My Opinions:
The Dash Network has been frustrated with the price and ranking of our project for a very long time, and for a long time it was a mystery why we were doing so poorly. With instant transactions and chain locks making the network super secure, especially against 51% attacks, we felt our project should be valued more.
However, recently it’s been made clear that things are not going the way the community thought they were going. Apparently, there are not enough developers slowing down the delivery of Evolution, again. We knew we were short of developers but we thought that it was due to price. Now some are complaining that we hired a new head of marketing when we should have hired more developers. And hiring more developers requires generally a long on-boarding process to bring them up to speed.
It’s easy to make a scape goat of the DCG CEO. However, I feel that is slightly unfair and completely unproductive. The MNs not knowing why we were undervalued demanded more marketing, including myself, So DCG hired a marketing director.
The problem is as usual, communication and vision. I believe the DCG CEO’s vision is different from the Development community. BUT WE NEED BOTH!
Currently, people are asking for a separation of development and DCG, I’m not sure that’s necessary. However the focus of DCG definitely needs to change. It is my belief that our current CEO at DFG is misplaced. He is better used as an institutional interface person with focus on compliance and legal matters. Ryan has had amazing vision and has executed amazing structures of Dash. Who else has a core group or Investment Foundation that belongs to the network? NOBODY! It’s amazing! You can argue that it was using money that might have been better off, for the time, in development, but that’s like trying to time the stock market. I reject that argument. Figuring out exactly when to spend the money on these structures would be optimal is not humanly possible, and arguably it was done at just the right time.
In my opinion, the first step to solving our current issue is to have the current head of development take control of their budget and hiring. He understands what needs to be done, the time to onboard efficiency etc. He should present his development budget to our head of finance directly who should propose it to the network.
And for God’s sake, get a f’ing secretary for Ryan, which I’ve been advocating for at least 3 years. Ryan HAS good ideas, but I don’t believe he can focus. He needs an assistant, there is no way around that when interfacing with so many variables. I’m sure he thinks it sounds like he’s being a pompous peacock, but we have to grow above all that. He needs a f’ing secretary!!!!!
The Dash Network has been frustrated with the price and ranking of our project for a very long time, and for a long time it was a mystery why we were doing so poorly. With instant transactions and chain locks making the network super secure, especially against 51% attacks, we felt our project should be valued more.
However, recently it’s been made clear that things are not going the way the community thought they were going. Apparently, there are not enough developers slowing down the delivery of Evolution, again. We knew we were short of developers but we thought that it was due to price. Now some are complaining that we hired a new head of marketing when we should have hired more developers. And hiring more developers requires generally a long on-boarding process to bring them up to speed.
It’s easy to make a scape goat of the DCG CEO. However, I feel that is slightly unfair and completely unproductive. The MNs not knowing why we were undervalued demanded more marketing, including myself, So DCG hired a marketing director.
The problem is as usual, communication and vision. I believe the DCG CEO’s vision is different from the Development community. BUT WE NEED BOTH!
Currently, people are asking for a separation of development and DCG, I’m not sure that’s necessary. However the focus of DCG definitely needs to change. It is my belief that our current CEO at DFG is misplaced. He is better used as an institutional interface person with focus on compliance and legal matters. Ryan has had amazing vision and has executed amazing structures of Dash. Who else has a core group or Investment Foundation that belongs to the network? NOBODY! It’s amazing! You can argue that it was using money that might have been better off, for the time, in development, but that’s like trying to time the stock market. I reject that argument. Figuring out exactly when to spend the money on these structures would be optimal is not humanly possible, and arguably it was done at just the right time.
In my opinion, the first step to solving our current issue is to have the current head of development take control of their budget and hiring. He understands what needs to be done, the time to onboard efficiency etc. He should present his development budget to our head of finance directly who should propose it to the network.
And for God’s sake, get a f’ing secretary for Ryan, which I’ve been advocating for at least 3 years. Ryan HAS good ideas, but I don’t believe he can focus. He needs an assistant, there is no way around that when interfacing with so many variables. I’m sure he thinks it sounds like he’s being a pompous peacock, but we have to grow above all that. He needs a f’ing secretary!!!!!
