[S15 Proposal - INTEGRATED] MMM Budget Request

Essential Intents

During S15, MMMM will be focus its initiatives on delivering results that support the following Essential Intents (EI) within the DAO:

  • Protocol Adoption
  • Grants Program Success
  • DAO Organization


In Season 15, MMM will focus our operations on providing streamlined, reliable marketing support to three major areas directly related to our essential intents. We will work to:

  1. Support the launch of Grants 2.0 protocols and the growth and adoption of Passport

  2. Level up Grants Programs through strategic marketing efforts and streamlining marketing processes round over round

  3. Grow the Gitcoin community, deepening engagement & improving brand affinity

  4. Improve cross-stream communication by establishing thriving partnerships with other workstreams that create shared alignment on marketing efforts and ops best practices

MMM underspent significantly against our Season 14 budgets (details outlined below). More specifically, after proposing our Season 14 budget, we made the following changes in response to market conditions:

  1. Postponed planned investments in brand strategy (into Season 15 & 16)

MMM also spent less than budgeted in the following area:

  1. Product marketing (hired one part-time, level 2 person supported by a workstream lead). Given workstream lead capacity & market conditions, we were not able to invest as much as we intended in this area. This will change in Season 15.

Based on what we learned from S14, MMM is making the following changes for S15:

  1. Moving from a team structure with 7 substreams (content, brand & creative, community experience, growth, product marketing, PR/Comms, Ops, Strategy & governance) to a team (and budget) structure with 3 key go-to-market areas and one team support area (see “Team Composition” below)

  2. Doubling down on investments in product marketing, shifting resources significantly to support the DAO’s protocol-first strategy

  3. Pausing paid engagements with our PR/Comms partner, pausing experimental webdev-projects & canceling several other projects that do not closely align with the DAO’s ratified essential intents


MMM’s S15 budget is $417, 543 (-15% vs S14 budget of $504,635). After accounting for remaining budget & reserves, MMM is requesting $172,935 for Season 15 from the treasury.

Milestone Report

:yellow_circle:Incomplete, will hit goal or priority change
:red_circle: Incomplete, will not hit goal
:black_circle: Canceled - Out of WS control

Initiative/Dept Objectives Past Season Value Delivered
Protocols Lay the foundation to reposition Gitcoin as the premier ecosystem building & funding protocol :yellow_circle:Drive customer & audience research on identity, sybil protection & broader ecosystem funding solutions [started, needs further investment]
:red_circle:Create product positioning, packaging, and marketing materials to support protocol vision
:green_circle:Steer Gitcoin toward a protocol future through effective and timely launch of Passport at ETHCC
Programs Increase awareness & affinity for public goods funding & Gitcoin’s role in it :green_circle:Grow awareness and comprehension of grants and public goods among funders & grantees in Grants Round 14
:yellow_circle:Increase diversity and frequency of Gitcoin representatives at industry events [largely happened but outside of MMM]
:green_circle:Elevate Gitcoin’s profile within the global media narrative from PR/Comms initiative [foundational work started & delivered]
:yellow_circle:Build the profiles of Gitcoin leadership beyond Kevin [begun but deprioritized]
:red_circle:Reinforce Gitcoin as a Web3 leader & transition from an Ethereum funding solution to an internet-native protocol for building & funding ecosystems [in progress, not achieved in S14]
:red_circle:Reinforce Gitcoin as a Web3 leader & transition from an Ethereum funding solution to an internet-native protocol for building & funding ecosystems [in progress, not achieved in S14]
:black_circle:Support Holdings team in marketing virtual events business
:green_circle:Upgrade our email marketing platform & migrate to a comprehensive marketing automation suite [almost complete]
:green_circle:Prepare comprehensive SEO audit of all website assets
Branding Elevate the Gitcoin brand experience :green_circle:Support all marketing campaigns, including GR14, with top-notch marketing assets, creative and copywriting
:yellow_circle:Complete analysis and scoping of visual identity refresh [Started, not yet complete]
:yellow_circle:Full audit & clean up for gitcoin.co website & other marketing assets [started & in progress]
:green_circle:Update existing schwag store & innovate using token-gating plug-ins
:yellow_circle:Drive alignment on overall IRL event strategy [complete] & begin planning for S15 IRL events [moved to SP ws-lite]
:green_circle:Update existing schwag store & innovate using token-gating plug-ins
:red_circle:Develop visuals for workstream to help onboarding, navigation and proposals [Canceled]
MMM OS Establish systems, processes and practices to shape a thriving MMM and GitcoinDAO community :green_circle:Build OS framework to revamp min 3 quadrants (of Workflow, Information, Authority, Measurement)
:yellow_circle:Define and communicate a clear onboarding process for new contributors & implement contributor health measurements [started, not yet complete]
:red_circle:Define and implement bottoms-up OKR processes with the MMM contributors by July 10th [goal was misguided]
:yellow_circle:Expand connections and collaborations with workstreams; designate an MMM point of contact for each workstream [prioritized cross-workstream connections but not dedicated POC]
:yellow_circle:Build Gitcoin community & shape community-first vibes via hosting and promoting virtual events such as Weekly Syncs, Memepalooza & other events
:green_circle:Increase transparency & awareness of key DAO activities via the GitcoinDAO Digest

Other notable MMM accomplishments in S14:

S15 Goals

In an effort to respond to market conditions, MMM has taken necessary steps to focus the majority of our efforts on marketing our programs and protocols. We have restructured our workstream and workflows to align to 4 major focus areas: Protocols, Programs, Community Engagement, MMM Ops and are committed to operating as lean as possible.

A note on community engagement:

Currently, there is an emergent DAO-wide conversation regarding duplicative efforts around community engagement. As MMM carves out its place in community engagement work that is foundational to Gitcoin’s success, it is important to understand how MMM defines community.

Community, as defined by us, can be divided into 4 rudimentary categories (exact segmentation TBD):

Level of engagement Audience Segment
Core Contributors
Second Stakeholders
Third Participants
Fourth Web3 Citizens

Each level is categorized by depth of engagement/action in relation to Gitcoin & the level of integrity to our business functions.

From very participatory & integral (core) → less participatory & integral (fourth).

Over the course of S15 MMM will work to understand our audience segments more deeply and create a comprehensive strategy that will aim to define and align the DAO on roles and responsibilities of each WS as they relate to marketing efforts (grassroots & beyond) across these 4 levels of engagement. Through this process, we will have a unified strategy for community engagement across the DAO & our community of fans and stakeholders will be empowered to champion our vision, mission & activities organically. See below for more information on key results as they relate to the community engagement initiatives of MMM.

Initiative/Dept Essential Intent S15 Objective Key Results
Protocol launches & adoption EI1: Protocol Adoption Discover & refine product-market fit for Gitcoin’s protocols (with premier partners).
We will both shape and communicate our products & protocols. We will shape it by doing customer & competitor research (to help identify unmet needs) and persona development (to better define the target audience). We will communicate it with content and collateral, market education, and coordinated & effective product launches.
Protocols general:
  • Sales materials created and being used by sales team
  • Protocol product marketing pages integrated into website
  • Brand/positioning strategy finalized for protocols
  • Complete key website migration changes of Gitcoin.co including homepage and grants page banners to MMM’s control and revised top and sub navigation (aligned with Protocol launches)
    Passport specific:
  • 1000 new passports created from content marketing traffic (blogs, Twitter, etc.)
  • 5 autonomous partner integrations from SDK traffic
  • Publish 3 new branded walkthru demos
    Grants 2.0 specific:
  • Finalize names, logos and typography for the grants product suite and each individual product
  • 10,000 cumulative views on Grants 2.0 blog posts
  • Grow awareness of the protocol through co-marketing efforts and case study creation with Optimism and Fantom
  • 5,000 total visitors across all Grants 2.0 product website pages
  • Grants program marketing & growth EI2: Grants Program Success Grow awareness, comprehension, and participation for Grants Rounds.
    Awareness, comprehension & participation will grow successively round over round for all target groups: matching partners, grantees & individual funders
  • 10% increased in unique (non-sybil) contributions (15,000)
  • 10% increase of grants receiving $5,000+ in funding
  • 80% grant saturation for ecosystem and cause rounds
  • Comprehensive grants program marketing strategy by end of season
  • Deliver Grants Round marketing internal runbook
  • Implement SEO audit recommendations into back-end of Gitcoin.co website
  • Develop marketing templates & toolkit for ecosystem partners
  • Community engagement EI1 and 2: Protocol Adoption & Grants Program Success Grow Gitcoin community, deepen engagement & improve brand affinity.
    We will have a unified strategy for community engagement across the DAO & our community will be empowered to champion our vision, mission & activities organically.
  • Develop community engagement strategy to align and coordinate grassroots efforts of PGF, DAO Ops and MMM (including identifying audiences and outlining/aligning on DAO-wide objectives)
  • Develop and execute Twitter channel strategy
  • With increased Twitter content outputs, maintain engagement rate of 2.5% (includes likes and RTs)
  • Increase number of Twitter followers by 10% (12,000 followers)
  • MMM OS EI4: DAO Organization Refine our OS for a thriving MMM Workstream & DAO.
    We will have a world-class marketing team who is working in thriving partnerships across the DAO and in the broader web3 community.
  • End of season OS health measurement scores of at least 80%
  • 100% of contributors have their roles and responsibilities documented and accessible to other contributors
  • Publish a roadmap for MMM’s activities over the next 6 months in collaboration with all other Workstreams
  • All core MMM contributors experience a peer performance review (exact contributors TBC)
  • Budget Breakdown

    Budget Category (Dept/team) Description Amount GTC Amount USD
    Protocol launches & adoption Full-time contributors:
    - Lead (Jonathan)

    Part-time contributors:
    - Product marketing Lead (Julia)
    - Editor (Mathilda)
    - Writers x3 (Jess, Tagan & Eric)
    - Social media manager (TBC)
    - Senior Product Marketer (TBD - not yet hired)
    - Creative and brand strategy (Alexa)
    46,018 $127,470
    Grants program marketing & growth Full-time contributors:
    - Ops & Strategy (Laura)
    - Growth Marketing (Jonas)

    Part-time contributors:
    - Side Rounds Lead (Kyle Jensen)
    - Side Rounds Lead (Umar Khan)
    - Writers x3 (TBC)
    - Social media manager (TBC)
    - Designer (Biux)
    40,408 $111,930
    Community engagement Full-time contributors:
    - Lead (Laura)
    - Community Engagement Strategist (Gary Sheng)

    Part-time contributors:
    - Project coordination (Fred)
    - Art Director (Laura Helen)
    - Social media manager (Jess)
    - Designer (Jvck)
    - Content development (Armando)
    - Staff writer (TBC)
    - Gitcoin Digest Lead (Umar)
    37,413 $103,635
    MMM OS Full-time contributors:
    - Lead (Jonathan)

    Part-time contributors:
    - CMS and Email support (Gerritt)
    - Project management (June Chin)
    - Weekly Scribe (rotating)
    26,898 $74,508
    MMM S15 Budget 30.53% Protocols
    26.81% Programs
    24.82% Community
    17.84% MMM OS
    150,737 $417,543
    60 day reserves 100,491 $278,362
    S14 reserves+budget remaining (est) 188,798 $522,970
    Request from Treasury (est) 62,431 $172,935

    A denomination in dollar amount will be prioritized in budget proposals over GTC - if the spot price assumed at the time of posting ($2.77 on Aug. 2, 2022) this document on the forum changes between then and when the budget gets proposed on-chain, the GTC amount will be readjusted to reflect the USD amount above. GTC amounts are rounded values.

    S15 Priorities

    MMM is laser focused on improving the DAO’s overall marketing tactics and operations with a strategic lens. Much of this work will be focused on creating solid marketing foundations for our protocols while also growing our community and grants programs.

    In addition to aligning and driving strategic marketing initiatives, our S15 priorities will include social media management, analytics, content development, and protocol branding work.

    Below is a list of our top 6 priorities for the next 90 days:

    1. Branding for the Protocols suite including new names, a narrative framework, visual identity, and robust content plan
    2. Onboarding a fractional product marketing manager to support the launch of the protocols suite
    3. Create a comprehensive grants program marketing strategy in partnership with with PGF
    4. Publish grantee success stories in the form of blog posts and case studies
    5. Develop clear guidelines for what “community engagement” means and looks like at Gitcoin through a community engagement strategy (in collaboration with PGF and DAO Ops)
    6. Successful co-marketing partnership product partnership launches with Optimism and Fantom

    Notes on team composition

    Programs & Protocols Squads

    MMM has recently restructured our operations and team structure to create lean, agile cross-functional teams in support of our 4 Essential Intents.

    Program and Protocol teams will each be equipped with a:

  • Content team
  • Marketing ops function
  • Marketing strategy function

    The goal of having these three functions centralized to Programs & Protocols is to support rich context-building amongst contributors within each area.

    At the beginning of S15, the marketing ops role and marketing strategy role will be held by the same person with an opportunity to hire for these functions once roles and responsibilities have been clarified and established.

    Support Squad

    At the heart of MMM there is a cross-functional team that supports all 3 go-to-market areas.

    This squad is comprised of:

  • MMM OS contributors
  • Social media manager
  • Growth marketer
  • Brand team
  • Dev function

    These contributors work across the workstream and in support of the needs of the wider DAO.


    Visualization of the budget draft above. I intend to post these under each budget and keep them updated as proposals incorporate feedback and changes. Please reach out if you have any questions or input.


    Thank you for a very clear write-up and for all you are doing to reposition Gitcoin and support ongoing growth. Amazing TBH.

    The news that in s14 you: " * Created go-to-market metrics" caught my eye.

    Could you speak a little more to how metrics are used or will be used to refine marketing efforts? I know there are some efforts that are very hard to quantify - and others where it is almost too easy to quantify… Is this mostly a growth function? Would these be used in the future to define success criteria?

    Regarding the focus on personas and helping to articulate them at a higher level of depth - how will this be performed w/ GPC and product leadership? Would product contribute however MMM would take lead in articulating the persona, explaining their characteristics, and so on? And then product could use these to inform their roadmap?

    I see that my questions are not specifically about the amount being spent and rather about metrics and how some work is being divided. Nonetheless, I hope they are of some value in unpacking a little more MMM’s value and focus.

    Thank you, MMM team - @DisruptionJoe and myself chatted with the team around their proposal and what may need further clarification and settled on:

    • Greater focus on benchmarking with growth marketing metrics (Joe to support)
    • Specifics on intended growth marketing strategies being implemented for each of the focus areas
    • Highlight prioritization of initiatives/tasks (i.e., outline high-level context on what is going on at MMM)

    Overall I think making sure that priority is given to vital areas is important to see MMM achieve its mission of supporting and fuelling the efforts of this DAO. Looking forward to the INTEGRATED proposal.


    Thanks @Pop for the summary of our discussion.

    A few key things to highlight

    The MMM restructuring

    This workstream is undergoing a transformation which the other workstreams seem to feel is positive. Having gone through this with FDD, I wanted to understand if other workstream leads felt there was strong collaboration and effective leadership empowering the workstream to align their outcome to the EI of the DAO. The answer I have found is:

    Leadership across the DAO is confident in @Viriya and @CoachJonathan to make the needed changes to align the workstream behind the most impactful efforts in a way that is collaborative and effective.

    My steward opinion

    In my humble opinion, the role of a steward council member who is assigned to a workstream for an in depth review must be deeply considered. These opinions can heavily influence the way other stewards vote and should not be expressed weakly. The following high level considerations are most important for me in deciding HOW I will approach public vs private critique.

    Always Public Critique

    If these items are in an acceptable state, I will privately critique the items in the following section.

    • Alignment of work with DAO Essential Intents
    • Alignment with Roadmaps & Priorities Set by CSDO*
    • Alignment with Gitcoin Values & Principles*
    • Leaning into rather than away from collaboration
    • Follows agreed upon format, terminology, etc.

    *These items have not yet been defined by the DAO, therefore I must use my best understanding of what these are.

    It is my opinion that this budget meets the acceptable standards for each of the above.

    Private Critique if the Above is Acceptable

    These domains are what I consider private critique as long as the above is in an acceptable state:

    • Prioritization
    • Accuracy, Definition, and Reporting of Metrics
    • Competency & Efficiency of Key Individuals
    • Operational Processes
    • Pay Rates

    This is not to say that I have concerns in all these domains with the MMM workstream at this time. I am attempting to set a clearly defined guideline to define how I might best support GitcoinDAO in a position with a high level of responsibility & consequence.

    The goal is to avoid micro-managing while assisting the workstream to more effectively use their resources with the help of my perspective and experience.

    In Conclusion

    In understanding the context around why and how MMM is making bold changes, I intend to vote for this budget provided a willingness to work to alleviate any private critiques I have during the season which leadership from MMM has already shown.

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    Can you clarify what you mean by public vs. private critique? TBH I would have thought everything except pay rates, and other individual reviews to be relevant for public critique or discussion.

    I’m spending time as an outsider (though a supporter via Wildfire) critiquing and discussing prioritization, metrics, & operational processes. Is that not valuable? Feedback welcome and appreciated!

    I think of the purpose of the critique. If I want the workstream to be supported, I do not want my critique to be used as evidence of why not to fund them.

    My private critiques are about helping them to be better. I’d actually be happy to discuss them 1 on 1 with any steward who is willing to take the time to understand the broader context.

    Also, I don’t think this is the model every steward should use. This is the first season the steward council is assigning council members to a workstream for in-depth review. This model is what I’m using for this very specific situation as a steward council member assigned to MMM.

    I think it is HIGHLY valuable and should be encouraged. Per the above answer, I hope this clarifies the context of my specific situation vs yours as stewards.


    Of course one sign of a good open source project that one should trust is - bug reports!

    This is really great to see come together. Thanks for the details and thoughts on where you plan to focus in S15.

    I am excited to see the continued focus on protocol marketing. It looks like there is small amount of budget (maybe only 20%) for those who have not been hired yet, is that right?

    Also, I am curious on the community efforts as those have often been uncoordinated from other workstreams. I believe @krrisis and @Viriya are coordinating more here and expect to coordinate more in S15, is that right? Ideally we have a solid community engagement plan outlined (that still respects the autonomy each WS wants to have with the community).

    Overall, I am supportive of the budget and look forward to a continued focus on Product Marketing, community building in a collaborative way and then the close out of the new website and email marketing tools!

    Thanks for your comment @epowell101! Your questions helped us define our metrics a little more closely in the integrated version of our budget (which is now displayed above). You will see that most of our metrics are now growth-focused outputs.

    We are working in close tandem with GPC to interview premier partners, identify audience segments and understand our unique value proposition. Through this collaborative process, we intend to surface and articulate audience personas together.

    Please let me know if you have anymore questions. Thanks so much for your thought partnership!

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    Based on the comments we received over the last several days (special shout out to @DisruptionJoe @Pop and @krrisis) we have updated our budget to include the following details:

    We met with @DisruptionJoe on several occasions and are happy to have created clearer growth marketing metrics to work toward.

    Though not explicitly stated in our budget, you’ll find that the metrics are closely aligned to where we are at with each project (ex: Grants 2.0 is focused on more top-of-funnel metrics, whereas the Grants program is focused on more bottom-of-funnel metrics).

    We have included a section highlighting our most important priorities for the next 90 days.

    I hope everyone finds this budget coherent and thorough. Please feel free to ask for any clarifications.


    Thanks for your enthusiasm @kyle

    That’s correct - we’re exploring our options to support our product marketing team with a product marketing specialist as the season progresses.

    Yes. I’ve also been in talks this past week with the Grassroots team at PGF about aligning on a strategy for our community engagement efforts.

    We are bringing in Gary Sheng as a FT contributor to develop a coordinated community engagement plan that will aim to unite the DAO’s efforts in this area. He starts next Monday and will working be within a “trial period” until the end of September to ensure culture and skill fit.

    I wanted to pull this out explicitly because I feel VERY strongly about autonomy of our workstreams (especially when it comes to community engagement).

    I think of our WSs like speed boats in an armada. We believe that the work to be done here is to co-create a map/shared direction (aka a unifying strategy) and have said map be our guide as we capitan our own ships.

    I’m really looking forward to creating incredible cross-collaborative partnerships within the DAO to make this vision happen.


    Great to see those top six priorities emerge for S15 - I feel the focus on protocol is paramount as well as a clearer and concerted effort to define and serve the community at all levels. Will be voting in favour of this budget and feel so much of the feedback and improvements suggested in the stewards review were integrated!

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    I have reviewed this budget in-depth directly with Laura and have shared my feedback. I also read the positive reviews by the other Stewards under this proposal, and I’ve also read the initial proposal during the CSDO planning meetings. Based on the integrated feedback I will be voting yes on this proposal.

    1 Like

    Heya MMM, y’all were my first workstream so everytime I comment on the budgets I can really feel the progress!


    • MMM wanting to work with workstreams for some clarity is great. We’ve been trying to figure out how to tap onto MMM’s talent the past year. Experimented with forms, raids, etc
    • more demos would be healthy, I tend to get a lot of questions about how to use Gitcoin etc
    • I’ve heard great things about Laura coming in and having some guidance for Grants 2.0 would help

    Could improve

    • 15/26 goals weren’t successful last season. This season you’re looking to do another 26. Based on S15 priorities, you’re working on mostly planning and strategising which means you’ll miss the GR15 period. This is, honestly, quite worrying. This is reminiscent of S14 where the notable accomplishments are mostly plans, strategies, decision-making processes too.
    • I would suggest to improve accountability by implementing a performance based approach. @CoachJonathan and @Viriya perhaps you could withold 30% of the budget and if 100% if hit all 30% could go out as a bonus, 75% then 20% goes out etc. @kyle I hope this isn’t too controversial
    • I see the Social media manager role repeated across all 3 squads but in the diagram there is just 1 person. Previously I think we relied on just cynthia to manage it and I think this is still the model? Could anyone help clarify why we need more people to do it now? Especially if its one Twitter account @CoachJonathan @Viriya
    • you’re missing a budget for a strategist under grants program marketing & growth (I know Laura’s handling it now but someone specialised in it would help). Suggest perhaps expanding the community engagement strategist role to encompass it. In fact, as a side note, I’m curious how do you view strategy? What are the outputs of a strategy? Because under S15 priorities I see that the outputs are ‘guidelines’.
    • What is the high-level breakdown of responsibilities for contributors (esp. those who are PT)? There are 5 FT and 15 PT contributors and some are assigned critical functions like supporting GR side rounds.

    Looking forward

    • personally, some added help for community will be helpful and I’m hoping that with better management of the content team we could finally have some media support to put forth the 50+ weeks of library sessions and twitter spaces, a goldmine of content. I will reach out to Mathilda for this
    • I previously supported on writing (did some of GR13’s posts, lots of tweet summaries, and the digest) I’d like to see this cadence returned and Gitcoin help to push forward the narrative of public goods once more!

    Thank you for all the hard work you have put in to rapidly getting up to speed and driving the S15 MMM strategy & budgeting @Viriya @CoachJonathan.

    Leadership across the DAO is confident in @Viriya and @CoachJonathan to make the needed changes to align the workstream behind the most impactful efforts in a way that is collaborative and effective.

    I’d like to publicly attest to the drastic shift I’ve seen as a GPC workstream lead and previously Gitcoin Holdings VP of Product. @jpepper contributions to product marketing in S14 have been tremendous, but I continued to find overall collaboration with MMM to be a bit rudderless around bringing the Grants 2.0 and Passport protocols to market. Over the last 4-6 weeks we’ve turned a major corner that includes project management across the multiple streams of branding and marketing work required to have a complete GTM plan. :clap:t3:

    While I share some of the perspective around wanting to see more concrete outcomes committed from MMM, I also see and acknowledge the need to slow down to speed up a bit here. I will be voting to support this budget request.


    I echo much of the feedback from the prior comments, and will be voting yes on this budget.

    In my S14 voter guide, I wrote: My main point of feedback to the workstream is around focus - I believe this budget strives to do too much, at the expense of doing a few things well. I wonder if the S14 list-of-things to do could be pared down even more.

    As S15 begins, I am seeing this move in the direction I have been hoping for - I’m a huge supporter of the substream simplification effort within MMM this season, moving from seven substreams to three key areas - and I love the clarity with the visuals on team structure. More tactically, the support for the Grants Program ahead of GR15 has been lightyears ahead of prior seasons.

    Ahead of S16, I think the big area to figure out will be “Community Engagement” and how MMM, PGF, and DAO Ops collaborate on this effectively. We have had disparate efforts that haven’t successfully coordinated in the past and my hope is that, in S15, we can change this.

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    I’m supportive of this budget after reviewing it at a high level and seeing the positive comments from stewards especially those who worked closely with the workstream on feedback. I’m happy to see there will be a unified strategy for community engagement across the DAO as my main concern around workstreams has been duplicated work/roles.

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    I’m supportive of this integrated budget proposal based on my high level read, positive comments, and the early progress on a DAO-wide community engagement strategy. Looking forward to seeing the results of that strategy implementation down the road. :slight_smile:

    Just as a reminder, could @CoachJonathan or @Viriya respond to these queries as I decide my vote please?