We’re a founder-led distributed organization of independent contributors that assemble on a project-to-project basis to work with DeFi and GameFi founder teams to validate ideas, build products, and refine revenue models.
Since 2017, Christopher has been almost entirely focused on projects that merge blockchain utility with innovative business models. After heading an early institutional custody initiative, he has focused on developing cooperative self-custody solutions for families and businesses that simplify and de-stress what are otherwise complex and risky workflows.
I'm passionate about the vision of decentralized finance (DeFi) and the promise offered by emerging financial technologies based on distributed public ledgers.
Decentralized organizations depend on collaborative partnerships. A few things that tear apart partnerships for even the most promising projects are poor communication, unclear objectives, and an overreliance on real-time communication when everyone is in a different time zone. We are constantly working on creative ways to coordinate distributed teams that respect people's time and integrity.
The objective is to validate and grow innovative business ideas as fast as possible, with as little as possible. Conduct experiments to find evidence of product-market fit, with data-driven evidence, then lean in when I find traction.
Build > Measure > Learn > Repeat!
I work too damned hard to to work on things that don't matter. Consequently, I am obsessed with identifying and measuring key results that matter. And so, what matters? Who is depending on us to do what we have assembled here to do? Leadership should never wonder about what the team is doing or whether it making a difference.
Consider...
“Kill your darlings, kill your darlings, even when it breaks your egocentric little [founder's] heart, kill your darlings.” — Stephen King
Your unvalidated assumptions about what your people will buy, use, or invest in will destroy your project. Your community will lie to you about what they want in order to look smart. Your two-year runway will be inadequate to advance your product in 8 months if you don't find revenue-generating utility to slow the burn and demonstrate viability to new investors.
Test your assumptions and kill the ones that don't show promise as quickly as you can. Your success depends on it.