The RAC was elected with huge community support. Many of us believed we were choosing a team who would own the strategic direction of Radix through the transition.
To be clear - I think the issue is the mandate, not the people.
What the RAC is doing
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Discussing legal structures
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Navigating internal technical topics (market making, infrastructure services, etc.)
Necessary work. But not what most of us voted for.
What nobody is doing
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Product strategy - Who owns the roadmap for Xi’an and beyond?
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Marketing & growth - Who is responsible for Radix’s positioning and visibility?
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Partnerships - Who is pursuing integrations, listings, and strategic relationships?
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Success metrics - What does success look like in 2026, 2027, and beyond? How do we know if this transition is working?
Individual contributors like flightofthefox are doing great work. But individual initiative isn’t a strategy. Nobody is accountable for outcomes.
The proposal
1. Define a strategic mandate for the RAC. They don’t need to do everything, but they need to own the plan, coordinate delivery through RFPs and community contributors, and report on progress. If someone asks “what is Radix’s strategy and are we on track?”, the RAC should be able to answer.
2. Re-run the election against that mandate. If the role changes, candidates should stand knowing what they’re signing up for. This isn’t a vote of no confidence - it’s about matching the mandate to the moment.
Why now
Foundation members are leaving. The transition window is finite. Decentralisation without direction is just drift.
Not sure? Let me ask you…
- What’s the future of the mobile app?
- What’s the social media strategy?
- Who’s leading on partnerships?
- What’s our brand tone of voice?
- …many more…
If the answer is “I don’t know” or “Everyone” - ask yourself: is that good enough?
Thoughts welcome.
Please show your support.