basically, how to organize DAO execution and make it more effective.

This is also the main topic of SOS proposals by @SEEDGov (link) and @Entropy (the latter being very much aligned with the recent @Arbitrum Foundation’s topic on AAEs).

I wonder which of these two approaches is closer to your thinking, especially when it comes to the execution part?

From what I understand, Entropy/AF want to separate the role of a delegate from execution, while SEEDGov wants to keep at least some execution within the DAO/delegates by encouraging specialization through workstreams (@SEEDGov, please correct me if I’m wrong here).

Max, since your SOS proposal came before AF’s vision was posted, have your views on this changed after that?

[maxlomu]

Appreciate your reply TempeTechie and I agree on the majority of your points (both here and in your SOS).

Let me try to break down your questions.

On Builders and DeFi.
Fully agree on your remarks. The Entropy team has also reached out and we are working on a joint Matrix that takes the best of the initial proposals. Happy to incorporate your feedback.

Premium to ARB

• Staking: I agree we can wait until we have a better overview of what type of revenues the DAO is generating, and that we have completed our biggest growth phase so the ROI in investing into new things is < that rewarding stakers.

@TempeTechie

L2beat said he believes […] institutions who will use Arbitrum will want to have a say in the governance, which means they will be interested in holding ARB tokens.
[…] We should also think about how to encourage them to hold ARB

Your institutional point is spot on. Holding ARB will be a way for them to get governance rights, but also extended exposure to the ecosystem they’re building on. For that to happen we should: 1) Effectively onboard those institutions and 2) Create dynamics to have them buy ARB on the market (majority of chain deals today are about giving them free tokens).

@TempeTechie

Besides that, what do you believe could be other ways to give a premium to ARB?

On other ways to give premium to ARB - it won’t be easy because ARB doesn’t have the moneyness properties that assets like ETH or OHM possess. We should focus on making it a bet on the overall Ethereum and Arbitrum ecosystem. By buying ARB you get access to its tech stack potential, the apps the DAO invested in and is supporting, and the future revenues of the DAO.

Don’t have a magic key yet, but it’s something we should experiment with.

Innovation

@TempeTechie

the final conclusion was to give around 80% of focus to DeFi, and the rest to other verticals

I’m not sure I agree that 80% of focus should go to DeFi. Yes, DeFi is critical for the onchain world, but we’ve reached a point of stagnation in terms of new primitives - and having a slightly faster perpetual protocol won’t move the needle for Arbitrum.

What I think we should do:

• Attract liquidity for the best assets: ETH + Stablecoins (adding: all major world currencies), LRTs, BTC + Any form of RWA (houses, farms, loans)
• This creates the fundamentals to then bring protocols that create new forms of sustainable yield (more Ethena and fewer Yearn competitors)

More importantly, we should start using DeFi as a base layer for applications rather than the ultimate goal. Why are we building all of this for?

The AVI team probably expressed it better:

@ArbitrumVentures

To realize this vision, we need to create a flywheel. Bringing more assets on-chain enables the creation of innovative products, which attract more users. This growing demand incentivizes builders to onboard even more users into the ecosystem, driving innovation and adoption in a self-reinforcing cycle.

It all starts with bringing more real assets on-chain: DeFi, AI and Data, DePIN, Content and IP, Social and Attention. This extends DeFi’s reach beyond cryptocurrency, embedding it further into the mainstream financial system.

I think it’s time to start building crypto cities: a constellation of onchain economies connected to the physical world. A few ideas:

• Physical (itinerant) Arcade Rooms where people aggregate to try web3 games
• Networks of AI shoppers - tell them what you want, they find the cheapest price and buy it
• Insurance with attestations + zero-knowledge data (Ex: verify I’m under 60)
• Loans for farmers backed by IoT sensors with data brought onchain in a privacy-preserving way
• Fund science projects
• Pay delegates with perks that are bought with ARB

Importantly, all of these use cases use DeFi as an underlying layer - but if we don’t try to expand the pie we’ll always be fighting for the same users. and their capital.

@TempeTechie

Similarly, I’d love to hear your thoughts on Arbitrum One vs. Orbit chains. Which one should we put more focus to, and approx. in what ratio?

I think we should equally support Orbit chains and Arbitrum One- bbut for different use cases. A1 should be the center of liquidity that every chain can access, while successful Orbit chains will specialize in specific use cases that become part of the broader Orbit economy.

Governance
After reading the AF vision, I think their structure mostly makes sense with some improvements. The current delegate structure and DIP have attracted some great minds (and some parasites, obviously).

I think it’s good to reposition the delegate as a strategic decision maker + controller, which will bring DAOs and big investors back to the governance table.

However, we should find ways to leverage the collective we’ve gathered so far. I’d like to see delegates proactively work on specific streams (commissions) with dedicated focus areas (like ARDC, TMC, etc). Come with an initiative for an experiment, convince OpCo you’re the best to execute it, and a workstream is started for your team.

Transparently, I’ll follow the AAE approach but hope to see some flexibility in it, otherwise we risk ossifying the teams working on Arbitrum and the innovation they can bring.