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B
C
Yeah
doing
good
this
is
I
guess.
I
was
just
really
excited
to
read
some
of
the
insights
from
Rex's
on
the
praise
distribution.
So
that's
pretty
cool
yeah
outside
of
that,
and
you
know
not
much-
has
changed.
I'll
pass
it
over
to
bear.
D
Thanks
Nate
yeah
also
really
good
I'm,
looking
forward
to
continue
There
the
conversations
and
discussing
these
important
questions
and
trying
to
come
up
with
with
answers
collectively,
so
yeah
I
think
that's
that's
exciting.
For
me,
yeah
I'll
just
pass
it
to
to
you
Tom.
E
Okay,
thanks
overall
I
feel
like
I
know,
there's
this
there's
when
I
I'm
gonna
I'm
gonna,
throw
this
out
when
I
was
trying
to
figure
out
a
proposal
for
the
stewardship
transformation.
I
felt,
like
I,
had
reached
a
part,
a
point
of
an
app
analysis,
paralysis,
that's
what
I
and
I
was
like.
Oh
I,
just
gotta
I,
just.
E
Just
gotta
get
it
out
and,
and
we
gotta
start
moving
and
I
feel
a
little
bit
like
okay.
Are
we
reaching
that
point
again
where
we
we
have
this
another?
You
know
another
great
Direction,
I
think
better
direction
that
we're
moving
in,
but
we're
I
like
like
how
do
I
feel
like
how
do
we
unstuck
now?
How
do
we?
How
do
we
get
some
momentum
in
in
this
right
direction
that
we're
going?
E
So
that's
how
I'm
feeling
and
that's
why
I'm
actually
excited
that
we're
having
this
today
and
I
kidding
also
made
time
for
us
to
continue
tomorrow
and
I.
Think
that
we're
at
the
cusp
of
going
from
analysis,
paralysis
to
like
having
momentum
that
that's
what
it
feels
like
to
me
and
that's
why
that
feels
very
good
to
me
actually
and
I'll
pass
back
to
Gideon.
G
Thanks
Tim
I'm
feeling
a
little
bit
tired,
I
kind
of
stayed
up
too
late
last
night
and
then
didn't
sleep
that
well
so
I'm
a
little
bit
Spacey
right
now,
so
we'll
see
how
this
goes,
maybe
it'll
actually
be
better
and
but
generally
yeah
I
agree
with
Tam
I
feel
like
there's
kind
of
a
there's,
some
momentum,
this
building
and
I
think
this
is
just
like
balancing
this
doing
this
dance
between,
like
getting
consensus
and
like
making
sure
that
the
moves
we're
making
are,
you
know,
grounded
and
people
is
like
buying
in
and
feeling
like
yeah.
G
This
is
the
right
thing
and
then
also
continuing
to
move.
So
that's
like
that's
the
dance.
So
last
you
know
on
Tuesday
we
kind
of
we
started
off
kind
of
talking
big
picture
about
how
we
you
know.
How
might
we
make
this
transition
to
you
know
a
Tec?
That's
you
know
sustainable
and
still
Mission
driven.
You
know
like
that.
How
do
we
get
our
operations
to
that
place
and
there's
a
lot
of
interest
in
like
what
is
the
kind
of
what
are
the
categories?
G
And,
what's
the
you
know,
there
was
like
this
conversation
about.
Do
we
start
at
the
top
and
like
broad
categories
of
what
we're
like
the
functional
requirements
of
what
we
need
to
be
doing?
You
know
the
tasks
and
then
Mitch
was
suggesting
yeah
but
better
to
do
kind
of
Bottoms,
Up
and
afterwards
I
was
talking
with
bear
and
he
had
been
kind
of
on
his
own.
Just
like
coming
up
with
like
a
frame
for
thinking
about
this
and
maybe
exploring
this,
and
so
I
was
like.
That's
awesome.
G
Let's,
let's
use
this,
so
he
actually
pulled
together
a
figma
board
where
we
can
that
we
were
thinking.
It
would
be
good
today
to
just
kind
of
his
and
I'll.
Let
him
explain
it
so
I
won't
go
into
too
much
detail
so
I'll
just
let
him
explain
it.
G
What
I'm
thinking
is
that
today,
what
we
will
do
is
use
the
time
today
to
try
to
just
gather
a
good
look
at
like
what
are
we
doing
right
now?
What
do
we
need
to
continue
to
do
not
in
the
like
TC?
That's
like
the
Heyday
TC,
where,
where
you
know
it
feels
like
there's
lots
and
lots
of
funding
and
stuff,
but
like
in
a
more
constrained
environment.
What
are
the
things
that
we
should
be?
G
G
Wait
no
bear
I'm,
gonna.
Let
you
walk
through
the
timing
on
this,
so
so,
because
I
can't
remember
who
was
15
or
20.
and
then
tomorrow,
what
we're
going
to
do
is
use
this
same
board,
we'll
come
back
and
use
the
same
board
and
use
some
signaling
to
try
to
get
some
consensus
around
like
okay.
What
are
the
things
that
are
really
essential
and
we
really
need
to
make
sure
that
we
keep
doing
and
then
one
of
the
things
it's
like.
G
You
know
what
in
a
world
where,
like
things
are
tight,
this
thing
could
probably
go.
This
thing
could
probably
go
and
we'd
still
be
on
Mission
and
and
we
would
be
sustainable
and
hey
Rex,
so
bear
I'm.
Gonna
just
turn
it
over
to
you,
okay
and
I'm,
going
to
share
my
screen,
so
he
he
included
the
link
up
there
too,
but
I'm
gonna
share
my
screen.
D
Yeah,
thank
you
Gideon.
Yes,.
F
F
D
The
voice
Channel
Yeah,
so
basically,
it
has
a
lot
to
do
with
what
I
mentioned
on
Tuesday.
This
way,
I've
been
thinking
about
the
different
like
Necessities
in
different
areas
that
not
just
the
TC
but
like.
In
my
opinion,
any
organization
should
kind
of
like
cover,
because
they're
like
pretty
pretty
basic
and
are
like
these,
these
six
areas
right
like
we
could
call
them,
we
could
name
them
in
a
different
way.
D
I
think
that
would
be
also
something
that
would
be
nice
to
agree
on,
but
basically
for
now
they
are
just
divided
between
Direction
and
strategy,
Economic,
Development
people,
coordination,
Communications
operations
and
finance,
and
trying
to
to
to
to
to
look
at
this
more
as,
for
example,
working
groups
or
areas
where
contributors
or
people
should
really
focus
on
and
be
an
expert
on
them.
D
I
I
would
like
that
I
would
like
us
to
to
look
at
them
more
as
as
placeholders
as
containers
for
different
activities
or
tasks,
or
we
were
talking
with
Gideon.
We
really
like
this.
This
name
of
functional
needs
that
the
TC
currently
needs
to
have
in
order
to
to
properly
operate.
Always
having
a
really
aware.
D
This
idea
of
simplification
right-
we-
we
don't
wanna
list
down
here,
all
the
all
the
things
that
we
would
like
the
TC
to
have
or
to
be
in
the
future,
and
these
like
bigger
idea,
but
more
like
in
the
minimalistic
approach.
You
know
like
what
is
the
the
minimal
requirements
that
we
need
to.
We
need
to
tackle
for
the
TC
to
to
keep
working
to
keep
operating.
D
So
this
is
basically
the
the
idea
just
like
a
way
to
organize
the
different
functions
that
we
can
all
think
about,
and
just
have
a
little
bit
more
of
clarity
in
a
visual
way,
or
we
can
start
like
moving
things
around,
because
I
feel
that
we
might
find
a
lot
of
overlapping
right
so
and
I
think
I.
Think
that
will
be
fine.
I.
D
Think
right
now
is
more
of
the
idea
would
be
to
have
this
exercise
as
a
brainstorming
session,
so
everyone
can
really,
as
whatever
they
think
it's
it's
missing
here
are.
Some
here
are
already
some
some
functions
that
that
Gillian
and
I've
been
thinking
about
to
to
start
with,
but
the
idea
is
just
to
to
gather
everyone's
everyone's
opinion
and
basically
yeah.
D
The
the
idea
would
be
to
take
right
now
around
15
minutes
to
add
into
the
into
the
document,
and
we
can
just
do
it
like
on
our
own,
like
silently
and
just
just
write
whatever
we
we
would
like
to
what
we
would
like
to
have,
and
then
we
would
take
some
time
to
maybe
read
them
out
loud
or
we
can
read
them
individually
to
to
see
what
everyone
else
wrote
on
the
on
the
Post-its
and
then
we
would
open
the
discussion
we
could.
D
We
could
have
some
some
time
around
20
minutes
for
open
thoughts
and,
and
then
the
takeaways
and
and
we
can
we
can
go
from
there
now
before
we
we
start
with
those
15
minutes.
I
would
like
just
to
maybe
give
a
brief
explanation
on
at
least
how
do
I
see
one
of
each
of
these
areas
to
maybe
have
a
better
kind
of
layer
idea
before
jumping
in
so
basically
the.
D
G
I'm
sorry
I
just
want
to
make
sure
that
everybody
who
is
trying
to
get
into
the
document
can
actually
is
anybody
have
any
problems
getting
into
the
document.
D
Know
all
good,
perfect
yeah,
so
the
first,
the
first
section,
the
direction
strategy
I
think
is
like
the
the
the
one
with
the
kind
of
like
broadest
scope
of
things
it's
like
where,
where
it
leads
the
direction
of
the
TC
as
a
whole,
where
we
take
care
of
things
like
strategies
in
an
in
a
more
like
bigger
scope,
governance
strategies
also
like
this
idea
of
what
we
are
going
through
right
now.
The
transition
of
a
new
structure,
organizational
development
matters
like
revisiting
the
MVB
that
has
been
talked
about.
D
You
know
Common
pulls
toward
ship.
Those
things
that
really
have
a
big
impact
in
the
down
I
think
they
could
go
under
this.
This
area,
then,
on
the
economic
development,
it's
more
of
the
value
production
that
it
is.
You
will
have
the
the
new
services
that
we
come
up
with
the
new
products
like
the
the
new
partner
Services
development
that
we
have.
So
this
is
what
we
will
be
producing
and
that
will
bring
that
will
start
like
creating
the
our
economic
layer.
D
People
coordination
has
to
do
with
all
types
of
people
interacting
with
the
TC
either
it's
the
contributor
working
for
the
down,
if
it's
a
user
using
some
of
the
services
or
just
like
hanging
on
the
space,
the
token
hold
the
relationships,
so
any
anything
to
do
with
with
people
around
the
down
could
fall
under
that
area.
Big
Communications
I
think
it's
more
self-explanatory.
It's
so
everything
to
go
external
in
the
way
we
we
explain
things
in
the
way
we
communicate
our
narratives
or
outward
approach.
D
I
would
say
operations
more
on
the
on
the
technical
side
of
things:
maintenance,
management
of
platforms
of
credentials.
All
of
these
technical
needs
that
the
dial
might
encounter
they
could
all
go.
They
could
all
go
in
here.
D
All
the
support,
all
the
optimization,
the
recordings,
all
that
kind
of
stuff
and
then
the
last
one
is
just
more
Finance
and
just
just
having
some
some
place
for
for
having
for
the
creation
of
you
know:
Financial
reports,
budgeting
strategies,
analysis
of
costs
that
that
kind
of
things
that
have
that
have
to
do
more
with
the
with
the
money
and
then
use
like
in
in
a
big
as
a
as
a
broad
explanation,
that's
kind
of
like
my
my
thoughts
behind
each
of
these
areas.
D
I
hope
that
gives
you
at
least
some
idea
on.
Whatever
you
start
thinking
about,
you
can
start
like
adding
it
into
each
respectively
yeah.
So
I
don't
know
if
Gideon,
if
you
want
to
say
anything
else
or
should
we
just
like
jump
right,
I,
don't
know
if
anyone
has
any
question
also
before
we
we
jump
into
the
exercise.
G
I
I
have
one
just
technical
or
like
logistical
question:
do
you
want
people
to
just
add
into
the
existing
Post-it
notes
or
add
like
a
new
note,
or
do
you
or
that's.
D
A
good
question
I
think
we
could
do
it
mix
I.
Think
if
you
have
like
a
new
function,
that
you
think
it's
not
here,
just
add
it
as
and
you
post
it.
But
if
you
see
one
there
it's
already
here
and
maybe
you
can
add
some
like
more
more
detail
that
you
think
it's
important
for
for
the
sake
of
the
exercise.
Yeah,
yes,
go
ahead
and
add
it.
There.
G
And
then
the
only
other
thing
I'd
add
is
like
let's
not
worry,
about
the
meta
categories
like
let's,
yes,
I'm
kind
of
like
channeling
Mitch
a
little
bit
here
as
like.
Let's
focus
more
on
like
what
are
the
core
things
that
we
really
need
to
keep
doing,
and
then
we
later
we
can
kind
of
come
and
move
things
around
and
categorize
them.
Does
that
make
sense.
D
G
Okay,
I'll
set
the
timer
for
15
minutes
and
and
then
afterwards,
we'll
use
the
time
afterwards,
just
for
some
conversation
and
then
we'll
let
we'll
reserve
the
last
10
minutes
for
just
like
a
final
like
a
round
where
people
can
just
kind
of
give
their
like
key,
take
away.
E
So
bear
we
can
just
add
to
the
bullet
points
in
each
of
these
right,
where
we,
where
we
want
to.
Is
that
correct,
not
just
to
create
a
new
Post-It
note
for.
D
D
I
think
ideally
I
think
the
best
would
be
to
have
more
of
of
of
these
of
new
Post-its,
more
new
functions
that
we
think
are
are
required
because
I
think
after
we
could
go
into
more
detail
into
each
one
of
of
the
Post-its
right.
Now,
it's
more
like
on
the
on
the
broader
area
to
try
to
cover
everything
that
we
think
it's
it's
necessary.
D
G
Okay,
let's
start
to
wrap
it
up.
Foreign
need
just
like
a
couple
more
minutes.
If
so,
just
give
a
shout.
G
Okay,
so
I'm
sure
we
can
keep
going,
but
let's
use,
let's
yeah,
we'll
we'll
make
opportunities
to
add
to
this
later
if
people
would
like
to.
G
G
You
know
in
particular,
I
think
the
things
that
would
be
kind
of
worth
pulling
out
would
be
like
if
you're
seeing
any
patterns
as
you're
as
you
were
thinking
about.
What's
important,
what
might
those
patterns
be
insights
on
particular
functions
that
you
thought
oh
yeah
I
didn't
think
about
that
before,
but
like
this
is
important
or
maybe
this
is
not
that
important
and
then
thoughts
on
you
know.
G
This
is
kind
of
in
prep
for
tomorrow,
because
tomorrow,
we're
going
to
be
like
using
this
same
board
to
do
kind
of
thumbs
up
thumbs
down
just
kind
of
voting,
just
as
you
know
not
to
make
decisions,
but
as
a
signal.
So
if
you
have
thoughts
today
about
how
do
we
Define?
What
is
essential,
you
know
how
do
we
think
about
that
for
tomorrow?
G
That
would
be
great.
So
is
anybody
feeling
like
a
desire
to
go
first.
A
I
can
go
first,
I
yeah.
Thank
you
bear
for
putting
this
up.
I
think
it's
super
helpful
to
see
like
how
many
clusters
we
have
of
things
and
I
feel
like
there's
a
lot
of
overlaps,
especially
around
Partnerships
and
better
guidelines,
for
how
to
approve
proposals
so
I
think
in
the
I
think
Partnerships
relate
with
the
stakeholder
interviews
and
stakeholder
mapping
and
this
ties
into
finance
and
Direction
and
strategy
and
and
Communications
I.
A
Think
if
we
have
more
clarity,
it's
like
one
powerful
thing
that
if
we
have
the
stakeholder
interviews
and
stakeholder
mapping
ecosystem
mapping
in
general,
we
will
clarify
a
lot
and
also
I,
see
there's
a
lot
of
like
creating
better
metrics
for
how
to
approve
proposals
which
goes
the
tide
they're,
both
interconnected
and
I.
Think
there's
a
lot
of
things
that
are
not
needed
in
terms
of
like
internal
operations
like
I,
would
love
to
maybe
tomorrow
to
Signal
like
what
are
the
things
that
we
need.
Someone
hired
for
like
what?
A
What
are
the
things
we
need
for
sure
for
our
Commons
to
survive
and
what
are
the
things
that
we
could
map
them
out?
Have
them
available
to
the
community
and
then
have
have
an
open
space
in
mind
for
them
coming
through
proposals
and
not
necessarily
like
funded
as
operations.
A
E
We
have
some
really
basic
needs
and
when
we
list
them
out,
I
I
don't
see
anything
that
looks
so
wildly
different
from
what
many
organizations
need
they're,
just
unique
to
token
engineering,
Commons
and
unique
to
Dao's
Dow
structures,
I
see
there
being
most
working
groups
really
represented
here,
even
though
you
know
I
think
we
don't
have
the
stewards
working
group
by
name
that
falls
a
little
under
a
direction
a
little
under
you
know,
people
coordination,
so
I
think
that's
that's
super
helpful
too.
E
E
You
know
I
think
what's
really
interesting
here
is
I
would
say
when
I
look
at
Partnerships.
It
feels
to
me,
like
the
big,
untapped
I
I,
think
that
there's
progress
and
a
lot,
you
know
a
lot
of
maybe
things
like
improvements
in
many
of
these
categories,
but
it
feels
like
where
yeah
it
feels
like,
like
a
large
untapped
opportunity
there
and
I'll
just
pass
it
along,
so
I'll
pass
to
chewy.
If
you
want
to
share
some
of
your
thoughts
and
insights,
two.
H
Thank
you,
Tom
I,
don't
have
a
lot
to
add,
and
I
came
in
a
little
bit
late.
So
following
the
discussion,
maybe
it
there's
a
specific
topic
that
I
would
like
to
get
off.
My
chest.
H
I
feel
that
within
this
exercise
there
should
there
should
be
some
kind
of
space
where
we
can
express
like
what
is
affecting
or
what
has
affected
the
culture
of
the
Tec
in
the
past,
I've
been
reflecting
a
lot
of
this
with
the
current
situation
in
in
comps
and
I
just
wish
there
there
could
be
more
open
discussions
about
like
what
went
wrong
and
exactly
when
being
very
specific,
I
feel
that
we
never
really
reflected
on
praise
mageddon
and
how
it
shatter
the
very
important
part
of
our
community
and
I
do
feel
that
a
lot
of
the
things
that
allow
us
to
sometimes
fail
at
coordination
have
cultural
Roots
and
yeah.
H
We
should
be
able
to
talk
about
this
a
little
bit
more
in
in
how
we
can
prevent
it
in
the
future,
so
that
whatever
we
plan
or
whatever
effort
we
put
together
in
restructuring
the
Tec,
we
can
take
this
in
account
because
I
I
feel
that
it
it's
going
to
have
a
lot
of
value
in
in
the
conversation
yeah
I'm
I'm
also
excited
for
Partnerships,
but
I
I
still
like
look
back
on
on
those
days
for
the
Tec,
and
it
was
so
easy.
H
You
know
to
reach
out
to
to
anybody,
and
there
was
a
lot
of
excitement
like
nobody
understood
what
we
did.
But
there
was
a
lot
of
hype
around
the
Tec
and
in
a
lot
of
optimism
about
the
direction
that
we
were
taking
so
in
if
we
can
use
our
own
culture
as
a
tool
to
reach
like
that
hype
and
excitement.
H
I
feel
that
could
be
a
great
point
of
of
entrance
for
for
picking
up
on
Partnerships
in
in
being
able
to
close
deals
on
on
that
one
base,
time
yeah.
So
those
are
my
two
sets
and
I'll
pass
it
to
Nate.
C
Thanks
Terry,
and
thanks
for
mentioning
that
too,
because
I
think
that's
a
really
important
conversation
to
have
yeah
I'm,
just
you
know
when
we
set
up
this
kind
of
exercise.
Thank
you
bear
for
doing
this.
You
know
it
surprises
me
how
many
different
ways
to
look
at
this
there
are
in
my
mind,
there
was
only
like,
maybe
two
ways
and
like
I've,
been
proven
wrong
over
many
times
now.
C
So
you
know,
one
of
the
things
I
look
at
in
particular
is
the
dependencies
I
I
do
think
that
these
are
kind
of
fundamental
questions
that
we
have
to
have
answered
within
the
operations
you
know.
What's
you
know
what
do
we?
What
are
we
doing
with
X
diagnosis
chain?
How
does
that
impact?
The
ABC?
C
Are
there
Alternatives
that
we
can
explore
if
we
have
to
make
a
decision
on
something
like
that?
This
is
the
time
to
do
it,
and
so
I
think
answering
those
questions
is
really
important.
First
and
then
you
know
I
when
I
look
at
the
structure
of
this
I
think
it's
really
good.
I
agree
with
Tam.
It
kind
of
reflects
some
of
the
working
groups
that
we
did
have
before
and
then
Libby
is
also
correct
in
you
know
what
what
is
necessary
to
keep
right
now
and
what
is
not?
C
What
do
we
need
and
I
think
that
by
going
through
each
one
of
these,
like
I,
don't
think
we
can
do
it
right
here
in
this
session?
I
really
do
think
we
have
to
go
through
each
one
of
these
things
and
really
delve
in
deep
and
talk
about
it.
I
think
Partnerships
is
a
very
interesting
area.
I
think
that
operations
is
a
very
interesting
area
and
finance
is
something
it's
looking
kind
of
bare,
but
I
think
there's
a
lot
of
things.
C
That
begin
could
be
further
explored
if
we
started
getting
into
the
right
topics,
so
yeah
I,
think
in
in
general,
I
agree
with
this.
This
approach
and
thank
you,
bear
once
again
for
doing
this,
but
I
do
think
we
need
to
spend
some
extra
time
if
we
have
it
to
really
delve
deep
into
each
one
of
these
notes
and
and
fully
explore
it.
So
with
that
I'll
just
pass
it
on
to
inti.
B
Thanks
yeah
well,
first
of
all,
I
agree
with
pretty
much
what
everyone
else
has
said.
I
think
for
me,
there's
a
lot
of
what's
more.
What's
what's
most
more
interesting,
is
the
I
guess,
sort
of
directional
strategy,
Economic,
Development
and
operations
so
I
feel
like,
even
though
we
have
to
take
care
of
everything.
There
are
some
of
there's
some
things
that
are
byproducts
of
these
three
in
starting
with
operations,
I
think
yeah
we
have
there.
B
We
have
many
issues
to
take
care
of
one
being,
for
example,
platforms,
say
Gardens
or
whatever
we
don't
know
if
those
are
going
to
be
live,
but
by
the
next
cycle,
and
we
don't
have
any
plans
nor
expertise
in-house
to
move,
but
we
don't
also
have
any
kind
of
budget
to
to
like
I,
don't
know
how
to
call
it,
but
like
a
back,
Bounty
or
whatever
or
honestly,
I've
had
a
hack
these
these
gear
on
the
front
end
that
redirected
all
transactions
to
the
to
the
hacker
address.
B
What,
if
that
happened
to
the
ABC?
For
example,
we
we
rely
on
the
Goodwill
of
our
friends
and
that's
cool,
but
I
think
we
we
have
to
start
taking
some
some
stuff
more
seriously
and
then,
as
far
as
strategy
and
economic
development
there's
one
talked
by
ayamiyaguchi
the
executive
director
of
the
ethereum
foundation.
B
He
that
she
gave
him
the
phone
about
subtraction
and
how
they
they
are
slowly,
taking
less
responsibilities
and
directing
more
resources
to
other
people,
to
sort
of
reduce
risks
and
dependencies
on
the
foundation
and
I've
said
this
a
few
times
but
I
think
that's
for
that's
the
way
to
go
for
the
TC
I've
been
updating
both
with
the
academy
with
Etc
et
cetera.
B
There
are
some
Rising
needs
that
we
for
some
well,
we
aren't
able
to
take
care
of
and
if
we
were
structured
in
a
way
where
say,
for
example,
on
the
crypto
economics
governance
Hub
at
Devcon,
I
had
like
two
guys
come
up
to
me
and
say:
hey
I'm
from
this
foundation,
and
we
are
desperate
to
spend
money
on
stuff
for
support
because
that's
what
we
do
and
we
don't
have
anything
else
to
do
and
I
guess
that
that
goes
with
Partnerships
and
all
of
that
and
that's
something.
B
I
would
like
to
see
more
develop.
I
also
chatted
with
Trend,
and
he
said
that
a
talking
spies
needs
a
lot
of
development
card
needs,
also
people,
and
so
how
we
are
not
even
thinking
about
that
and
then
I
know.
We
are
building
some
service
stuff,
but
we
are
having
we've
had
issues
with
them,
because
I
think
those
are
those
could
be
potentially
competing
in
some
sense.
And
so
that's
why
I
also
believe.
That's
the
way
to
go
because
taking
into
consideration
subtraction
and
all
of
that
we
can
probably
incubate.
B
But
we
should
be
thinking
of
not
providing
any
service
of
the
long
run,
I
guess-
or
at
least
that's
how
I'll
be
thinking
about
it
and
I'll
pass
it
over
I
think
maybe
at
least.
B
Yeah
well
before
passing
it
I'm
just
going
to
give
a
quick
example:
I
guess
the
request
board.
We
were
working
on
I,
think
in
in
the
ideal
scenario.
What
would
be
great
is
that,
if
that,
if
we
were
able
to
sort
of
incubate
that
project
and
then
flush
it
out
like
what
the
ethereum
foundation
did
with
DNS,
they
decided
it
was
better
off
to
have
it
as
a
separate
entity
instead
of
the
EF
capturing
and
everything
yeah.
That's
that
I
think
the
TC
should
become
a
sort
of
regard.
B
Weak
granter,
with
the
support
of
all
our
parents
and
I'll,
pass
it
over
to
I.
Think
Rex.
Passengers.
F
And
a
new
lot
I'm
in
a
different
laptop
this
time,
so
I
hope
you
can
hear
me
well.
I
would
like
also
have
to
say
that,
like
this
has
been
a
great
great
tool,
I'm
I'm,
definitely
more
knowledgeable
in
in
some
than
others
on
on
a
kind
of
these
Post-it
notes.
So
it's
great
to
understand
kind
of
my
perspective
and
see
the
amalgamation
of
everybody's
onto
here,
and
it's
very
productive.
F
Like
well
understood,
I
I
do
think
that
there's
a
more
of
a
discussion
to
be
had
on
operations.
Definitely,
but
I
would
say
that
there
are
a
lot
of
processes
that
are
being
done,
that
okay
kind
of
have
been
like
we've,
been
doing
a
number
of
different
processes
in
a
human-centric
way
or
individual
Centric.
F
We
rather
than
a
dow
Centric
solution,
and
by
that
being
I,
don't
know
keeping
yeah
I
don't
mean
to
point
out
anyone,
but
keeping
like
recording
running
for,
however
much
a
month
when
there
were
other
Alternatives,
and
maybe
that
wasn't
the
best
use
of
funds
to
begin
with
the
number
the
number
of
things
in
the
the
given
the
number
of
things,
and
given
that
the
spaces
is
so
so
Broad
and
so
ripe
for
expansion,
even
though
we're
sitting
in
it
in
the
midst
of
a
bear.
F
Market,
yes,
I
I,
do
think
that
the.
F
Economic
development
is
going
to
be
very
interesting
and
the
direction
and
strategy,
certainly
as
well,
if,
if
once
we
set
out
a
vision,
a
more
concrete
Visions
for
the
tc2
try
and
partner
rather
than
well
to
have
some
sort
of
protocol
and
can
believe
in
the
in
these
in
these
Partnerships
as
the
Forefront,
then
it
might
be
something
that
we
will
be
able
to
make
better.
Use
of.
F
G
No
I'll
just
keep
it
short.
You
know
what
strikes
me
with
this
is
that
you
know
so
much
of
this
I
think
ND
said
this,
but
so
much
of
this
really
does
depend
on
the
strategy
like
there's
like
high
level
strategies
affect
what
we
do
and
what
what's
important
right
and
so
I
you.
G
A
chicken
or
chicken
or
egg
things
like
which
goes
first
right,
ideally
like
you'd,
have
the
strategy
and
then
you'd
do
this
kind
of
stuff,
but
I
think
that,
having
said
that,
there
are
still
some
things
that
we
can
do
where
we
can
just
hone
in
and
say
like
gosh.
These
things
are
no
matter
what
we
do
long
term.
G
These
things
are
more
important
than
others
right
and
some
of
these
things
we
probably
don't
need
to
do
so
tomorrow,
I
think
we're.
You
know
this
will
be
part
of
the
challenges
like
not
knowing
exactly
what
the
future
holds
in
terms
of
like,
for
instance,
like
what
stakeholders,
what
audiences
are
we
really
trying
to
prioritize?
G
Given
that,
then
you
know
how
do
we
rank
these
things?
I,
don't
know
if
that
makes
sense,
but
so
we've
now
got
three
minutes.
So
I
think
that
this
worked
out
great
timing,
wise
I
was
hoping
we
could
do
like
a.
You
know,
leave
time
for
a
little
recap,
but
I
think
if
we
start
that
it's
gonna
yeah
we're
gonna
run
out
of
time,
not
everybody's
gonna
be
able.
D
No,
no,
it's
it's
all
good
yeah
I
mean
for
me.
I
think
it
was
great
to
just
look
at
how
everyone
was
contributing
and
adding
ideas
and
yeah
I
agree
that
this
has
to
continue
the
conversation
into
to
to
to
continue,
and
we
there
are
a
lot
of
things
to
to
be
discussed
and
to
to
prioritize
and
and
have
an
agreement
so
yeah
not
much
to.
G
So
just
two
two
quick
things:
there
is
a
sample
call
right
after
this
and
I
think
you
know
will
if
anybody
would
like
to
come
to
that
and
I
think
we
may
just
kind
of
brainstorm
a
little
bit
about
this
and
maybe
help
us
think
a
little
bit
about
tomorrow,
how
we
might
prep
for
tomorrow
a
little
bit
people
that
that's
that's
wide
open.
G
We
might
touch
a
little
bit
on
the
curation
service
at
the
very
beginning,
though,
and
then
finally
I
just
I
I
really
want
to
thank
bear
for
pulling
this
together.
You
know
I
think
it
was
just.
It
was
like
a
little
bit
confusing
on
Tuesday
to
have
kind
of
all
these
thoughts
about
like
how
do
we
structure
this?
How
do
we
organize
this?
We
should
do
Bottoms
Up,
we
should
do
tops
down.
You
know
top
down
and
I
think
that
this
was
a
really
nice
solution
and
I.