M&A for Arbitrum DAO | proposals.app

posted 2 years ago

edited 2 years ago

Great initiative—just some thoughts:

It seems like we might be putting the cart before the horse here. Establishing a dedicated, seasonal working group (rather than an open Telegram group) could help address this by evaluating if pursuing M&A is the right move at this time. You can add this as a pre-phase within the budget that would then a vote for implementation of Phase 1 can occur. This would also provide an oppertuntiy for meaniful contribution within the DAO or an example of such for those interested.

Great initiative—just some thoughts:

Before considering M&A, there are several critical areas where the DAO needs stronger alignment:

Strategic Priorities: We need clarity on our long-term strategic goals.
Culture: Successful integration post-M&A is not just about strategic and financial alignment but also about aligning cultures.Without a unified culture, how will we integrate new acquisitions?
Financial Health: Is this the right time for M&A? What are the potential impacts on our token price?
Resources: Do we have the necessary human resources?
Integration Planning and Risk Management: These are crucial to handle post-M&A integration and potential risks effectively.
Governance: How can we ensure decisions aren't dominated by large token holders or a small group of delegates?

Regarding the examples provided, while Polygon’s acquisition of Mir, Klaytn & Finschia’s merger, and FEI’s purchase of Rari offer insights, they may not directly translate to our scenario. The strategic focus, scale of operations, and community responses illustrated these cases might not align with Arbitrum. Some learnings from the example to consider;

Strategic Fit and Focus: Polygon's acquisition of Mir focused on enhancing zero-knowledge proofs to improve scalability. If Arbitrum’s goals are more about expanding its ecosystem or diversifying offerings rather than purely technological enhancements, this case may not provide relevant insights. Arbitrum might benefit more from acquisitions that broaden its service offerings or user base.

Scale and Impact of Integration: The merger between Klaytn & Finschia, involving major structural changes and complex integration, may not align with Arbitrum’s likely preference for smaller, strategic acquisitions aimed at filling specific gaps rather than large-scale mergers.

Controversial Outcomes and Community Response: Fei Protocol’s acquisition of Rari Capital faced backlash over valuation issues and treatment of stakeholders, underscoring the risks of community dissatisfaction in DAO settings. Arbitrum must prioritize transparent and fair processes to maintain community trust, avoiding the pitfalls seen in Fei’s approach.

feems

posted 2 years ago

edited 2 years ago

Great initiative—just some thoughts:

Before considering M&A, there are several critical areas where the DAO needs stronger alignment:

Strategic Priorities: We need clarity on our long-term strategic goals.
Culture: Successful integration post-M&A is not just about strategic and financial alignment but also about aligning cultures.Without a unified culture, how will we integrate new acquisitions?
Financial Health: Is this the right time for M&A? What are the potential impacts on our token price?
Resources: Do we have the necessary human resources?
Integration Planning and Risk Management: These are crucial to handle post-M&A integration and potential risks effectively.
Governance: How can we ensure decisions aren't dominated by large token holders or a small group of delegates?

danielo from mrjackalop.eth

0.00 TOKEN

posted 2 years ago

edited 2 years ago

Important areas that seems missing:

Reputation and Credentialing (the bridge between Identity and CollabTech or the subset which is DAO Tooling).
The whole Governance section is missing too. And critically this shouldn't be reduced to voting but the broader governance process that includes areas such as sense-making, idea management, and accountability and oversight (also related to Reputation but not quite the same).
HR/Talent is also a rather critical area, (being the overarching category of Onboarding).
There's a section for Legal teams but no Legal Tech, and with the advent of automated legal entity formation through on-chain actions (KaliDAO, Otonomos, etc.) this is a very interesting area to consider within the collabtech bundle too.
seems strange to have a dApps category that includes B2B SaaS but excludes dApps from most other verticals (Gaming, DeSci, DeFI, etc etc) and also excludes any B2B (aka COllabTech tool that's not SaaS but e.g. is pay per use). Wouldn't it be better to break down dApps into the actual verticals and move B2B SaaS under CollabTech (expanding the narrower DAO tooling framing)?

Important areas that seems missing:

Reputation and Credentialing (the bridge between Identity and CollabTech or the subset which is DAO Tooling).
The whole Governance section is missing too. And critically this shouldn't be reduced to voting but the broader governance process that includes areas such as sense-making, idea management, and accountability and oversight (also related to Reputation but not quite the same).
HR/Talent is also a rather critical area, (being the overarching category of Onboarding).
There's a section for Legal teams but no Legal Tech, and with the advent of automated legal entity formation through on-chain actions (KaliDAO, Otonomos, etc.) this is a very interesting area to consider within the collabtech bundle too.
seems strange to have a dApps category that includes B2B SaaS but excludes dApps from most other verticals (Gaming, DeSci, DeFI, etc etc) and also excludes any B2B (aka COllabTech tool that's not SaaS but e.g. is pay per use). Wouldn't it be better to break down dApps into the actual verticals and move B2B SaaS under CollabTech (expanding the narrower DAO tooling framing)?

I hope this helps

danielo from mrjackalop.eth

0.00 TOKEN

posted 2 years ago

edited 2 years ago

Important areas that seems missing:

Reputation and Credentialing (the bridge between Identity and CollabTech or the subset which is DAO Tooling).
The whole Governance section is missing too. And critically this shouldn't be reduced to voting but the broader governance process that includes areas such as sense-making, idea management, and accountability and oversight (also related to Reputation but not quite the same).
HR/Talent is also a rather critical area, (being the overarching category of Onboarding).
There's a section for Legal teams but no Legal Tech, and with the advent of automated legal entity formation through on-chain actions (KaliDAO, Otonomos, etc.) this is a very interesting area to consider within the collabtech bundle too.
seems strange to have a dApps category that includes B2B SaaS but excludes dApps from most other verticals (Gaming, DeSci, DeFI, etc etc) and also excludes any B2B (aka COllabTech tool that's not SaaS but e.g. is pay per use). Wouldn't it be better to break down dApps into the actual verticals and move B2B SaaS under CollabTech (expanding the narrower DAO tooling framing)?

Important areas that seems missing:

Reputation and Credentialing (the bridge between Identity and CollabTech or the subset which is DAO Tooling).
The whole Governance section is missing too. And critically this shouldn't be reduced to voting but the broader governance process that includes areas such as sense-making, idea management, and accountability and oversight (also related to Reputation but not quite the same).
HR/Talent is also a rather critical area, (being the overarching category of Onboarding).
There's a section for Legal teams but no Legal Tech, and with the advent of automated legal entity formation through on-chain actions (KaliDAO, Otonomos, etc.) this is a very interesting area to consider within the collabtech bundle too.
seems strange to have a dApps category that includes B2B SaaS but excludes dApps from most other verticals (Gaming, DeSci, DeFI, etc etc) and also excludes any B2B (aka COllabTech tool that's not SaaS but e.g. is pay per use). Wouldn't it be better to break down dApps into the actual verticals and move B2B SaaS under CollabTech (expanding the narrower DAO tooling framing)?

I hope this helps

M&A Pilot Phase Bi-weekly #2 (June 26) - Week 3+4

Thank you all for joining our second bi-weekly call! The bi-weekly updates call are an opportunity for interested parties to contribute, ask questions, and most importantly challenge deliverables. Find below key items of consideration:

Recording: Bi-weekly Call #2 June 26
Telegram Group: Invite
Next interaction point: M&A Discussion Session at GovHack (6th July - 16:30 CET)

As always, for any questions or remarks in the meantime - feel free to reach out via TG @bmitte.

Looking forward to the next interaction!

Summary: Bi-weekly Call #2 - 26 June

Agenda

We used the first bi-weekly to guide through the following topics:

Pilot Phase Status
Workstream Updates & Exercises: a. M&A Value Upside b. Strategic Target Areas c. Operationalization of Fund
Discussion & Next steps

TL;DR:

The first 2-3 weeks of the pilot phase were spent on establishing the basics, working through analyses, creating educational material for the final report and developing initial strategic target areas.
With these fundamentals in place, the focus shifted to the application area for Arbitrum DAO, addressing key questions about the Arbitrum M&A case and its feasibility. With on-going feedback, we are now tackling the big questions on how an M&A unit fits into Arbitrum and how it can succeed.
At GovHack in Brussels, we will test our current setup and gather the DAO's opinions on the value of an Arbitrum DAO M&A Unit and its target areas.

Summary of Outcomes

Here are the highlights of the call outcomes. We decided to include the key slides here as they are the easiest to grasp vs. written text.

Chapter 1: We discussed the status on key deliverables

1. Pilot Phase Project Plan: Timeline and key deliverables

Updates: Shifted our next online governance call to after EthCC to meet calendars and highlighted EthCC M&A discussion session on Saturday 6th July. Bildschirmfoto 2024-07-04 um 22.07.57|690x387

Bildschirmfoto 2024-07-04 um 22.07.57|690x387

Chapter 2: We discussed the and status for 3 workstreams

M&A Value Upside

This workstream forms the basic of understanding on M&A and its role in web2 and web3. The mix of educational material and own analyses is wrapped up and will be part of the final report to get the DAO up to speed on the topic.

2. Updated Workstream Approach: M&A Value Upside Analysis

Bildschirmfoto 2024-07-04 um 22.09.32|690x386

2. Workstream Status: Example of current work in progress for education

Bildschirmfoto 2024-07-04 um 22.12.30|690x390

Bildschirmfoto 2024-07-04 um 22.13.10|690x389

Bildschirmfoto 2024-07-04 um 22.13.31|690x388

Bildschirmfoto 2024-07-04 um 22.13.46|690x383

Bildschirmfoto 2024-07-04 um 22.14.01|690x388

2. Workstream Next Steps

Bildschirmfoto 2024-07-04 um 22.14.23|690x387

Strategic Target Areas

In week 4, we created a distilled list of strategic target areas and mapped them on a value impact and feasibility for M&A graph. You can find many of the detailed analyses in the appendix or in the document shared last week. For the GovHack, we will guide you through the three main categories for M&A that are emerging for Arbitrum DAO.

2. Updated Workstream Approach: Strategic Target Areas

Bildschirmfoto 2024-07-04 um 22.15.01|690x387

2. Workstream Status: Strategic Target Areas

Bildschirmfoto 2024-07-04 um 22.17.41|690x387

Bildschirmfoto 2024-07-04 um 22.17.59|690x386

2. Workstream Next Steps

Bildschirmfoto 2024-07-04 um 22.18.11|690x388

Operationalization Details for M&A Unit

This workstream has begun by mapping out all the key questions for the unit. Additionally, we developed structures to address the priority questions highlighted in dark blue, which we will guide you through at the GovHack in Brussels. Getting these right over the next few weeks is crucial to determining the feasibility and potential benefits of the unit.

2. Workstream Approach: Operationalization Details for M&A Unit

Bildschirmfoto 2024-07-04 um 22.21.47|690x387

Bildschirmfoto 2024-07-04 um 22.22.01|690x385

2. Workstream Next Steps

Bildschirmfoto 2024-07-04 um 22.22.48|690x386

Chapter 3: Feedback and amendments

Topics highlighted in discussion by call participants

These are topics highlighted by call participants that we deem high priority. Some were already included in our work packages and will now receive extra emphasis due to their importance, while others will be added anew.

Clear objective between financial and strategic ROI: Map out ROI for different asset categories.
Management structures for sustainability: Emphasize on how is this going to stay for the long-term / How to prevent buying assets that will then die a slow death.
Unit compensation and long-term incentives: Map out how incentives work for the unit.
Map out DAOs involvement in management decisions: Show decision-making power of the DAO in day-to-day management, which should be minimal.

Topics integrated from last bi-weekly Call and forum

Post-acquisition integration: Details on integration of M&A targets into the DAO, incl. views on incentivization of stakeholders (team, managers, DAO participants) and integration flow. --> Mapped out three different integration and incentive schemes to discuss.
Buy/fork vs. build framework: Framework on buy/fork vs. build decisions. --> Created and attached to the report.
Open feedback to Strategic Target Areas: Platform for the wider community for feedback on strategic target areas next to direct outreaches to delegates (beginning of this thread). --> Received feedback on the forum, TG chat, and in bilateral calls and assessed relevant target area additions in our analysis.
Areta research vs. delegate coordination exercise: Own in-depth research on strategic target areas, besides views collected from delegates and other stakeholders. --> Included as core part of our work
Build up on existing strategy work: Inclusion of existing pieces on strategic target areas exercise. --> Continuous exercise to include all relevant sources.
M&A acquisition upside metrics: Framework to measure financial/value upside for Arbitrum DAO. --> Mapped out ROI measurement.
M&A next to other capital allocation initiatives: Overview on how M&A sits next to other initiatives. --> Created overview and collaborated with other initiatives in virtual working session (GCP, AVI, EVM).
Acquisition payment in liquid ARB: Considerations on paying acquisition prices in liquid ARB (vs. equity and/or cash). --> Emphasized on ARB payment being at the core part of our sustainability considerations and developed incentive schemes.

Next steps for next two weeks

Bildschirmfoto 2024-07-04 um 22.31.53|690x388

Helpful links:

M&A Core Proposal: here
M&A Telegram Group: here
Easy-to-digest Video Summary (s/o to Sinkas): here

M&A Pilot Phase Bi-weekly #1 (June 12) - Week 1+2

Thank you all for your trust in the initiative and a first productive bi-weekly call! The bi-weekly updates call are an opportunity for interested parties to contribute, ask questions, and most importantly challenge deliverables. Find below key items of consideration:

Recording: Bi-weekly Call #1 June 12
Telegram Group: Invite
Current working docs: Strategic Target Areas Long List

For these who would like to contribute on the Strategic Target Areas exercise - please see guidelines below and feel free to reach out via TG @bmitte.

Looking forward to the next call!

[Call to Action] Strategic Target Areas Review

Most important things first. A key element of discussion was the progress on the Strategic Target Areas for Arbitrum DAO. Find detailed context below.

In this workstream, we aim to achieve two main outcomes:

List of Strategic Big Bets for Arbitrum: Strategic themes that foster user and builder activity, generate revenue, and enhance Arbitrum's competitive advantage. This list will guide M&A targets and can be used by any other initiative across the DAO.
List of Specific Target Areas for M&A: This includes some Strategic Big Bets as well as DAO enablers, i.e., additions that operationalize, scale, and streamline the DAO, that have undergone additional assessment for M&A fit.

Current Status

At this stage, we are exploring a broad range of (1) Strategic Big Bets and (2) DAO enablers for Arbitrum DAO, conducting directional assessments before in-depth analyses. We are currently considering 70 potential target areas and plan to distill these to an aligned set of 5-10 high-priority ones.

For review: See the slide with the target areas below.
For detailed descriptions and further on our initial view for M&A fit check the detailed list.

How to: Review current state of target areas

We invite you to review the current list of Strategic Target Areas and provide feedback via TG or here. We seek broad community and delegate input to ensure we cover all necessary areas and gain initial insights.

Things to consider:

Is there any Strategic Big Bet or DAO enabler missing that you believe should be included/assessed?
Which Strategic Big Bets and DAO enablers should be prioritized by Arbitrum DAO and why?
Extra, if you want to go deep into the extended list: Do you agree with the initial ratings for M&A fit, or do you have strong opposing views on any?

[To Do] Strategic Target Areas for Review

Bildschirmfoto 2024-06-18 um 01.35.07|690x389

Bildschirmfoto 2024-06-18 um 01.36.12|690x388

Summary: Bi-weekly Call #1 - 12 June

Agenda

We used the first bi-weekly to guide through the following topics:

Pilot Phase Scope Walkthrough
Workstream Approach and Status: M&A Value Upside, Strategic Target Areas
Discussion & Next steps

Summary of Outcomes

Here are the highlights of the call outcomes. We decided to include the key slides here as they are the easiest to grasp vs. written text.

Chapter 1: We discussed the scope and key deliverables

1. Pilot Phase Scope: Key work packages over 8 weeks

Bildschirmfoto 2024-06-18 um 01.38.30|690x387

1. Pilot Phase Project Plan: Timeline and key deliverables

Bildschirmfoto 2024-06-18 um 01.38.45|690x387

Chapter 2: We discussed the approach and status for 2 workstreams

M&A Value Upside

2. Workstream Approach: M&A Value Upside Analysis

Bildschirmfoto 2024-06-18 um 01.40.47|690x388

2. Workstream Status: Example of current work in progress for education

Bildschirmfoto 2024-06-18 um 01.42.34|690x387

Bildschirmfoto 2024-06-18 um 01.43.10|690x388

2. Workstream Next Steps

Bildschirmfoto 2024-06-18 um 01.43.56|690x388

Strategic Target Areas

2. Workstream Approach: Strategic Target Areas

Bildschirmfoto 2024-06-18 um 01.45.07|690x388

2. Workstream Status: Strategic Target Areas

Bildschirmfoto 2024-06-18 um 01.45.48|690x387

Bildschirmfoto 2024-06-18 um 01.46.06|690x388

2. Workstream Next Steps

Bildschirmfoto 2024-06-18 um 01.46.47|690x389

Chapter 3: Topics highlighted in discussion by call participants

These are topics highlighted by call participants that we deem high priority. Some were already included in our work packages and will now receive extra emphasis due to their importance, while others will be added anew.

Post-acquisition integration: Details on integration of M&A targets into the DAO, incl. views on incentivization of stakeholders (team, managers, DAO participants) and integration flow.
Buy/fork vs. build framework: Framework on buy/fork vs. build decisions.
Open feedback to Strategic Target Areas: Platform for the wider community for feedback on strategic target areas next to direct outreaches to delegates (beginning of this thread).
Areta research vs. delegate coordination exercise: Own in-depth research on strategic target areas, besides views collected from delegates and other stakeholders.
Build up on existing strategy work: Inclusion of existing pieces on strategic target areas exercise.
M&A acquisition upside metrics: Framework to measure financial/value upside for Arbitrum DAO.
M&A next to other capital allocation initiatives: Overview on how M&A sits next to other initiatives.
Acquisition payment in liquid ARB: Considerations on paying acquisition prices in liquid ARB (vs. equity and/or cash).

Next steps for next two weeks

Bildschirmfoto 2024-06-18 um 01.47.13|690x388

Helpful links:

M&A Core Proposal: here
M&A Telegram Group: here
Easy-to-digest Video Summary (s/o to Sinkas): here

krst from delegate.l2beat.eth

10.0M TOKEN

posted 2 years ago

The following reflects the views of L2BEAT’s governance team, composed of @krst and @Sinkas, and it’s based on the combined research, fact-checking, and ideation of the two.

We are voting FOR this proposal in the temperature check.

The following reflects the views of L2BEAT’s governance team, composed of @krst and @Sinkas, and it’s based on the combined research, fact-checking, and ideation of the two.

We are voting FOR this proposal in the temperature check.

Having read both the core and the pilot M&A proposals, and having discussed it in depth with multiple stakeholders, we’re not quite sure whether there are enough M&A opportunities for the DAO to execute on the scale outlined in the original proposal.

For M&A deals to be executed properly, the DAO should have the necessary business and legal structures set in place. While some initiatives are working to that end (e.g. the OpCo and the venture capital entity, etc.), none of them are yet established.

We are not entirely sure how much potential an M&A unit in the DAO has, but we understand that the purpose of the pilot proposal is to help us gauge the potential and better understand any existing possibilities in the broader landscape.

Additionally, we recognize and appreciate the amount of work put in so far by Bernard and the rest of the working group and we’d like to see it taken one step further and hopefully get some tangible, actionable results out of that work. Therefore, we’ll be voting in favor of the pilot phase proposal.

Having said that, we want to stress that our support here does not immediately translate to future support in pursuing the core M&A proposal. When that time comes, we’ll be assessing that proposal separately on its own merit, based on the learnings from the pilot phase, as well as the status of the DAO at that time.

Lastly, we’d like to express our interest in being involved in the process of developing strategic areas of interest by way of providing feedback and assisting in the alignment of the proposal with the DAO.

M&A Pilot Phase Bi-weekly #2 (June 26) - Week 3+4

Thank you all for joining our second bi-weekly call! The bi-weekly updates call are an opportunity for interested parties to contribute, ask questions, and most importantly challenge deliverables. Find below key items of consideration:

Recording: Bi-weekly Call #2 June 26
Telegram Group: Invite
Next interaction point: M&A Discussion Session at GovHack (6th July - 16:30 CET)

As always, for any questions or remarks in the meantime - feel free to reach out via TG @bmitte.

Looking forward to the next interaction!

Summary: Bi-weekly Call #2 - 26 June

Agenda

We used the first bi-weekly to guide through the following topics:

Pilot Phase Status
Workstream Updates & Exercises: a. M&A Value Upside b. Strategic Target Areas c. Operationalization of Fund
Discussion & Next steps

TL;DR:

The first 2-3 weeks of the pilot phase were spent on establishing the basics, working through analyses, creating educational material for the final report and developing initial strategic target areas.
With these fundamentals in place, the focus shifted to the application area for Arbitrum DAO, addressing key questions about the Arbitrum M&A case and its feasibility. With on-going feedback, we are now tackling the big questions on how an M&A unit fits into Arbitrum and how it can succeed.
At GovHack in Brussels, we will test our current setup and gather the DAO's opinions on the value of an Arbitrum DAO M&A Unit and its target areas.

Summary of Outcomes

Here are the highlights of the call outcomes. We decided to include the key slides here as they are the easiest to grasp vs. written text.

Chapter 1: We discussed the status on key deliverables

1. Pilot Phase Project Plan: Timeline and key deliverables

Updates: Shifted our next online governance call to after EthCC to meet calendars and highlighted EthCC M&A discussion session on Saturday 6th July. Bildschirmfoto 2024-07-04 um 22.07.57|690x387

Chapter 2: We discussed the and status for 3 workstreams

M&A Value Upside

This workstream forms the basic of understanding on M&A and its role in web2 and web3. The mix of educational material and own analyses is wrapped up and will be part of the final report to get the DAO up to speed on the topic.

2. Updated Workstream Approach: M&A Value Upside Analysis

2. Workstream Status: Example of current work in progress for education

2. Workstream Next Steps

Strategic Target Areas

In week 4, we created a distilled list of strategic target areas and mapped them on a value impact and feasibility for M&A graph. You can find many of the detailed analyses in the appendix or in the document shared last week. For the GovHack, we will guide you through the three main categories for M&A that are emerging for Arbitrum DAO.

2. Updated Workstream Approach: Strategic Target Areas

2. Workstream Status: Strategic Target Areas

2. Workstream Next Steps

Operationalization Details for M&A Unit

This workstream has begun by mapping out all the key questions for the unit. Additionally, we developed structures to address the priority questions highlighted in dark blue, which we will guide you through at the GovHack in Brussels. Getting these right over the next few weeks is crucial to determining the feasibility and potential benefits of the unit.

2. Workstream Approach: Operationalization Details for M&A Unit

2. Workstream Next Steps

Chapter 3: Feedback and amendments

Topics highlighted in discussion by call participants

These are topics highlighted by call participants that we deem high priority. Some were already included in our work packages and will now receive extra emphasis due to their importance, while others will be added anew.

Clear objective between financial and strategic ROI: Map out ROI for different asset categories.
Management structures for sustainability: Emphasize on how is this going to stay for the long-term / How to prevent buying assets that will then die a slow death.
Unit compensation and long-term incentives: Map out how incentives work for the unit.
Map out DAOs involvement in management decisions: Show decision-making power of the DAO in day-to-day management, which should be minimal.

Topics integrated from last bi-weekly Call and forum

Post-acquisition integration: Details on integration of M&A targets into the DAO, incl. views on incentivization of stakeholders (team, managers, DAO participants) and integration flow. --> Mapped out three different integration and incentive schemes to discuss.
Buy/fork vs. build framework: Framework on buy/fork vs. build decisions. --> Created and attached to the report.
Open feedback to Strategic Target Areas: Platform for the wider community for feedback on strategic target areas next to direct outreaches to delegates (beginning of this thread). --> Received feedback on the forum, TG chat, and in bilateral calls and assessed relevant target area additions in our analysis.
Areta research vs. delegate coordination exercise: Own in-depth research on strategic target areas, besides views collected from delegates and other stakeholders. --> Included as core part of our work
Build up on existing strategy work: Inclusion of existing pieces on strategic target areas exercise. --> Continuous exercise to include all relevant sources.
M&A acquisition upside metrics: Framework to measure financial/value upside for Arbitrum DAO. --> Mapped out ROI measurement.
M&A next to other capital allocation initiatives: Overview on how M&A sits next to other initiatives. --> Created overview and collaborated with other initiatives in virtual working session (GCP, AVI, EVM).
Acquisition payment in liquid ARB: Considerations on paying acquisition prices in liquid ARB (vs. equity and/or cash). --> Emphasized on ARB payment being at the core part of our sustainability considerations and developed incentive schemes.

Next steps for next two weeks

Bildschirmfoto 2024-07-04 um 22.31.53|690x388

Helpful links:

M&A Core Proposal: here
M&A Telegram Group: here
Easy-to-digest Video Summary (s/o to Sinkas): here

M&A Pilot Phase Bi-weekly #1 (June 12) - Week 1+2

Thank you all for your trust in the initiative and a first productive bi-weekly call! The bi-weekly updates call are an opportunity for interested parties to contribute, ask questions, and most importantly challenge deliverables. Find below key items of consideration:

Recording: Bi-weekly Call #1 June 12
Telegram Group: Invite
Current working docs: Strategic Target Areas Long List

For these who would like to contribute on the Strategic Target Areas exercise - please see guidelines below and feel free to reach out via TG @bmitte.

Looking forward to the next call!

[Call to Action] Strategic Target Areas Review

Most important things first. A key element of discussion was the progress on the Strategic Target Areas for Arbitrum DAO. Find detailed context below.

In this workstream, we aim to achieve two main outcomes:

List of Strategic Big Bets for Arbitrum: Strategic themes that foster user and builder activity, generate revenue, and enhance Arbitrum's competitive advantage. This list will guide M&A targets and can be used by any other initiative across the DAO.
List of Specific Target Areas for M&A: This includes some Strategic Big Bets as well as DAO enablers, i.e., additions that operationalize, scale, and streamline the DAO, that have undergone additional assessment for M&A fit.

Current Status

For review: See the slide with the target areas below.
For detailed descriptions and further on our initial view for M&A fit check the detailed list.

How to: Review current state of target areas

Things to consider:

Is there any Strategic Big Bet or DAO enabler missing that you believe should be included/assessed?
Which Strategic Big Bets and DAO enablers should be prioritized by Arbitrum DAO and why?
Extra, if you want to go deep into the extended list: Do you agree with the initial ratings for M&A fit, or do you have strong opposing views on any?

[To Do] Strategic Target Areas for Review

Bildschirmfoto 2024-06-18 um 01.35.07|690x389

Bildschirmfoto 2024-06-18 um 01.36.12|690x388

Summary: Bi-weekly Call #1 - 12 June

Agenda

We used the first bi-weekly to guide through the following topics:

Pilot Phase Scope Walkthrough
Workstream Approach and Status: M&A Value Upside, Strategic Target Areas
Discussion & Next steps

Summary of Outcomes

Here are the highlights of the call outcomes. We decided to include the key slides here as they are the easiest to grasp vs. written text.

Chapter 1: We discussed the scope and key deliverables

1. Pilot Phase Scope: Key work packages over 8 weeks

1. Pilot Phase Project Plan: Timeline and key deliverables

Chapter 2: We discussed the approach and status for 2 workstreams

M&A Value Upside

2. Workstream Approach: M&A Value Upside Analysis

2. Workstream Status: Example of current work in progress for education

2. Workstream Next Steps

Strategic Target Areas

2. Workstream Approach: Strategic Target Areas

2. Workstream Status: Strategic Target Areas

2. Workstream Next Steps

Chapter 3: Topics highlighted in discussion by call participants

Post-acquisition integration: Details on integration of M&A targets into the DAO, incl. views on incentivization of stakeholders (team, managers, DAO participants) and integration flow.
Buy/fork vs. build framework: Framework on buy/fork vs. build decisions.
Open feedback to Strategic Target Areas: Platform for the wider community for feedback on strategic target areas next to direct outreaches to delegates (beginning of this thread).
Areta research vs. delegate coordination exercise: Own in-depth research on strategic target areas, besides views collected from delegates and other stakeholders.
Build up on existing strategy work: Inclusion of existing pieces on strategic target areas exercise.
M&A acquisition upside metrics: Framework to measure financial/value upside for Arbitrum DAO.
M&A next to other capital allocation initiatives: Overview on how M&A sits next to other initiatives.
Acquisition payment in liquid ARB: Considerations on paying acquisition prices in liquid ARB (vs. equity and/or cash).

Next steps for next two weeks

Bildschirmfoto 2024-06-18 um 01.47.13|690x388

Helpful links:

M&A Core Proposal: here
M&A Telegram Group: here
Easy-to-digest Video Summary (s/o to Sinkas): here

krst from delegate.l2beat.eth

10.0M TOKEN

posted 2 years ago

The following reflects the views of L2BEAT’s governance team, composed of @krst and @Sinkas, and it’s based on the combined research, fact-checking, and ideation of the two.

We are voting FOR this proposal in the temperature check.

The following reflects the views of L2BEAT’s governance team, composed of @krst and @Sinkas, and it’s based on the combined research, fact-checking, and ideation of the two.

We are voting FOR this proposal in the temperature check.

Bernard from aretagov.eth

3.1M TOKEN

posted 2 years ago

Hi @cp0x, thanks for taking the time to digest and pointing this out.

Being mindful that it's not straightforward, there are two proposals online: this one, which will soon be put up for a vote, and the core M&A proposal, which will be addressed after the pilot.

The legal details are included in the core M&A proposal here.

134

Hi @cp0x, thanks for taking the time to digest and pointing this out.

Being mindful that it's not straightforward, there are two proposals online: this one, which will soon be put up for a vote, and the core M&A proposal, which will be addressed after the pilot.

The legal details are included in the core M&A proposal here.

For ease of access, here's the excerpt clarifying the latest state:

Quoted from Bernard

Legal set-up: There are several initiatives, all preceding the GCP initiative led by @Djinn, that requires similar entity structures to address key questions around the equity ownership of assets. To prevent overlaps, we have been working closely with these initiatives from the start. The foundation has also laid the groundwork for a legally feasible setup that takes our initiative into account, which will now be tested via the GCP. This will allow us to build on the existing entity work and saves us from undertaking our own full-fledged legal sprint, thereby removing this from the proposal (where we initially had optionality).
Dedicated M&A legal support: For M&A-specific considerations that are not immediately relevant for another initiatives, we plan to work together with a specialized legal party.

M&A for Arbitrum DAO

M&A for Arbitrum DAO

M&A for Arbitrum DAO

[Non-Constitutional] Pilot Phase: M&A for Arbitrum DAO

Comment:

Abstract

Context

Pilot phase

Content

I. Why Pilot Phase & Expected Outcomes

Why conducting a pilot phase?

Expected Outcomes

II. Work Packages and Deliverables

IV. Team and Budget

Team

Budget

V. Next Steps

Acknowledgements:

Helpful links:

M&A for Arbitrum DAO

M&A for Arbitrum DAO

M&A for Arbitrum DAO

[Non-Constitutional] Pilot Phase: M&A for Arbitrum DAO

Comment:

Abstract

Context

Pilot phase

Content

I. Why Pilot Phase & Expected Outcomes

Why conducting a pilot phase?

Expected Outcomes

II. Work Packages and Deliverables

IV. Team and Budget

Team

Budget

V. Next Steps

Acknowledgements:

Helpful links:

[Non-Constitutional] Pilot Phase: M&A for Arbitrum DAO

Comment:

Abstract

Context

Pilot phase

Content

I. Why Pilot Phase & Expected Outcomes

Why conducting a pilot phase?

Expected Outcomes

II. Work Packages and Deliverables

IV. Team and Budget

Team

Budget

V. Next Steps

Acknowledgements:

Helpful links:

[Non-Constitutional] Pilot Phase: M&A for Arbitrum DAO

Comment:

Abstract

Context

Pilot phase

Content

I. Why Pilot Phase & Expected Outcomes

Why conducting a pilot phase?

Expected Outcomes

II. Work Packages and Deliverables

IV. Team and Budget

Team

Budget

V. Next Steps

Acknowledgements:

Helpful links:

M&A for Arbitrum DAO

M&A for Arbitrum DAO

M&A for Arbitrum DAO

M&A for Arbitrum DAO

M&A for Arbitrum DAO

M&A for Arbitrum DAO

M&A Pilot Phase Bi-weekly #2 (June 26) - Week 3+4

M&A Pilot Phase Bi-weekly #1 (June 12) - Week 1+2

M&A Pilot Phase Bi-weekly #2 (June 26) - Week 3+4

M&A Pilot Phase Bi-weekly #1 (June 12) - Week 1+2