10 Questions on Dash's Evolution Launch
\*Crosspost from #dash-core-group channel on Dash Discord ([https://staydashy.com/](https://staydashy.com/))\* Hi, just wanna say i'm super impressed with how DCG tech team and Sam are handling the protocol these days from various interactions i've had recently with DCG members. So much so that I think there's some important questions we need to ask on the wider context of how we grow L2 now it's firmly on it's way, outside of the raw protocol they are working on (and considering their bandwidth limitations even just for that). Therefore i've identified 10 Questions on Dash's Evolution Launch that I think are key for us all to understand / find answers too as a community as follows: 1. \*\***Value proposition**\*\* - in the recent call with Quantumexplorer / TheDesertLynx, the trope came up 'no one knows what Evolution is' - Many of us know Evo always was and is a way to build decentralized, API based payment apps on Dash that provide mainstream-quality end-user experience and access (by connecting to the Web), now called Web3 in the market it's entering, with DashPay being the obvious showcase but many exciting derivations created by Incubator devs already. How can we get better at owning and evangelizing such a clear value proposition and align everyone around it? 2. \*\***Positioning**\*\* - Evo is an integrated L2 to Dash, which is a key USP in the Web3 market, where L2s don't have any privileged status and most of the services are fragmentary / quite centralized / consequently expensive when any level of decentralization is needed - the Evo design is that end-users move to services built via L2 Dapps (that can provide high-quality UX along with SSO etc) and L1 is used for backend functions / business / experienced crypto users, where the barriers to entry / usability are obviously quite high. Is this the product strategy in DCG (it never seems to be stated) and what steps are being taken in Product terms to transition to this across the existing Dash ecosystem? 3. \*\***Biz Dev**\*\* - Current strategy is to get Dash L1 integrated to as many businesses as possible for retail and commerce payments? With L2, the business changes because end-users will be customers of devs/businesses that are building payment Dapps, essentially a B2B2C operation, with a lot of new payment types including existing Web3 type dapps also native Dash dapps e.g. what Incubator devs are building, microtransactions, gamification, ownership based apps etc - What is DCG Biz Devs plan to transition here? What will be the changes from current activity/focus and are there any plans in the works in terms of L2 based Biz Dev operations? 4. \*\***Marketing**\*\* - Without an apparent clear (or at least public) statement on our positioning/value prop from DCG, how will they build a marketing strategy around the launch and ecosystem activation, and is it recognized that our target market is essentially developers (and not end-users), most of whom will be part of businesses? Or is this something it would be better to incentivize via other DAOs in the ecosystem (e.g. DMH, Incubator or something new)? If so, what incentives / campaigns can we prepare to market L2 launch and ecosystem growth? 5. \*\***App**\*\* - DashPay Wallet is the DashPay Dapp integrated into the our 'Official' mobile wallet, but the Evo vision is that it also functions as the 2FA for the L2 ecosystem, by authenticating non-DashPay Dapps (similar to Metamask but usable on a mobile remotely to the browser the Web3 user is using which is a big USP), for any payments or data transitions end-users are making. This was deprioritized before and consequently Dash Incubator started working on a 'Metamask' equivalent to fill the gap (the downside of which is obviously that it requires the user to be using a Dapp in the same browser) - What is the understanding of how important remote authentication of 3rd party Dapps is in the official mobile wallet in terms of L2 ecosystem growth and what's the priority in terms of enabling it? 6. \*\***VM**\*\* - There's an obvious opportunity to integrate a VM on L2 because Evo is essentially the first Web3 solution apart from it prioritizes Data not Compute - with Compute added, it opens Dash up to offer probably the best Web3 stack for the current market, i.e. one that it would be attractive to migrate lot of dApps from Polygon, Avalanche, Solana etc, mainly due to the economics / legit decentralization (which is something seriously lacking), but also adding lot of first-to-market Web3 features now (decentralized API, rich data, SSO/pay-to-name, with integrated security /scaling model) Is a VM confirmed on the roadmap, if so what platform is it on, and what's the ordering of that in terms of the release items 7. \*\***Scaling**\*\* - In recent call with Sam W (DCG CTO) and Joel V, it was mentioned that scaling will be around 100-500 TPS on Dash's L2, vs comparable L2s e.g. 10,000 TPS on Polygon (due to their high level of centralization / reduced security and reliability and decoupled L2 architecture). Secondly, that increasing this TPS was possible but based on a 'wait and see' approach in terms of business adoption - In the current Web3 market, the platform is typically a VM (such as EVM or Cosmos WASM) and business just chose / migrate their dApps to the chain with the security/fee model that suits their usecase, e.g. ETH for high value/fees, Polygon for low value/fees. Therefore isn't the best strategy to build and constantly improve scale from the outset, so that businesses making platform choices can work to a known scaling path / have a runway they can consider in terms of TPS / fees? In other words, don't we always want the best scaling / fees capability to attract businesses not see who shows up and scale after the fact? 8. \*\***Activation**\*\* - What are the current strategies for activating Evo in the market and building the Ecosystem around it and who should do this (for example providing a leading dev experience / resources / tools that are essential in any Web3 project and adding in some marketing / smart incentives around this). Is this something that can be incentivized in DAOs that are more finely-tuned to growing ecosystems than building the raw protocols that enable them, such as DCG - for example Dash Incubator (which was created largely for this purpose but AFAIK is kinda in low-power mode until the full API is fully available again and some kind of of wallet-dApp authentication is available), also Dash Marketing Hub or any other suitable DAOs, and is any coordination / discussion happening on this with them? 9. \*\***Community**\*\* - With the challenges we've had communicating a shared Evo value proposition / positioning, many of the existing community aren't necessarily in tune with the new offering/usecases or appreciate how they are designed to grow Dash's economic activity. For example members who don't value L2 dApp usage by consumers vs L1 Desktop / basic use of Dash for retail payments, not additional applications with many new types of payment / value transfer usecases, and the increased usage / growth that will bring. How can we balance / realign / educate our community to get behind the new offering / features / positioning in the wider crypto market? With the slew of new community members likely to join both as devs building dApps (as we already saw via Dash Incubator) and end-users of those dApps once in production, who are becoming Dash holders and wanting to learn / engage with Dash, how can we balance this in terms of community relations, communications etc. Is the existing community ready for this change/growth and receptive / helpful to it or how can we get everyone on the same page generally? 10. \*\***Vision/Roadmap**\*\* - Assuming we can align as a community around a shared Evo value prop and positioning, what is the plan for the future derivation of the Roadmap to ensure continued growth / success of that vision via introduction of the right features with the right prioritization? For example, in terms of selection of features such as remote dApp authentication from our Official wallet, ensuring full API coverage for 3rd party devs, VM integration, scaling, or lot of the lower-level security and performance improvements, how do we balance the protocol-focused DCG teams with the wider need for a commercially-aware strategy that focuses on giving our users (devs building dApps for business that our end-users will mainly use Dash via) what they need to adopt and build on Dash? Wouldn't it be beneficial to open this up to the DAO in terms of forming/incentivizing the key stakeholders/contributors in the project (e.g. DCG devs, dApp devs, marketing people, biz dev people from around our ecosystem) to align around our vision and do this with maximum transparency and accountability e.g. in a separate DAO for it, to ensure we're on the same page and fully capitalizing on our shared vision / positioning / roadmap, i.e. the wider issues we need to be on top of to get Evo off the ground and activate a kick-ass ecosystem around that to turn Dash around in market terms. BTW special thanks to **maverick**, Product Owner from DCG who **dashameter** from Incubator intro'd to me... he raised lot of these issues and got me thinking about them to write this / has some really cool ideas on our launch and how to take us forward from a Product perspective and I think there are more discussions in DCG about this apparently as we get closer to launch which is awesome. Also I had some various conversations with **Alex Werner - obusco**, **IamSigmund**, **Quantumexplorer** that were very helpful on these topics.
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