►
Description
For the 10th episode of CULPS we’re be joined by @monkey.irish to talk about the Core Unit he’s proposing: Collateral Onboarding Core Unit COB-001.
Agenda: https://forum.makerdao.com/t/core-unit-launch-pod-sessions-session-10-collateral-onboarding-core-unit/8268
Governance Forum:
https://forum.makerdao.com/
Disclaimer: These calls and the summaries are produced and hosted by MakerDAO community members. Content produced by the community are not the statements or views of the Maker Foundation.
A
Hi,
everyone
welcome
to
another
session
of
coordinates:
launch
pods.
My
name
is
juan
and
I'm
joined
here
by
some
people
interested
in
a
way
or
another
about
this
exciting
transformation
about
making
maker
more
decentralized
or
even
more
decentralized.
I
should
say
so.
Today
we
have
the
pleasure
of
of
having
rojo
or
monkey
irish
with
us
and
he'll
be
giving
an
overview
of
the
collateral
boarding
core
unit,
so
yeah,
I'm
personally
very
excited
to
to
see
how
how
we
can
grow
maker
in
general
and
in
this
case,
in
particular,
onboard
more
more
collateral.
B
B
Please,
the
hangouts
and
zoom
are
a
little
bit
different
in
the
way
things
work,
but
I'll
get
it
taken
care
of
here.
In
a
moment,
all
right,
everyone
should
be
able
to
see
my
my
slides.
Is
that
correct?
Yes,
awesome!
Thank
you
all
right.
So
let's
do
this
again,
thanks
for
taking
the
time
today
to
allow
me
to
participate
in
the
launch
pod
session.
This
will
probably
be
a
little
bit
different
than
other
sessions.
B
I'll
be
pausing
for
some
questions
and
feedback
throughout
the
presentation.
So
if
we
run
out
of
time
I'll
work
with
juan
on
any
follow-up
to
be
posted
to
rocket
chat
or
the
forum
and
as
for
the
agenda,
I
want
to
take
a
small
amount
of
time
to
introduce
myself
to
the
community
and
share
with
you
my
background
with
the
maker
foundation
and
prior
experience
that
I
believe,
is
relevant
to
this
core
unit.
B
Next
I'll
share
the
motivation
and
why
I'm
proposing
this
core
unit
and
last
I'll
discuss
what
I
think
is
needed
to
move
this
core
unit
forward
in
the
governance
process.
So
with
that,
let's
begin
all
right.
So
who
am
I?
I
am
groot
now?
No,
not
really!
I
just
love
that
movie
and
if
any
of
you
know
the
movie
reference
go
ahead
and
put
it
in
the
chat,
and
I
think
I
have
more
hair
than
vin
diesel
as
well.
B
So
my
name's,
robert
or
rojo
or
ojo,
and
I
go
by
monkey
irish
in
all
the
popular
places.
I
think
I
was
patient
zero
in
colorado
when
I
got
covered
after
eath
denver
and
when
I'm
not
working.
I
love
to
enjoy
the
outdoors,
whether
in
the
mountains
or
the
beach,
I've
been
part
of
the
maker
foundation
for
almost
two
years
now
and
investigating
where
I
can
be
of
service
after
the
foundation's
dissolution.
B
So
for
past
six
months,
I've
been
leading
the
project
behind
the
dissolution,
so
I
know
everything
what
drew
me
to
maker
is
first
off
the
people
and,
secondly,
the
opportunity
that
we
have
in
d5.
It's
been
an
amazing
team
to
work
with,
and
I
hope
to
continue
building
existing
relationships
and
forming
new
ones
within
the
community.
I
also
have
some
pretty
inspiring
photos
of
foundation
folks,
so
I
know
how
to
get
things
done.
B
B
So
I
had
more
photos
by
the
way
I
have
an
extensive
career
and
I've
been
around.
I've
been
at
this
for
for
some
time.
I
love
to
focus
on
things
that
haven't
been
done.
Before
I
mean
how
do
you
dissolve
a
foundation
and
turn
it
over
into
to
the
to
a
doubt
right?
These
things
are
really
motivational
for
me.
I
gain
a
lot
of
personal
enjoyment
and
also
excel
at
doing
them.
B
Our
efforts
enable
us
to
have
the
conversations
and
discussions
that
that
are
going
on
today
and
there's
a
reservoir
of
knowledge.
That's
critical
to
be
transferred
into
the
community.
It's
challenging
to
help
others
understand
how
many
experience
experiments
in
the
foundation.
We
ran.
What
didn't
go
well,
what
we
learned
and
the
improvements
we
made,
and
I
really
believe
it's
critical
to
transfer
that
knowledge
into
the
community,
and
this
presentation
is
one
of
those
efforts.
B
B
All
right,
great
thanks,
yes,
guardian
of
the
galaxies
absolutely
so
let
me
move
on
to
the
motivation,
given
the
growth
of
dye
since
the
multi-collateral
dye
launch
in
november
of
2019,
which
yours
truly
was,
was
the
the
launch
manager
for
that
it's
it's
quite
clear.
Supply
is
the
cornerstone
of
the
protocol
and
ecosystem,
and
given
our
success,
it's
also
equally
as
clear
that
others
would
love
to
displace
maker's
position
in
d5.
You
know
last
year
felt
like
this
was
happening
when
other
lending
protocols
and
yield
farming
projects
became
super
popular
like
overnight.
B
Things
move
really
fast
in
this
industry
and
it's
really
funny
how
maker
moved
from
hero
to
zero
to
hero.
Again,
you
know
I
just
love
to
see
where
we're
at
now.
Given
everything
that's
happened
over
the
past
few
years,
I
think
it's
also
important
to
recognize
that,
where
there's
money
to
be
made,
all
sorts
of
people
will
show
up,
including
traditional
finance.
B
We
have
to
remember
the
growth
of
the
dye.
Supply
comes
at
a
cost
as,
as
we
onboard
crypto
native
assets,
there's
a
lot
of
care
and
maintenance
and
feeding
required
to
ensure
we're
making
the
best
choices
for
the
dow
and
given
the
cost
to
operate
the
protocol.
The
topic
of
off-boarding
collateral
is
now
present
in
most
people's
minds.
B
Maintaining
what
we
currently
have
is
important,
as
well
as
continuing
to
expand
into
new
crypto
native
assets.
As
we
add
collateral,
we
need
to
ensure
that
the
collateral
makes
good
business
sense
for
the
protocol.
The
great
news
is
that
we're
experimenting,
we're
learning
and
adapting
and
a
lot
of
progress
has
been
made.
Then
we
have
the
the
trillions
of
dollars
of
assets
that
are
locked
up
in
the
real
world.
It
is
critical
we
attract
and
onboard
these
assets
to
diversify
the
protocol
and
help
stabilize
the
ecosystem.
B
While
we
weathered
the
storm
last
week,
I
think
we're
all
hoping
for
much
greater
predictability
in
the
future.
I'm
going
to
pause
there
for
just
a
moment.
A
lot
of
this
information
is
very
commonplace,
but
I'm
presenting
it
for
completeness,
because
I
think
it's
important
as
it
relates
to
collateral
onboarding.
B
Okay,
let
me
move
on
so
I'd
like
to
start
with
the
basics,
since
not
everybody's
familiar
with
collateral,
the
collateral
onboarding
unit
and
the
proposal
that's
been
made.
This
core
unit
would
provide
product
management,
engineering
and
technical
services
for
onboarding
off-boarding
collateral.
The
implementation
leads
to
consolidating
the
collateral
technical
functions
into
one
core
unit.
Some
of
you
might
have
worked
on
teams
where
cross-functional
value
was
delivered
with
each
software
development
iteration,
I'm.
B
What
I'm
referring
to
specifically
is
this
concept
of
a
product
team
and
a
product
team
is
a
more
holistic
approach
in
delivering
incremental
features
and
delivering
value.
Each
time
you
quote
unquote
ship
software
and
you
can
think
of
these
features
as
specific
collateral
or
classes
of
collateral,
and
they
collectively
roll
up
into
what
I'm
referring
to
the
product.
B
All
products
have
a
life
cycle
and
need
to
be
continuously
assessed
and
managed,
and
our
collateral
is
is
no
different.
The
health
of
a
product
also
needs
to
be
tracked,
using
metrics
and
dashboards
to
read
out
the
current
status,
and
typically
these
are
functions
of
product
management
or
product
management
team.
B
For
me,
if
the
goal
is
decentralization
and-
and
it's
still
a
goal
at
this
present
moment,
then
diversity
and
paralyzation
is
a
key
part
of
that
strategy,
and
the
one-to-one
translation
of
teams
from
the
foundation
into
the
dow
is
this
first
logical
step
currently
you're
seeing
a
lot
of
this
happen.
So
the
question
is:
what's
the
next
step?
It's
it's,
this
product
oriented
holistic
approach,
I've
mentioned,
and
it
also
allows
each
of
our
core
units
to
be
highly
focused
and
deliver
on
their
core
unit.
Mandates
to
me,
it's
it's
simple.
B
I
rely
on
you
to
do
your
job.
You
rely
on
me
of
the
same.
We
align
we
communicate
and
collaborate
in
the
spaces
in
between.
So,
in
my
opinion,
we're
still
on
this
road
to
decentralization
and
right
now
it's
about
building
business
continuity
and
continuing
to
transfer
into
the
dow
the
key
aspects
of
running
the
protocol.
B
A
critical
part
of
this
continuity
is
is:
is
collateral,
onboarding
and
off-boarding
and,
as
we
all
know,
it
starts
with
the
supply
and
that's
the
focus
of
this
core
unit.
Our
collateral,
onboarding
processes
are
almost
a
mirror
image
of
what
I
managed
and
facilitated
within
the
foundation.
I'll
also
add
with
the
addition
of
community
and
government's
involvement
when
cyrus
departed
the
foundation,
I
know-
and
I've
directly
experienced
the
bottlenecks
for
quite
some
time,
and
it's
clear
to
me
that
our
current
structure
does
not
scale
in
the
way
that
we
needed
to
again.
B
A
B
Yeah-
and
let
me
do
this-
let
me
clear
the
last
slide
because
there's
a
a
realization
that
I've
personally
come
to,
and
I
think
it
will
help
set
the
stage
I
can
then
I
can
go
on
and
give
you
my
opinion
to
answer
that
question,
because
I've
been
thinking
about
this,
for
this
isn't
the
first
time
that
this
question
has
come
up.
I've
actually
been
working
behind
the
scenes
for
multiple
months
looking
at
this
opportunity
and
what
I
think
it
would
take
to
to
scale
it
to
the
next
level.
B
B
I
initially
wrote
the
mips
and
proposed
myself
as
the
core
unit
facilitator
and
unfortunately,
at
this
moment
I
believe
my
background
and
experience
can
be
a
greater
value
if
it's
used
elsewhere.
So
what
I'm
asking
for
is
a
few
people
from
the
community
or
or
even
from
the
foundation
to
step
forward
into
the
roles
of
facilitator
and
team
lead
for
the
collateral
onboarding
core
unit
in
in
the
mipcore
uniform
thread
long
had
presented
an
approach
for
starting
up
this
core
unit.
B
My
recommendation
would
be
to
to
read
through
that
for
consideration.
It
really
requires
somebody
with
some
basic
project
management
skills
to
assess
the
current
collateral
onboarding
processes
work
with
the
community
to
modify
the
initial
mips
that
I
published
and
bring
those
up
to
date
and
then
make
a
formal
submission
for
this
core
unit.
My
analysis
also
came,
came
and
suggested
that
there's
really
a
bifurcation
of
responsibilities
between
facilitator
and
team
lead
and-
and
I'm
seeing
this
like,
for
example,
ses,
is
a
great
example
of
it.
B
I
believe
they're,
fundamentally
different
roles
and
and
very
different
skill
sets
and
so
facilitators,
generally
speaking,
are
more
politicians
and
they
enjoy
working
with
a
variety
of
people
in
a
very
unstructured
environment.
That's
not
their
only
role,
but
generally
speaking,
someone,
someone
really
needs
to
have
skill
sets
that
are
based
upon
enjoying
that
type
of
interaction
and
many
many
people
thrive
in
this
environment
peyton.
B
I
know
you
were
involved
in
the
legislative
branch
here
in
in
colorado,
so
you
understand
that
and-
and
I
think
that's
a
really
healthy
set
of
experiences
for
people
to
bring
into
this
team
leads.
On
the
other
hand,
you
know
just
they're
focused
on
getting
the
work
done.
You
know
they
were
hiring
them
because
they
have
proven
experience.
They
know
how
to
follow
best
practices,
a
product
in
engineering
management.
B
You
know,
unfortunately,
a
lot
of
these
people
resemble
unicorns,
since
the
skill
set
is
a
combination
of
a
lot
of
skills,
and
I
know
that
really
well,
because
I'm
kind
of
one
of
those
people,
ultimately,
though
they're
very
hard
to
recruit,
hire
and
retain.
So
you
know
in
this
market
today,
just
like
with
you
know
different
types
of
engineering
skills
we
we
know
how
challenging
that
could
be,
and
we
also
know
that
the
market
rates
to
pay
for
some
of
the
people
that
we
want
to
bring
on
board.
B
So
overall,
my
intention
is
this:
I'd
like
to
help
this
core
unit
be
successful.
My
offer
to
the
community
is
to
help
you
know
coach
or
advise
anyone
that
might
be
interested
in
moving
this
core
unit
forward,
to
be
able
to
transfer
any
information
that
I
have
from
the
foundation
to
be
able
to
share
knowledge.
I
have
about
potential
next
steps
in
moving
this
forward
or
anything
else
that
that
might
be
of
value.
B
A
B
That's
correct,
I
think
that's
my
best
value
at
this
point
because
for
the
work
that
I've
done
in
the
past,
I
I
have
a
lot
of
experience
and
I've
been
in
the
the
d5
space
since
2017
and-
and
I
really
want
to
stay
involved
in
this
project-
I'm
challenged
personally,
because
I
don't
see
where
I
could
fully
utilize
my
skill
set
and,
quite
frankly,
I
don't
think
the
founder.
I
don't
think
the
community
is,
is
willing
to
pay
for
what
my
market
rate
is
either.
D
D
How
do
you
you
know
as
somebody
that
I've
seen
or
I've,
seen
you
around,
obviously
for
the
last
two
years
here
and
there?
But
how
do
you?
How
do
you?
How
are
you
going
to
overcome
that
hurdle?
And
I
guess
why
not
take
the
route
of
incubating
into
this
into
this
core
unit,
because
if
the
marcom
team
would
have
maybe
taken-
and
I
think
what
you're
doing
right
now
is
great,
I
think
I
think
what
you're
doing
you
know
having
this.
D
This
meetup
is
is
cool
because
at
first
when
I
first
saw
monkey
that
irish,
I
wasn't
sure
what
it
was.
So
this
is
cool
now
I
know
it's
you,
so
this
is
good.
So
I
guess
that
yeah,
those
were
my
questions
like
you
know.
How
do
you,
how
do
you
overcome
the
community,
maybe
not
being
aware
with
what
you've
done
in
the
past
for
the
for
the
for
maker
and
the
dow,
and
also,
why
not
take
the
incubator
out.
B
Yeah,
it's
it's
a
great
quest,
question,
frank,
and
that
was
part
of
the
reason
why
that
I
wanted
to
come
forward
in
the
community
and
and
introduce
myself
right
so
so
now
you
have
an
understanding
of
who
I
am
and
what
I've
done
and
there's
a
lot
more
detail.
I
could
share
with
you
about
my
background
experience
and
you
know
why
I
can
contribute
greatly
to
this.
This
particular
core
unit
and
it's
really
challenging
so
it
there's
there's
multiple
things
going
on.
B
I
want
to
contribute
to
maker
right
and
I
want
to
see
the
protocol
grow
and
I
want
to
see
us
be
very
successful,
but
I
also
have
my
own
personal
needs
as
well
right.
So
it's
balancing
those
too.
If
I
was
on
boarding
a
team
of
people
and
see
that
was
that's.
That's
the
first
conclusion
that
I
came
to,
which
is
that,
oh,
what
I'll
do
is
I'll
wait
until
I
find
a
team
and
then
I'll
onboard
the
team
and
then
what
I'll
do
is
initially,
my
thought
was.
B
B
They're
they're
more
like
me,
that
that
you
don't
know
and
and
that
have
have
played
significant
roles
inside
of
the
foundation
and
my
advice
for
the
community
would
be
is-
is
grab
these
people
get
them.
You
know
their
core
units
coming
forward,
get
the
core
units
on
board.
Let
people
work.
Obviously
there
are
some
boundaries
and
parameters
that
we
need
to
put
in
place
right.
Yes,
it's
very
acceptable
and
very
reasonable
to
challenge
budgets
and
ask
questions,
and
I
firmly
believe
we
should
be
doing
that,
but
we
really
need
the
business
continuity.
B
We
need
to
replicate
in
a
lot
of
respects.
What
we're
currently
doing
today
get
that
in
the
community,
get
things
operating
and
then
allow
governance
and
and
others
to
kind
of
smooth
out
the
process
and
and
evaluate
and
decide.
Oh,
we
need
more
of
this
and
less
of
this
over
here,
because
I'm
telling
you
one
of
the
one
of
the
things
that's
coming
out
and
I
don't
know
how
it's
going
to
come
out
is-
is
the
whole
tech,
ops
and
devops
operation.
D
Oh
yeah,
that's
that's
actually
a
good
point
that
you
brought
up
right
there
at
the
end,
and
I
want
to
circle
back
because
I
heard
you
say
something
about
that.
You
were
one
of
the
first
people
to
maybe
I
misheard
you
to
get
involved
with
nips.
Were
you
one
of
the
first
authors
or
can
you
just
clarify
that
for
me.
B
Oh
yeah,
so
so
my
involvement
when
we
were
this
dates
back
to
actually
when
I
first
came
on
board-
and
there
was
a
devcon
shortly
after
I
came
on
board
and
charles
at
the
time
was
working
very
closely
with
roone
to
try
to
figure
out
what
that
looked
like
and
so
the
from
a
very
early
perspective.
In
fact,
months
way,
before
that
the
mips
actually
came
out,
there
was
a
lot
of
work
that
was
done
there
and
so
from
from
a
coordination
perspective.
There
was
a
lot
of
work
that
we
were
doing.
B
B
B
Initially
internally,
we
needed
to
put
something
together
to
be
able
to
put
to
figure
out,
like
we've
got
to
move
collateral
through
the
system,
and
now
that
we
have
multi-collateral
dye,
we
could
do
it
right,
so
we
needed
a
process
and
then
of
course,
then
we
after
that,
some
months
after
that
we
started
involving
the
community
more.
So
there
was
a
cross-functional
effort
putting
together
the
the
collateral
onboarding
documentation
which
nikolai
from
the
integrations
team
and
charles
was
very
much
involved
in
nick,
and
you
know
chris
and
mark
andre.
B
There
were
a
lot
of
people.
You
know,
of
course,
that
was
back
when
mariano
and
and
rich
and
cyrus
were
all
here
as
well
right.
So
I
lived
through
that
era.
In
addition
to
that.
So
so
I
was
doing
these
projects
while
being
the
coach
and
then
late.
Last
year,
august
september,
last
year
november,
it
was
really
clear
that
we
needed
someone
to
help
manage
the
entire
process
for
the
dissolution
of
the
foundation.
So
it
was
a
lot
of
internal
work
and
we
weren't
quite
ready
yet
to
come
to
the
community.
B
We
had
to
be
very
careful
of
a
hands-off
relationship
with
the
community
as
well,
because
in
no
way
do
we
want
to
be
seen
as
influencing
the
community
to
do
anything.
The
community
does
what
they
want
to
do
and
there's
a
governance
process
behind
that
to
get
things
done.
So
that's
been
my
project,
which
is
now
winding
down.
I'm
probably
one
of
the
the
last
people
to
keep
the
lights
on
inside
of
the
foundation
before
before
we
actually
do
the
dissolution.
C
Okay,
can
I
maybe
ask
it's
a
good
question,
so
you
remember
emphasize
the
importance
of
kind
of
continuity
and
of
like
the
dao
taking
on
the
members
in
the
foundation
and
things
which
I
think
makes
sense,
but
you
also
sort
of
said
you've.
You
know
you've
sort
of
decided
to.
I
guess
like
step
down
from
doing
the
the
clash
on
boarding
units.
I
guess
so
my
question
is
more
sort
of
like
what
was
it
that
made
you
decide
to
do
that
because
it
kind
of
feels
like
you've.
C
I
guess
steps
down
without
you
know,
hasn't
gone
to
a
vote
right
like
there's
been
no
like
sort
of
actual
votes
or
sort
of
I
mean
the
community
has
been
sort
of
you've
talked
to
a
few
people.
I
know
right,
but
I
don't
think
there's
been
any
like
formal
indication
that
dao
is
unwilling
to
employ
you
right
like,
regardless
of
what
your
market
rate
is,
which
maybe
would
be
useful
to
know,
but
like
we
pay
facilitators
quite
a
lot
as
it
is,
so
I
don't
know,
maybe
that's
reasonable.
A
Well,
I
just
decided
to
stop
yeah.
I
had
the
same.
The
same,
the
same
comment:
I'm
I
want
to
encourage
anyone,
even
if
you're
I
don't
know
whoever
the
best
developer
in
the
world
and
you
think
you're
too
expensive.
I
think
that
eventually
maker
holders
should
decide
what's
too
expensive
or
not,
and
this
this
applies
to
anything
like
if
you
have
the
craziest
idea,
and
you
think
that
it
will
take
a
certain
amount
of
time.
Why
not
let
maker
decide
for
yes
or
no
so
yeah
totally
support
that
comment.
E
I
think
it's
really
just
a
debate,
it's
just
very
hard
to
do
that
on
a
written
forum
and
and
not
sort
of
take
it
in
different
directions.
So
I
think
that's
kind
of
one
of
those
facilitator
responsibilities,
but
I
just
I'm
going
to
echo
again
long
and
want
just
go
for
it.
Man
put
it
out
there
there's
no
problems
with
having
a
debate,
because
I
think
you
know
your
experience
shines.
It's
it's
quite
obvious
how
skilled
you
are.
So
I
think,
it'd
be
a
great
conversation
to
have.
B
Thanks
tim
and
thanks
everyone
for
the
comment.
It's
this
wasn't
my
approach,
sometimes
a
little
bit
different
than
other
people's
approach
and
what
I've
in
the
role
that
I've
played,
because
I've
facilitated
so
many
projects
and
people
over
the
course
of
my
career,
and
so
I
I
pick
up
on
the
nuances
and
things
that
are
going
on
and
I
realized
the
challenges
that
that
the
community
faced
as
the
protocol
engineering
team
came
on
board
and
I
realized
there
there's
a
lot
that
we
still
face
in
that
area
in
the
way
of
incentives
and
compensation.
B
So
for
me,
I'm
playing
both
roles,
and
this
is
what's
a
little
challenging
where
I'm
stepping
into
community
role
and
going.
What
do,
I
think,
is
the
best
for
the
protocol
right
now
and
and
long.
The
proposal
that
you
made
in
the
forum
to
me
seems
like
a
very
reasonable
approach,
but
it
doesn't
require
someone
like
me
to
do
it.
B
B
You
know
this
was
a
learning
process
for
me,
which
started
several
months
ago
talking
with
a
lot
of
people
inside
of
the
foundation
and
then,
as
I
put
the
mipset
out
there,
to
talk
with
the
community
and
getting
more
feedback
from
that.
So
so
the
one
thing
that
I
learned
very
recently
is
that
no,
this
is
really
two
separate
roles,
and-
and
yes
so,
could
I
step
in
and
do
both
roles
initially
absolutely
right
to
get
things
going?
B
But
I
think
that
what's
needed
at
the
moment
is
is,
is
truly
a
more
of
a
project
manager
to
assess
our
current
processes
and
I'll
tell
you
you
know.
Generally
speaking,
what
we
have
is
that
we
have
it's
broken
up
into
multiple
core
units
and
each
of
those
core
units
have
different
priorities
and
we
all
know
how
important
collateral
on
and
off-boarding
is.
But
we
also
were
we're
also
competing
against
the
priorities
of
that
core
unit.
So
the
way
to
break
that
log
jam
is
to
gradually
pull
those
responsibilities
and
I
say,
pull
them
out.
B
I
just
simply
mean
consolidation
put
it
into
a
core
unit
with
some
very
competent
trusted,
people
that
have
guard
rails
to
be
able
to
streamline
the
collateral
onboarding
process.
It
doesn't
mean
that
nick's
team
isn't
involved
or
chris's
team
or
derek's
team's,
not
involved
or
primo's
team
is
not
involved,
doesn't
mean
that
at
all
what
it
means
is
that
we
can
agree
upon
a
set
of
guidelines
and
guard
rails
to
streamline
collateral
and
move
it
through
the
system.
Right
because
the
goal
of
the
team
is
it's,
it's
a
technical
team
and
we
want
to.
B
We
want
to
quickly
get
collateral
on
board
and
do
a
lot
of
experimentation
by
the
way.
So
there's
like
some
autonomous
aspects
of
the
team
as
well
now,
once
the
collateral
is
on
board-
and
let's
say
it's
gone
through
all
the
audit
levels
that
we
need
to
and
there's
no
more
technical
services
to
be
done.
It's
really
about
risk
scaling.
That
particular
piece
of
collateral
and
potentially
deciding
hey
this
is
not
profitable
for
us,
because,
as
a
project
management
role,
we're
assessing
our
collateral,
it's
a
product,
we
need
to
make
sure
we
know
what's
profitable.
B
What's
not
profitable
is
this?
Does
we
continue
this
to
the
end
of
life
this
and
then,
if
there's
technical,
technical
work
to
be
done,
that
can
flow
back
into
the
core
unit
to
be
able
to
do
the
off-boarding
work
as
it
relates
to
to
collateral.
So
I
got
a
little
bit
of
a
tangent
there,
but
but
the
reason
why
I
did
that
is
because
that
role
in
doing
that
work
is
really
different
than
the
facilitator.
B
And-
and
so
you
know,
when
I
take
a
look
at
my
market
rate,
I'm
of
the
market
rate
of
of
a
of
a
senior
smart
contract
engineer-
that's
where
I'm
at
so
those
figures
that
you're
paying
them.
Now.
If
you
want
to
pay
me
that
day,
one
out
of
the
gate
right
for
me
personally,
I'm
like
hey
man,
I'm
interested,
but
if
I
put
my
community
hat
on,
I'm
like,
I
don't
think
that's
the
best
thing
for
the
community.
C
So
I
mean
I,
I
kind
of
appreciate
that
point
of
view,
but
I
would
kind
of
counter
with
you
know:
we're
not
exactly.
We
don't
exactly
have
like
a
huge
line
of
people
who
are
like
queuing
up
to
do
this
right,
so
I
would
maybe
argue
that
yeah
sure,
maybe
like
the
idea,
would
be
having
someone
who
would
like
accept
a
low
margarita
to
do
the
same
thing
you
know
having
someone
doing
it
at
all
is
probably
better
than
having
no
one
doing
it.
So
there's
a
chance.
The
protocol
is
willing
to
pay
more.
A
C
A
And
if
anything,
if
you
get
approved
with
that
rate
or
even
double
that
rate
and
you're
like
it's
outrageous,
I'm
being
paid
double
as
the
best
smart
contract
developer,
that
maker
has
and
there's
no
one
else.
Potentially
that
would
attract
people.
That
would
say
hey.
I
can
do
what
robert's
doing
much
better
and
I'll
do
it
for
half
the
price,
and
you
know
eventually
it
would
all
balance
itself.
At
least
that's
a
bit.
The
division
of
making
everything
decentralized.
B
This
was
really
the
forum
that
I
wanted
to
use
to
share
my
concerns
and-
and
I'm
really
a
very,
very
appreciative
of
people
coming
forward
and
sharing
and
giving
me
feedback
because,
like
you
said
juan
and
others,
it's
just
really
challenging
to
do
in
in
the
forums
in
a
written
way,
because
there's
so
much
here
right
and
I
could
put
together
the
most
detailed
plans
in
the
world-
and
the
reality
is-
is
that
they're
just
going
to
generate
more
questions
right?
So
these
forms
don't
wrong.
B
I
I
have
a
very
strong
discipline
as
it
relates
to
product
and
engineering
management.
I've
got
all
the
gazillion
certifications
and
I've
done
this
for
a
very
long
time.
So
you
know
when
it
comes
to
productizing
something
and
moving
it
through
the
system
and
getting
things
spit
out
at
the
other
end,
I
I
know
left
and
up
and
down
left
and
right.
F
F
So
I
would
say
that
it
would
be
a
real
advantage
to
have
someone
that
both
knows
the
the
work
and
the
organization
and
not
anyone
from
the
outside,
because
that's
going
to
be
it's
going
to
be
so
much
so
much
more
difficult
to
to
maneuver
inside
organization,
because,
basically
you
will
need
the
the
green
lightning
from
both
oracles
risk
and
engineering
and
they
would
say,
yeah.
Okay.
B
Job
it's
it's
again.
I've
I've
had
I've
had
the
experience
it.
I've
had
the
opportunity
to
experience
it
directly,
and
you
know
I
can't
tell
you
how
many
sprint
planning
calls
I
was
on,
and
I
looked
at
the
smart
contracts
team
eyes
and
you
know
the
same
thing
would
happen
over
and
over
again
for
every
two
week,
cadence
that
we're
on,
and
there
was
a
lot
of
time
that
was
committed
to
onboarding
collateral
and,
quite
frankly,
some
people
got
sick
and
tired
of
it.
B
B
But
that
would
take
time
to
make
sure
we
have
the
best
people
in
those
roles,
because
our
new
collateral
types,
especially
real
world
finance,
and
want
to
talk
to
seb
as
far
as
they're
still
trying
to
figure
out
the
model
and
because
you
have
to
find
general
groupings
of
collateral
to
be
able
to
say
okay,
I
see
a
pattern
here
and
we
can
systematize
this
and
they
get
it
into
the
funnel
right.
So
we
spit
it
back
out
and
we
can
manage
it
with
risk
and
and
timing
wise.
B
You
know
between
now
and
let's
say
the
end
of
the
year.
You
know
all
that
time
is
really
needed
to
get
this
core
unit
up
and
running,
and
I
think
it
it
dovetails
very
nicely
into
some
of
the
work,
the
work
that
real
world
finance
is
doing
because,
as
as
they
start
to
onboard
or
want
to
onboard
more
collateral
they're,
either
going
to
be
like.
I
want
to
hire
smart
contract
engineers
or
I
need
some
help
or
where
do
I
go
and
part
of
my
conversation
with
with
seb
was
well.
B
You
know
that
would
be
one
of
the
services
that
I
would
see
this
team
provide
where
we
do
have
smart
contract
engineers,
they're,
very
competent
and,
and
we
can,
because
it's
collateral
focused,
we
would
take
and
help
that
core
unit
with
with
their
with
their
technical
needs.
So
there's
also
the
other.
B
So
could
you
incubate
them
on
collateral
onboarding
with
some
very
safe
collateral
things
we've
done
before
right
and
get
them
to
know
the
system
and
then
from
there
they
might
migrate
to
different
teams.
But
the
concept
was
is
to
have
this
feeder
system
to
pull
new
devs
in
they
might
have
new
dabs
right,
but
they
might
be
new
to
d5
and
maker
and
put
them
through
to
allow
them
to
focus
on
collateral,
onboarding
and
maybe
spin
them
off
to
a
different
core
unit.
B
We
have
to
figure
that
out
right
all
of
the
all
the
opportunities
all
the
engineering
experiences
I've
had
in
the
past,
we've
had
multiple
teams
working
on
the
same
code
base,
and
I
know
I
know
blockchain
is
different.
I
know
smart
contracts
are
different,
but
these
are
just
technical
problems
that
we
can
resolve.
It's
about,
putting
the
processes
around
that
and
the
guard
rails
to
make
sure
that
it's
like,
oh
great.
B
So
here's
how
the
system
works-
and
I
think
the
the
the
chart
that
wilder
presented
and
showing
how
you
go
from
very
low
risk
to
high
risk
and
all
the
steps
that
are
needed
to
make
sure
the
audits
are
in
place,
we're
familiar
with.
What's
going
on
the
you
know,
debt
ceilings,
the
the
parameters,
all
of
that
right,
we're
taking
care
of
all
that
is
moving
through
the
system.
It's
just
not
collateral.
By
the
way,
it's
a
lot
of
other
functionality
that
we're
going
to
need
inside
of
the
protocol
as
well.
B
So
I
went
on
kind
of
a
diatribe.
There
was
a
lot
of
words,
but
I
just
wanted
to
share
more
about
you
know
it's
like
that's
part
of
was
part
of
my
vision
to
to
move
this.
This
this
coordinate
forward,
like
I
said,
documenting
that
putting
all
this
stuff
in
writing.
I
think
there's
an
element
of
it.
That's
important,
but
for
me
it's
like
you
go
to
the
product
backlog.
B
The
product
backlog
is
product,
backlogs
are
an
art,
they're
part
science,
but
it's
mostly
art
and
that's
the
heart
of
the
system
right
and
that's
telling
you
what's
coming
through
the
system,
who's
working
on
what
what's
slated?
Where?
What
are
we
onboarding?
What
are
we
off-boarding?
You
know
where
are
we
investing
time
potentially
in
technical
debt,
or
we
need
to
build
something
to
support
a
certain
collateral
type
and
we
need
to
obviously
work
with
the
other
core
teams
to
be
able
to
do
that.
B
C
For
me,
yeah,
if
you
want
like
in
terms
of
the
myth
itself,
it'll
just
get
marked
as
like
you
know,
it's
like
dropped
or,
like
you
know,
with
like
no
author
and
then,
if
someone
else
wants
to
pick
it
up,
they
can.
If
someone
else
wants
to
write
something
else,
they
can,
if
nothing
else
ever
happens
with
it.
That's
fine
too,
from
for
some
definitions
of
fine
right,
like
so
yeah
like
in
terms
of
process,
it
just
gets
like
without
an
owner,
nothing
happens,
going
forward.
B
Yep,
so
my
my
question
really
back
to
the
communities
is
that
that
I
see
both
sides
of
it
and
if
I,
if
I,
if
I
solely
think
about
you,
know
my
needs
and
helping
the
foundation,
is
that
you
know
putting
forward
a
proposal
or
an
updated
version
of
a
mips
with
a
market
rate.
Given
my
background
and
experience,
that's
something
that
the
community
would
seriously
consider.
Is
that
what
I'm
hearing.
C
C
If
you
want
to
kind
of
ask
community
members,
but
community
members
don't
match
one
to
one
with
care
holders,
so
that,
may
you
know
be
helpful
or
may
be
relevant,
may
not
be
helpful
or
relevant,
so
we
sort
of
run
into
formula
it's
very
difficult,
difficult
for
the
community
to
answer
questions
like
that
right
because
you
know
I
mean
everyone
in
this
meeting
can
say
yeah.
That
sounds
like
a
great
idea
and
then
it
can
still
fail
to
pass
or
the
exact
opposite.
C
Everyone
in
this
meeting
can
say
this
is
a
horrible
idea
and
make
holders
can
think
otherwise
and
say,
and
it
will
pass
so
there's
an
element
of
just
like
proposing
something
and
seeing
what
happens.
Yeah,
like
I
think,
trying
to
engage
the
community
beforehand
is
a
good
idea.
Otherwise
you
end
up
with
in
a
situation
like
marcoms
did
so
like.
B
Thank
you
that
that's
that's
valid.
I
mean
what
I'm
hearing
there
is
that
I
mean,
and
I
know
it's
not
a
binding
activity
as
far
as
the
pull,
but
it
sounds
like
putting
something
like
that
out
there.
If
I,
if
I
like,
just
to
understand
a
little
bit
more
about,
you
know
the
the
interest,
if
you
will
and
granted,
I
know
that
you
know.
Obviously
the
mcat
voters
are
the
ones
that
that
actually,
you
know,
vote
things
in
so
yeah.
Okay,
that's
helpful
anything
else.
E
F
Sure
yep
yep,
I'm
here
robert,
but
I'm
I'm
on
a
terrorist
now
and
there's
a
bit
of
music
in
the
background.
So
that's
why,
without
video
and
on
mute,
so
I
noted
that
we
would
need
to
look
for
a
facilitator
and
team
lead
for
collateral
on
boarding
and
I
was
planning
to
get
in
touch
after
the
call
now
and
perhaps
schedule
an
intro.
B
That's
great
and
again,
I'm
more
than
happy
to
help
in
that
effort,
and
I
know
that
we
we
were.
It
was
on
my
list
to
connect
with
you
as
well,
so
yeah
the
the
the
recruiting
challenge.
So
before
I
got
into
the
blockchain
and
crypto
world,
I
ran
a
about
a
50-person
engineering
team
that
was
highly
distributed.
Had
outsourced
contractors
outsourced
teams,
it
was
it
was.
It
was
quite
interesting
and
unfortunately
I
didn't
have
consistent
people
or
hr
support
to
be
able
to
help
me
with
that.
B
B
F
But
even
with
warning,
there
could
be
with
the
rise
of
er
the
solutions
that
would
facilitate
ramping
up
people
on
maker
now
and
what
each
and
every
core
unit
does.
What
would
be
the
scope
behind
that
and
even
what
could
be
some
best
practices?
So
there
are
solutions
around
this
even
web-based
or
like
in
in
vr
that
could
be
built
for
the
war
being.
I'm
super
excited
just.
Hopefully
we
could
pick
things
up
as
as
we
go
and
potentially
also
arrive
to
a
model
for
decentralized
recruiting.
F
That
would
allow
each
core
unit
to
have
access
to
the
same
talent
pool,
but
also
guide
candidates
into
figuring
out
what
project,
what
core
unit
is
ideal
for
them
and
excise
them
the
most?
That
would
take
a
bit
of
time
and
I
think
they're
from
our
side,
the
recruiting
team
and
there's
still
a
few
things.
We
need
to
figure
out
processes,
we
need
to
set
workflows
and
just
figure
out
what
would
be
the
best
dynamic
with
the
existing
team
and
myself
to
sort
of
consider
attracting
new.
B
You're
all
good
yeah,
I
mean
this.
This
is
this
is
a
great
example
of
core
units
working
together,
because
just
leveraging
the
efforts
that
you're,
putting
together
and
recruiting
you
know
just
and
also
the
funnel
of
you
have
to
attract
you
have
to
hire,
and
you
have
to
retain
right.
Retaining
individuals
is
one
of
the
most
challenging
things
you're
going
to
do,
because
we
work
in
such
a
competitive
market
right
now.
B
B
I've
invested
two
years
of
my
life
when
I
found
blockchain
in
2017,
it
was
like
I
was
so
sick
and
tired
of
the
traditional
I.t
software
development
engineering
world
and
when
I
bumped
into
this
community,
I'm
like
oh
boy,
I
found
my
home
right
and
you
know
I
want
to
spend
the
next
several
decades
doing
this
work
in
in
in
and
I
want
to
see
maker
be
successful.
I
love
the
people
and
the
project
and
I
really
believe
we
have
a
an
amazing
opportunity.
B
E
I
do
have
one
suggestion
as
well:
the
content
team
is
premiering.
These
ask
me
anything
sessions
and
considering
that
this
topic
is
so
rich
and
you've
articulated
clearly
that
you
actually
want
to
create
a
team
that
not
only
has
synergies
with
other
teams
that
are
already
out
there
risks
smart
contracts,
but
you
want
to
share
the
load.
I
think
that
might
be
a
really
ideal
format
for
you
to
sort
of
share
some
of
those
thoughts
which
might
then
also
help
your
follow-up
on
the
forums
to
make
it
like
more
clear
and
written
feedback.