Want to see this post as a Twitter thread? You can check it out here! (Originally tweeted July 3 2022)

If put on a positivity spectrum, the thoughts I shared were generally more negative. I wrote about how intimidating the industry is and how there’s a learning barrier to gain the context that seems needed to really succeed.

I purposefully left out some of my favorite things - things like working with people all over the world, having ample opportunities to network and connect, and feeling like (at least on most days) I’m working in a space that will be one day be a net positive for the world. I hinted toward an expectation of eventual DAO contributorship - specifically in some sort of DAO Ops/People Ops capacity. At that point, there was a looming “I don’t know” in my mind. If I’m being completely honest, I’ve experienced more imposter syndrome over the last four months than I’ve ever had in my life. So, admittedly, these confidence issues of mine seep into the way I think about the future of work - or, more precisely, my future of work.

As I’ve given it more thought, I’ve realized that, at least for now, working full-time in a DAO (specifically GitcoinDAO) isn’t for me. Some reasons behind this are more values-aligned, others are simply a matter of what I want right now. But it comes down to three main points:

Even though most work streams denominate in stable, the payouts for the DAO are in GTC. While on one side of this (not so stable) coin there’s the responsibility of converting what you need into stable or fiat, there’s also this unspoken pressure of holding your voice in the DAO on the other side.

As I’ve thought more about what it means to hold governance rights within an organization, the more unsettled I am by the idea of receiving payments in a token that has a greater utility in casting snapshot votes than it does in paying my bills.

As is, there are a fair amount of inequities within the salaries paid out by GitcoinDAO. With these salaries being paid in GTC, not only are the fiat-tied livelihoods of lower paid contributors affected - but so is their ability to have a voice in the future of the DAO.

I’ve had the opportunity through my career to work on a lot of teams and various projects. Sometimes we had buy in - other times we didn’t. In some roles, having to generate buy in from stakeholders is just part of the job and it’s written into the initiatives. Other times, the trust and excitement is there, and the collaboration is beautiful.

From what I’ve seen and experienced, the DAO Operations workstream doesn’t quite have the buy in it needs to really make People Ops initiatives successful. Do I put this on the DAO Ops workstream? Not entirely. Trust is earned, of course, but it’s also given. Work streams have to choose how they will interact with one another. With market changes and all eyes on budgets, they are mindful of how they spend their resources - a chief one being time. And I get it: they have their own goals they are working toward.

Whether it’s DAO Ops error in not doing enough to gain buy in, or other workstreams’ lack of interest in having a better relationship, the state of collaboration is poor and simply not something I can see myself doing well in.

There are a lot of moving parts right now within Gitcoin as a whole. With the Grants 2.0 product moving to the DAO, Gitcoin Holdings (the ‘company company’) now has the opportunity to fully focus on its Bounties and Hackathons program.

Gitcoin is still very much a start up - and the only start up I’ve worked for! I left corporate healthcare recruiting last year to find some sort of place in web3 and tech, and I found it! I like that I’m not pigeon-holed into something like just credentialing or just recruiting. I can improve, help, review, and repeat. The team will grow a bit and learn a lot, and it’s something I’m genuinely excited to be part of.

Want to see this post as a Twitter thread? You can check it out here! (Originally tweeted July 3 2022)

If put on a positivity spectrum, the thoughts I shared were generally more negative. I wrote about how intimidating the industry is and how there’s a learning barrier to gain the context that seems needed to really succeed.

I purposefully left out some of my favorite things - things like working with people all over the world, having ample opportunities to network and connect, and feeling like (at least on most days) I’m working in a space that will be one day be a net positive for the world. I hinted toward an expectation of eventual DAO contributorship - specifically in some sort of DAO Ops/People Ops capacity. At that point, there was a looming “I don’t know” in my mind. If I’m being completely honest, I’ve experienced more imposter syndrome over the last four months than I’ve ever had in my life. So, admittedly, these confidence issues of mine seep into the way I think about the future of work - or, more precisely, my future of work.

As I’ve given it more thought, I’ve realized that, at least for now, working full-time in a DAO (specifically GitcoinDAO) isn’t for me. Some reasons behind this are more values-aligned, others are simply a matter of what I want right now. But it comes down to three main points:

Even though most work streams denominate in stable, the payouts for the DAO are in GTC. While on one side of this (not so stable) coin there’s the responsibility of converting what you need into stable or fiat, there’s also this unspoken pressure of holding your voice in the DAO on the other side.

As I’ve thought more about what it means to hold governance rights within an organization, the more unsettled I am by the idea of receiving payments in a token that has a greater utility in casting snapshot votes than it does in paying my bills.

As is, there are a fair amount of inequities within the salaries paid out by GitcoinDAO. With these salaries being paid in GTC, not only are the fiat-tied livelihoods of lower paid contributors affected - but so is their ability to have a voice in the future of the DAO.

I’ve had the opportunity through my career to work on a lot of teams and various projects. Sometimes we had buy in - other times we didn’t. In some roles, having to generate buy in from stakeholders is just part of the job and it’s written into the initiatives. Other times, the trust and excitement is there, and the collaboration is beautiful.

From what I’ve seen and experienced, the DAO Operations workstream doesn’t quite have the buy in it needs to really make People Ops initiatives successful. Do I put this on the DAO Ops workstream? Not entirely. Trust is earned, of course, but it’s also given. Work streams have to choose how they will interact with one another. With market changes and all eyes on budgets, they are mindful of how they spend their resources - a chief one being time. And I get it: they have their own goals they are working toward.

Whether it’s DAO Ops error in not doing enough to gain buy in, or other workstreams’ lack of interest in having a better relationship, the state of collaboration is poor and simply not something I can see myself doing well in.

There are a lot of moving parts right now within Gitcoin as a whole. With the Grants 2.0 product moving to the DAO, Gitcoin Holdings (the ‘company company’) now has the opportunity to fully focus on its Bounties and Hackathons program.

Gitcoin is still very much a start up - and the only start up I’ve worked for! I left corporate healthcare recruiting last year to find some sort of place in web3 and tech, and I found it! I like that I’m not pigeon-holed into something like just credentialing or just recruiting. I can improve, help, review, and repeat. The team will grow a bit and learn a lot, and it’s something I’m genuinely excited to be part of.