1/5 A frank update from African Proofs. Our Flare validator's self-bond period has ended, and we couldn't secure the replacement capital it needed. So we're beginning to wind the Flare validator down. This one's on us. No spin.
There has been a lot of angst the last bit about some of these "AI run" providers popping up on @FlareNetworks.
But, I think this is kinda cool, especially watching these log updates.
I don't necessarily want to see more of this, but I think it's nice to see someone trying it - if it's real.
Especially since this guy (gal, bot, entity??) locked up 10M $FLR as self bond, and that's always a good thing.
Posting the Article contents here as well, because I don't know how well articles work for distribution.
Ok, I said I'd share my thoughts on FIP.16 for those that care. Here they are.
This is long, because the proposal deserves that.
If you haven't read it yet, go do that first before you read this.
My opinions are my own and are based on how I perceive this will affect the network, the builders, the infrastructure providers, and the users.
You should form your own.
https://t.co/R0yKYqGBDe
Alchemy markets, first ever NFT has already broken the copper market and a bidding war has ensued. I understand the novelty of this, but I don't think this will be reflected long-term and is not our intent.
I would also like to announce that all initial sales and fees, the protocol receives will be wrapped back into the collateral wallet to build a reserve and allow us to mint more collections on @FlareNetworks
https://t.co/8w0OEi5uod. First product release auction will go live soon. Excited to bring new products and opportunities to @FlareNetworks. Some prizes will be announced once first collection is fully released. Familiarize yourself with the website in preparation for release and don't be afraid to ask any questions or offer up any criticism or compliments.
While everyone is focused on the upshift integration of smart accounts I'd like to point out it's the infrastructure providers that make it possible.
Since smart accounts came online the average FDC round attestation only got busier.
Every single attestation and smart account transaction is real FLR fees collected and real FLR burnt as gas on every transaction.
This is the flywheel that will send Flare and attestation rounds will only keep getting busier.
Infrastructure providers that cannot reliably run their own FDC services will be left behind and we're already seeing the casual operators dropping.
You can either take running infra seriously or you may as well pack it up.
The Hollow Men
American capitalism is rotting from the head down. We have replaced the "Owner-Operator"—the risk-taker-with a new, parasitic class of corporate bureaucrat: The Risk-Free Insider.
By "Insider," I am not referring to a specific title. I am referring to the entire administrative state that has captured the modern corporation. This includes the Directors who exist solely to collect fees, the Executives who exist solely to collect bonuses, and the Managers who exist solely to hire consultants.
These are the hollow men of the boardroom. They are masters of PowerPoint. They wear the right suits. They say the right buzzwords about "governance" and "ESG." But they are mercenaries fighting a war with someone else’s ammunition.
In a functioning economy, authority is tied to liability. If you make a bad decision, you lose your own money. That fear of loss is the only thing that keeps a business honest. It forces you to cut waste, obsess over the customer, and stay late to fix what is broken.
Today, we have severed that link.
We have rigged the game so that heads, the Insider wins; tails, the shareholder loses.
If the stock goes up, the Insider collects a massive performance bonus. If the stock crashes due to their own incompetence, they are fired with a "Golden Parachute" worth tens of millions. They are gambling with the house’s money, and they never leave the table poorer than they arrived.
This looting starts in the boardroom.
We have normalized a "Country Club" culture where directors are selected based on social profiling rather than their ability to build a business. The modern board member is often a professional tourist—paid an average of $350,000 a year.
Let’s be brutally honest about what that number represents. The average director is paid nearly five times the GDP per capita of the United States. They earn more for attending four quarterly lunches than the vast majority of Americans earn in five years of hard labor.
And for what?
Most of these directors are "over-boarded," sitting on three or four boards simultaneously. They treat directorships as a gig economy for the elite. They fly in, rubber-stamp a compensation package they didn't read, and fly out. They collect checks from companies they do not understand, do not use, and certainly do not love.
They are not there to ask hard questions. They are there to be collegial. They are there to protect the other Insiders.
And what happens when these boards hire executives who also have no personal capital at risk?
We get the Delegation Economy.
When a Risk-Free Insider faces a crisis—bloated expenses, a broken supply chain, or a stale product—they do not roll up their sleeves. They hire a consultant. They pay a strategy firm millions of shareholder dollars to produce a 100-page deck telling them what they already know.
This is not management. It is intellectual money laundering.
They use shareholder capital to buy an insurance policy for their own careers. If the plan fails, they can blame the consultants. They delegate the work because they are terrified of the responsibility. They would rather preside over a slow, comfortable decline than risk a bold mistake.
While American Insiders are busy optimizing their severance packages, our global competitors are optimizing their products. They are not slowed down by bureaucracy. They are not waiting for a slide deck. They are outworking us.
If we continue to fill our C-suites with administrators instead of operators, we will lose our edge. We will see iconic American franchises hollowed out by fees, managed for the benefit of the Insiders, while the true owners—the shareholders—are left holding the bag.
The time for polite governance is over.
If we want to save the American economy from mediocrity, we must demand a return to the "Owner’s Mentality." We need leaders who treat shareholder capital with the same reverence they treat their own savings. The era of the Risk-Free Insider must end.
Honestly I feel proud. I think the FLR distribution was the fairest in history. Anyone who received or purchased FLR over the duration was able to participate.