►
Description
This call reviews a drafted deck, attempts to align on KPIs, and begin formalizing the process and scope. Once the community is aligned on the deck, we will have a monthly one-stop-shop for discussing and analyzing the DAO’s strategic plan and how we’re executing against it.
B
A
A
A
So
first
slide,
as
rooney
mentioned
during
the
last
gnr
call
like
we're,
starting
to
see
some
issues
as
the
dow
scales
up
core
units
currently
operate
with
largely
minimal
transparency
and
accountability
and
are
perceived
by
some
as
not
driving
value
to
maker
holders.
I
think
a
lot
of
people
are
just
seeing
more
and
more
expenses
pile
up
on
make
or
burn,
and
even
though
those
aren't
you
know
truly
actual
expenses,
it's
a
lot
of
initial
budgets
and
the
emergency
buffers.
A
A
A
You
know
monthly
reporting
and
stay
up
to
date
on
what
everyone's
doing
so-
and
this
is
just
even
more
true
for
people
that
are
newer,
spend
less
time
on
the
forums
than
all
of
us
on
the
call
and
another
issue:
is
we
don't
really
have
a
agreed-upon
strategy
or
core
mission
that
leads
to
lack
of
focus
and
inefficient
allocation
of
capital?
And
we've
got?
You
know
new,
the
new
clean
money
initiative
being
led
by
roon
and
I
think
that'll
help
a
long
way
in
driving
a
core
mission
and
alignment
across
the
dell.
A
But
still
you
know
we
need
a
way
to
measure
ourselves
and
if
we're
being
successful
and
executing
that
vision
and
mission.
So
why
even
have
a
strategy
review
in
the
first
place?
Just
to
give
you
a
little
background,
my
backgrounds
in
consulting,
I
worked
for
deloitte
for
about
three
and
a
half
years,
and
then
I
worked
in
corporate
finance,
for
you
know
a
fortune,
500
company
and
pretty
much.
A
I
would
assume
that
almost
every
fortune,
5
500
company,
has
some
sort
of
process
like
this,
and
it
gives
us
a
chance
to
take
a
step
back
from
our
daily
work
and
assess
how
we're
doing
on
executing
the
mission
and
strategy
that
we
agree
upon
today.
That's
not
crystal
clear
and
that's
one
of
the
things
that
I
hope
we
can
discuss
on
the
call
today.
A
A
We'd
also
want
to
have
a
chance
to
discuss
some
new
opportunities.
You
know
this
space
is
evolving
so
rapidly
that
you
know
we
want
to
make
sure
that
we're
you
know
aware
of
everything
going
on
new
level
ones,
new
level,
twos,
etc,
etc.
New
types
of
collateral
stuff
like
that,
and
then
you
know
in
this
call
we
adjust
our
plan,
and
you
know
this
is
gonna,
be
something
that's
very
iterative
in
nature.
It's
not
like
we're
gonna
set
like
a
one-year
plan
and
then
just
follow
it.
A
You
know
to
the
letter:
it's
gonna
be
very
adaptive
and
as
the
market's
constantly
evolving,
we
have
to
be
flexible
and
continue
to
make
sure
that
we're
actually,
you
know
pushing
for
the
right,
kpis
and
measuring
ourselves
in
a
way
that
makes
sense,
and
then
you
know
the
result
of
this
is
we'll
be
able
to
make
more
effective
decisions
with
the
money
that
the
protocol
is
earning.
We
want
to
continue
investing
in
growth
and
making
sure
we're
supporting
the
core
units
that
are
driving
that
growth.
B
That
mocks
me
that
that
all
makes
sense,
I
think,
yeah,
the
the
varying
levels
of
discussion
we've
had
across
the
place,
all
sort
of
make
sense
to
what
you're
aligning
to
here.
The
one
thing
that
was
coming
up
in
my
mind
when
you
were
talking
this
through
with
regards
to
kpis,
is
and
from
your
consulting
experience
in
the
background
here.
Is
there
a
difference
to
kpis
and
okrs,
and
should
we
be
focusing
on
one
verse
another,
but
maybe
that's
an
implementation
detail
we
can
get
to
later
on
down
the
line.
B
Objectives
and
key
results,
so
it's
a
different
framing
of
the
problem
and
potentially
at
a
higher
level
as
well.
So
it
it
frames
objectives
much
more
broadly
and
you
restrict
it
to
three
to
five
objectives
and
all
the
key
results
under
that
roll
up
to
support
the
objective
and
that
can
be
done
at
a
organizational
level.
And
then
each
team
for
each
core
unit
in
our
case
would
have
key
results
and
objectives
that
roll
up
to
that
top
mission
and
vision
of
of
the
organization
or
the
dow.
B
A
Yep
that
makes
total
sense
and
that's
kind
of
what
we'll
get
to
a
little
later
in
the
presentation.
I
call
that
strategic
focus
rather
than
okr
but
yeah.
The
idea
is
that
these
kpis,
which
we'll
go
through
in
a
couple
minutes,
will
roll
up
to
these
strategic
focus
areas
our
main
areas
that
strategically,
I
think
it
makes
sense
for
us
to
focus
on
again.
This
is
just
my
perspective.
A
A
And
this
this,
the
financial
slide
will
be
owned
by
myself,
finance
team.
You
know
we'll
cover
this.
You
know
in
this
presentation
like
I
would
envision
a
lot
of
core
units
having
speaking
roles.
It's
not
just
going
to
be
like
meteor
finance.
You
know
talking
to
everyone,
everyone
has
ownership
of
their
respective
areas
of
the
protocol
so
risk.
You
know
this
would
be
primos
risk
team.
A
A
A
I
guess
real,
quick,
we'll
go
over
this
fugitive
focus
first,
but
this
is
the
slide
that
I
would
say
is
similar
to
okrs
like
today.
Our
revenue
is
over
90,
driven
by,
I
think,
85
plus,
driven
by
ethereum
faults,
and
on
top
of
that,
if
you
add
on
like
rap
btc,
it's
up
like
another
five
to
ten
percent,
especially
with
the
growth
today.
A
You
know
the
more
the
more
the
the
better
that
maker's
gonna
do
as
a
whole
and
then,
when
I
think
about
the
third,
what
I
think
is
third
most
important
is
driving
a
real
world
asset
growth
and
the
address
with
the
tam
or
the
total
addressable
market
for
rural
assets.
You
know
dwarfs
crypto
today,
I'm
sure
crypto
will
continue
to
catch
up,
but
you
know
opening
ourselves
up
to
a
market.
That's
in
you
know
the
hundreds
of
trillions
and
starting
to
build
those
relationships
with
institutions
like
stock
gen.
A
You
know
that's
going
to
really
give
us
a
lot
of
flexibility
and
sustainability.
When
we
go
into
you
know
an
inevitable
crypto
bear
market.
I
always
hear
people
talk
about
like
oh
this
time.
It's
different,
we're
not
gonna,
have
a
bear
market
and
then
every
single
four
years
we
go
into
crypto
bear
market.
A
C
Hey
ace,
how
do
you
guys
are
thinking
about
what
the
ethereum
collaterals
or
the
theory
of
itself
should
be
prioritized
right?
Who
makes
that
decision
right
now?
The
risk
team
is
pretty
much
because
that
list
where
they
prior
to
the
priority
score.
So
who
do
you
get
and
as
an
example
like
d3m
should
have
been
like?
I
should
have
been
yesterday's
news
and
it
still
isn't
so
I'm
just
wondering
how
you
feel
about
that.
Well,
how
are
you
thinking
about
that.
A
A
Customers
to
you
know,
become
maker
holders
and
be
fully
aligned
with
the
protocol,
and
you
know
this
is
something
that'll
be,
I
think,
actively
discussed.
It's
definitely
not
something
that
I
would
you
know
dictate,
but
you
know
I
definitely
feel
that
we
really
need
to
be
actively
monitoring,
sure
and
analyzing
like
why
we're
losing.
I
think
this
type
of
market,
it's
heavily
commoditized
right,
so
you
know
it's
not
like.
We
have
a
competitive
or
unique
edge,
a
product
that
gives
us
a
mode
of
some
sort.
A
I
think
a
lot
of
people
that
are
borrowing
are
going
to
look
for
the
place
where
they
can
borrow
it,
the
cheapest
and
that'll
just
swap
between
them.
So
you
know,
I
think
it's
gonna
have
to
be
a
collaborative
effort
between
you
know
everyone
in
the
dow,
especially
like
risk-
and
you
know
the
large
delegates
who
have
sway
over
okay.
Do
we
want
to
try
and
make
our
income
higher
or
do
we
want
to
take
share?
Because,
usually
you
know
those
things
are.
A
A
I
think
you
know
if
you
are
an
investor
in
the
stock
market
you've
seen
over
the
past.
You
know
10
plus
years,
so
there's
been
a
huge
shift
from
you
know:
value
stocks
to
growth
stocks,
these
new
tech
startups.
They
go
for
mass
share
and
a
sort
of
monopoly
in
the
market.
You
know
losing
money
the
entire
time
right
and
then
you
know
the
the
idea
is
that
they
scale
and
can
can
leverage
game,
operating,
leverage
right
and
then
turn
on.
The
profit
based
spigot,
like
amazon's
shown
with
aws,
become
extremely
profitable.
A
D
I
just
want
to
say
that
this
presentation
is
mainly
on
how
to
articulate
strategic
objectives
in
this
report.
It's
not
super
relevant.
What
are
the
strategic
abilities,
but
obviously
we
need
to
discuss
about
what
do
we
want
as
strategic
objective?
We
need.
I
don't
know
how
much
we
can
have,
maybe
between
three
and
five.
If
we
have
200
strategic
objective,
it's
not
those
are
not
objectives.
D
A
These
kpis
are
just
ones
that
you
know
I've
thought
and
seen
from
the
discussion
on
the
forum.
What
seems
most
important
to
the
project.
You
know
if
we
find
they're
more
relevant
or
better
kpis,
they're
happy
to
change
and
swap
things
around,
and
I
expect
we
would
continue
to
get
better
on
finding
like
what's
really
going
to
move
the
needle
for
maker
long
term
and
adjust
the
scorecard
as
necessary.
A
But
you
know
this
would
be
you
know
a
score
card
where
we
have
representation
from
you
know
the
growth
team,
the
risk
team,
finance
protocol
engineering
and
just
get
a
high
level
and
make
sure
if
we're,
if
we're,
not
trending
the
right
way
or
we're
losing
share.
We
need
to
understand
why
and
we
need
to
make
changes
to
address
that.
B
I'm
not
sure
if
this
is
the
right
slide
for
it,
but
someone
somewhere
in
here.
We
should
also
take
into
consideration
ongoing
costs
such
as
you
know,
oracles
and
in
in
the
in
the
sense
of
collateral
onboarding.
What
are
some
of
the
overheads
that
it
takes
to
get
these
on
board
and
those
will
probably
only
be
known
over
time.
You
know,
as
seb
goes
through
the
different
collateral
types
real
world
assets.
What's
involved
the
legal
aspect,
the
structures
that
are
required,
I
think
that'll
give
more
more.
B
A
Yep
yeah,
absolutely
we
actually
have
a
slide
a
little
further
and
I'll
skip
to
it.
Now
this
is
going
to
be.
This
is
a
forecast
slide
for
revenue
and
expenses,
and
this
is
extremely
high
level.
Today,
most
of
the
court
unit
expenses
are
what's
on
chain.
Some
core
units
have
sent
actual
expenses
for
the
month
of
september,
and
year-to-date
is
mostly
what
I
can
see
on
chain
from
money.
A
That's
been
drawn
from
maker
into
core
units
and
what
people
have
in
their
emergency
reserve,
but
yeah
100
agree
that
we
need
to
understand
costs
and
it's
even
more
relevant
itemic
made
a
post
recently
on
the
forum.
I
think
yesterday
about
offloading
some
collateral
types
and
understanding
like
what
our
breakeven
is
on
collateral
types
and
having
like
a
plan
to
get
there,
and
if
we
don't
get
there
off
boarding
it,
I
think,
is
something
that's
you
know
pretty
easy
for
us
and
should
be
something
for
us
to
do
pretty
quickly.
A
A
If
we
have
a
better
sense
of
our
actual
expenses,
we
can
be
more
flexible,
more
aggressive,
deploying
capital,
because
if
you
look
at
the
budgets
on
maker
burn,
you
can
see,
you
know
two
and
a
half
to
three
million
looks
like
our
monthly
burn
rate.
The
reality
is
it's
closer
to
half
that
and
I
think
that's
really
important
for
the
community
and
oaks.
A
A
Hop
back
a
little
bit
this,
the
slide
is
really
a
placeholder
slide,
but
this
will
be
a
slide
where
we
talk
about
our
ethereum
lending
market
share.
So
we're
going
to
build
a
dune
query
to
have
you
know
our
market
share
versus
compound
ave,
etc,
and
the
the
focus
of
this
discussion
is
going
to
be.
You
know
with
growth
and
talking
about
like
what
are
we
doing
to
improve
our
market
share
and
how
are
we
like?
What
investments
are
we
making
to
support
it?
A
A
I
would
say
that
you
know
we
should
be
investing
quite
aggressively
in
scaling
the
team
addressing
problems
and
making
sure
that
we
can
continue
to
grow
this
income
so
for
this
slide,
it'll
be
sub,
covering
detail
like
what's
going
on.
What's
in
the
pipeline,
what
issues
are
we
facing?
You
know
legal
regulatory-wise
if
anything,
and
then
talk
about
like
how
we
expect
this
to
grow
and
how
we
can
scale
this
sustainably.
A
On
the
on
the
die
side
of
the
business,
I
have
a
couple
of
slides
one
for
level
one
market
share
and
one
for
level
two
so
level.
One
I've
market
share
on
the
top
left.
Just
total
die
out
setting
divided
by
the
top
10
market
caps
of
the
other
stable
coins
and
see
we
are
growing
over
the
past
year
and
taking
share,
which
is
which
is
great
to
see,
and
obviously
we
want
that
to
grow,
continue
to
grow
and
take
more
and
more
share.
A
But
the
story
from
that
is
that
usdc
is
really
taking
share
from
tether,
and
you
know,
obviously
that's
something
we
want
to
be
doing
too.
So
I
think,
looking
at
what
usdc
is
doing
and
how
we
can
you
know,
try-
and
you
know
I
don't
want
to
say
copy,
but
you
know,
take
take
their
lead
on
some
of
the
things
they're
doing
to
take
share
right.
You
know
finance
also
eating
into
tether's
share
quite
a
bit,
but
overall,
I
think
that's
great
to
see.
Since
you
know,
tether
is
sketchy
the
sketchy
stable
coin.
A
And
then
on
chain
volume
market
share,
you
know
we
want
dye
to
be
not
just
used
for
yield
farming
sitting
in
one
contract
on
the
blockchain,
but
actually
used
as
a
currency
right
so
making
sure
that
we're
growing
our
on-chain
volume
will
be
important
and
again
this
is
a
slide
where
we
talk
about
like
what
are
we
doing
to
improve
this
like
how
we
invest
into
the
sport?
You
know,
I
definitely
expect
heavy
involvement
from
growth
and
engineering
as
well,
especially
when
it
comes
to
level
two
market
share.
A
These
are
pretty
new
queries.
I
know
level
twos
are
just
starting
to
to
take
off.
You
know
see
we
have
you
know
actually
majority
share
and
optimism,
which
is
great
to
see
and
we're
lagging
quite
a
bit
on
arbi
trump,
but
you
know
taking
actions
to
try
and
support
how
we
can
start
to
take
shares
on
level
twos.
I
think,
will
be
really
important.
D
Yes,
so
maybe
just
to
to
to
add
a
little
bit
of
color
on
what
is
the
purpose
of
those
objectives.
It's
really
to
take
a
high-level
overview
of
what
maker
is
and
what
is
the
as
a
business
model
of
maker,
because
the
business
model
of
maker-
we
don't
discuss
it
too
too
often,
but
it's
actually
quite
simple.
We
need
the
most
die
outstanding
and
use
those
this
kind
of
capital
that
people
are
investing
into
the
protocol
to
generate
yield
and
the
yield
from
those
sort
of
investment.
D
Regarding
this
business
model
and
at
the
end
of
the
day,
we
all
want
to
make
a
price
to
increase
and
die
to
be
stable.
But
we
don't
discuss
that
from,
in
my
view,
at
least
not
often
and
having
those
clear
objectives,
strategic
objectives
with
updates
on
those
might
improve
the
discussion,
and
obviously
the
first
discussion
is
what
are
the
really
the
objectives
we
are
trying
to
achieve.
A
Yep
100
agree
with
that
yeah.
I
think
now
the
biggest
change
that
you
know
me
coming
from
consulting
slash.
You
know:
corporate
finance
at
a
big
public
company
is
you
know
when
we
have
monthly
calls
as
on
that
at
that
company.
It's
all
business
operation,
strategic
focus,
and
here
it's
we
barely
have
any
granted.
You
know
we're
transitioning
to
the
dow
we're
scaling
up,
but
you
know
we
need
to
start
looking
at
this
like
a
business
strategically,
you
know
seeing
what
competitive
advantages
we
have
and
really
pushing
on
those
and
exploiting
them.
A
A
But
the
idea
here
is
to
take
the
mandate
put
on
the
left
hand,
side
of
the
screen
and
then,
in
the
middle
you
know
align
a
certain
status
green.
If
we're
in
progress,
nearing
completion
on
it
or
everything
is,
is
good
there
yellow
if
we're,
making
progress
against
that
strategic
initiative
or
mandate,
but
there
could
be
potential
issues
and
red
if
there
are.
There
are
major
issues
we
expect
not
to
achieve
this,
and
the
goal
here
is
really
to
you
know:
provide
crystal-clear
transparency
to
what
the
ceus
have
promised
in
their.
A
You
know
mip-39
proposals
and
have
a
conversation
with
the
dow
in
terms
of
like.
Are
we
actually
achieving
what
we
promised
you
know
do
some
of
these
mandates
even
make
sense
today?
Should
we
change
them
and
make
something
more
appropriate
since
the
market
is
evolving
and
changing,
but
it's
really
about
providing
transparency
and
accountability
and
having
an
open
forum,
for
you
know
the
core
unit
to
discuss.
You
know
with
the
community
you
know
what's
going
on
and
how
they're
executing
against
what
they
envisioned
originally.
A
So
I
envisioned
that
you
know
all
the
major
core
units
would
present
something
like
this
and
I
went
through
all
the
different
mip
39s
and
like
the
the
mandates
that
people
are
posting
are
not
really
standardized
at
all,
but
you
know,
ideally
you
would
have
something.
That's
you
know,
quantifiable
or
measurable.
A
Pretty
specific,
you
know
not
something
that's
broad
or
vague,
and
then
you
know
the
idea
for
this
isn't
to
just
like
hold
people
accountable.
But
it's
to
understand
like
where
we're
having
issues
accomplishing
you
know
what
we
want
to
accomplish
and
how
we
can.
You
know,
allocate
resources
if
that's
people
or
money
and
how
we
can
solve
those
problems
together.
I
think
one
of
the
advantages
of
the
dao
is
having
this
open
collaboration
from
a
lot
of
different
people,
a
lot
of
different
backgrounds
and
getting
a
lot
of
different
ideas.
A
So
if
you're
siloed
within
your
core
unit,
not
really
discussing
stuff
publicly
you're,
not
taking
advantage
of
the
dow
structure,
so
no,
I
I
hope
that
we
can
get
buy-in
from.
You
know
the
core
units
to
start
posting,
something
like
this
and
we're
presenting
this
every
month,
and-
and
you
know
this
doesn't
have
to
be
a
fixed
template
either.
If
you
want
to
go
into
more
detail
in
another
slide
about
what's
going
on,
and
you
know
speak
to
more
things,
you
know
this
is
developed
from
like
a
finance
perspective
right.
A
A
B
I'm
thinking
through
what
what
I
would
need
to
do,
but
for
me
I
mean
a
big
one
that
came
up
and
you
know
had
a
couple
of
conversations
with
with
el
pro
on
this
one
as
well
in
lisbon
was
all
the
work
around
l2.
So
you
know,
we've
got
the
the
work
in
flow
with
optimism
with
arbitrarium
yeah.
We
have
discussions
with
the
stark
net
guys,
so
we
also
had
to
catch
up
with
zk
sink
and
potentially
another
another
l2.
So
there's
yeah,
I
I
really
like
the
l2
slide.
B
B
A
Yeah
monthly
yeah.
Usually
this
is
like
a
monthly
type
of
process
quarterly.
We
could
be
even
more
comprehensive
if
we
wanted
to,
but
I
think
in
this
type
of
business,
where,
like
every
the
industry,
is
rapidly
changing
like
I,
I
feel
like
meeting
more
often,
rather
than
not
like.
If
we're
in
a
mature
industry
mature
business,
you
know
meeting
monthly,
not
as
important,
but
given
how
fast
things
move
in
crypto.
I
think
meeting
monthly
is
probably
the
right
right
play.
C
Yeah,
hey,
I
really
like
this.
This
is
eric
pretty
new,
but
on
the
strategic
stuff.
What
I
wonder
about
is
how
to
get
more
into
like
how
is
our
product
doing
versus
competitors?
What
does
the
market
want
in
a
sense
because
the
end
of
the
day
for
a
new
product,
it's
all
about
market
fit
and
like?
How
do
we
tell
do
we
have
the
right
product?
Should
we
be
pivoting
a
little,
you
know
I
mean,
could
you
make
some
really
good
points
about
growing
fast?
You
need
to
get
to
scale,
but
yeah.
C
A
Yeah
now
that's
a
great
question.
Thanks
eric-
and
I
think
part
of
the
issue
right
now
for
us
is
that
you
know
we
have
we're
really
lacking
data
like
everything
that
pretty
much
everything
you
see
here
is
the
result
of
like
a
doing
query
that
subs
put
together
right.
So
getting
like
good
data
and
getting
like
business
insights
developed,
I
think,
will
help
provide
strategic
direction,
but
on
on
the
growth
side
on
the
product
side,
you
know
it's
really
going
to
be
something
that
I
expect
the
growth
team
to
be
spearheading.
A
Very
sketchy
backed,
I
don't
know
if
you've
seen
the
post
of
tethers
reserves,
but
over
half
of
it,
I
think,
is
commercial
paper,
that's
in
with
undefined
counterparties
which,
if
you
were
holding
tyler.
That
would
be
extremely
scary
to
me.
So
I
would
never
personally
hold
tether
and
then,
on
the
other
hand,
you
have
die
which
is
100
transparent
on
into
in
terms
of
what
backs
it.
A
So
I
feel,
like
you
know
from
my
perspective,
as
a
user
like,
why
would
I
ever
use
tether
over
die
and
like
what
I
can
see
in
the
marketplace?
Is
that
tethers
available
in
more
places
now
like
what's
driving
that
it's
hard
to
say,
but
I
think
nadia
would
have
a
great
idea
of
why
that's
happening
be
able
to
articulate
it,
and
then
you
know
based
on
her
feedback.
A
C
Yeah,
that's
helped
books,
I
I
just
I
I
think
it's
just
it's
so
early
in
this
market
and
having
the
right
product
seems
so
important.
You
know
just
getting
to
your
point:
we're
not
in
a
mature
industry
where
we
should
be
obsessed
on
what
the
consumer
needs
and
are
we
providing
that
you
know
and
like
how
can
we
better
measure
that,
because.
C
This
market,
or
at
least
current
stable
coins,
have
a
real
economy
of
scale
and
also,
I
guess
you'd,
say,
network
economy
where
there's
probably
the
end
of
the
day
at
scale,
there's
only
a
handful.
You
know
that
there's
gonna
be
a
few
monsters
and
so
not
being
able
to
get
there
quickly.
You
know
with
the
right
product
probably
means
you're
gonna
die
on
the
volume
would
be
my
concern:
yep
yeah,
okay,.
F
So
I
have
a
quick
question,
so
there
are
a
lot
of
different
like
initiatives
and
then
even
sub-initiatives
under
that
right,
like
layer,
two,
for
example,
oracle's
collateral,
onboarding,
real
world
assets
of
various
like
standalone,
technical
upgrades,
etc.
And
so
I
see
this
call
as
extremely
important
for
like
in
the
informational
sense
kind
of
getting
everybody
to
sync
up.
You
know
once
a
month
or
once
a
quarter
would
be
it
on
not
just
the
initiative.
Progress
status,
obstacles,
details,
but
also
the
core
unit
status,
obstacles
and
details.
F
F
These
are
just
some
of
the
thoughts
that
are
floating
around
in
my
head
from
the
govcom
side
and
so
yeah.
I
don't
really
have
a
question
there.
I
just
wanted
to
share
that,
because
that's
one
of
my
main
concerns
is
that,
like
a
monthly
call
like
this
doesn't
really
scale
at
in
terms
of
like
the
the
depth
of
interaction
that
you
might
want,
and
so
that
I
feel
like
there's
gonna,
be
a
lot
of
secondary
calls
as
a
result
of
conversations
that
happen
or
ideas
that
are
presented
at
this.
F
D
Yeah
so
on
this
quote,
I
think
what
would
be
difficult
is
to
keep
it
small
and
strategic,
meaning,
not
all
core
units,
and
it
was
a
discussion
to
how
to
frame
the
the
last
slides
because
we
don't
want
all
the
coordinates,
because
if
you
have
a
50
co
units
well,
no
one
will
stay
for
all
in
it,
because
it's
not
strategic.
No,
it's
not
not
strategic,
so
we
have
thought
a
lot
about.
Could
we
make
it
by
strategic
objectives?
D
D
E
E
That's
probably
outside
of
the
scope
of
a
call
like
this,
at
least
in
my
opinion,
simply
because
it's
like
each
of
the
core
units,
in
my
opinion,
are
what
I'll
term
many
product
teams.
So
the
reason
we
do,
the
things
that
we
do
should
be
documented
well
in
each
of
the
core
units
and
then
that
information
can
be
made
available
in
a
different
form.
A
Yeah-
and
I
I
agree
with
that
and
yeah,
the
purpose
is
really
to
be
high
level
strategically
focused
we're
not
going
to
have
you
know
very
specific
product
type
conversations
within
this
call.
I
think
the
point
is
really
to
align
as
a
dow
on
what
the
problems
are
like.
Why
we're
facing
those
problems
and
how
to
solve
them
high
level,
then
after
you
know,
the
hope
is
that
those
conversations
are
effective
right.
You
know
collaborating
with
different
stakeholders.
A
Different
core
units
will
allow
us
to
see
and
understand
and
come
up
with
good
solutions
to
those
issues
and
then
off
the
call.
You
know
the
koreans
go
back
and
work
on,
you
know
actually
executing
a
plan
to
fix
those
issues
right.
So,
like
you
know,
this
is
really
you
know
something
to
be
high
level
strategic.
E
Yeah-
and
I
would
agree
with
that
and
there's
this
one
other
comment
there
is
that
if,
if
if
this
is
the
meeting
that
we
use
for
the
coordination,
then
we've
really
missed
something,
because
this
is
the
readout
and
each
of
the
core
units.
You
know
it's
in
our
best
interest
to
be
able
to
make
sure
we're
communicating
with
the
other
chord
units
and
aligning,
but
this
is
for
me
this.
Doesn't
this
doesn't
come
across
as
an
alignment
meeting?
This
is
a
readout
meeting.
E
You
know
for
for
me
for
ces,
it's
it's
a
it's
a
monthly,
quarterly
yearly
cycle,
so
you
know
hey.
If
we
have
this
meeting-
and
this
is
the
monthly
check-in
awesome
you
know
I
could.
I
could
readily
support
that
and
and
that's
the
cadence
I've
just
worked
on
in
the
past,
but
from
a
coordination
perspective.
That's
got
to
happen
outside
of
this
meeting
and
well
in
advance
of
this
meeting.
D
D
If
that
makes
sense
and
same
for
rojo,
I
mean
if,
if
rojo
is
making
a
set
on
boarding-
well,
maybe
it's
better
for
him
to
do
real
asset
morning,
because
there
is
a
strategic
objective
there
than
doing
some
other
stuff
when
there
is
no
strategic
objective,
for
instance,
in
all
the
strategic
relative.
Currently
you
don't
have
to
onboard
the
matic
or
all
other
style,
all
other
coin.
F
There's
also
another
important
point
is
that,
although
core
units
post,
you
know
about
their
initiatives,
documentation
around
the
initiatives
and
are
supposed
to
communicate
with
the
other
teams
that
might
overlap
in
their
efforts,
I
think
that
it's
unrealistic
to
expect
everybody
to
be
synced
about
everyone,
because
also
there's
you
know,
teams
that
might
not
be
as
close
to
your
initiatives
right.
So
I
think
something
like
this,
although
it
is
an
informational
call,
there
is
an
element
of
it
that
actually
impacts
our
overall
coordination.
A
So
I'll
probably
send
a
pm
out
to
people
just
with
you
know,
high
level
information.
What
I
think
you
guys
are
probably
most
suited
to
speak
to,
and
obviously
you
guys
are
super
involved
in
level
two
just
use
pe
as
an
example,
but
you
know
obviously
we
want.
You
know
the
people
that
are
closest
to
the
different
strategic
initiatives
to
be
the
ones
to
speak.
To
you
know
the
content
of
that
slide
right.
B
Yeah
yeah,
I
mean
there'll,
be
an
a
number
of
things
that
I
mean
state
d3m,
all
in
terms
of
scaling,
die
supply,
a
huge
huge
initiative,
so
yeah,
I
think,
scaling
that
up
rolling
that
up
to
a
level
that
makes
sense
as
we
go
through
this
and
learn
what
level
we
want.
I
think
we'll
yeah,
that's
fine,
that's
cool!
That
makes
sense.
A
B
F
A
A
All
right,
I
guess
we
can
wrap
things
up
here.
You
know
I'm
gonna
start
reaching
out
to
people
start.
You
know
drafting
up
some
actual
content
with
these
slides.
I
still
have
some
work
to
do.
You
know
with
sev
on
building
some
data,
that's
missing
on
the
kpi
scorecard
and
some
of
the
market
share
stuff,
but
I'll
post,
a
summary
on
the
forums,
and
hopefully
we
can
start.
You
know
hosting
these
calls
in
the
next
month
or
two
get
some.
You
know,
get
a
dry
run
in
and
start
talking
more
strategy.