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Will Warren
@wwarren
Sharing this internal "History of 0x" presentation in case it might be helpful for other web3 builders. It covers: - Our almost 8 year voyage through the DEX idea maze, building on top of Ethereum. - Our mission and motivations, failures and learnings. - Historical context on crypto and the various Ethereum hype cycles. - What’s allowed us to get where we are today: the dedication of our team, our mission and values, and persistence. Happy to answer questions in this thread (if there are any). https://docs.google.com/presentation/d/1-09UIf-C7EbEEEEShRwZtepgV2o0VvephA5GZ_2JsoY/edit?usp=sharing
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seneca
@seneca
0x was my first big love on ethereum and the first project i ever wrote about in crypto (https://medium.com/@pseudoanon/0x-protocol-an-overview-aa29ecb618da) Congrats on all of your success over the years. Almost a decade at it is admirable. My one q would be: in hindsight, what were obvious mistakes re: tokenizing governance (if any)? Biggest lessons on that front?
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Will Warren
@wwarren
(1/2) Wow, didn't realize it was you Germán. Thank you for being part of the early journey. The early Ethereum community had a lot of missionaries and technologists focused on building cool stuff. Positive sum thinking permeated the space. Crypto was no/low status so it was just people that were genuinely enamored with the tech and potential use cases. In that backdrop, community governance felt like a more logical and realistic thing to achieve. As massive amounts of capital and attention flooded in, the web3 space became pvp and zero sum, which isn't conducive to community governance. Now every good idea has been forked dozens of times over, there's way too many things to govern and a shortage of competent / engaged people to govern them. The tension between web2 platforms and apps continues to exist in web3.
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Will Warren
@wwarren
(2/2) Once real customers exist, you need the freedom to experiment, iterate, and pivot with as few constraints as possible. DAOs aren't able to achieve operational excellence. Leadership is needed to hold the team to a high bar and ensure accountability. If there is an underperformer, you need to be able to remove them fast and without public debate. DAOs become bureaucracies that move slow and can't compete in a fast paced environment.
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