There's both a poetic and practical logic to establishing Cosmos Labs Korea. More than a regional market, Korea has been the center of gravity for the Cosmos story from the beginning. I'm grateful for the opportunity to lead the new entity and build on this legacy with contributors I deeply admire and respect. Thank you to @BPIV400 @0xMagmar for supporting the vision. Looking forward to revealing the talented roster once onboarding is complete. #인연

Ethereum Korea is already doing meaningful work, but Cosmos Labs Korea feels different to me. This isn’t just a blockchain company opening a branch office in Korea. Cosmos Labs Korea is directly contributing to core technologies like Cosmos SDK, CometBFT, and IBC. Having a team working on the protocol and infrastructure layer based in Korea feels pretty significant. I’ve been really encouraged by the recent developments across the Cosmos ecosystem.

A new journey begins. Thank you to everyone who has supported Mintscan over the years. I'm excited to continue building for the Cosmos ecosystem as part of Cosmos Labs.

🧵 1/6 The validator set has been the backbone of @BitwayOfficial journey, investing in high-performance infrastructure and technical expertise from testnets to mainnet. However, we have reached a critical friction point regarding network sustainability @shaneqiu

Official position of Cosmos Labs (not me personally) on Hydro proposal. It should be noted - Cosmos Labs does not control governance, and is an independent entity that acts as a concerned member of the community regarding Cosmos, ATOM, and the Hub. forum.cosmos.network/t/deplo…

What I Do: 1. Uphold the Hub’s ownership of all AADAO assets, ensuring the Trust’s form and function reflect the commitments made to the community (via proposals 95 and 865) 2. Preserve and return as much $ possible to the Hub, through operational efficiency and responsible fund management Compensation: There's been **no change in comp rate.** Oversight work is paid at $75 per hr, and the increase in recent remuneration reflects additional hours worked, not a rate hike. FTE Allocations (July–October) Matt: 35% / 25% / 25% / 25% Me: 65% / 60% / 45% / 45% The higher FTE allocations in July-Oct reflect the operational transition period, during which I assumed full responsibility for outstanding grant administration. Oversight Driven Deliverables and Cost Savings: Since July, I’ve - Renegotiated, rescoped, and closed 9 of 11 active grants. According to the AADAO Controller, these actions have resulted in **$188,000 in savings** to date - Returned all StratComm wallet funds (216,310 ATOM and 80,591 USDC) to cp - Coordinating the return of 450,000 ATOM POL, which would otherwise have remained indefinitely deployed on Astroport/Stride. CL providing technical support The Operations and Grants subDAO wallets currently hold ~$1M in $ATOM and USDC. After all remaining grant obligations are paid, the balance of funds in both subDao wallets will return to the cp, with ~**$845,000** expected to go back by mid-Nov! Governance and Legal Structure: The AADAO Guernsey Trust must remain active for an estimated 2–3 years to see through the maturity of its investment agreements. Significant time requiring support from legal professionals has been dedicated to identifying deficiencies in the Trust Deed to ensure that its structure/governance align with the Hub’s interests. Unfortunately, the structure created by the DAO co-founders deviated from their public commitment as a “community-owned DAO.” I’m working to rectify these structural inconsistencies in the deed. You're welcome. To support this, the ICF has covered legal expenses to minimally reform the Trust deed despite **receiving NO financial benefit** from doing so. The Deed will be amended to ensure that, upon termination, the Trustee is directed to remit all assets to the Hub. Currently, it’s not structured that way! Trustee Expense Allocation: To be clear, no funds are being siphoned to the BVI trustee, and **ICL/CL have no involvement** in the management or use of AADAO funds. The $40,000 restricted expense grant to Lemma (the Trustee) was made to cover legitimate incidental costs associated with performing trustee duties, such as: - Repurchase or restructure token warrants - Novation of agreements (SAFEs were signed by contributors without signing authority) - Transaction costs This allocation ensures the Trustee can perform these duties without repeatedly asking the Hub to reimburse (e.g., $500 to execute a warrant). It was a core DAO oversight not to anticipate these operational requirements. Any unused balance from this expense grant will also go back to the Hub upon Trust termination or by Dec 2028, whichever occurs first. I made the discretionary decision to designate CL as the “report to” entity for these expenses, as it’s the only org of relevance to the Hub w guaranteed operational presence over the next 3 yrs. Independent Consultant Status: For the record, I'm not a Labs employee. I operate as an independent contract consultant, and WITHOUT CL as a client, my billings exceed $300,000 yr-to-date. All my actions are guided by community interest. Not personal gain. I’ve done, and continue to do this job at a real personal and economic loss.  I'm returning millions to the Hub.  What've you done for the Hub? Stop baiting online w gross misinformation. Grow up.  All supporting materials and reports here: daodao.zone/dao/neutron1t8es…) daodao.zone/dao/neutron1rxul… forum.cosmos.network/t/aadao… forum.cosmos.network/t/aadao…

No good deed goes unpunished. Thanks for the reminder. No one is “usurping governance.” It’s more accurate to say that we are filling the gaps left by primitive gov, the community, prior AADAO leadership, and by you! Much foresight and structure were lacking to responsibly ensure a legit drawdown. 1. Grant Portfolio Overview Oct - Dec 2024, $1,899,086 in unique grants approved, with $587,989.87 for ventures. Many grants, including several from earlier 2024 approval batches remain active bc contributors assigned delivery dates extending to Dec 2025. While I prefer to close out all grants quickly, it'd be unfair to deprive grantees of the opportunity to complete their deliverables. Where warranted, I've discontinued engagements (Immunefi, Delta Neutral Vault). In many cases, I’ve redefined or clarified milestones and metrics bc AADAO did not specify fulfillment terms. Where possible, I’ve rescoped grants to improve capital efficiency (Dorahacks) and renegotiated original terms to expedite closure (Votion, Superbolt, and Passage). 2. Trust Structure and Governance Remediation Under the Guernsey Trust Deed governing AADAO, control and administrative powers rest with the Trustee and the Enforcer. It's not really hub gov. Read the deed. The Trustee currently believes the Enforcer role is vacant due to negligence. For the Trust to remain valid, an Enforcer must exist at all times. I’ve been working with the Trustee and ICF legal team to: - Remediate gov deficiencies within the Trust - Amend the deed to ensure that all assets revert to the cp upon Trust termination, and - Maintain Trust validity until ALL investment agreements mature. It’s important to DISTINGUISH bw sunsetting the core DAO team and winding down the Trust. Separate things processes. The former can occur now; the latter must remain intact until ALL obligations are settled. 3. Ops and Cost Controls Many of the challenges now being resolved stem from gov oversights by the founding members and former “Strategy Committee.” For ex, the Trustee requires funds to cover incidental legal and administrative costs eg novating improperly executed agreements and exercising token rights. These are necessary, legitimate expenses. And the Trustee should have a reporting obligation for how these funds are used. The best interim fix is CL. Or do you want to keep me on payroll until 2028? We've been addressing these issues efficiently and transparently. Read the forum. We're cleaning up this unholy mess so it corresponds to the promises the DAO contributors made when they baited the community into passing 95 and 865. 4. Compensation and Workload From July - Sep 2025, I’m doing the combined work of former core DAO members and the Oversight job. Agree an on-chain proposal couldve been beneficial, but my time is better spent executing drawdown, esp as there was overwhelming consensus on the forum wrt to my recommendations. During “maintenance” phase (Jan - July 2025), monthly overhead ranged from $18K - $21.8K, down from $88K/month during peak ops. Current overhead of $8K/month combined for Matt and myself is, by any reasonable measure, a bargain given the scope of work and outcomes delivered. Overages are reviewed and approved by core DAO (Joni and Delisse) and the Financial Controller, with the Trustee informed. I'm compensated @ $75/hr which is not even 30% of my rate bro. I have every incentive to close this chapter efficiently. Not to prolong it. While this looks like an economic opportunity for you. It's not for me. To date, I’ve accomplished in 3 months what a 7-person, PT team couldnt do in 7 months. End of this mo, 12 of 14 grants will be fully closed. Behind the scenes, also handling complex unwinding tasks: managing return of 450K ATOM LP to cp. As usual, your concerns are based on chain data w selective CONTEXT. But your rant is proof ur the Don Quixote of Cosmos. Keep tilting at windmills if you haven't fallen from the horse already.

Hey @BetterCio Multiple AADAO contributors, including myself, have been trying to reach you for 8 weeks. As a co-founder of @ATOMAccelerator, your attention is urgently needed on several time-sensitive and urgent matters. cc: @0xMagmar

Hey @BetterCio, @0xMagmar (Interchain Labs) and I have been trying to reach you -- please check your email and DMs.

🚀Relayer Pulse is LIVE! Ever wondered which relayers are crushing it in the #Cosmos ecosystem? 📊 Monthly AI-powered insights showing: 🥇Top performing relayers & networks ⭐Transaction volume breakdowns 🚀Network momentum & trends 🥇Relayer highlights & achievements 🎯 Tweet/post from pulse page - automatically mentions top networks & relayers 🔥 Available for individual networks or the entire Cosmos ecosystem Check it out: relayers.smartstake.io $STRD $OSMO $ATOM $INJ $NTRN $USDC $TIA $DYDX $AKT $LUNA @stride_zone @osmosiszone @cosmos @InjectiveLabs @Neutron_org @noble_xyz @CelestiaOrg @dYdX @akashnet @terra_money @IcyCro @cosmosrescue @validaoxyz @crypto_crew @lavender_five @IBSvalidator @HuginnStake @theNode75 @CroutonDigital @R93ax @SmartStake

unfortunately just having an entity that doesn't have equity holders and prohibits dividends does not magically create tokenholder 'alignment'--that's table stakes & every foundation (including the ones everybody hates) already does that the real bare minimum should be: -->governance docs are public -->in those docs, the entity purposes are narrowly and carefully drafted to tailor to the particular community/token/protocol at issue (this is almost never the case), with few weasel words or "any other purpose permitted by law" clauses -->there is some enforcement mechanism for actually aligned third parties (e.g., the DAO itself) to take legal action against the entity and its managers if they are violating the entity's rules Very often, almost always, at least one of these elements is missing & the potential for loopholes and end-runs causing 'misalignment' with tokenholders is massive. Just BORG it. 🖖😎

This is a demonstration that Cosmos’ new development model is working We: - Removed the contributor by consolidating dev under ICL - Identified & blacklisted the contributor as malicious when they applied to our org - Prevented most of their contributions from going live

At @tallyxyz, we're energized by emerging regulatory frameworks and legal innovations that enhance crypto governance safety and performance. One particularly compelling development is BORGs (Bounded Objective-Reinforced Governance structures), pioneered by @lex_node. Thread on how protocols are implementing them 👇

I'm a big believer that you need to be in the same timezone as your users. Little things like tweeting at the right time, or being able to immediately address their feedback when they report an issue--or even having your weekend timing be the same as your users--is really valuable. If your users are in Asia, you need to be in Asia. If they are in the USA, you need to be in the USA. For us, we have a global regulatory strategy we're sticking to, and so our roadmap plan is to be in various regions as we open the product iteratively in each part of the world. Asia was first. But we have many more coming, and so we will be on the move constantly as we expand globally, setting up teams, offices, and community hubs in places all around the world. Do things that don't scale.

you asked, we delivered--you can now do your SAFE Token Warrant round on MetaLeX. . .sign & close onchain--no Docusigns, no chasing funds! investor gets 2 NFT certificated securities with a tradeability toggle real internet capital markets 🖖😎 cybercorps.metalex.tech/

if people believe they are investing money to ultimately profit from the business you will develop from that money, it's an investment contract--there is no way of structuring around this

Glory Hallelujah Proposal 996: Revert Community Pool Tax Rate to 2% will PASS. Common sense is the new common ground.

$644 marketing expense: paid to Margaux, a contractor engaged by Syed to manage social-media and communications tasks. Salary overhead: $19k–$22k/month remains excessive relative to current maintenance output. Having a 40% FTE venture lead at this point is redundant. I've asked for responsibilities to be reassigned to the BVI trustee. Grants can also manage w one 40% FTE. Rather than two at 40% FTE, each. There's an ops associate, but she's essential, and also working reduced hours. In addition to the four 40% FTE core contributors, there are two 20-35% FTE on oversight (myself and a new Financial Controller, Matt Brown) **Action requested** (per TR #9) I've asked AADAO to draft a structured draw-down plan that: 1. Specifies headcount reductions and role transfers. 2. Sets a timeline for phased budget cuts. 3. Assent that all assets are the property of Hub governance 4. The complete draw down and dissolution plan be formalised and ratified via governance. As of end March 2024, $2.3m liquid in Treasury, with $1.3m in grant outlays (Oct 2024 - March 2025). x.com/gyunit_/status/1915217…

This is a great summary of why a token swap or "acquisition" between two chains requires an authorized legal entity on each side to execute the terms. Token holder approval through governance is important, but it's just a signal, not enforcement. You still need a legally empowered agent to carry out the deal on behalf of communities. $STARS $ATOM