[SOS Submission] Tempe Techie – Strategic Objectives

[TempeTechie]

Summary

This SOS matrix prioritizes distribution-oriented objectives to onboard and retain users, in order to drive Arbitrum’s growth in liquidity and usage.

Over the next two years, the strategy targets three key areas through various objectives:

1. Mobile Experience: Launch a dedicated Arbitrum mobile wallet and integrate Arbitrum into popular mobile apps to improve accessibility and adoption.

2. Social Presence: Build Arbitrum-powered AI agents, bots, plugins, and mini-apps for social platforms, and launch an incentive program to boost awareness and engagement.

3. Institutional Adoption: Partner with TradFi institutions to bring more DeFi activity to Arbitrum, and become the top blockchain for tokenized stocks.

Rationale

Arbitrum is still the number one rollup by TVL (according to L2beat), but competition is closing in quickly. TVL growth has stagnated over the past year, as has activity.

The main reason for stagnation is a lack of good distribution, which means onboarding and retaining users. Solana has shown the power of distribution through a dedicated and user-friendly mobile app, which was quickly adopted by younger generations. As well as the adoption of AI agents and crypto AI mindshare in general.

Great distribution brings users, who in turn bring liquidity and onchain activity. That is why this SOS matrix is heavily distribution-oriented.

The main questions that this matrix tries to answer are how to get more people to use Arbitrum, and how to make it easier for them to do so.

Within the next 2 years, we want to achieve the following three goals:

1. Arbitrum has best-in-class mobile experience.

2. Arbitrum has strong social presence and integrations.

3. Arbitrum is the number one choice for institutions.

The main non-capital requirement to reach these goals and objectives is human capital, which involves business development, evaluating offers, and selecting the best partners for each objective.

The main risk associated with all objectives is spending money without achieving the desired results. An additional risk related to Goal 3 is straining relationships with institutions if the collaboration doesn’t pan out as expected. However, these are the risks we should be willing to take in order to bring Arbitrum to the next level by attracting new users and meaningfully increasing its TVL and usage.

All goals and objectives align with Arbitrum’s vision of the universal shift onchain.

Goal 1: Arbitrum has best-in-class mobile experience

For everyday users, having a strong mobile presence is essential. This has become increasingly clear over the past two years, as a competing ecosystem doubled down on mobile and successfully onboarded a large number of users.

Arbitrum shouldn’t be a platform that just sits and waits for users to come to it. In this highly competitive space, a proactive approach is necessary. Expanding Arbitrum’s mobile presence will drive adoption, particularly among younger generations.

Objective 1.1: Onboard and retain users with a dedicated Arbitrum mobile app

Length: 2-year objective

A dedicated Arbitrum mobile app wallet will help onboard new users and retain them within the Arbitrum ecosystem, similar to what Phantom wallet managed to do for the Solana ecosystem.

Crucial elements of such an app are simple UX, in-app browser, and account abstraction. The latter would encompass the ease of creating an account (e.g. Google login) as well as account recovery options. All these are necessary to onboard the next wave of users, especially the ones that are not comfortable managing their own private keys.

The app should also integrate DeFi functionalities such as token swapping, lending, borrowing, etc. Overall, it should feel like a modern fintech app, except built on blockchain (Arbitrum) rather than traditional Web2 infrastructure.

As a DAO, we shouldn’t passively wait if someone will manage to build an Arbitrum-native mobile app. Instead, we should actively engage development teams through a request for offers (RFO) process and provide funding for development. Over time, the app should become self-sustaining, generating enough revenue to cover maintenance and future development.

Key results:

• Key Result 1.1.1: Launch at least one dedicated Arbitrum wallet on iOS and/or Android, preferably within the first year of the start of the objective.

• Key Result 1.1.2: Reach 500,000 mobile wallet downloads within two years of launch.

• Key Result 1.1.3: Maintain a user rating of at least 4 stars on app stores.

Further details:

• A dedicated mobile app could be built by issuing a request for offers (RFO), to which development companies would apply - ideally those that have already built a mobile wallet before and can develop a white-label solution for Arbitrum.

• Arbitrum DAO would then pick one or multiple offers (or none if none fits). Selecting multiple offers could encourage competition between mobile wallets, benefiting both end-users and the Arbitrum ecosystem as a whole.

Objective 1.2: Expand Arbitrum adoption through integrations in existing mobile apps

Length: 2-year objective

There are many existing mobile apps with good traction that could benefit from integrating Arbitrum One. Such an integration could involve credits or loyalty points, or other types of gamification, or more financial integrations such as tipping, sending money between users, or in-app purchases.

The main focus should be on non-crypto apps which goes along with Arbitrum’s vision of the universal shift onchain. With account abstraction, end users wouldn’t even need to know that the app interacts with a blockchain in the background.

Key results:

• Key Result 1.2.1: Get at least five established non-crypto mobile apps to integrate Arbitrum One.

• Key Result 1.2.2: 1000 or more new users (active addresses) due to such integrations.

Goal 2: Arbitrum has strong social presence and integrations

Social media and chat apps are where users spend most of their online time. This is why we need to enhance Arbitrum’s presence there, both through awareness campaigns, and also tools such as AI agents, bots, and mini apps or plugins.

Objective 2.1: Integrate Arbitrum into social networks and messaging apps

Length: 2-year objective

Expand Arbitrum’s presence and usefulness by adding onchain features to popular social networks and messaging apps using bots, agents, and mini-apps.

We’ve seen many interesting use cases where onchain actions were performed through text-based interactions with agents on social media and chat apps. Actions such as creating a wallet, sending tokens, swapping tokens etc., all done through posts or messages within the social platform.

The most commonly used social platforms were X (Twitter), Farcaster, Telegram, and Discord, while the most used blockchains were Solana, Base, and, to some extent, TON.

Performing onchain actions through social media and messaging apps will become more common over time, and it’s important that Arbitrum doesn’t get left behind. That’s why we need to take action to integrate Arbitrum with popular social networks and chat apps.

Key results:

• Key Result 2.1.1: A grants program, RFO, and/or hackathon that supports the development of Arbitrum-powered bots, agents, and mini-apps on existing social media and messaging apps.

• Key Result 2.1.2.: Launch of at least 10 functional bots, agents, and mini-apps for popular social networks (e.g., Twitter/X, Facebook) and chat apps (e.g., Telegram, Discord), which perform onchain Arbitrum actions such as sending and swapping tokens, using DeFi, and copy trading.

• Key Result 2.1.3: A combined user base of 10,000 users across all integrated bots, agents, and mini-apps within two years of launch.

Objective 2.2: Improve Arbitrum’s marketing reach through incentives programs

Length: 2-year objective

Building great Arbitrum-powered products/dApps is just one part of the equation. The other is making sure the products get enough awareness and attention to start onboarding users.

The best way to spread the word about Arbitrum’s ecosystem is through community members, who already understand the value of Arbitrum and its products. However, to maximize their engagement, proper incentives must be in place.

Just as the Delegate Incentives Program (DIP) successfully improved delegate participation in governance, a similar structured program can encourage individuals with strong reach and reputation to actively promote Arbitrum-based products, tools, and applications.

A well-designed marketing incentives program would help scale organic advocacy, making sure that Arbitrum-powered products (e.g. mobile apps, AI agents, DeFi protocols) gain the visibility they need to succeed.

Key results:

• Key Result 2.2.1: Launch an incentives program within the first year, rewarding individuals and teams that bring meaningful awareness and engagement with Arbitrum-powered products.

• Key Result 2.2.2: Reach at least 40 high-impact content creators, influencers, and community leaders participating in the program.

• Key Result 2.2.3: Achieve at least 1 million cumulative impressions on Arbitrum-related content created through the incentives program within two years.

Goal 3: Arbitrum is the number one choice for institutions

With a friendlier regulatory environment, more and more TradFi institutions are seriously considering blockchain integrations.

Now is the time to step up, showcase what Arbitrum can offer, and actively onboard institutions.

Objective 3.1: Bring TradFi to Arbitrum DeFi

Length: 2-year objective

Arbitrum has a lot to offer in DeFi and is one of the chains with the most liquidity. It’s time to put these advantages to good use.

For example, institutions can enable their clients to deposit funds and earn yield through DeFi lending protocols, or integrate onchain crypto trading without relying on centralized exchanges.

As a DAO, we should start actively engaging with TradFi companies and get them onboarded to Arbitrum One.

Key results:

• Key Result 3.1.1: At least five TradFi institutions integrate Arbitrum-based DeFi protocols.

• Key Result 3.1.2: At least two institutions launch their own financial products on Arbitrum (e.g. a tokenized money market fund).

• Key Result 3.1.3: Document these enterprise use cases and publish them as case studies to attract further interest.

Objective 3.2: Make Arbitrum the leading blockchain for tokenized stock trading

Length: 2-year objective

Traditional finance has long relied on outdated infrastructure for trading stocks or equities. Blockchain technology offers a faster, more transparent, and more efficient alternative.

We’ve already seen the power of tokenization through stablecoins. The next logical step is tokenized equities. Not synthetic tokens, but tokens backed by real stocks.

To make this vision a reality, we have to work with institutions which can offer stock custody and meet other regulatory requirements.

Bringing tokenized equities to Arbitrum will provide DeFi protocols with a new type of collateral. It will help TradFi transition to a more efficient tech layer, and give existing crypto users decentralized access to equities.

By becoming the leading blockchain for tokenized stocks, Arbitrum can expand its user base, increase liquidity, and strengthen its position among competitors.

Key results:

• Key Result 3.2.1: Partnership with at least one TradFi institution that can offer tokenized stock issuance.

• Key Result 3.2.2: Achieve $1B+ in tokenized stock trading volume on Arbitrum within 12 months of launch.

References

• Objectives 1.1 and 1.2 are derived from Tempe Techie’s SOS One-Off submission.

• Objective 2.1 is Tekr0x.eth’s SOS One-Off submission.

• Unifying Arbitrum’s Mission, Vision, Purpose (MVP)

Further details

• The progress toward reaching the objectives should be tracked through monthly reports.

• For these objectives (whichever are selected in the final matrix), I commit to helping push things forward, at least in the initial stages until a proper structure overseeing an objective is set up (e.g. an official or elected working group or some other structure).

• Anyone building their own SOS matrix can copy goals and objectives from this matrix, even entire objective texts word-for-word. Just make sure to properly reference it (e.g., in the References section at the end).

[Jose_StableLab]

Thanks for submitting this SOS proposal. We appreciate the focus on user onboarding, mobile accessibility, and distribution as core pillars for Arbitrum’s future growth. The case is well-argued: despite Arbitrum’s strong technical foundation and early lead in TVL, sustained growth will depend on how effectively we reach and retain the next wave of users.

On Mobile Experience

We agree with the core premise: a strong mobile presence is essential to scaling user adoption, particularly as competing ecosystems double down on mobile-first strategies. However, we hold the view that it is simpler and more effective to facilitate Arbitrum integration into existing mobile apps rather than developing an Arbitrum-exclusive wallet from scratch.

Developing and marketing a standalone Web3 mobile wallet is resource-intensive, both from a technical and go-to-market standpoint. The user acquisition, retention, and differentiation challenges in this space are non-trivial and would likely require significant ongoing investment by the DAO.

Instead, we believe the DAO’s resources would be better spent making Arbitrum the easiest and most advanced chain to integrate into third-party apps. By ensuring best-in-class mobile SDKs, account abstraction support, and seamless onchain UX, Arbitrum can become the default choice for teams building mobile-native Web3 products.

Additionally, rewarding existing wallets and apps that prioritize Arbitrum over other chains (through grants, revenue-sharing, or promotional partnerships) can produce a stronger ROI and quicker market impact than attempting to build and maintain a DAO-owned app.

This doesn’t rule out the development of Arbitrum-native wallets entirely, but in our opinion, it’s a complementary rather than primary strategy. If the DAO is also supporting external integrations, we must ask: does it make sense to develop and compete with those same partners?

On Social Presence and Integrations

We support the objective of integrating Arbitrum into popular social networks and messaging platforms, particularly through AI agents, bots, and mini-apps. These touchpoints are where users spend much of their time online, and enabling seamless onchain functionality within these environments is a natural evolution of Arbitrum’s usability.

We also recognize a clear synergy between Objective 2.1 (social app integrations) and **Objective 1.2 (integration in existing mobile apps). While these two goals target different audiences—users within mobile-first ecosystems versus users in social/messaging contexts—the operational approach and technical requirements (SDKs, AA, wallet connectivity, UX abstractions) can be streamlined. A shared RFP or partner-onboarding framework could support both initiatives under a unified strategy focused on apps built on Arbitrum.

However, with regard to Objective 2.2 (Marketing Incentive Program), we approach this with some caution. While the intention to mobilize community-led marketing is commendable, we’re skeptical about how such a program would function in practice. Incentivized content creation can easily be gamed, resulting in low-quality, engagement-farmed material that fails to provide real value or reach.

In governance, we’ve seen how structured programs like the Delegate Incentive Program (DIP) can be powerful when well-defined, with a clear goal: to support a decentralized but high-quality cohort of delegates that represent a range of perspectives. We believe that marketing deserves the same level of structure and accountability.

Instead of incentivizing loosely coordinated individual content creators, we recommend focusing efforts on building a cohesive Working Group or AAE (to reference the Entropy’s SOS terminology), composed of skilled contributors with proven experience. This team would be responsible for designing, executing, and reporting on coordinated marketing campaigns aligned with the DAO’s strategy, including managing any ambassador or content programs under a unified vision.

This would lead to more coherent, professional, and goal-oriented marketing initiatives, with a stronger sense of ownership and accountability than could be achieved through open-ended grants or reward programs for individuals acting in isolation.

On Institutional Adoption

We recognize the significant upside in aligning Arbitrum more closely with TradFi institutions. Enabling financial institutions to launch products, offer DeFi access, and explore tokenized stocks are all promising pathways to unlock real-world utility and liquidity.

That said, institutional adoption often comes with longer timelines, higher regulatory complexity, and reputational risks. We’d like to see a more detailed risk assessment and governance plan for engaging TradFi partners, especially around ensuring that DAO resources are allocated responsibly and that institutional priorities don’t crowd out core ecosystem needs.

We also recommend clearly distinguishing between institutional goals driven by Offchain Labs or the Foundation, and those where the DAO should take the lead. This alignment is especially critical given ongoing conversations about the DAO’s role.

Overall Feedback

This proposal offers a clear and actionable plan for increasing Arbitrum’s usage and visibility through real-world channels. It complements other ongoing efforts focused on developer enablement and ecosystem growth by shifting attention toward user-facing distribution.

We would suggest including a more detailed assessment of resources needed, risks involved and how these objectives align with Arbitrum’s MVP before this is submitted for formal voting as some of these are touched on, but not consistently across all goals.

[TempeTechie]

Hey @Jose_StableLab, thanks for the feedback! I appreciate the overall support and the questions you’ve raised - let me answer them one-by-one.

About objective 1.1, a dedicated Arbitrum mobile app

The main reason why I believe that we shouldn’t only focus on integrating Arbitrum into existing mobile apps, but also develop (at least one) Arbitrum-dedicated app of our own, is controlling a distribution channel.

If you’re only partnering with 3rd party providers, you’re somewhat at the mercy of whatever strategic changes they make in the future.

Maybe they decide to start integrating other chains into the app, and give them more focus than Arbitrum.

Or they may ditch Arbitrum as supported chain altogether, if they get more funding from someone else.

Or maybe they decide to abandon the app entirely because they got a shiny new startup idea they want to pursue instead. In either scenario, any resources we’ve invested in helping grow that 3rd party app (both monetary and user acquisition resources), end up wasted.

On the other hand, if we build our own mobile app (of course we’d hire someone to do it, but the code and deployment channels would belong to the DAO/AAE), we can ensure the app stays alive and continues to support the Arbitrum chain.

Not only that, but we’d also have control over the UX/UI and dApp integrations. The app becomes a distribution channel we can confidently invest in (e.g. marketing, user acquisition) without the fear of losing it.

Sure, this may come with more cost, but on the other hand, the recent revolution in AI-assisted coding has made experienced developers (and software dev companies) much more productive, which in turn lowers the overall cost of software development. A mobile app should now cost less than it did just a few years ago.

I know building our own dedicated Arbitrum mobile app(s) may seem riskier in terms of cost & success, but we shouldn’t be afraid to aim high and pursue ambitious goals. If we settle for mediocre goals, we’ll end up with mediocre results.

About objective 2.2, a “marketing/engagement incentive program”

The idea behind this objective is to create an incentive program that rewards marketing or engagement efforts someone has made in e.g. previous month or quarter (whatever program operators decide is the best time frame).

The program would not define the activities in advance, like bounty programs do. Instead it would leave it to anyone to come up with their own effort/ideas to drive meaningful engagement with Arbitrum and its dApps/products.

To make it more focused, the program operators could specify monthly/quarterly themes, e.g. “this quarter we will reward efforts that drive meaningful engagement with the Arbitrum mobile app”. Participants could then submit a description and proof of their marketing or engagement work (e.g. a social media KOL could submit a post thread on the topic, along with its stats).

Program evaluators would then evaluate each submission and reward only those with quality and meaningful impact. This way the program cannot be gamed like traditional marketing bounty programs can be.

This kind of program would be an ambitious experiment, but I think it’s worth trying.

About working with institutions

@Jose_StableLab

We also recommend clearly distinguishing between institutional goals driven by Offchain Labs or the Foundation, and those where the DAO should take the lead. This alignment is especially critical given ongoing conversations about the DAO’s role.

With the upcoming structural changes in our DAO, it looks like the DAO will be responsible for setting the strategy for the next couple of years, while AAEs will focus on executing the objectives.

Since both OCL and AF will be among these AAEs (and AAEs will have clear and separate areas of work) I think we’ll now be better equipped to avoid coordination issues.

---

Thanks again for the feedback!

[Zeptimus]

Solid work putting this together. I appreciate your guidance on SOS - shows real dedication to getting this right and building consensus.

I see a powerful connection opportunity between Goal 1 and Goal 3 that could be emphasized more. Institutional adoption (Goal 3) is directly tied to security concerns. What if Arbitrum created the safest wallet ever built? Using account abstraction, we could develop a wallet that goes beyond just seed phrases - adding extra authentication layers like Google login integration or biometrics. This would address the #1 barrier for institutional users - security concerns - while providing a needed innovation in the space.

One concern I have after reading all the SOS submissions - including yours - is the lack of focus on token value/utility. I’d like to see some specific objectives around boosting $ARB. This creates the right incentive alignment between governance and token holders and should be a priority for any strategic direction.