Abstract

This proposal restructures the Product Workstream into a lean services model with an AI workflow optimization focus and PR stewarding. Aligning with the DAO’s current revenue realities, shipping cadence, and the prototype driven development future we are creating.

Key changes:

• Moving renewal to a short 3 months
  • Total 3-month budget ≈ $55K (USDC)
  • actual spend will probably land at way less since the entire team is on contingency: Retainer (planned spend) & Reserve (budgeted spend used on demand)
• FBL moves to 3 days/week starting week of March 2, then 10% time in April and forward.
  • Reserve funds are for hours over 10% April, and May (if needed).
• PTT will be stepping down furthering his tokenomic focus
• Welcoming/ramping Discostu into BD focused trial role
• Explicit buffer (time-limited and gated as reserve funds to be spent on demand)
• Clear revenue and user growth metrics

This is not a continuation of prior terms. It is a staged reduction designed to:

1. Preserving strategic coherence
2. Codifying Product & GTM into a transferable LLM-accessible system
3. Aligning burn with runway
4. Transitioning toward a lighter structure
5. get our current marketing campaigns out the door.
6. Ensuring that integration partner has what is needs for integrating the Shapeshift api, literally our first sale.

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Why, Yet Another, Change

Current conditions:

• Revenue: ~$20–50k/month
• Marketing exiting left a monthly spend and gaps in execution
• Continued runway sensitivity

This renewal reflects a disciplined contraction while protecting execution capacity for the future.

This proposal reduces burn while institutionalizing product judgment and a plan for succession.

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Operating Model Overview

The DAO requires Product capacity for:

• Market & competitor research & evidence based advocacy
• Initiative prioritization
• Business-case-driven proposals
• User feedback loops into priority
• UX refinement
• Strategic public positioning

However, simply reducing to a generic “part-time PM + hourly designer” model introduces risk:

• Loss of prioritization coherence
• Repeated roadmap resets
• Engineering alignment becomes messier (but solvable)
• Weaker external positioning

This proposal introduces a two-phase transition

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Phase 1 (First 30 days)

Systemization & Handoff

During this phase, Product operates at 3 days/week.

Primary objective:

Build and document a transferable Product Operating System.

Deliverables:

• Prioritization rubric (I wrote a shipping agreement, we should refine and finally align on it)
  • in progress
• Formalize initiative driven development where Business case → spec lifecycle (add documentation)
  • in progress
• Market research (user qual, competitor monitoring, product proposal ) template and cadence
  • not drafted ;but ZEC shielded, some of these BTC layer 2s, there are several worthile opportunities to nail this type of alignment proposal. Then anyone could theoretically use it.
• “strategic direction of features” standard for Engineering
  • this is a service requiring judgment and taste. The LLM’s do not have this.
  • if we can automate this alongside initiatives, the DAO will be really cooking
• Ramp Discostu into his role and get him closing
• Execute PR firm's service term

This phase focuses on institutionalizing judgment, not expanding scope.

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Phase 2 (Following 2 Months)

Strategic Oversight & Contingency (retainer & reserve funding)

• Product Lead shifts to ~10% time commitment. Moving high level into strategic research and oversight services.
  • Retainer (planned spend): 10% time to cover the baseline commitment.
  • Reserve (budgeted spend used on demand): contingency funding held in reserve and only used on demand if the DAO requests additional hours or an unexpected need emerges.

voters should assume the reserve stays unspent unless explicitly activated. Returned to the DAO on term finish.

• Weekly prioritization sanity checks
• High-leverage high level strategic input
• Public-facing ecosystem positioning (Spaces, podcasts, expanding our narrative advantage)

If a new Workstream Lead miraculously arrives:

• Move to an advisory role paid per initiative review, strategy sprint, or group of meetings.

If a successor is not ready:

• Budget ends and evaluate if there is still a product need.

This structure:

• Prevents silent scope creep
• Aligns incentives toward rapid transition if possible
• Allows continuity

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Revenue & Growth Focus

Primary targets for this term:

• Target MoM revenue growth
  • With 4 products to sell, aim the irons in the fire, driving revenue towards 50k
• Restore app DAU toward 500
• Grow agent DAU toward 10 WAU and then 100 WAU
• Close one marquee API partner and work with BD to pipeline 3-5 in process ⇒ closed
• Increase revenue from differentiated features and increase awareness
  • Twitter impressions
  • Podcast appearances
  • Spaces

Shipping KPI:

• Initiative velocity (prototype → shipped → GTM)
• Qualitative Engineering checks

Every initiative must:

• Have a business case or validated prototype
• Tie to revenue or acquisition
• Have measurable success criteria

Strategic Lens

Product efforts will focus on the same lens:

• Get any asset
• Earn yield on anything
• Discover and manage leverage
• Automate boring workflows with AI
• Treat agents as customers

Revenue-generating actions rule.

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Scope Stewardship From Marketing

With Marketing exiting, Product will temporarily steward:

• PR firm contract management for 3 months
• BD/comarketing trial: oversight, training, and acceleration

AI will reduce overhead where appropriate. However, refinement and judgment remain necessary to avoid low-quality output.

The goal is to leave behind documented processes, templates that are LLM-ready and useable, integrate this accross linear and our chat services, and arrive at stable execution.

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BD & Marketing Alignment

This term will:

• Elevate BD into measurable revenue pipeline ownership for their own proposal
• Align initiative roadmap with BD closing cycles
• Leverage on-demand design resources
• Formalize PR and positioning processes
• Close some API customers
• Use chain launches to drive customer acquisition

Marketing shifts from cost center to revenue amplifier.

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Responsibilities

• Prioritize and adjust roadmap toward revenue and user growth
• Coordinate initiatives & priority with Engineering
• Finalize initiative driven development collaboration
• Surface new market opportunities
• Own release polish and outcome accountability
• Facilitate office hours and performance artifacts
• Manage workstream budget and payouts
• Support cross-workstream alignment

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What This Model Does Not Include

• No new speculative product lines
• No expansive documentation cycles
• No 5-day/week availability
• No undefined scope expansion

This is a lean, transition-first structure.

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Budget

Total 3-month budget: 55221

• Planned spend: Product Lead at 3 days/week during Phase 1, then moving to a 10% time retainer moving forward. Beards retainer time, discostu's trial.
• Reserve (contingency, not planned spend): time-limited funds that remain unspent unless pulled down for defined needs (additional hours, urgent requests, or unexpected gaps).
• Lean contractor use of time-limited contingency funds

Check out the spreadsheet here https://docs.google.com/spreadsheets/d/1d-N8P2YJq9dLKt38ucSD5jw-hF8-WDGKIyeGDnmjJio/edit?gid=814223319#gid=814223319

3 months Screenshot 2026-03-01 at 4.33.03 PM.png

Totals for top line

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FOR

Approve the Product Workstream from March 1 – June 1, 2026.

This proposal reduces burn, institutionalizes product judgment, protects execution continuity, and builds toward a lighter long-term structure aligned with DAO sustainability.

AGAINST:

No, thank you.!