Simple questions both for Stephen & Li:
Stephen Tse’s motto in various public forums has been about running or creating a “decentralised”, “community” chain for years now, while extolling the ideas of radical (not effective) transparency.
-
However, as CEO & among the very few co-founders left with project, does he believe having lived these ideals not only in principle & letter, with the sequence of events leading upto, and not limited to the hack?
-
The lack of quality control w.r.t DAO’s, news of nepotism & contentious circles of opaque decision making, and non-prudent financial risk & runway management w.r.t changing market conditions have brought the chain to heel. This isn’t conjecture, it’s facts. Is Stephen open to changing the management structure to include steering committees, advisory board & chairman, instead of letting this be a CEO led chain, centralised and opaque towards decision-making?
-
The internal ethos has always been that Harmony One has been a small startup & therefore, operates with similar mentality (I disagree - Billion USD worth Treasury at peak bull market w.r.t TWAP & 100 millions as locked collateral tx’s on bridges, Daily transaction volumes in millions with 80% due to DFK - isn’t small).The market sentiment flipped, and no project leader took notice as others were fund-raising, completing tech acquisitions, creating multi-year cash equivalent runways while staying upto date on cutting edge, open-source tech. How does Stephen plan to support his core team members, ensure better visibility of project goals moving forward? Harmony, and L1’s aren’t WhatsApp - They are Amazon v 0.01.(supposedly decentralized)
-
For a 100 day plan, how do Stephen & Li make sure that their executive contributions to the chain are transparently communicated to the public (i.e. active executive head-hunting, protocol & product developer growth, strategic partnerships, financial risk management, fund-raising)? Can they please illustrate their specific value add to the chain in these domains, past August 2021, the initiatives they personally led (with success rate) & their specialist role within the team - in bullet points, as the performance reviews were not explicitly indicative of these details for Stephen & Li.
-
What is the value proposition of Harmony going forward for builders amidst new L1’s, L2’s and the merge, considering the project has been accumulating technical drift & debt for some time? Have the milestones been restructured to ensure that critical project development is completed at the earliest for further fundraising, & not diverted towards non-essential product related tasks?
-
Restore consumer & stakeholder confidence w.r.t bridge compensation plan. What does that look like? Harmony has been pretty closed source project by all standards, considering there is little in terms of documentation, SDK’s available to the public.
Sidebar : If you are open to spirited, constructive discussion about solutions post bridge hack, reach out for personal 1:1. A rule with fear/by fear is unsustainable.