My Background I’ve been an active participant in these forums for quite some time and would consider myself a TrueFi power user. I hold a six-figure share of the Alameda TrueFi debt and bring experience as a Software Engineer and founder of multiple software companies.
One recurring issue I’ve observed is the flood of proposals seeking treasury funds in exchange for product development, business growth, or advisory services. These often seem to drain resources from TrueFi with minimal tangible return.
While I respect the intentions behind many of these proposals, a significant portion appears to deliver limited value, focusing more on securing a portion of the treasury than on creating meaningful impact. This raises an important question—what exactly is the real incentive or long-term goal here?
If a team successfully develops a product or financial derivative, what motivation do they have to hand it over to TrueFi? Aside from the time-tracking details in these proposals, many of them lack the depth and clarity needed. It’s starting to feel like the DAO is functioning more as a venture capital fund, searching for a team to build something of substance.
Another critical issue is accountability; who really holds responsibility for TrueFi’s future? There’s a noticeable lack of clear leadership or vision, and the forums seem to have very few genuinely active participants. Occasionally, new board candidates pop up, but there’s no continuity. Where are the original investors or shareholders who raised money for TrueFi, and what role do they play today?
In my opinion, the brand is TrueFi’s strongest asset. The way forward should involve building an internal team—dedicated, full-time employees, not external consultants or remote developers. This team should work transparently, in-house, focusing on delivering results.
To do this, TrueFi needs to streamline operations, eliminate unnecessary overhead, and move away from relying on external service providers. Hiring key roles like HR personnel, a product manager, and assembling a core team of developers would provide the foundation for real progress. And critically, there needs to be a clear, shared vision for the future.
With the current demand for talented developers, it’s entirely feasible to recruit skilled professionals at market rates to execute on this vision.
I understand the practical challenges, but it’s frustrating to watch the DAO’s resources being depleted with little to no meaningful development