Questions for TrueFi DAO Board Members

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@sebdavies @ferengi @vandynathan @Gregoireljda @Type3 @RomainR

As active contributors to the governance and strategic direction of the Truefi protocol, could each board member kindly outline your current active role within the TrueFi DAO and elaborate on your specific contributions over the past seven months?

In particular, it would be valuable for the community to understand:

:black_small_square:The responsibilities you have undertaken ?

:black_small_square:Key decisions, initiatives or outcomes in which you have played a direct role?

Please also share in the forum the total board members costs (by each board member) since taking on the position.

Cheers

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Thank you for the thoughtful questions and continued engagement. I appreciate the opportunity to share an update on my role and broader board activity over the past several months. While I may not be able to offer the level of granularity some may seek—for example, I don’t track time or contributions like a timesheet—I’d like to respond in the spirit of transparency and accountability.

Board Responsibilities and Strategic Focus

As a board, one of our core responsibilities has been to refocus the protocol’s efforts toward a more sustainable and streamlined operating model. Over the past seven months, we’ve worked to transition the Foundation into a leaner, more execution-focused organization—akin to a startup in both mindset and cost structure.

Some of the key areas where I and the board have been directly involved include:

  • Strategic Refocus: We’ve moved away from pursuing multiple simultaneous initiatives—such as the compliant RWA platform, an M&A strategy, and other longer-term ambitions—and instead aligned the team behind a single, near-term path to sustainability: Project Polaris.
  • Empowering the Operations Team: We’ve worked closely with the core contributors to ensure they have the mandate and support needed to execute on Polaris with clarity and urgency.
  • Cost Rationalization: We’ve made difficult but necessary decisions, including key personnel changes, salary reductions, and a broader effort to manage operating costs. These changes have significantly improved the Foundation’s balance sheet and extended its runway.
  • Governance and Oversight: We’ve continued to provide guidance on resourcing, product direction, and capital planning, with a strong emphasis on executional accountability.

On Board Compensation

Active Board members continue to receive a monthly stipend of $2,000 USD, with the first payment issued in December. There are currently four members serving in this capacity.

I’m personally excited about what’s ahead, and I believe Polaris represents a meaningful opportunity to demonstrate the value of the TrueFi ecosystem. While we’re not ready to share full details about the go-forward sustainability plans post-Polaris at this time, I look forward to doing so when we’re in a stronger position to show concrete traction.

Thanks again for your engagement and support.

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Thank you so much for simply sharing, Seb.

The whole point of this post was to express that board members aren’t expected to do more than keep the DAO informed and help maintain the spirit of community within TrueFi. I’m certainly not someone who demands things from others, but as a long-term investor, I do expect a basic level of respect and transparency.

Just to clarify—is any specific board member currently responsible for overseeing DAO governance? That’s why I asked about the specific roles each board member is fulfilling. Ideally, there shouldn’t be any overlap in responsibilities, as that wouldn’t serve the best interests of the DAO.

This request really shouldn’t be coming from me; it should be initiated by the person responsible in their capacity as a DAO Governance Board member. In fact, that’s the very role I had hoped to take on myself before ultimately choosing to relinquish my votes—so I’m hoping such a role exists within the board…?

And to be clear, it’s not that I feel disrespected—but I do get the sense that when a community member or an investor asks for transparency or a simple update, there’s often reluctance to respond in the past. Lets please not go down the same road. I’m not sure if that’s due to ego, a lack of structure or a simply dont feel the need to respond, but maybe it’s time we agree on a simple expectation: a check-in from all board members every three months, just to help keep the flow of community engagement alive.

After all, the goal of any project is to build confidence and attract investment. I don’t think it’s unreasonable to ask board members to do exactly what you’ve done here, Seb—share a brief, thoughtful update without giving away anything that could be of value to competitors.

Greatly appreciate the time you took to share your update with the DAO :victory_hand:t3:

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Thanks so much for the thoughtful reply — really appreciate you taking the time to lay this out clearly and respectfully.

You’re absolutely right. Maintaining transparency and engagement with the community is essential, and I agree it shouldn’t take a post like yours to prompt these kinds of updates. As a group, we’ve been incredibly focused over the past few months on BD, product development, and securing capital partners for Project Polaris (there’s an awesome new name coming, btw), which has admittedly pulled our attention away from the forum and community updates. That’s not an excuse — we know it’s not acceptable, especially in a market where trust and clear communication matter more than ever. We hear you, and we’re going to do better.

On the governance front: we haven’t formally assigned a single board member to oversee DAO governance specifically, which, candidly, may be a gap. Feel free to DM me — I’d be happy to give you a more detailed rundown of the early months of my time on the Board, which might help explain why that gap exists today. Up until now, we’ve mostly operated collectively, leaning on our respective strengths and networks. That made sense during the phase of broad-based restructuring and reprioritization, but I agree that more clarity around roles would improve both accountability and engagement. It’s something we’ll take back as a board to align on — including potentially having one of us take the lead on forum comms and check-ins moving forward.

I also think your suggestion of a quarterly update from the Board makes a lot of sense — it’s simple, lightweight, and helps keep the conversation alive without overcomplicating things. Rather than have every member weigh in each time, we could rotate updates to avoid repetition while still giving the community a window into how the board is functioning. Happy to support that as a baseline going forward.

Really appreciate you raising this the way you did. Your long-term support means a lot, and this kind of feedback helps us build better habits as we enter what we know is a pivotal phase for TrueFi.

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Thanks so much for the thoughtful and open response Seb. I really appreciate your willingness to engage constructively. It’s reassuring to know that the importance of regular communication and accountability to the community is not only recognised but actively being addressed.

As a serial entrepreneur managing multiple companies, I admit my expectations around communication can be quite high. That’s largely because I operate in environments where I collaborate with numerous contractors across UX/UI design, development, and SEO - areas where clear and consistent updates are critical to maintaining alignment and momentum.

I naturally bring that same mindset to every business im building or project I’m invested in, especially when my investment is rooted more in trust in the team than in solid fundamentals at this stage.

That said, I completely understand that during intense phases such as business development, product work, and aligning with capital partners, certain things may be overlooked—not intentionally, but as a result of other important priorities, as you mentioned.

Thank you, Seb, for your thoughtful acknowledgment and openness to new ideas—it really makes a difference. I’m especially inspired by the idea of assigning a dedicated board member to focus on governance and forum engagement on a quarterly basis. This kind of clarity and responsibility can significantly strengthen the link between the board and the broader community.

I also agree that rotating quarterly updates is a great approach. Simple, consistent check-ins like this can help rebuild trust and keep the community informed, all while avoiding unnecessary complexity.

Appreciate the offer to DM — I may well take you up on it. And definitely looking forward to hearing the “awesome new name” coming — sounds like an exciting new chapter is ahead.

Thanks again for taking the time :victory_hand:

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