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From YouTube: DXdao Weekly Meeting#35 (Resources) [2021-03-11]
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A
Recording
is
on
hey,
everyone.
Welcome
to
the
dxdow
weekly
main
call
this
on
today,
we're
going
to
focus
on
dx,
dow's
resources
and
then
also
recruit,
recruiting
and
how
it
ties
in
with
that.
So
I
posted
the
agenda
out
last
night
on
the
forum
and
then
it's
here
on
this
document
just
to
start
off
like
so
every
couple
weeks.
A
We
talk
about
the
resources
of
dxdow
and
we
have
lots
of
moving
parts,
because
we
have
all
these
different
teams
and
squads
and
and
different
products
and
things
so
making
sure
we
coordinate
these
and
think
about
a
big
picture.
I
think's
quite
important,
and
so
before
we
talk
about
like
what
we
can
do
regarding
recruiting
and
like
how
to
bring
in
resources
and
things
like
that.
A
It's
you
know
john,
and
I
were
talking
that
like
making
sure
that
each
squad
which
each
squad
has
a
road
these
products
have
roadmaps
products
have
budgets
that
they've
outlined
and
so
far,
and
so
we
did
that
generally
on
a
call
about
a
month
ago.
We,
it
was
kind
of
an
overview.
A
So
each
squad
leader
currently
knows
their
current
status
of
what
resources
they
are
have
access
to,
and
also
is
you
guys
hearing
me
clearly
just
because
my
it
looks
like
my
internet
might
be
going
slightly
in
and
out,
but
as
long
as
you
can
hear
me
I'll,
continue,
yeah
great
so
identifying,
basically
what
current
status
is
of
each
squad
and
then
what
each
squad
thinks
will
be
needed
over
like
like,
let's
say
the
next
six
months
is
the
first
step
in
you
know
in
basically
securing
those
resources
right.
A
So
I
I'm
not
like
we
don't.
We
don't
have
all
that
outlined
in
and
set
today,
but
it's
something
to
start
thinking
about
basically
and
then-
and
it
relates
to
this
next
discussion-
we're
going
to
have
around
like
recruiting
so
there's
a
general
feeling.
I
think
that
dx
dao
probably
doesn't
have
all
the
resources
it
needs
currently
to
accomplish
all
of
the
the
goals
and
paths
that
we're
going
down.
A
A
Maybe
a
couple
like
week
or
two
each
squad
should
kind
of
sit
down
with
have
a
meeting
with
the
squad
leader
and
really
outline
and
tie
in
with
their
okrs
tie
in
with
their
roadmap
and
outline
what
what
needs
like
are
immediately
done
today
are
needed
today
and
then,
once
that's
known,
then
we'll
have
a
better
big
picture
of
like
the
entire
setup,
and
we
can
start
to
implement
what
I
now
we
jump
to
like
recruiting.
A
But
some
of
the
like
big
picture
things
are
there's
a
whole
there's
a
whole
initiative
around
scalability
l2,
which
ties
in
with
all
the
products
that
we're
we're
working
on,
but
we
don't
really
have
like
a
set
of
devs
or
specific
team
like
focused
on
that
issue,
and
what
we
need
to
do
to
like
to
succeed
in
that.
Regarding
that
issue,
we
we've
we
discussed
a
little
bit
about
like.
A
Are
there
teams
out
there
or
products
that
have
small
teams
that
fit
in
really
well
with
dx,
dow
and
like?
Is
there
a
way
to
bring
those
teams
into
the
exile
and
that's
almost
like
an
aqua
higher
type
of
environment?
But
it's
like
absorbing
projects
and
absorbing
devs
into
devs,
devs
and
other
workers
into
our
ecosystem
to
to
attract
people.
A
Then
there's
the
then
there's
like
overall,
like
incentive,
like,
are
the
incentives
in
place
to
basically
bring
workers
in
this
competitive
ethereum
blockchain
ecosystem
is,
it
is,
do
they
exist
to
attract
people
to
dx
down
now
we
know
a
lot
of
projects
out.
There
have
a
lot
of
money
and
there's
like
teams
that
are
throwing
money
around
to
like
get
get
the
best
resources,
and
so
we
should
take
a
look
at
what
dx
dao
is
currently
doing
what
it
could
potentially
do,
and
that
could
that's
around
base
pay.
A
A
I
think
one
of
the
most
important
parts
of
compensation
is
the
is
the
locked
up
dxd,
which
really
aligns
incentives
between
workers
and
and
and
dxd
holders,
and
the
more
dxd
locked
up
best.
The
important
thing
is
vested
dxd,
the
more
dxd
that
that
locked
up
dxt
that
workers
have
that's
just
more
incentive
to
you
know
to
do
things
that
will
benefit
dxd
holders
in
general
and
then
yeah.
B
Yeah,
so,
like
one
issue
I
see
with
just
having
the
roadmap,
is
that
like
teams
or
guilds
can
make
this
roadmap,
but
there's
no
like
incentives
or
like
like
fire
behind
or
like
once.
We
set
the
road
map
and
set
the
the
deadlines
like
it's
fine.
If
we
like
push
it
back,
there's
no
like
no
one
get
gets
hurt
and
I
think
we
could
like
put
some
more
skin
in
the
game
by
like
letting
the
guilds
define
a
clear
roadmap
for
six
months.
B
I
don't
think
anyone
is
able
to
go
like
above
six
months
like
the
space
is
moving
so
quickly,
and
six
months
is
just
like
tough,
but
I
think
six
months
is
fine,
but
with
like
in
this
six
months
roadmap,
I
think
we
could
define
packages
and
once
the
team
is
actually
delivering
those
packages
as
defined
as
as
ratified
by
the
dxo,
there
should
be
like
a
conditional,
dxd
token
reward.
B
So
what
I
would
envision
is
the
geek
styles
like
putting
dxd
into
like
a
conditional
conditional
token
and
if
the
guild
is
actually
like
delivering
on
their
like
clear
road
maps.
There's
no
reason
why
the
guild
should
shouldn't
be
rewarded
like
at
the
end
of
the
day
they
set
goals
and
made
sure
that
the
goals
are
delivered
on
time
and
like
we
should
reward
them.
For
that.
A
If
you
don't
meet
your
milestones,
you
don't
get
paid
that
month.
Right
so
like
that's,
maybe
a
bit
extreme,
but
there
could
be,
I
guess,
they're
related,
but
ones
one's.
Probably
the
positive
one
is
more
friendly
and
and
probably
motivates
people
more
like
me,
people
might
not
want
to
work
for
the
one
where
you
don't
get
paid
right.
A
So
that's
interesting,
yeah.
I
think
I
think
that
that
so
that's
similar
to
we've
seen
like
uma
doing
these
kpi
tokens
and
they're
doing
that
to
their
user
base.
We've
talked
about
conditional
farming
for
specific,
like
swapper
and
liquidity
farming
incentives,
but
we
can
use
this
conditional
farming
for
internal
worker
milestones
based
on
guild
or
squad
product
milestones,
which
I
think
is
a
cool
idea.
A
We're
like
a
little
bit
away,
maybe
a
few
weeks
from
being
able
to
do
conditional
tokens
well,
no
conditional
token
farming,
but
we
can
do
conditional
tokens
today
using
the
using
like
the
conditional
token
explorer
and
like
rappers
and
things.
I
think
so.
That's
cool
idea.
B
Yeah-
and
I
also
think,
like
long
term
like
I
think
this-
the
kind
of
conditional
rewards
program
can
be
done
now
and
we
should
do
it
now,
but,
like
once,
guilds
have
their.
D
D
B
Governors
can
actually
like,
like
signal,
like
guys,
I
believe
in
you,
I'm
betting,
like
against
the
guilt
on
a
norman
market,
because
I
believe
in
you
guys
that
you
actually
achieve
those
goals
so,
like
I
think,
once
guilds
have
their
tokens,
I
think
we
should
have
like
public
markets
where
the
guild
itself
is
betting
against
themselves,
but
like
and
with
that,
like
public,
the
public
market
can
participate
in,
like
the
guilds
delivering.
E
And
I
think,
having
working
towards
dates
and
being
able
to
attach
dates
to
deliveries
will
be
good
not
only
for
accountability,
but
also
for
coordination.
Like
there's
a
lot
of
things
that
we
need
to
do
across
the
squad
in
in,
like
you
know
so,
delivery
from
one
squad
will
like
impact
delivery
on
something
for
another
squad.
It
also
impacts.
E
You
know
things
like
scheduling,
audits
and
yeah
and
like
recruiting
and
all
that
so
like.
I
think
we
could
use
the
weekly
dev
call
to
to
kind
of
help.
Tie
these
like
road
maps
together
and
kind
of
you
know
like
where
individual
squads
are
doing
their
scrum
on
a
weekly
basis.
We
can
kind
of
have
like
a
dx
style,
wide
scrum
built
into
the
weekly
dev
call
where
it's
kind
of
like
you
know
this.
You
know
high
level.
You
know
farming
ships
on
this
date,
like
scalar
market
ship
on
this
state
omen
token.
E
Ships
on
this
state
like
how's
that
look.
How
do
they
tie
together?
It's
gonna
be
hard,
but
I
think
we
need
to
yeah
with
a
combination
of
you
know,
providing
the
right
incentives,
but
also
you
know
doing
a
good
job
on
organization
like
people
need
to
know
what
it
is.
They
are
individually
responsible
for
and
like
what
part
they
own
and,
like
I
think
ownership
is,
is
a
key
part
of
this
and
working
towards
them.
B
B
That's
actually
like
a
super
interesting
point
like
this
cross
team
collaboration.
Like
our
goal,
is
that,
like
there
are
no
teams
against
teams,
like
our
goals,
should
be
to
do
everything
we
can
to
like
be
bullish
and
working
like
cross-team
collaboration
and
be
like
very
positive
about
that
and
like,
for
example,
like
we
need
the
omen
guild
needs
miza
to
work
pretty
soon
so
like.
Theoretically,
we
could
have
like
a
in
in
this
mvp
roadmap
there.
B
There
could
be
incentives
where
they,
if
you
guys
deliver
on
that
date,
you
are
actually
getting
omen
tokens
for,
like
the
future
misa
guild.
So
like
those
guilds
like
they
are
getting
like
specific
or
guild
specific
rewards
to
make
sure
that
everyone
is
getting
the
best
deal
out
of
it
and
everyone
is
winning.
F
F
And
so
I
personally
I
don't
like
it
so
much
because
you
know
for
me
we
just
somehow
yeah,
maybe
you
don't
know
but
looks
like
we
have
some
problem
with
rory.
He
somehow
disappeared
and
he
told
me
he
told
us
nick
on
me
two
weeks
ago
that
he
has
like
some
personal
stuff
and
he
will
be
back
in
one
week,
but
we
don't
have
any
connection
to
him
and
we
know
he's
at
the
moment
he's
working
somewhere
because
we
see
on
the
github
they
are
like
commits
and
nick,
and
I
we
had
like
now.
F
It's
very
different
topic,
but
it's
just
an
example.
You
know
I
lost
like
a
smart
contract
death
and
it's
not
my
it's
not
the
guilds
or
it's
not
my
personal
thing
in
a
way.
The
way
it
is
because
I
want
to
have
a
product
at
the
end
of
march,
but
in
a
way
now,
if
I
imagine
I
have
like
something
a
roadmap,
what
shall
I
do?
I
can't
I
shall
I
do
the
work
of
the
developer
or
I
think
it's
just.
E
E
It's
a
great
example
of
why
the
coordination
is
so
important
right
because
there
are
going
to
be
unforeseen
impacts.
Right,
like
somebody
leaves
something
comes
up.
We
lose
a
developer
here
right
and
if,
if
you
are
dealing
with
that,
like
you,
shouldn't
have
to
deal
with
that
alone
on
the
mesa
squad
right,
like
like,
we
have
smart
contract
developers
on
other
projects,.
F
F
Of
course,
if
you're
an
established
team-
and
you
have
a
clear
road
map-
and
you
have
a
market-
we
don't
have
a
market
right
now
you
have
a
market
which
tells
you
you
need,
they
need
stuff,
they
need
additional
stuff
and
you
are
doing
it
for
the
clients.
Then
it's
it's.
It
makes
sense,
you
know
you,
you
have
the
requests
from
clients
and
users,
and
you
see
you
need
it,
and
maybe
you
even
tell
them.
You
know
we.
G
F
So
to
add,
also
in
a
way
it's
if
you
think
in
scrum
you
don't
in
scrum
you
shouldn't
like
overcome
overcommit
and
what
you
do,
if
you,
if
you
save,
if
you
have
fixed
goals,
you
you
tend
to
overcome
it.
So
so,
if
you
work
in
sprints
and
you
make
software
and
then
somebody
from
outside
this,
the
scrum
team
comes
to
you
or
the
scranton
itself
sets
goal
for
certain
milestones
in
the
future
with
fixed
date.
F
Then,
if
you
leave
like
this
crown,
because
then
people
start
doing
over
convicting,
so
they
they
tell
you
they
will
finish
by
this
this
time
you
fish
this
feature,
they
won't
finish
it
or
the
quality
is
going
down.
So
there
are
a
lot
of
effects
you
you
have.
If
you
start
either
people
fake
it
or
you
have
quality
issues
or
it's.
I
don't
know
yeah
it's
just
it's
my
personal
opinion.
You
know
it's
just
yeah.
A
That
I
think
that
wants
to
speak,
you
might
what
he
might
be
saying
what
I
was
gonna
say
but
go
ahead
zan.
I
feel
so
much
pressure.
H
A
A
It's
the
it's,
the
one
product
where
we
actually
published
that
road
map
and
we
had
like
set
milestone
timelines
for
those
different
features
of
swapper
and
when
it
was
gonna,
go,
live
and
alpha
and
beta
and
like
theoretically,
the
initial
one
we
didn't
meet
like
we
haven't
met
those
for
like
a
number
of
reasons,
and
it's
a
lot
we've.
We
had
big
aspirations,
but
we
didn't
meet
those
but
like
just
because
we
didn't
meet.
A
Those
like
swapper
is
still
moving
along
and
like
okay,
we've
pushed
back
a
couple
of
things
like
a
quarter
or
like
a
couple
months
or
whatever,
but
like
it
should
be,
because
this
thing's
not
easy,
and
it
takes
time.
But
like
should
the
swapper
team
like
have
getting
gotten
like
a
failure
for
like
not
meeting
that
specific
q,
one
like
launch
of
beta
like
not
necessarily-
and
I
think
the
team
is
trying
its
best
and
dxdow-
has
limited
resources
and
we're
we're
facing
like
what
a
dao
faces
and
so
like
publishing.
A
That
roadmap
was
already
putting
like
maybe
our
reputation
as
the
dao
and
our
reputation
as
a
swapper
team
on
the
line.
So
it's
not
like
putting
financial
things
in
place,
but
outsiders
would
look
and
say:
oh
you
didn't
meet
that
deadline,
so
we're
already
kind
of
like
we
already
kind
of
know
that
we're
missed
a
deadline,
but
we're
still
working
hard
to
get
those
features
out
so
like
it's,
I
don't
know
put
more
fire
that
would
like.
Would
that
help?
I
don't
know
right.
F
You,
then
see
you
know
if
you
don't
make
plans
and
you
just
work
on
features,
I
think
the
risk
that
you
that
you
do
things
which
you
don't
have
to
do
or
how
to
protect
the
risk
that
you
lose
like
your
goal
is
relatively
high.
You
know,
there's
some
distraction,
new
new
ideas
floating
around
and
then
you
you,
maybe
you
shift
just
to
the
goals,
the
ideas
you,
you
think
interest
or
interest
and
you
lose
like
the
focus.
F
What
you're
going
have
to
deliver
at
the
end
in
a
way
and
for
this
I
think
it
makes
a
lot
of
sense
to
talk
about
this
and
also
make
like
road
maps
and
and
and
even
with
dates.
Because
then
you
you,
if
you
look
at
your
roadmap
and
then
you
see
you
should
like
finish
your
stuff,
then
you
don't
do
other
things
because
you
have
you
know
no.
You
should
finish
then,
and
you
do
only
the
things
necessary
to
reach
the
goal
for
this.
I
think
it's.
F
F
F
E
Should
feel
pressure
because
we
don't
have
you
know
we're
in
a
competitive
market,
we've
raised
a
lot
of
money
and
and
yeah
if
we're
not
hungry,
and
we
don't
feel
the
pressure
and
we
don't
like
rise
to
that
pressure,
we
will
get
beat
we'll
fail
and
our
competitors
will
eat
our
lunch
and
we
haven't
made
revenue
right.
There's
no
revenue
from
any
of
the
products,
except
for
a
very
small
amount
of
swapper.
E
We
have
nothing
to
say:
people
should
be
embarrassed
right
now
at
the
state
of
the
dxnow
products,
and
so
I
mean
the
first.
You
have
to
ask
yourself:
what
are
you
doing
to
push
that
and
what
ownership
so
like?
I
should
be
able
to
talk
to
you,
martin,
like
what
what
are
you
doing
with
mesa
to
deliver
revenue
to
dxtau
and
how
are
you
pushing
that
and
like
where
and
like?
How
is
that
organized.
A
Yeah
so
but
john,
if
the
minute
you
have
that,
then
there's
the
there's,
a
decision
that
needs
to
be
made
around
if
we
spend
a
million
dollars
tomorrow.
If
we
spend
a
million
dollars
in
the
next
three
weeks,
poaching
developers,
we
could
we
could
move
much
faster
right.
So
there's
a
matter
of
like.
Can
we
spend
more
money
in
order
to
move
faster
on
all
of
these
things,
and
that
is
the
decision
we
need
to
make,
but
you
have
to
factor
that
in
like
at
a
certain
price.
We
can
do
these
things
faster
right.
F
H
Okay,
I
would
love,
I
know.
I
said
this:
every
meeting,
an
hr
person
and
someone
professional
helping
us
with
our
people
problem
I
mean
we
don't
have
problem
with
our
people,
but
we
have
problem
getting
developers,
onboarded
and
and
and
and
taking
care
of
them
because
of
like
we.
We
have
our
roadmaps
and
deadlines
and,
obviously
to
meet
them.
We
need
we
need
work,
work
for
work
workers
and
in,
like
we
noticed
in
this
market,
it's
much
harder
right.
H
So
it's
much
much
harder
and-
and
I
would
say
if
we
could
get
a
little
bit
off
of
that
away
from
from
us
product
owners.
I
could
like
help
with
onboarding
and
stuff,
but
if
we
can
get
someone
professional
helping
us
first
of
all
recruiting
whatever
the
way
it
is,
if
we
hire
an
external
firm
or
someone
actually
writing
to
people
on
linkedin,
whatever
it
could
be,
but
either
way
like
getting
these
people
onboarding
these
people
and
then
we'll
be
much
more
like
comfortable
with
the
deadlines
right.
H
I'm
from
my
perspective
at
least
swapper
team
had
had
a
lot
of
developers
in,
and
most
of
them
are
out
right.
It's
just
me
and
federico
still
like
yeah,
so.
B
H
H
A
B
But
my
point
is
like,
if
you
just
set
one
like
clear
deliverable
with
frederico,
because
you
guys
are
just
like
two
people
like
you
guys,
should
be
rewarded.
If
you
actually
deliver
that
right.
H
G
And
we
can
change
it
yeah
yeah,
I
mean
I
actually
think
that
we're
talking
about
like
we're
developing
like
a
somewhat
comprehensive
compensation
structure.
That
depends
on
a
couple
different
things,
and
I
think
these,
like
future
based
bonuses
or
just
kind
of
bonuses
based
on
future
on
your
performance,
are
a
great
addition
to
the
existing
compensation
structure
we
have,
and
so
martin,
like,
I
don't
feel
like
it's
like.
Oh
I'm
not
going
to
eat
because
I
lost
a
smart
contract
developer
right.
We
only.
G
Be
like
an
extra
added
incentives,
and
so
they
give
you
look
at
what's
kind
of
emerging
as
a
compensation
structure.
Now
you
have
your
base
salary
in
dire
eth,
and
then
you
have
dxd
vested
that
you're
getting
every
month
and
then
you
have
the
the
dxd
distribution
from
the
rep
you're
earning
right,
which
is
like
a
very
long
term
tied
right.
G
So
you've
got
things
that
are
going
to
pay
your
rent
right
now,
you're
going
to
have
like
some
medium
term
upside
in
the
dxd
investing,
and
then
you
have
the
long
term
alignment
with
three
year
decks
three
year,
dxd
investing
through
the
rep,
and
I
think
what
we're
trying
to
do
is
add
like
a
fourth
one.
On
top
of
that
which
is
like
how
can
we
motivate
people
in
like
the
short
term
over
the
like
to
meet
these
like
individual
goals?
G
And
we
definitely
need
to
worry
about
like
going
like
two
down
for
the
rabbit
hole
in
terms
of
incentivizing
too
many
different
things?
But
I
think
it's
a
it's
a
really
great
opportunity
to
really
add
on
top
of
the
compensation
structure
and
I
think
to
zett's
point,
I
think
it's
a
very
good
opportunity
to
use
product
tokens
to
add
on
to
the
compensation
structure
like
in
the
same
way
right.
You
could
have
these
bonuses
like
tied
to
that.
G
I
think
we
have
a
good
opportunity
to
do
this
with
with
omen
token,
we
could
talk
specifically.
The
last
thing
I'll
say
is
on
the
roadmaps.
I
think
the
act
of
doing
a
roadmap
and
just
talking
about
it,
putting
it
on
paper,
is
so
so
valuable
that
like,
and
we
all
like,
get
a
better
understanding.
G
We
all
we
had
a
clear
understanding,
and
I
think,
like
that's,
that
that's
good,
regardless
of
kind
of
what
we
do
on
the
incentives
front,
and
I
think
we
should
like
prepare
for
quarterly
road
map
presentations.
Just
as
like
a
good
exercise
for
internal
presentation.
B
Yeah,
like
martin
like
what
like,
if
we
that's
just
like
an
additional
salary
point,
like
yeah
sure,
with
condition.
But
what
what
are
you
losing.
F
G
I
F
I
just
mean
my
motivation
to
join
geekstow
is
to
to
be
part
of
this
community
at
the
end
and
of
course
it's
it's
work
and
I
work
for
geeks
now,
but
it's
not
that
if
you
add
x-
and
you
know,
I
also
like
that
we
do
tokens
and
then
maybe
we
will
get
paid
better
or
if
it's
successful
we
get
a
share
of
the
token
who
is
blowing
up
you.
I
like
that,
of
course,
but
in
a
way.
F
B
But
isn't
that
like
taking
a
little
bit
of
like
not,
I
wouldn't
say,
responsibility
but
like
for
your
like,
like
a
good
example
with
like
losing
an
important
team
member
like
they
are
like
as
soon
as
the
whole
team
is
seeing
that,
like
okay,
we
lost
him
like
okay.
I
aren't
like,
with
with
this
rewards
program
and,
like
everyone,
isn't
everyone
incentivized
to
make
sure
that
this
hole
is
kind
of
like
fixed.
F
Yeah,
how
should
I
I
can
only
fix
it
if
I
recruit
the
new
person.
C
B
J
If,
like
we
had
10
000
users
using
omen
daily
like
if
we,
if
we
are
doing
better,
like
honestly,
like
I
love,
sometimes
when
it
gets
feedback
from
users
and
they're
engaging
like
that's
so
satisfying
to
me,
and
I
believe
like
if
we
have
those
road
maps
and
if
we
have
a
settings
in
place
like
we
can
get
there
and
I
think
like
we
will
attract
better
people.
If
we
have
more
better
products
like
and
like
uni
swap
was
built
on
bitcoin
grant
of
150
000,
like
I
don't
think
we
have
like
any
excuse
here.
D
Yeah,
so
basically
we
have
two
problems.
One
is:
should
we
get
a
head
hunter
or
someone?
I
that
thing
is
a
unique
space,
so
it's
not
really
an
hr
person's
job.
To
like
we
need
someone
who
can
specialize
in
contacting
people-
and
I
don't
you
know,
I
think,
that's
a
unique,
a
unique
job
and
of
itself,
and
I
think
it
would
be
more
of
like
a
contractor
role
because
we're
in
a
a
bull
market
right
now,
so
the
demand
is
so
high,
but
that
might
change
in
a
little
bit.
D
We
might
not
need
that
person
anymore
yeah
and
then,
of
course,
I
agree
with
the
incentives
issue,
but
I
think
we
just
need
someone
separate
for
that.
I
mean.
Obviously
everyone
look
for
people,
but
if
we
have
all
these
deadlines
for
people
to
get
products
done,
I
want
you
know.
Best
of
people
are
concentrated
and
there's
just
some.
You
know
usually
separate
entities.
Does
that.
A
A
So
everyone's
like
dx
dao,
needs
people
right
now.
Everyone
here
has
a
lot
of
contacts
in
the
ecosystem
right
and
like
when
you
tweet
out
that
you
need
people
right,
but
the
question
is:
are
the
incentive
like?
Is
the
base
pay
and
the
incentives
to
come
work
for
dx
down
instead
of
another
project?
Are
they
there
right.
F
I
think
yes,
because
you
know
you
get
a
decent
amount
of
money.
You
have
some
upside
with
the
txt
it's
internationally
in
a
way
it's
competitive,
and
I
don't
know
if
you
want
only
if
you
want.
If
you
you
want
people,
do
we
want
to
attract
people
who
want
to
get
rich,
that's
their
main
motivation
to
join
us.
I
don't
know.
H
I
would
say,
I
would
say,
like
I've
noticed.
Obviously,
the
the
people
that
I
work
best
with
is
people
actually
caring
about
the
dao
right.
They
actually
interested,
not
just
the
money
like,
but
it's
it's
gonna
be
hard
trying
to
find
these
organic
people
that
just
come
to
us.
It's
gonna,
take
time
right
and
to
like
we're.
Gonna,
probably
gonna
have
a
lot
of
these
people
when
we
like
release
product
release,
updates,
do
collaborations,
partnerships
and
stuff
like
that,
but
now
right
now
we're
not
doing
that
much
and
I
would
say
yeah.
F
E
F
G
Yeah,
I
mean,
I
think,
we're
kind
of
going
a
little
bit
in
circles
here,
but
just
on
that
specific
one
like
I've
reached
out
to
him
like
and
he
kind
of
flaked
I
mean,
I
think
we
should
all
be
like
reaching
out
and
thinking
of
people
all
the
time.
A
Yeah
chris,
on
that,
there's
there's
two
additional
topics
related
to
that
there's.
The
idea
of
bonus
referrals
right,
if
like
if
people,
if
everyone
here
is,
is
incentivized
to
go
out
and
bring
people
in
and
there's
some
kind
of
bonus
for
bringing
an
awesome
worker
in.
Would
that
would
that
help
people
put
more
effort
into
attracting
people
to
dxdow
and
then
the
other
topic
related
to
this
is
we've.
What
we've
been
trying
is.
A
We
know
there
are
dev
shops
right,
and
so
we
we've
we've
tried,
hiring
and
interacting
with
dev
shops,
and
we
have
a
couple
different
shops,
maybe
two
or
three
working
on
some
individual
projects
for
dx
dow.
That's
that's
a
decision
we
kind
of
made
as
a
group
to
like,
even
though
it's
more
expensive.
A
A
We
can
talk
about
how
it's
going
and
if
it's,
if
it's
a
useful
tool
and
we
can
expand
that
it
just
takes
more
money
and
we
or
we
could
go
the
other
path
of
trying
to
bring
in
organic
people
and
instead
of
paying
the
money
to
the
dev
shop,
paying
the
money
to
that
incoming
person
and
the
person
that
brought
that
person
in.
So
I
don't
know
what
people
like.
If
we
had
a
bonus
referral,
do
you
think
that
would
help
bring
more
workers
in.
B
Reward
and
based
on
my
like,
based
on
the
past,
I
remember
like
people
got
paid
for
like
getting
referral
like.
I
don't
see
a
reason
why
we
shouldn't
do
that.
It
doesn't
hurt
it's
it.
Is
it
incentivizes,
full-time
members
or,
like
even
community
members,
actually
to
like
get
people
in
and
other
interesting
ideas
like
we
could
maybe
like
do
it
like
on
peril,
is
like
once
those
guilds
have
their
tokens.
We
could
like
again
this
public
market
for
like
deliverables.
B
People
can
participate
on
that
market
by
making
sure
like
they're,
actually
advertising
like
hey
guys.
The
guild
looks
for
some
like
full-time
solidity
developer
and
they
like
by
participating
on
the
oman
market.
F
Like
they
go
like
no
question
asked,
but
I
don't
want
to
do
the
onboarding.
This
is
just
yeah.
I
I
can't
anymore.
Let's
just
yeah,
I
did
it
like
one
month
I
tried
to
get
people
and
the
onboarding
was
so
exhausting
in
a
way.
So
I
we
need
like
somebody.
I
would
need
somebody
who
takes
this
to
to
takes
it
over
in
a
way.
A
So
it
seems
like
we,
we
could
easily
use
a
recruiter,
hr
person
that,
if
martin
tweets
out-
and
he
gets
three
interests,
he
could
pass
these
three
people
to
this
person
and
this
person's
full-time
job
is
to
weed
them
out.
Bring
them
in,
explain
the
doubt
of
them
start
their
trial
get
their
payments
going,
but
we,
it
seems
like
we
need
a
person,
that's
fully
in
charge
of
that.
Like.
F
G
Yeah,
I
I
think
we
definitely
should
do
it.
I
just
it's
not
like
an
easy
thing
and
I
think
we
have
like.
I
wrote
up
a
a
position
for
hr
person.
I
think
we
need
a
recruiter
and
I
also
have
another
a
friend
who
maybe
could
do
some
recruiting
in
this.
I
think
we
should
definitely
explore
that,
but
there's
not
like
a
silver
bullet
to
this.
It's
just
like
a
lot
of
work,
either
we're
doing
or
finding
someone
else
to
do.
I
definitely
think
we
should.
E
The
the
first
step
for
recruiting
is,
we
got
to
get
a
doc
out
that
says
what
we're
recruiting
for
it
should
be
somewhere
that
we
can
share.
So
enough,
like
we
need
to
stop
saying
like.
Oh,
we
need
this
person,
it's
like,
don't
push
it
off
on
some
unknown
thing
like
ask
what
you
can
do
and
do
it
like.
We
need
to
put
out
this
doc
if
you
need
a
role,
add
a
description
to
that
doc
and
keenan.
G
H
I
don't
think
we
said
we
don't
want
more
developers.
I
think,
if
I
remember
correctly,
martin
you
were
on
boarding
like
three
developers
I
was
on
boarding
like
two
or
something
I
didn't
have
time
to
onboard
more
developers.
That
was
the
in.
E
Any
case
it
doesn't
matter,
we
should
be
focused
on
the
future
here
like
enough
making
excuses
and
talking
about
the
past
and
talking
about
people
that
need
to
be
doing
something.
You
should
be
asking
what
you're
doing,
and
we
should
be
coordinating
about
that
here.
That's
what
this
time
is
for.
There's
17
people
on
this
call
if
you're
spending
this
time
on
this
call
complaining
about
something
or
making
excuses
for
yourself
for
your
team
you're
wasting
everybody's
time
here
and
like
okay,
so.
A
Yeah,
so,
okay,
so
next
steps
are
everyone.
Look
at
this
dock
make
sure
you
have
roles
that
are
defined,
that
you
need
and
you're
in
your
squad
on
this
dock
with
keenan.
We
will
get
this
doc.
I
think
we
should
do
some
paid.
I
think
we
should
do
this.
Put
these
put
this
doc
or
a
link
to
this
doc
through
with
like
on
week
of
week
in
ethereum,
or
maybe
the
opelus
job
board,
and
put
this
dock
out
a
few
different
places.
We
can
tweet
it
out
as
well.
A
Community
members
can
tweet
like
can
be
tweeted
out
as
well,
and
then
we're
gonna
get
a
lot
of
incoming.
Hopefully,
we're
gonna
get
a
lot
of
incoming
interest
and
it
could
be
soft
interest.
We
have
a
specific
place
like
they
should
join.
They
should
like.
A
We
have
the
incoming
process
already
kind
of
like
come
to
the
new,
the
general
introduction
key
base
channel
and
then,
if
they
express
what
they
do
and
what
their
interest
is
like
squad
leaders
at
this
point
or
members
of
the
squad,
any
any
member
of
the
team
should
like
reach
out
and
try
to
pull
and
learn
about
that
person
and
maybe
decide
how
to
like
pull
them
in,
because
we
we're
gonna
have
to
do
it
in
a
decentralized
way,
because
we
don't
have
a
single
person.
A
That's
overlooking
this
at
this
point,
but
once
if
we
have
20
people
that
are
interested
from
this
from
this
doc
and
they
come
into
our
community
and
then
it's
like,
we
need
someone
to
help
figure
this
out
like
one
of
those,
I
think
people
will
come
and
see,
and
one
of
those
people
that
comes
in
could
be
that
person
that
becomes
the
hr
person
right.
So
those
are
like
hard,
immediate
next
steps.
I
think.
A
When
I
think
I
think
publicly,
maybe
each
each
squad
publicly
putting
out
a
road
map
in
the
way
that
swapper
had
published
like
a
graphical
roadmap,
we
have
road
maps
for
each
of
these
products.
I
think
pushing
those
out
that
have
some
timelines
automatically
put
some
pressure
on
the
reputation
of
each
squad,
each
product
and
the
dow
in
general,
and
having
that
publicly
put
out
there
the
way
swappers
roadmap
was
even
if
it
wasn't
met
exactly,
I
think,
is
really
valuable.
E
Yeah
and
I
think
we
can
walk
before
we
run
there-
we
can
do
you
know
some
short
term
deadlines
and
coordinate
those
kind
of
internally
on
the
dev
call
before
publishing
you
know.
Just
I
mean
I
don't
want
people
to
rush
and
be
like.
Oh,
we
need
to
do
this.
They
just
slap
a
road
map
together.
That
has
no
real
thought
behind
it,
like
it's
hard
to
get
a
deadline
that
you
can
actually
meet
to
put
the
thought
into
that
planning
and
coordinate
all
the
steps.
G
E
Doc
with
you
guys
last
friday
about
adding
liquidity,
I
mean
even
that
was
missing.
I
had
like
15
steps
right
now,
just
for
adding
liquid
to
swapper
doesn't
sound
like
a
hard
task
right,
but
even
that
was
missing
steps
that
ended
up
blocking
and
costing
us
time
and
the
better.
G
I
also
think
it
would
be
good
to
like
pick
a
specific
date
in
april
to
maybe
like
redo
what
we
did
in
january,
which
was
have
that
call
where
each
product
like
presented
their
15
or
20
minute
roadmap,
and
then
that's
something
that
we
can
reference
on
that,
and
so
we
could
do
it
on
like
one
of
these
calls
in
april
and
then
simultaneously,
I
think
another
call
for
going
over
the
budget
stuff.
G
B
To
the
conditional
conditional
rewards
program
should
we
do
like
a
trial?
I
think
until
the
guilds
don't
have
their
own
tokens,
it
makes
sense
to
use
dxd
like.
Should
we
do
a
trial
with
like
the
first
batch
of
road
maps
per
guild
and
like
just
try
it
out
and
see
how
it
works?.
G
E
Mean
the
teams
this
team
should
already
have
their.
You
know
the
current
weekly
planning
kind
of
laid
out
and
what
we
could
do
on
next
week's
dev
call
is,
you
know,
attach
a
small
incentive
just
as
an
experiment
to
see
if
we
can
actually
say
a
deadline
and
meet
it.
I
mean
that's
the
first
step
right,
let's,
let's
start
putting
some
kind
of
dates
out
that
we
actually
meet
and
not
just
saying
things
right.
E
So
let's
do
it
next
tuesday,
if
you're
a
product
manager,
swapper,
mesa,
omen,
gusto
and
others
on
governance
like
come
with
your
goals
for
the
next
couple
weeks
and
then
and
we'll
attach
a
reward
to
that
goal,
and
then
we'll
make
a
proposal,
and
we,
if
we
can
use
the
conditional
token
framework
great
if
that's
too
complicated.
Let's
just
do
something
just
to
start.
A
D
A
E
Yeah,
so
this
is
swapper
like
people
are
saying
it's
only.
It
is
only
federico
right
now,
but
we
are
trying
and
there's
a
couple
of
guys
ben
benjamin
brown
and
this
guy
patrick
callister,
from
quail
code
that
were
both
kind
of
set
up
to
start
working
on
swapper
related
stuff,
and
they
both
had
medical
related
issues
come
up
for
either
them
or
their
family.
Last
week
they
kind
of
took
them
offline
for
the
last
week,
but
this
wasn't
like
some
of
the
stuff
that
we've
had
trouble
with
where
people
just
disappear
like
there's.
E
These
are,
like
actual,
you
know,
stuff
does
happen,
and
there
there
was.
These
are
actual
medical
things
and
we
met
with
ben
this
morning
and
he's
starting
to
work
on
dx
stats
and
quail
code.
Guy
pat
should
be
back
up
and
running
next
week.
A
Cool,
so
so
the
pad
example
for
me
is
a
really
interesting
experiment,
because
we're
basically
hiring
a
dev
from
a
dev
shop
to
basically
join
the
team
of
swapper
and
once
he's
up
and
running,
he
should
be
a
full-time
dev.
Just
like
like
a
solid
down
member
of
your
team.
If
that
works,
we
have
the
ability
to
do
that
more.
We
can
say
we
want
now
three
assets.
A
We
want
three
of
your
developers
because
we
have
one
on
each
of
the
products,
and
so
we
don't
know
if
it
works
yet,
but
if
it
works,
it's
a
really
good
way
to
scale
an
immediate
asset,
a
full-time
asset
on
your
product
that
then
a
month
from
now.
If
you
don't
need
it
anymore,
you
can
actually
turn
it
off
right.
A
A
H
A
slots
that
is
that
we
want
to
replace
like,
even
if
we
have
these,
meanwhile
we're
looking
for
depths.
We
are
at
least
like
moving
forward
right.
It
doesn't
matter
like
it
will
cost
more,
but
it's
either
that
or
we're
not
moving.
G
So
some
like,
I
guess,
it's
vcs,
but
some
other
people
have
this
like
entrepreneur
in
residence,
which
is
basically
like
they're,
just
paying
someone
to
like
work
there
without
a
clear
idea
on
like
what
they'll
be
helping
to
and
a
lot
of
times,
they
will
like
work
on
a
product
that
will
then
be
spun
out
and
I'm
thinking
the
same
thing,
with
a
developer
like
again
being
like
open
to
always
accepting
like
good
people
and
then
just
figuring
out
how
we
can
work
with
them
or
make
it
make
it
hospitable
to
them.
H
Yeah
I
mean
all
I
talked
with
like
this
ether:
what's
their
name
again,
heath
works
guys
and
and
like
the
more
time
it
took
for
us
to
decide,
they
were
like
fully
booked
right.
So
now,
they're
like
fully
booked
until
the
end
of
april,
or
something
like
that.
So
I
would
say
specifically
finding
these
devs
like
it's
it's.
H
I
mean
in
our
case
I
would,
I
would
say,
if
the
developers
just
like
looking
to
work
and
not
actually
caring
about
the
product
and
what
can
be
made
for
it,
I
would
say
if
we
get
self-driven
developers,
we
always
need
them
right,
but
if
they
always
need
a
design
or
something
to
do
from
from
our
product
owners
that,
like
we
need
to
plan
every
specific
or
or
else
they
just
sit
there
yeah.
Then
then.
H
I
mean
we
need
to
find
right.
People
like
I,
I
think,
from
my
side
yeah.
We
could
plan
stuff
much
further.
D
H
Six
months
ahead,
that's
no
problem,
but
we
have
stuff
that
needs
to
be
made
now
and
and
yeah
the
stuff
that
that
I
plan
six
months
from
now
is
not
like
designed
or
specified.
I
we
can
just
give
it
to
someone
to
start
working
now.
J
J
E
Okay,
yeah,
I
think
the
bodies
are
important
in
terms
of
having
something
to
give
like
people
for
their
trial
period.
Like
I
don't
know
if
it's
the
most
efficient
to
try
to
like
scale
up
bounties
like
at
this
point
in
time,
where
we're
kind
of
strapped
for
everybody's
time,
but
but
having
work
ready
to
go
for
new
people
is,
is
important.
B
Yeah,
so
we
we
see
that
with
oman
like
I,
there
should
be
like
it's
it's.
I
think,
I'm
that's
not
the
first
time,
I'm
saying
that,
but
there
should
be
stuff
lying
around
where,
like
a
new
dev
is
just
popping
in
and
they
just
like,
based
on
this
skill
level,
the
project
lead
should
just
like.
Okay,
you
can
try
this.
A
Yeah
that
if
each
product
has
a
a
clear
known
roadmap
with
different
features
and
different
issues
that
are
needed
to
be
done,
that
makes
that
makes
those
temper
like
pop-in
ones
easier
to
assign.
I
think.
B
And
I
guess
that's
why,
like
I,
don't
really
I'm
not
really
doing
a
great
job
with
like
onboarding,
I
guess
but
like
that's
how
I
do
it.
It's
basically
like
someone
is
reaching
out
to
me
and
I'm
like.
Okay,
just
take
that
task
and
if
he's
coming
back
and
it's
delivering,
then
I'm
like
that's
like
a
clear
signal
for
me
that
I
need
to
take
care
of
it
and
yeah.
So
yeah.
E
E
To
have
the
tasks
available
and
easily
discoverable.
A
Cool
so
yeah,
this
is
a.
I
know
this
is
a
hot
call,
but
it's
a
this
is
a
really
useful
conversation
and
call.
I
think
we
made
some
progress.
We
have
we're.
Gonna
get
this
doc
with
positions
out
there
and
then
we'll
you
know,
discuss
more,
maybe
in
the
dev
call
on
tuesday.
A
You
know
the
the
other
needs
that
each
squad
determines.
B
E
Put
put
together
what
you
have
as
the
product
manager,
project
manager
for
your
your
product
and
and
let's
do
that
at
the
beginning
of
tuesday's
dev
call
like
it
yeah
it
three
months,
six
months.
If
you
have
it,
but
yeah.
H
So
so
how
I
did
it
was
divide
each
quarter
in
three
pieces
and
and
combine
the
last
like
if
we
want
to
do
six
months.
It's
probably
hard
to
plan
exact,
like
not
exact
deadline
but
like
the
three
first
months
is
easier
and
then
last
three
months
I
combined
one
right.
So
I
just
call
it
q2
or
something
like
that.
So
early
q1,
mid,
q1,
end
of
q1
and
then
the
q2
will
be
just
one,
not
super
detailed.
H
I
mean
stuff
is
changing
so
much
also
in
our
world,
like
we
have
l2
super
relevant
now,
like
one
two
two
months
ago.
Barely
any
talk
about
it,
yes,
stuff
is
happening
and
we
we're
moving
around
on
on
our
roadmap
and
so
for
six
months.
It's
it's
gonna
be
hard
to
like
do
specifically
each
which
month
it's
going
to
be
hard.
E
Road
maps
can
change.
I
think
that's
fine,
but
I
think
what
we
really
want
to
have
like
dates
for
is
like
this.
You
know
where
we'll
have
this
ready
to
go
for
the
other
thing
like
this
will
be
ready
to
go
to
audit
on
this
date
or
we
will
launch
you
know
the
proposal,
for
this
will
be
ready
on
this
date,
so
that
the
other
coordination
can
happen
around
those
dates,
and
I
think
we
want
to
really
focus
on
being
able
to
make
those
dates.
G
Just
quickly,
I'm
just
flagging
the
dock
that
john
made
for
the
swapper,
adding
liquidity
swapper.
Just
because
I
don't
know
it's
a
good
kind
of
idea
of
all
the
little
of
breaking
down
all
the
steps,
much
more
granular
than
a
road
map.
But
I
just
it's
a
kind
of
helpful
way
of
thinking
through
these.
G
H
I
mean
something
I
I
would
like
to
talk
about
not
now.
This
is
a
bigger
talk,
is
making
the
style
more
to
one
team,
one,
the
like
right
now,
it's
it's
hard
to
talk
about
like
hey
omen,
team
has
these
resources
and
they
are
part
of
dxdow.
We
should
be
able
to
use
them
on
on
swapper
right,
but
I
mean
it's
not
not
been
a
problem.
If
I
asked
geronimo
like
hey,
I
need
a
developer
for
a
week.
H
It's
not
been
a
problem
before,
but
it
should
be,
maybe
something
to
think
about
in
the
future
like
how
do
we
want
it
to
be
right
and
also,
if
we
have
these
roadmaps,
maybe
we
could
do
like
resource
planning
in
between
squads
yeah.
That
would
be.
E
B
I
mean
silot
has
advantages
right,
allowing
us
to
focus,
make
sure
that
we
actually
deliver.
H
E
Yeah
focus
is
good,
but
I
mean
there's
things
to
be
learned
from
one
team
to
the
other
and-
and
I
think
that's
important
too,
and
I
think
there's
also
an
aspect
of
like
why
is
it
cool
to
work
at
dx,
tao
and
like
one
of
the
reasons
that
it
should
be
cool
is
because
there's
several
cool
things
that
you
could
be
working
on.