dOrg tech
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dOrg tech

The Main DAO Challenge is Scalability ft. Cesar Brazon

In our second installment of the builder profile series we started last month, we’re featuring Cesar, a web3 engineer that joined dOrg in September 2019. He’s worked on a few projects so far including Aragon, Paraswap, Web3API, and Deversifi.

Our builder profile series seeks to highlight the amazing individuals that are part of dOrg, how their typical days look like, what projects they are working on, and what brought them to a digital cooperative in the first place.

What has surprised you most about working with dOrg?

The culture. When I first joined dOrg, I didn’t understand it completely. What really caught my attention was the way it’s structured and the way it operates — it was something completely different from what I had experienced before, and I loved it.

What I found most interesting was the fact that a stable pipeline for freelance dev opportunities had been created seamlessly, where the organization’s funds are stored in a transparent collective (DAO) and these funds are distributed accordingly based on the tasks or projects each member works on.

Another cool aspect that got my attention was that more than a “development shop,” I felt it’s truly best described as a collective where we help each other and we try to build upon what others have done, and in the process, it’s creating a community where everyone is focused on collaboration and on improving upon what existed previously, allowing web3 newcomers to learn faster — as the resources are readily available — and to current web3 devs to continue improving their knowledge base.

In dOrg, there’s a principle that is: “Act First, Ask Later.” I liked this because, under the premise that mistakes are usually reversible, it means that if you have an idea that you deem is worth exploring and executing, you can just go ahead and work on it, instead of going through a bureaucratic process and seeking for “permission” to execute. To me what this means is that the only one that can stop you from producing great work here is you.

What do you find most challenging about dOrg?

I think there are two challenges. First, the technology. As an active dOrg engineer, I’ve discovered that I always need to be educating myself and learning about the latest updates in regards to our ecosystem and the space we work in. Everything is very new, it’s a rapidly evolving technology, so things can and likely will change from one day to the next. There’s a lot of information that you need to have a good understanding of in order to get things right and deliver a solid product to a client.

I’ve put most of my focus on learning about Web3 integrations. My main job is system integrations, for example, a react app that interacts with Ethereum or a library that interacts with any protocol. In the process, I have learned about different systems and the need to have the necessary know-how to properly understand the mechanics of each system and deliver a good integration. The implication here is that I needed to learn how to learn quickly. It is sometimes terrifying, but at the same time it’s an incredibly rewarding experience, to learn and work with cutting-edge technologies, and in the end, it is always worth the effort.

The second challenge is evolving dOrg as a collective. When I first joined, we were only 10 active members, a tight-knit group where everybody knew each other and with only 3 client projects. Since then, the DAO has grown tremendously — we now have over 50 active members, and multiple projects at any given time. And scaling means we need to iterate on the mechanisms and the structure that power the DAO, like for example our payment flow. But we haven’t lost our nimbleness. dOrg was the first LLC registered DAO in the United States, I mean, this is a group of people that’s used to doing things for the first time, to try something, fail, improve based on experience, and try again.

So this growth has shown me that we need to continue to improve on our structure, the mechanisms we had in place when we were 10 members may not work with 50. Human interaction is very complex. So that’s the second challenge I see: coming up with and implementing the correct mechanisms that will allow our DAO to scale. This in particular is among the most exciting challenges I’ve ever faced, as we are helping to shape the organizations of the future.

What are some of your strongest beliefs about dOrg?

In dOrg, I feel I’m helping create the culture that I want to see in the world. I think these new types of collectives are exactly what the world needs. Because human collaboration is at the core of a collective, it allows us to improve as humans and professionals — we are learning from each other, not competing against each other. I have come to realize that this opens endless possibilities for how humans create, communicate, and deliver value together while taking care of each other in the process.

The way dOrg works is 100% based on meritocracy, and I think this is a key aspect of the new organizations that we aspire to create. I strongly believe that participatory decision-making should be applied across the board, and although I think subject matter experts should carry the most weight in terms of decision rights, anyone should be free to become educated enough to voice their own opinions and to gain decision rights on such topics. This is a new approach to me, so I don’t think anything is written in stone yet, but I feel this is a good starting point that will help us improve society at large, provided we manage to get a working model here and show others how to implement it as well.

The interest in DAOs/dOrg seems to be growing. Why do you think that is?

I think that dOrg is a prime example of a successful DAO, at least for our primary use case which is web3 development. In the last two years, it has demonstrated that it works as a self-sustaining, autonomous organization that creates value for members and clients alike.

I think one of the reasons there’s a growing popularity of DAOs is because it’s very different from the traditional organization and culture, where in most cases you’re really not able to fully realize your potential and instead, have to follow orders so as to climb the corporate ladder. The fact that these new types of organizations allow people to create and add value on their own terms and seemingly without limits is very interesting. Every member can independently contribute to the collective, and in that sense, everyone is a leader by default.

Another important aspect is pay transparency. Access to the funds and what the organization decides to do with these funds is transparent. Reputation holders decide how to best manage the treasury, and the reputation they have is earned based on competence and engagement, it is not given. I think this model inherently improves the way humans collaborate to create and deliver value. If DAOs were to be implemented on a bigger scale, say on a state or country level (let’s call it entity) where we have subDAOs, and the treasury of this entity is managed by these subDAOs, I can see how although utopic, this could become the way big organizations operate in the future, with funds being managed in a transparent way by capable decentralized organizations that work together to achieve the common good.

👋🏼 You can find Cesar on:

Twitter: @cesarbrazon

LinkedIn: Cesar Brazon

GitHub: @cbrzn

🌳 dOrg is a full-stack Web3 development collective that seeks to accelerate the advancement and adoption of Web3 projects.
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