- Edited
Appreciate the comments and ongoing input you give to the project!
To elaborate on the challenges with milestone & tranche based funding:
- Accountability: Carbonmark primarily represents a product and engineering effort for the time being - this group are in reality already the most efficient and accountable group within the DAO, and are building out against a clear vision to operationalize KlimaDAO's carbon - is it even proportional to milestone them given the track record and professionalism demonstrated?
- Decision making: who would be the adjudicator of performance in a tranched funding model? There are already differences in opinion in terms of what and who should be funded. Would it not make most sense to have a CTO (or other leadership structure) with a defined funding package & mandate to call the shots and drive growth. I say this as CM essentially looks like an internal tech company already, and I don't think anyone is querying whether going further down that route (for CM only) is a good idea. Alternatives are essentially an internal DAO team who (may) have different stated priorities? Or the Community which is demonstrably a mix of stakeholders with different perspectives and timelines for their priorities? There will at best be inefficiencies here, or unintended consequences at worst.
- Tranched funding creates consistent problems internally: already discussed elsewhere in the RFC period. One of the objectives is to protect Carbonmark from the volatility of building software in this manner in the short-term, whilst also forcing it to seek viability without subsidy in the med-term.
On a personal level, I am not against clear milestones -- although P&E have already defined their roadmap and give extensive updates on a weekly basis internally, and monthly externally. This roadmap is given ample opportunity to be reviewed and challenged publicly. Commercial milestones will likely be challenging to define until the appropriate business infrastructure can be wrapped around the product itself.
Regarding long-term strategic alignment: KlimaDAO's interest is in Carbonmark utilising DCM liquidity. I think other "nice to haves" from the DAO perspective could dilute CM's ability to pursue this mission and are not particularly pertinent to either organization's success (e.g. IP is currently open-source). P.S. one would of course expect Carbonmark to be an important "governor" of KlimaDAO over the long-term to solidify that strategic alignment!