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From YouTube: A Deep Dive Into #Antelope w/ Yves La Rose & Douglas Horn | Twitter Spaces (*AUDIO FIXED)
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Twitter Spaces Recording: https://twitter.com/i/spaces/1RDGlgzPndRKL
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#EOS #EOSIO #ENF
B
B
C
A
All
right,
so
I
guess
let's
just
kick
this
off
with
the
very
basics.
I
see
a
lot
of
familiar
faces
in
the
audience,
but
we're
gonna
approach
this
a
little
bit
as
if
you
haven't
been
following
over
the
last.
What
has
it
been
over
six
months
since
the
coalition
formed
and
started
working
towards
this
rebranding
process?
A
C
Sure
I
mean
in
in
order
to,
I
think,
explain
what
is
antelope
or
why
was
needed.
I
think
we
really
need
to
go
back
as
well
to
the
origins
of
the
coalition
and
how
that
formed,
because
it
it
really
is
kind
of
the
the
foundation
of
the
beds
towards
what
then
and
the
antelope
ended
up
being
because
the
envelope
is
is
more
than
just
one
chain
right.
It's
really
the
four
chains
coming
together,
creating
this
this
brand
and
creating
this
vision.
C
So
the
idea
with
with
the
the
coalition
originally,
the
idea,
was
as
an
extra
working
group,
so
eos
went
and
created
four
work
from
groups
last
year,
the
four
original
blue
papers
and
and
the
working
groups
associated
to
them
and
really
at
the
time
the
coalition
was
called
eosio
plus,
and
it
was
the
fifth
working
group-
and
you
know
fast
forwarding
to
that-
we
know
now
would
be
coalition
members
were,
but
at
the
time
we
really
didn't
know
how
this
would
come
about.
We
didn't
know
who
would
be
interested.
C
C
Would
we
have
an
actual
entity
or
or
whatnot
like
an
actual
something
more
tangible,
and
so
that
you
know
at
the
very
beginning,
it
was
all
just
a
completely
blank
slate
and
seven
chains
originally
got
together,
started
participating
in
discussions
which
ultimately
led
to
the
final
four
and
the
the
current
coalition
members,
so
telos,
ux,
wax
and
eos,
and
throughout
that
process
one
thing
that
that
became
very
clear
to
everybody
and
that
we
knew
was
the
awesome.
I
think
telos
knew
his
telos
and
wax
news.
C
Boxing
ux
knew
his
ux
that
the
legacy
eosio
co-base
was
extremely
powerful.
It's
what
united
us,
but
it
came
with
a
lot
of
branding
baggage
and
a
lot
of
negative
branding
baggage
associated
to
it.
So
one
of
the
first
things
that
we
started
discussing
that
we've
all
internally
been
discussing
within
our
respective
communities
was:
how
do
we
move
away
from
that?
How
do
we
potentially
turn
something
that
is
seen
by
the
greater
market
and
largely
to
an
extent
in
the
internal
markets
as
well
in
our
internal
communities?
C
Seen
something
as
very
negative
when,
in
fact
a
big
part
of
it
is
actually
very
positive?
It's
quite
strong.
It's
you
know
the
product
behind
that
that
software
stack
and
one
of
the
problems
with
that
is
that
in
eos
case
anyways
everything
came
back
to
eos.
So
when
you
were
talking
about
eos,
were
you
talking
about
the
coin?
Were
you
talking
about
the
chain?
Were
you
talking
about
the
software?
C
Were
you
talking
about
the
network
like
which
one
are
you
talking
about,
because
the
naming
was
pretty
bad
in
other
people's
cases,
from
what
I
heard
was
they
were
even
avoiding
talking
about
eosio
because
of
that
eos
branding.
So
how
can
you
somehow
showcase
that
your
that
your
underlying
tech
stack
is
extremely
strong
without
necessarily
mentioning
the
words?
C
Who
are
we?
What
is
this
question
so
that
thing
became
way
more
than
just
a
rename
of
the
software
stack
and
maybe
I'll?
Let
douglas
take
it
from
here,
because
he
was.
He
was
key
in
those
discussions
and
he
was
in
that
sub
group
that
essentially
led
this
this.
This
initiative,
along
myself,
justin,
who
I'm
I'm
believe,
is
also
on
justin
from
infinity
block
on
telos
and
the
tcd
or
sorry,
the
the
telos
foundation
and
aaron
cox
from
gray
mass,
but
maybe
douglas.
You
want
to
pick
it
up
from
here.
B
Yeah
thanks
eve.
Actually
I
think
that's
a
great
a
great
start.
There
was
like
you've
said
there
was.
There
was
no
plan,
there
was
not
nothing.
There
was
no
plan.
There
was
no
form
perceived
on
this
group.
We
didn't
know
who
the
members
would
be.
We
didn't
there's
a
lot
we
didn't
know,
and
so
once
we
got
over
that
hump,
we
were
able
to
think
about
not
just
who
we
aren't
in
the
old
branding,
but
very
much
who
we
are.
B
Who
are
what
what
do
we
stand
for
and
each
of
the
individuals
had
their
own
identity,
but
antelope
was
not
just
going
to
be
an
amalgam
of
those.
There
were
going
to
be
certain
areas
of
similarity,
and
then
there
were
going
to
be
things
that
didn't
that
didn't
didn't
fit
right,
so
we
had
to
decide
or
just
explore
what
those
things
were,
and
there
was
a
we
knew
that
we
needed
to
have
a
branding
session.
B
Led
that
he
he
went
and
and
contracted
and
and
and
dealt-
and
you
know,
interfaced
business
on
a
business
level
with
word
studios.
Who
is
the
branding
firm,
we
used
and
then
yes
from
there
on,
we
did
a,
we
did
a
we
did
a
more
you
know,
two
or
three
times
weekly
call
at
first
with
word,
trying
to
understand
pretty
much
everything.
People
think
okay.
Well,
it's
the
name
in
the
logo
right,
but
really
the
more
important
things
are.
B
B
What
is
and
isn't
you
know
within
the
scope
of
of
this
and
and
just
really
is
actually
a
fantastic
opportunity
to
to
really
do
a
deep
dive,
because
this
was
a
new
group,
and
so
we
I
think,
through
that,
the
exploration
of
that
we
were
able
to
actually
come
together.
A
lot
more.
You
know
this
whole
process
was
was
something
where
we
started
out.
I
believe
at
the
most
at
the
the
most
sort
of
competitive
layer
or
point
on
that
slider
of
between
competitive
and
cooperative
and
through
this
process
and
always
saying
hey.
B
This
is
what
we
think
we
should
be,
and
other
people
saying,
oh
yeah.
We
think
that
too
we
we
discovered
in
what
we're
looking
for
and
what
we're
trying
to
be
that
there
are
way
more
alignments
than
we
had
originally
thought
of,
and
and
also
more
than
you
know
you
know
it
was
it
was.
We
were
happy
about
that.
There's
a
lot
of
things
that
we
could
work
on
together
and
it
actually
through
this
process
of
saying
who
we
are.
Who
are
our
customers?
Who
are
we
serving?
How
are
we
serving
them?
B
What
do
we
stand
for
those
those
questions?
You
know
we
all
sort
of
contemplated
where
the
where
our
individual
chains,
you
know
let
up
and
where
and
where
antelope
was.
You
know,
pick
pick
things
up,
and
so
I
think
it
was
a
great
process.
We,
you
know
interested
in
technical
basis.
We
started
out
working
talking
about
very
basically
about
what
you
know.
B
What
we're
trying
to
be,
who
we're
trying
what
audience
cruises
audiences
we
were
trying
to
attract
and
it
was
and
from
there
we
moved
into
thing
from
there.
We
moved
into
things
like
you
know
what
what
associations
would
we
want
people
to
have
one
of
my
early
one
of
my
earliest
things,
I
will
say,
was
every
single
thing.
We
do
needs
to
be
the
opposite
of
of
what
block
one
did
right
like
if
we
can't
we
can't
go,
we
ca,
since
I
feel
they
did
practically
everything
wrong.
B
B
We
we
talk
about,
you
know
we
want
to
share
and
we
we
are
sharing
so
much
more
than
block
one
ever
actually
shared
and
and
we
want
to
be
open
to
people's
feedback
and
and
there's
been
some
of
that,
and
there
will
be
more
as
we
move
forward.
Obviously,
you
can't
do
a
branding
exercise
and
keep
everything
silent
while
you're.
You
know
you
know
and
do
and
do
that
with
pure
openness.
B
When
you
know
it's
a
messy
process
and
and
also
people
are
going
to
go
in
and
snake
the
the
urls
and
things
that
you're
considering
from
you.
So
we
had
to
do
that
in
a
sort
of
a
in
a
closed-door
way,
but
everything
else
would
expect
to
be
really
transparent,
and
so
so
we
shared
those
things,
but
we
also
shared
practical
things.
Like
it's
a
place,
you
build
it's
a
forge
for
new
chains.
It's
and-
and
through
these
things
you
know,
I
gotta
take
tip
my
hat
to
word.
B
They
did
an
amazing
job
at
like
really
remembering
everything
we
said
from
conversation
to
conversation
so
that,
towards
the
end,
I
think
I
think
eve
and
I
were
both
pleasantly
surprised-
that
things
that
that
things
in
the
in
the
the
final,
the
final
branding,
some
of
those
things
look
back
to
to
subjects
we
had
discussed.
You
know
two
months
before
and
probably
not
since,
but
they
they
held
on
to
that
and
they
were
really
a
good
facilitator
and
creative
partner
in
that.
So
eventually
you
know
you
just
get
down
to
okay.
B
We,
the
the
committee
of
four
of
us,
worked
on
answering
lots
of
questions
like
what's
you
know
again,
and
we
discovered
things
like
well,
we
really
want
to.
We
really
want
to
appeal
to
developers
who
are
not
in
blockchain
at
all
right.
We
want
to,
because
that's
a
huge
growth
market
for
us.
How
do
we?
How
do
we
appear
more
friendly
and
open
and
easy
to
them?
B
That's
that's
something
that
that
I
think
most
mostly
people
have
been
fighting
for
existing
blockchain
developers
right
so
reaching
out
people
in
companies
who
currently
don't
have
any
intention
of
immediately
moving
into
the
the
web
three
space
but
may
but
may
have
to
very
soon
within
the
next.
You
know
year
or
two
years
or
whatever.
That's
that's
a
huge
growth
area
for
us
and
the
place
where
we
can.
You
know
leapfrog
what
other
chains
are
or
groups
of
chains
have
done.
So
we
discovered
a
lot.
B
It
was
a
super
great
process,
it
was
a
very
arduous
process.
To
be
honest,
it
took
a
lot
of
time,
but
I
really
enjoyed
it
and
and
to
be
honest,
it
made
me
want
to
hire
these
guys
for
telos
because
because
it's
just
such
a
great
process
to
go
through
yeah,
I
think
that
any
and
I
think
that
kind
of
covers
the
the
four
or
five
months.
B
C
Months,
yeah,
it's
been
six
months,
yeah,
it's
the
first
thing
that,
as
a
coalition,
we
agreed
that
we
would
get
on
was
that
that
process,
because
it
was
more
than
just
a
rebranding.
It
was
also
as
a
group
determining
who
we
were
and
that's
really
what
antelope
is
it's
the
result
of
who
the
coalition
is
at
this
stage,
pretty
much
where
we
come
from,
where
we're
going.
That's
what
is
embodied
within
antelope
and
everything
you
see
attached
to
antelope,
so
all
the
the
brand
messaging,
the
visuals.
C
B
Yeah
and
and
it's
a
product
of
everybody
working
together
in
a
v
in
an
open
and
and
positive
way
it
was
you
know
I
really
have
come
to
like
everybody
on
the
that
I'm
talking,
you
know,
that's
joined
the
coalition.
I
see
the
work
they're
doing.
I
hope
it's
mutual,
and
so
there
has
been
a
lot
of
there's
been
a
lot
of
you
know
camaraderie
and
shared
goal
and
achievement
amongst
us
and
that
you
know
that
can
only
help.
B
I
think
one
of
the
things
that's
that's
that
was
unfortunate
to
me
like
in
how
the
stories
were
picked
up
is
everyone
is
all
the
many
of
the
journalists
are
saying
are
looking
at
this
and
saying
you
know:
okay,
the
enf.
This
is
basically
enf
and
all
these
other
guys
are
coming
together
kind
of
under
that
under
that
umbrella,
and
and
for
me
it's
like
no,
no,
no.
Actually,
this
is
very
much.
You
know
everybody
is
everyone
is
contributing.
B
It
really
is
a
coalition.
It's
not
it's,
not
something
I
mean
enf
started
it,
but
but
it's
not
that's
not
how
it
really
grew,
and
I'm
not
mad
at
about
that.
I'm
not
upset
about
that
really
because,
oh
gosh,
you
know
people
aren't
mentioning
telos
or
ux
or
wax.
You
know,
or
you
know
it's
it's
more.
The
fact
that
it
just
doesn't
reflect
the
reality,
and
I
think
the
the
in
time
people
will
come
to
see
that
okay
yeah,
it
really
is
a
coalition
of
you
know,
of
super
friends.
B
You
know
who
are
coming
together
and
and
making
something
work
that
didn't
work
before
and
that
probably
no
no
single
one
would
have
no
single
chain
would
have
been
able
to
pull
together
in
quite
this
way.
So
I
think
it's
unfortunate
that
that
story
hasn't
come
across
yet,
but
I
know
that
in
time
it
will
because
we're
just
gonna
keep
pushing
that
message
and
and
and
when
people
understand
that
I
think
it'll
be
much
stronger
for
everyone
right
to
understand.
To
understand
that
this
is.
B
This
is
something
that
lets
it
go
us
go
up
against
cosmos
and
polka
dot,
and
things
like
that
that
that
are
seen
as
chains
of
chain.
You
know
beyond
just
a
chain
right
there,
a
built-in
ecosystem
that,
where
anyone
can
deploy
on
them
and
there's
already
a
set
of
great
tools
and
as
more
people
deploy
on
them
more
chains
deploy
it's.
It
has
the
potential
to
strengthen
everything,
and
so
that
is
an
important
part
of
our
story
that
hasn't
come
across
yet,
but
will.
C
And
that's
embodied
in
the
so
if
you
look
at
the
logo,
and
so
if
we
start
talking
about
more
even
more
specifically
about
the
branding
itself,
so
what
is
antelope
and
if
you
look
at
the
logo
in
relation
to
what
douglas
was
just
talking
about,
there
are
four
interlocking
horns:
those
are
the
four
original
founding
members
of
the
coalition
and
when
you
look
at
those
horns
and
how
they're
positioned
they're
moving
forward,
they're,
also
open,
so
they're
not
closed
horns.
They're!
C
Not
if
you
look
at
the
circles
themselves,
they're
not
closed
they're,
not
they're,
not
touching
right,
because
they're
open,
because
at
some
point
this
will
be
more
than
four
chains.
So
we
also
wanted
to
position
an
envelope
so
that
it's
open,
it's
trans
everything
we've
been
doing
so
far
has
been
open
and
transparent.
C
Antelopes
typically,
are
very
strong
in
herds.
It's
the
herd,
it's
the
fact
that
there's
more
than
one
it's
the
fact
that
they,
when
they
band
together,
they're
unstoppable
that
they've
survived
through
time
so
antelope
as
a
species
has
been.
First
of
all,
there
are
tons
of
different
species
of
antelopes.
I
don't
recall
the
number
we
there's
something
like
78
or
even
more
than
that,
but
as
a
species
or
as
an
animal
is
quite
resilient.
C
B
Right
and
if
you,
if
you
watched
my
my
video
that
came
out
yesterday,
that
that
was
sort
of
a
teaser
for
for
this
discussion,
you
will
have
heard
this
already,
but
the
antelope
is
extremely
successful.
At
one
point
there
was
like
there
was
some
concern:
it's
like
yeah,
but
lions
eat,
antelopes,
but
yeah,
but
antelopes,
antelopes,
are
are
hugely
successful.
They
are.
They
are
a
great
variety
of
shapes.
There's
there's.
B
There
are
a
great
variety
of
of
ecological
niches
that
they
fit
into,
and
it
is
a
very
you
know.
It
really
represents
what
we're
trying
to
do,
because
there's
there
is
flexibility
right
if
you,
if
you
have
to
fit
into
one,
you
know
economic
niche,
then
you're
going
to
have
these
features
and
that's
totally
open
to
you
and
and
a
chain
doing
something
different
with
attracting
a
different
audience
or
or
or
feeding
a
different
need,
they're
going
to
have
a
very
different
form,
and
yet
they'll
all
be.
B
You
know
just
like
sables
and
elins
and
and
dick
dicks
and-
and
you
know,
wildebeest
are
all
very
different
in
many
ways
and
they
are
all
antelopes
right,
and
so
yes,
there
are
most
most
analysts
do
gain
power
from
herds
they're
very
strong.
They
they
have
evolved
to
fit
into
very
very
successfully
to
fit
into
different
these
different
niches.
They,
you
know,
there's.
C
B
There's
they're
they're
able
to
thrive
in
many
different
environments,
so
just
just
the
association
with
and
with
the
actual
you
know,
clade
of
animals
that
are
that
are
antelopes.
That's
a
very
that's!
You
know
we
have
there's
a
lot
of
symbolism
imbued
in
that
there's.
Also
there's
there's
so
much
in
the
in
the
icon
right,
it's
a
in
addition.
B
B
The
logo
type
itself
is
something
that
that
has
a
lot
of
meaning
imbued
in
it,
and
people
will
see
that
along
the
way
and
there
may
they
may
see
things
that
they
that
that
you
know
we
didn't
initially
see
but
they're,
probably
still
in
there.
You
know.
The
main
thing
is
that
we
all
like
is
there's
a
lot.
You
could
take
from
this
brand
and
it
was-
and
it
was
it's
all,
seemed
very
positive
things,
the
all
the
ones
we
thought
of
were
positive
associations
that
we
wanted
to
that.
B
We
wanted
people
to
think
about
us,
but
also
it
was
extremely
you
know.
In
other
terms,
it
was
just
extremely
different
from
what
went
before
if
we
had
come
out
with
something
that
was
a
faceted.
You
know
version
of
a
like
a
slightly
different
chest,
the
hedren,
but
this
one
had
you
know
or
or
a
dodecahedron
or
any
kind
of
hedren
we
would
have.
We
people
would
have
said
seen
this
as
a
continuation
of
the
past
and
we
really
wanted
to
say
this
is
brand
new.
B
This
is
the
you
know,
pay
attention
and
one
of
the
things
I
really
wanted
was
also
to
have
this
be
the
type
of
name
that
was
not
easily
identified
with
just
blockchain
or
just
you
know,
I
didn't
want
it
to
be
just
anything.
I
wanted
it
to
be
out
there
and
big
and
bold
and
a
word
that
people
knew
but
did
not
have
preconceived
conceptions
about,
so
we
would
be
able
to
build
those
conceptions
as
we
as
we
as
we.
B
You
know,
move
forward
and
and
showed
that
we
are
going
to
be
transparent
and
open
and
productive
and
positive,
and
and
and
build
the
synergies
between
us.
So
so,
in
my
mind,
it
fits
together
very
well
with
apple
alphabet,
amazon
and
antelope.
You
know
these
those
types
of
names
that
are
just
I
I
wanted.
I
wanted
us
to
express
that
to
everybody
that
this
is
our
vision
for
where
this
technology
is
going
to
go,
not
that
it's
going
to
be
a
single
large
company.
B
C
And
part
of
this
branding
process,
I
think
it's
important
to
know
that,
it's
more
than
when,
when
you
choose
a
name
and
when
you
choose
a
brand,
it's
more
than
just
the
name,
so
you
also
need
to
take
things
into
consideration
that
perhaps
don't
come
to
my
way
like
the
domain
are
domains
available.
What
about
trademarks?
Is
it
something
that
can
be
trademarked?
What
about
seo?
Will
you
be
able
to
actually
leverage
this
name
and
carve
your
place
in
the
market?
So
douglas
just
mentioned
right
now.
C
This
idea
that
when
you
hear
of
antelope,
you
don't
think
of
blockchain,
that's
an
advantage
because
then
it
stands
out.
So
then
what
you
do
is
then,
alongside
that
name,
the
brand
messaging
that
you
attach
to
it
may
be
more
might
have
a
little
bit
more
inclination
to
highlight
the
fact
that
it's
a
blockchain
or
that
is
associated
to
blockchain
and
it's
in
the
id
space,
because
the
name
itself
doesn't
invoke
that
and
that's
kind
of
what
we
see
in
the
logo
as
well
right.
C
B
Yeah,
it's
not
it's,
not
a
it's,
not
an
accident,
and
yes,
one
of
the
more
frustrating
things
in
the
process
is,
is
the
the
the
really
large
number
of
constraints
put
on
you
by
you
know
all
the
good
all
the
other
good
names
are
taken.
You
know
there
are
a
lot
of
things
we
thought
of
that
seemed
great,
but
as
we
go
down
those
roads
and
explore
those
avenues,
we
you
know.
We.
We
discover.
Oh
well,
this.
You
know
this
is
already
associated
with
this.
We
want
clean
something
clean
of
associations.
B
I
I'm
I'm
actually
shocked
at
how
great
a
potential
branding
we
were
able
to
come
up
with.
In
my
opinion,
be
you
know
with
with
so
many
things
taken.
You
know
and
we
looked
at
what
what
it
was
out
there
and
what
was
available.
Justin
justin
gudichi,
he's
he's
kind
of.
I
he's
got
kind
of
a
like
a
four-leaf
clover
in
his
pocket
or
something
when
it
comes
to
urls
because
he
was
able
to
he
was
back
in
the
telos
days.
B
He
was
able
to
get
us
telos.net
for
two
thousand
dollars
and
I
was
like.
Oh
my
god.
I
can't
believe
anything
like
that
with
a
with
an
original
you
know,
top
level
domain
is
is
available.
He
was
also
get
able
to
get
us.
He
was
also
able
to
get
us
antelope.io,
and
he,
you
know,
he's
really
great
in
leading
that
negotiation
and
getting
that
down,
and
it
was
you
know
he
got
it
down
to
like
twenty
two
thousand
dollars.
This
is
this
is
another
thing.
B
By
the
way,
one
of
our
brand
identities
is
not
one
of
the
major
ones.
What
we
found
is
like
the
there's,
a
certain
frugality
to
who
we
are.
You
know,
antelopes
are
antelopes.
Almost
all
the
antelopes
you
see
are
lean
right,
they're
these.
These
are
not
big,
lumbering
creatures.
These
are
fast.
They
they
they
don't
expend.
You
know
they
don't
expend
energy
on
nothing.
You
know
they
they
and
like
that
we
had
to
be.
We
had
to
be
realistic
about
what
we
could
get
right.
B
We
wanted
to
use
something
we
felt
we
felt
we
were
truly
going
to
use
and
and
be
able
to
afford
without
you
know,
without
somebody
raking
us
over
the
coals,
because
that
could
all
be
going
to
developers
or
or
any
other
better
purpose
than
just
buying
a
big,
expensive,
big,
expensive
name
right,
so
that
availability
was
great.
We
it
it's
amazing
how
these
things
sometimes
align
and
as
you
go
through
process,
you
know
it's
it
I'm
sure
anyone
who's
gone
through
big
big
hairy
processes.
B
Before
knows
that
you
know
it's
just
got
it's
just
like
at
points.
It
feels
it
feels
like
there's
a
lot
stacked
against
you,
but
if
you're
lucky
and
you
work
through
it,
then
you're
creative
and
you
bring
a
lot
of
you
know
you
bring
a
lot
of
energy
to
it.
In
the
end
you
know.
Sometimes
it
works
out
and
I
think
it
worked
out
incredibly
well
for
us,
I'm
really,
I'm
really,
for.
I
feel
really
fortunate.
A
So
we've
talked
a
lot
about
the
branding.
I
think
everyone's
excited
about
that,
but
I
think
the
coalition
is
also
an
exciting
thing
to
touch
upon
and
doug.
You
hit
it
earlier
when
you
said
when
the
coalition
began,
the
initial
road
map
was
kind
of.
Let's
do
the
opposite
of
everything
block
one
did
so.
We
have
open
conversations.
We
have
inclusive
conversations.
A
B
You
know
we
all,
like
you
know
wax
brings
brings
things
to
the
party
ux
is,
is
doing
fantastic
development.
We
were
really
early
on
early
on
when
we
were
trying
to
figure
out
who,
who
we
really
thought
were
going
to
be
good
contributors
and
who
weren't
you
know
who
who
based
meaning
based
on
the
three
months
that
we'd
already
done
of
working
together.
B
There
is
a
bit
of
challenge
when
this
first
started
out.
Who
was
you
know
how
we
were
going
to
get
it
over
the
hump
of
actually
turning
it
into
a
coalition
and
iv?
Vermin
eve,
you
know,
told
me,
hey.
We
really
want
ux
in
because,
even
though
they're
they're
a
smaller
partner,
they
have
really
smart
guys
that
have
really
that
have
really
good
tech
and
and
and
we
think
they
can
be
contributors
and
and
telos
and
eos
were
obviously
large
contributors
pretty
much
from
from
the
the
beginning.
B
So
it's
easy
to
see
how
those
fit.
I
think
that
that,
with
the
the
work
that
we're
doing
all
of
it
based
off
the
at
least
much
of
it
at
this
point
based
off
the
the
blue
papers,
that
that
enf
had
funded
and
put
out
and
that'd
become
a
really
a
really
great
community
opportunity
for
the
community
come
together
and
go
and
say
yeah.
This
is
this:
these
are
the
types
of
things
we're
going
to
find.
These
are
the
kind
of
things
we
think
are
important.
B
So
we
so
it's
not
what
we're
trying
to
do
when
that's
one
of
the
things
that
we're
trying
to
to
do
is
be
able
to
build
a
good
process
that
more
developers
can
say.
Okay,
we
see
how
this
is
open
and
weak
and
it
could
be
in
our
interest
to
to
bid
on
these
right
because
we
we
have
to
be.
We
have
to
expand
the
amount
of
of
engineers
who
are
working,
who
are
proficient
in
building
antelope
tech.
That
was
one
of
the
that
was
actually
one
of
the
secret
things
that
really
drove.
B
I
think
eve,
and
I
and
several
others
to
together
in
in
our
understanding
that
that
there's
a
limited
number
of
people
to
do
this
and
they
were
going
to
leave
the
they
were
going
to
leave
the
community
and
they're
going
to
go
on
to
something
else,
because
they're,
very
talented,
and
unless
we,
unless
we
grab
them
and
also
brought
new
people
in
to
learn
from
them-
and
you
know,
get
professional
development.
Then
then
there
was
there
weren't
going
to
be
any
experts
in
this
anymore
and
we-
and
that
was
the
greatest
danger.
B
I
thought
so,
and
I
and
eve
even
I
were
scarily
aligned
in
in
a
lot
of
these
things.
But
what
we're
trying
to
do
now
is
put
out
a
way
that
that
we
can
support
those
teams
that
are
building,
so
they
can
so
they
can
have
a
clear
way
to
just
to
basically
save
the
developers
and
keep
them
in
the
ecosystem
while
bringing
more
in
and
and
what
we
don't
want
it
to
be
is
a
is
a
closed.
B
Is
a
closed
group
where,
if
you're,
not
part
of
antelope,
you
don't
get
to
bid
on
these
things
or
you're,
never
going
to
get
anything.
That's
that's
not
at
all.
What
we
want
it
just
hap
so
happens
that
the
organizations
right
now
that
have
these
people
who
can
do
the
work
are
those
that
that
you
know,
went
out
and
have
been
doing
it
all
along
or
have
gone
out
and
and
tried
to
engage
these
these
developers
and
early
on
there
was.
B
B
But
in
my
defense
I
ramble
because
it's
a
big
big
topic
and
and
one
thing
one
thing
leads
to
you
know
another
and
it's
hard
to
discuss
some
parts
of
it
without
without
being
reminded
of
other
of
other
priorities
that
that
came
to
the
fore
and
haven't
been
discussed
at
all
and,
I
think,
are
worthy
of
discussion
right,
like
the
like,
the
keeping
the
keeping
you
know
avoiding
a
brain
drain
from
the
antelope
space.
Things
like
that
to
talk.
C
About
the
the
rfp
process
act
that
you
mentioned,
the
process
is
really
what
we're
trying
to
focus
on.
So
we
knew
just
like
douglas
was
saying
right
now.
We
knew
that
the
likelihood
is
that,
in
the
short
term,
the
majority
of
the
people
that
will
be
able
to
bid
on
some
of
these
items
are
quite
limited.
C
When
people
have
tried
historically
to
submit
prs,
they
were
never
merged.
When
people
were
submitting
issues
then
that
they
were
never
taken
care
of,
we
wanted
to
ensure
that
we
start
creating
a
process,
regardless
of
knowing
that
in
the
short
term,
it
would
likely
be
the
same
people
that
would
be
applying,
but
to
have
the
process
out
there
be
made
public
refine
the
process
so
that
in
the
future
they're
very
much,
and
currently
we
already
seeing
it
right
now.
C
It
opens
up
the
doors
to
anybody
and
everybody
with
any
competency
to
be
able
to
build
on
items
that
we
deem
priority
and
then
outside
of
that,
even
if
items
aren't
deemed
priority.
What
we've
seen
as
well
with
the
coalition,
which
is
outside
of
the
rfp
process,
let's
say,
is
that
we've
been
holding
these
weekly
calls
where
people
can
submit
issues
if
they're
capable,
then
they
can
submit
prs.
They
get
reviewed.
There's
back
and
forth.
C
We've
seen
some
already
been
merged
if
they're
not
capable
of
submitting
prs,
because
it
requires
a
certain
technical
skill
set,
they
can
submit
issues
those
issues
get
picked
up
by
the
current
protocol
engineers
and
then
they
get
worked
on
and
then
that
gets
implemented
in
there.
Just
to
give
an
idea:
we,
when
we
first
took
over
the
code
base,
there
was
something
like
2650
outstanding
issues
that
have
been
piling
up
over
years.
We
closed
every
single
one
of
them
and
during
that
process
of
closing
all
of
them.
C
What
happened
is
a
lot
of
these
people
that
were
looking
at
the
code
base
and
seeing
issues,
but
that
over
a
period
of
time
stopped
submitting
them
because
nobody
was
dealing
with
them.
So
why
would
you
do
that?
We
started
seeing
an
influx
of
people
starting
reviewing
code
again
submitting
more
issues
again
and
then
people
getting
engaged
in
this
process.
So
what
douglass
is
talking
about
right
now
of
opening
up
the
door
so
that
we
can
have
more
people
come
back
to
and
new
people
come
too
because
douglas
also
mentioned
earlier.
C
The
process
is
being
set
up
really
early
on
and
being
able
to
refine
on
those
processes,
so
that
ultimately,
once
there's
an
influx
of
people
once
at
some
point,
we
have
more
priorities
than
we
can
handle,
and
ideally
we
have
enough
funds
that
we
could
actually
undertake
multiple
priorities.
All
at
once
all
unparalleled
that
the
underlying
fundamentals
are
there
to
accommodate
and
scale
that
that
process
and
that's
really
what
we
focused
on
with
the
rfp
process
as
well.
Even
just
something
simple
like
getting
the
templates
in
place,
getting
the,
what
are
we
looking
for?
C
How
are
we
going
to
be
asking,
because
what
one
thing
we
saw
historically
is
as
well
is
that
you
can
commission
work,
but
the
skill
set
of
writing
out
what
it
is
you're
looking
for
is
is
also
very
particular,
because
if
you
don't
really
properly
communicate
what
it
is
you
want
somebody
to
do.
What
you're
going
to
get
at
the
outcome
is
not
necessarily
what
you
wanted
in
the
first
place,
and
we
saw
that,
for
example,
with
the
bounty
for
evm
that
was
given
a
few
years
back.
C
Ultimately,
the
person
that
submitted
in
one
did
tremendous
work.
They
filled
out
the
bounty.
They
did
the
valentine
very
well.
What
we
were
left
with
is
kind
of
a
half
product,
though
it's
not
really
evm
compatible
right,
so
telos
went
off
on
its
own
and
ended
up
closing
that
gap.
Eos
is
now
closing
that
gap,
but
that
really
stems
from
really
a
poor
rfp
process
or
a
poor
profit
in
the
beginning,
whereby
what
you
ultimately
wanted
is
not
necessarily
what
you
got.
C
Ultimately,
we're
satisfied
with
it
and
that
process
also
being
laid
out
in
a
way
that
really
ensures
that.
How
can
I
say
this,
that
we
don't
necessarily
pay
up
front
and
then
potentially
we
we
don't
have
any
oversight
over
the
process
or
that
the
incentives
aren't
lying
so
also
defining
in
a
way
where
it's
milestone,
based
where
you
pay
over
time
for
components
that
are
done.
C
But
if
the
process
ends
up
not
working
out
or
the
vendor,
which
you're
working
ultimately
not
works
out
that
you
at
least
only
paid
for
what
you
got
and
then
there's
a
maintenance
package
into
that,
and
that
everybody
has
a
chance
to
review
and
that
the
people
that
are
the
specific
subject
matter.
Experts
for
that
particular
thing
also
have
a
say
all
of
this
we're
creating
from
scratch,
and
it's
not
that
those
processes
don't
exist
outside
of
antelope
and
outside
of
the
blockchain
space.
C
B
Yeah,
absolutely
I
mean
that
hasn't
been
our
way
right,
because
because,
in
the
past
the
you
know
it
was,
it
was
developer.
Groups
would
would
work
on
these
things
internally.
So
if
they
needed
to
do
course,
corrections
they
would
you
know
they
they
would
be
working
in
the
process,
but
when
you
set
it
up
for
an
rfp
you're,
not
necessarily
going
to
have
that,
so
you
have
to
be
very.
You
have
to
be
very
specific
up
front
and
I
view
so
eve,
and
I
and
and
others
you
know
we
we've
been
doing.
B
We've
been
working
with
groups
not
only
to
to
address
the
immediate
needs,
but
I
think
in
each
and
the
things
that
I've
been
working
on
with
you
eve
I
mean
our
goals
has
has
been
to
create.
You
know
create
you
know
if
we
have
a
specific
contract
to
negotiate
or
things
like
that
that
we've
been
assigned,
we,
we
aren't
trying
to
just
do
that
contract.
What
I
think,
what's
really
great
about
this
process,
is
that
we
say:
okay.
Well,
what
should
the
process
you
know
from
this
and
other
project
projects?
B
We've
worked
on?
What
are
the
commonalities?
What
are
the
the
points
that
you
know
that
that
that
we
should
we
should
standardize
right?
What
are
those
and
then
let's
apply
that
standard
to
this
contract
and
see
how
that
works
out?
It
goes
it's
the
same
for
the
so,
for
the
you
know,
the
creation
of
the
of
the
the
agreement
and
the
list
of
deliberate
deliverables
and
the
list
of
payments,
and
things
like
that
by
by
creating
these
as
processes
that
are
then
reproducible
as
opposed
to
a
bunch
of
one-offs.
B
We
make
this
easier
in
the
future.
We
take
a
lot
of
the
work
that
we
could
have
done
happened
on
each
individual
proposal
in
the
future,
and
we
say
no,
let's
standardize
these
so
that
we
educate
people
who
are
going
to
who
are
going
to
apply.
You
know
what
rates
makes
we're
con
we're
comfortable
taking
under
general
conditions.
What
time
is
about.
It
would
be
terrible
some
of
these
some
of
the
first
ones
we
have
going.
B
The
really
big,
the
really
big
sort
of
omnibus
development
we
have
is
is
eight
is,
I
believe,
in
18
months,
long
process
before
we
really
get
to
the
end.
I
hate
for
us
to
get
to
the
end
of
that
and
have
it
not
be
what
we
wanted,
but
it
also
means,
so
I
would
say,
based
on
what
what
eve
said
about
the
about
the
evm
process
right,
I
have
a
slightly
different
view.
B
I
actually
think
it's
not
that
they,
it's
not
that
block
one
wanted
something
specific
and
didn't
get
it.
I
think
they
didn't
specify
they
did
within
themselves.
They
didn't
really
understand
what
they
wanted.
I
I
actually
think
it
was
just
something
it
was.
I
think
it
was
just
something
they
did
for
bragging
rights
didn't
really
care.
You
know
they
never
put
anything
else
behind
it
and
when
and
when
we
looked
at
what
was
actually
there,
it
was
not.
It
was
not
designed
to
be
a
to
be
a
general
evm.
B
It
was
designed
to
run
you
know
one
or
two
or
three
contracts,
but
not,
but
not
allow
other
people
to
deploy
things.
So
there
was
a-
and
I
think
that
I
think
that
just
came
from
the
fact
that
really
they
didn't
actually
care
they
just
wanted
they
just
they
just
wanted
some
bragging
rights
over
ethereum
or
to
try
it
that
that
and
that's
reflected
in
the
fact
they
didn't
follow
through.
So
so
that's
what
we
don't
want
right.
B
The
work,
the
work
that
we
did
at
telos
for
telo
cvm
that
changes,
how
how
people
interact
with
with
the
underlying
blockchain
and
who
can
right
by
giving
it
by
taking
a
set
of
tools
that
people
are
very
comfortable
using
and
and
a
set
of
a
very
large
set
of
smart
contracts
and
other
and
other.
You
know
as
well:
smart
contracts
and
and
and
apps.
B
You
know
with
front
ends
and
all
those
things
and
applying
them
onto
our
chains
right
where
they
look
familiar
and
people
know
what
their
people
are
used
to
it,
and
so,
and
eos
will
be
there
soon
with
with,
with
trustee
vm,
it's
going
to
open
up
the
ability
to
to
have
people
interact
and
and
greatly
open
up
the
the
audience
for
us
of
users,
but
that
wasn't
what
it
was
intended
for.
So
it's
not
just
clearly
conveying
what
you
want
and
having
a
good
set
of
standards.
B
You
know
one
thing
to
the
next,
but
we're
going
to
re
we
regularly
re
evaluate,
you
know,
are
the
priorities
we
have
before.
They
still
are
priorities
that
makes
it
more
universal
to
other
people
going
on.
Then
you
know
than
anything
that
that
you
know
if,
if
just
wax
was
doing
it,
then
they
would
want
to
solve
a
certain
set
of
issues
that
are
that,
are
you
know
very
that
are
challenging
them
right
now.
B
If
telos
did
it,
we'd
want
to
do
some
different
sets
of
features
same
with
eos
and
and
ux
so
by
by
working
together
internally,
making
it
a
good
a
good
understanding
of
what
this
should
be
and
debating
it
and
and
refining
it.
We
are
just
making
we're
keeping
antelope
very
universal
and
I
think
that's
important,
and
I
want
to
say
you
know,
there's
four
chains
that
are
involved,
but
it
would
be
remiss
in
in
in
not
mentioning
the
participation
of
grey
mass,
even
though
they
don't
have
a
vote.
Aaron
cox.
B
Is
there
all
the
time
he's
he's
working
on
these
processes
with
us.
He
he's
bringing
his
experience
as
a
developer
on
all
of
these
chains.
I
believe,
and
that's
actually
also
invaluable
and
and
it's
it
expresses
so
I
would
my
I
really
want
to
tip
my
hat
to
him,
and
people
should
understand
that
he's
that
grey
mass
has
been
like
sort
of
a
fifth
fifth
member
of
this
in
in
important
ways
so
and
and
we're
open
to
that.
B
Like
I,
I
think
that
anyone
ultimately
who
wants
to
come
in
and
say,
hey
we're.
You
know
we
want
to
make
a
real
contribution.
Not
just
you
know.
We
accept
that
we're
not
going
to
have
a
say,
but
we
want
to
make
a
contribution
and
we
plan
to
be.
We
plan
to
be
responding
to
rfps
and
you
know,
and
so
we'd
like
to
have
you
know
some
access,
we're
open
to
that.
We're
not
open
to
adding
a
lot
of
chatter.
B
That's
going
to
not
be
productive,
but
but
there
are,
there
are
certain
ecosystem
players
that
are.
You
know
that
that
would
be
very
welcome
there
if,
if
their
real
goal
is
what
our
goal
is,
is
just
to
make
this
all
work,
but
together
so
together
we
we
create
a
clear
plan
within
ourselves.
We
have
a
rfp
process
that
create
that
expresses
that
plan
very
in
a
very
distinct
way.
B
That
is
that
we
can
come
back
in
in
you
know,
six
months
or
whatever,
when
these,
when
these
things
are
delivered,
and
we
already
know,
we
have
a
very
clear
description
of
what
each
deliverable
is.
We
are
the
thing
we're
moving
to
lately
is
we
are,
or
just
decided,
was
that
we're
going
to
have
the
approvers
for
each
for
each
milestone
are
going
to
be
or
so,
and
even
sub-project
within
a
milestone
are
going
to
be
established
at
the
beginning.
B
They
became
very
clear
about
that
which
was
was
helpful
and-
and
I
think
so-
that's
a
process
that
I
mean
I
hate
to
say
that
we're
taking
anything
from
how
microsoft
did
business
but
having
a
having
an
approval
process
knowing
who
that
was
from
the
from
the
get-go
and
having
those
two
people
or
more
have
have.
You
know
reputational,
need
to
stay,
engaged
and
and
and
only
approve
things
that
you
know
are
worth
approving.
B
That's
a
that's
another
process
having
this
standardizing
pricing
for
certain
developers,
but
also
actually
keeping
and
within
all
that
keeping
the
process
so
as
simple
as
possible
right.
So
one
of
the
things
we're
really
trying
to
do
is
not
as
documenting
everything
important,
but
also
leaving
certain
things
open.
So
it's
not!
B
So
it's
not
like
you're,
you
know
so
there's
enough
freedom,
and
so
we
don't
there's
certain
states
steps
along
the
way
that
probably
aren't
important
to
get
super
granular
on
in
terms
of
how
the
contractor
works
and-
and
things
like
that,
and
so
so.
That's
also
important,
like
not
fixating,
on
just
every
single
detail,
but
really
trying
to
prioritize
the
important
details.
A
A
Not
seeing
any
hands
all
right,
so
I
guess
running
up
on
an
hour.
I
guess
we
could
start
to
wrap
things
up.
This
won't
be
the
last
twitter
spaces
and
hopefully
the
next
ones
won't
have
all
of
the
disconnecting
issues.
So
maybe
you
could
each
answer
the
same
question,
but
what
can
we
expect
from
antelope
over
the
next
few
months?
And
what
are
you
personally
most
excited
about.
C
You
know
the
financial
components
to
it
all
the
technical
requirements,
the
business
requirements
almost
about
them,
finally
being
able
to
actually
start
the
work
and
to
me
those
are
incredible
pieces
of
or
incredible
functions
that
will
be
added
to
antelope
that
will
just
take
antelope
to
the
next
level
and
we're
from
the
sdk's
point
of
view.
That
is
all
about
improving
ux.
It's
all
about
improving
the
facilitation
to
interact
with
antelope,
which
is
very
much
needed.
C
I
often
say
that
dealing
with
antelope
is
kind
of
like
playing
a
video
game
where
the
only
option
you
have
is
playing
on
hard
that
there's
no
easy
or
or
medium
it's
only
harder
hardcore
I
mean
so
sdks
will
go
a
long
way
to
closing
that
gap
and
then
on
the
faster
finality
ibc
front.
Both
of
them
have
so
much.
I
mean
they
have
tremendous
synergies
to
get
together.
C
They
really
bring
antelope
to
you
know,
a
new
level
of
performance,
like
antelope,
is
already
the
most
performant
software
stack
out
there
blockchain
framework
out
there
and
with
ipc
and
faster
finality.
That
just
brings
that
up
to
a
whole
new
level
unseen
level
right.
So
we
have
that
performance
already.
We
have
that
reliability
already
and
now
it's
just
it's
a
massive
upgrade.
So
I'm
very
very
much
excited
about
those
three
priorities
being
finally
started:
worked
on
and
and
being
deployed
over
the
the
coming
months.
B
B
Things
like
ibc
and
fast
finality,
together
across
chains
right
having
smart
contract
platforms
that
are
in
multiple
languages
that
that
the
the
ability
for
for
developers
and
even
more
by
the
way
we
are,
we
believe,
we'll
be
opening
up
more
contract
playing
smart
contract
languages
because
the
more
languages
you
have,
the
more
the
more
developers
you
connect
developers,
you
can
attract
easily
right.
So
it's
it's
less
less
intimidating
to
have
to
learn
an
entirely
new
programming
language.
B
B
This
is
the
this
is
more
than
the
more
than
two
years
of
development
that
should
have
been
happening
all
along.
We
it's
a
great
opportunity
to
pick
what's
really
important
these
by
the
way.
These
are
all
things
that
were
promised.
You
know
in
the
white
paper
right
and
there
there's
there's
there's
that
never
delivered
and
had
we
had.
We
only
delivered
these
things,
we'd
be
in
a
very,
very
different
situation.
B
B
My
excitement
for
the
things
that
that
are
that
that
our
technology
couldn't
be
is
really
growing,
and
I
think
that
I
think
that
as
more
people
look
into
it,
it's
going
to
it's
going
to
change
the
script
of
of
what
eosio
had
been
to
what
antelope
is
going
to
be
and
and
is,
I
think,
it'll
bring
in
a
lot
more
developers.
I
think
it'll
it'll
cause
all
those
people
who
who
had
a
negative
association
with
the
brand
before
to
to
give
it
a
a
new
look,
not
because
the
brand
is
different.
B
The
name
is
different,
but
because
our
actions
are
are
also
very
different,
and
so
I
see
I
see
that
as
as
we
roll
out
new
software,
you
know
the
leap
release
adds
a
lot
of
really
exciting
things
that
we're
going
to
get
right
away.
Starting
you
know,
most
of
the
chains
will
probably
go
in
september
to
that
hard
fork
that
those
add
a
lot
and
people
will
start
to
see
those
as
we
as
we
bring
out
easier.
B
People
will
see
that
we
are.
We
are
indeed
walking
the
walk.
I
think
that's
what
we
have
to
deliver
now,
but
I
know
we
will
because,
because
we
are
we're
already
doing
it,
people
just
aren't
aware
of
it
and
we're
going
to
continue
to
that.
So
that's
exciting
to
me,
and
I
think
that
I
think
that
people
will
see
that
that
this
really
is
a
whole
new.
You
know
the
the
new
boss
is
not
the
same
as
the
old
boss.
B
A
A
That
is
the
universe
telling
us
to
wrap
it
up.
So
this
won't
be
the
last
one.
I
will
we'll
make
sure
we'll
have
more
time
to
prepare
for
the
next
one.
We'll
bring
wax
and
ux
network
have
some
more
representation
for
the
next
one
and
we'll
have
probably
more
about
than
just
to
rebrand,
because
the
work
never
ends
so.
B
Right
right,
part
of
our
transparency,
is
that
we
and
openness
is
that
we
we
want
to
be
doing.
We
want
to
be
doing
these
things
more
regularly.
We
want
to
be
there
for
the
community
we
want
to,
but
we
also,
we
also
want
to
hear
from
you
guys
so
for
the
next
one
we'll
do
our
homework,
but
you
guys
can
do
your
homework
and
have
some
have
some
great
questions,
because
we
know
they're
out
there
so
and
we
want
to
answer
them.
So
I
look
forward
to
that.
A
One
yeah
that
was
just
a
timing
thing.
Usually
you
promote
a
spaces
event
with
more
than
what
would
we
have
24
less
than
20?
Well,
I
guess
yeah
earlier
it
was
like
24
hours
notice
because
we
didn't
want
to
give
the
name
away
with
the
spaces.
So
next
time
we'll
have
a
little
bit
of
lead
time.
Yeah
we'll
do
kind
of
like
an
ama,
we'll
take
a
bunch
of
questions
from
all
our
different
communities,
and
I
think
hopefully
we
won't
have
the
connection
issues,
but
thanks
so.