tun.btc🎒

@silverfang88 团队没有高开出货需求，任何时候都是可以的，按照一年前的计划而已。25.03.21开始的S1 pointfi ，确定要发币也是因为川普上台，总体战略上这么做交易所没什么大问题

昨天space有兄弟让我点评backpack 文字版总结就是 顶尖团队 顶尖赛道 叙事 一切都是最好的配置了 可惜为什么偏偏选了这个时候... 我还是不理解

@Madbenny @Backpack @GoLadsCS 婆罗门中的婆罗门

补充一个有趣的历史： Mark Wetjen 当年是把SBF带到白宫的人 然后后续基本上所有币圈大交易所都想得到他。 这次他代表的是最努力搞合规的 @Backpack （ @GoLadsCS approved) Backpack U.S. 是真的Soon 了

我们很高兴地欢迎 Mark Wetjen 出任 Backpack US 总裁 Mark 曾担任 CFTC 委员兼代理主席和 DTCC 全球公共政策主管，是最早倡导为加密货币建立清晰监管框架和市场基础设施的美国监管机构之一 他将领导 Backpack 在美国的扩张，我们将继续构建受监管的链上金融基础设施，连接加密货币和传统金融 产品 合规 增长

Breaking: Former U.S. CFTC Commissioner is President of @Backpack U.S. now! you can see it on here. it's real! linkedin.com/in/mwetjen/

美股IPO，链上交易 通过我们的基础设施合作伙伴@SuperstateInc的支持，您可以在 Backpack 上直接进行美股IPO股份购买 真实股份，直接所有权 在@solana上

@thecryptoskanda @dov_wo 主要看是谁写的内容

前天我跟 @dov_wo 打电话，聊到推特有一个很有意思的转变： 长文未来的流量会逐渐下降 想想各位CT“逮虾户”，有多久没有亲自读完一篇长文 而是链接丢给龙虾：“总结一下”？ 下面我想看看有多少人是人肉读完我的长文的：

20% of Backpack equity given to users who stake for a year. Don't just use the next big thing. Own it. 🎒

I didn't come into crypto 9 years ago to launch a shit coin. I didn't come into crypto to get rich quick. I came into crypto because I believe it's going to change the world, and that the industry was something worth dedicating my life to. But somewhere along the way, amidst the booms, the busts, the moonshots, the decentralization theater, and the straight up scams, we lost our way. I don't know about you, but I'm just tired of false promises. And that's what most things are today, simply promises. We live in the most centralized era crypto has ever experienced, and the more centralized something is, the less meaningful a token is. While it's tempting to want to commit to these same promises, what happens if the team gets acquired? What happens if we want to re-invest into growth? What happens if we divert our time, energy, and resources out of band and circumvent the token altogether? What happens when the team and investors unlock? For many projects, the honest answer to these questions is not pleasant, and you see it in the price chart over and over again. Unless something is completely decentralized to the point where an immutable protocol can function with the team having retired in the Bahamas sipping pina coladas all day, then utility is just a promise. Often that promise is admirable and well intentioned--but ultimately an unenforceable promise nonetheless. Outside of BTC, ETH, SOL, and a few others, nothing really passes this test. Noble new token models have emerged to solve this problem (shout out to MetaDAO), and today, we introduce our own. Users that stake the Backpack token for at least a year will have the opportunity to exchange those tokens for equity at a fixed ratio--20% of the company today. It's such a simple idea, but as far as I'm aware, this is the first time a user has been able to earn the equity of a company by just using the product. So obvious in hindsight, and something I hope others start to adopt as they march on their path to progressive decentralization--both in crypto and outside of the industry. We have a lot more utility coming, things we'll share over the coming weeks, months, and year. As the Backpack community grows, we will decentralize the token, offering new things over time, some centralized like our equity offering, some decentralized as our product evolves. In the limit, I expect the token to represent more than anything a single company has to offer, but in the short run, it's the best we can do to show our long term commitment to our users. I've said it before and I'll say it again. I can't promise anything. The only thing I can promise is commitment. We go big or we go home--together, actually together.

In the Backpack tokenomics, we have one guiding principle. - Insiders "dumping on retail" should be impossible: no founder, executive, employee, or venture investor should receive wealth from the token until the product hits escape velocity. Of course it begs the question, what does it mean to "hit escape velocity". Every project is different, and it's impossible to generalize. For Backpack, the answer is clear: we want to IPO in the USA. Going public might happen quickly, it might happen not so quickly, and in fact, it might not happen at all. In any case, we're going for it. But before going public, we have to grow--a lot. The odd thing about Backpack's growth over the past year--and in fact one of the things that makes Backpack so different from basically every token project in crypto--is that, today, Backpack Exchange only serves about 48% of the world. We've been very slow, very intentional about opening up our product to the world, ensuring that we have every "i" dotted and ever "t" crossed as a regulated financial institution. Growth that sometimes feels like running with a parachute, but we are happy to take the long path, because it's precisely that parachute that will allow us to fly. For those that don't know us, the reason for this is simple. Backpack is trying to not only build great crypto products, but we're also trying to build great TradFi products. We're trying to not only give our users access to every crypto asset, every blockchain, and every decentralized application, but we're also getting banking rails around the world, USD client money accounts in the USA, EUR in the EU, JPY in Japan--every currency on every major payment network you can imagine. We're trying to build a great securities product, whether that's getting access to your favorite stocks in a traditional brokerage or bidding on primary shares of a company about to go public on NASDAQ. We want to serve not only retail users worldwide, but we want to serve regulated products for regulated counterparties and regulated institutions around the world. All of this takes an enormous amount of time, effort, blood, sweat, and tears. We've been working on this for over three years at this point, laying an international foundation for the company and for the product slowly but surely, brick by brick. If we're lucky, we'll spend a lifetime. What this all means is that, in the most literal sense--and I know this sounds silly--we're just getting started. We still have half the world to open up into. We still have some of our most exciting products to launch. And this leads to our next guiding principle in our tokenomics. - Liquid tokens should exclusively go to users, fueling growth triggered by key product milestones. Every time we open up a new region, every time we launch a new product, that's an opportunity to grow. Open up EU => grow. Open up Japan => grow. Open up the USA => grow. Open up predictions => grow. Open up stocks => grow. Open up card => grow. Like gasoline onto a fire, the token serves to continuously kickstart new markets in the same way points kickstarted Seasons 1-4. With every growth lever we pull, tokens unlock in a predictable way to users, bringing in a new wave of token holders, growing the community, and allowing the product to soar to new heights. The objective constraint for this to work is precise: the value of added growth created by new token unlocks must always be greater than the dilution of those unlocks. As long as that condition holds, we can continue to unlock tokens direct to our most active users, growing along the way. Last but not least is the question: Ok so if all the liquid tokens are going to users, then what about the team? How exactly do you remain incentive aligned while ensuring the team cannot unlock, dump on retail, and become enormously wealthy without building something great? And the answer is simple: not a single founder, executive, team member, or venture investor has been given a direct token allocation. The entire "team allocation" sits in a "corporate treasury", i.e. on the balance sheet of the Backpack company--locked until at least one year post IPO. The team owns equity in the company, and the company owns a large percent of the token supply. It's not until the company goes public (or has some other type of equity exit event), that the team can earn any wealth from the project. It's not until the company has access to the largest, most liquid capital markets in the world by going public--and it's not until the company has done all the hard work to earn access to those markets--that the team can reap the rewards of the value created by the Backpack community from now until then. We either go big, or we go home.

@0Xlynn03 这是好事啊，开盘让想卖得赶紧卖，想买的等着换手呢

在Backpack正式tge前，最后发表一次观点吧 一、中文区很多fud，在我看来大部分是情绪的宣泄，无外乎tge时间拖拉，技术差进度慢，抠门，团队傲慢，女巫等等。一个个的说： 1）关于时间拖拉，一赛季启动是去年的3月20号，到现在不足一年，对比很多项目这个时间不算久，backpack s3之前也从没有给过多久tge的预期，这个我作为用户是觉得属于预期内的 2）关于技术差进度慢，我在s3时也怀疑过这个问题，但后面我去参与了其他perpdex，我对backpack的观念有了改变，10个perpdex可能5个一年下来都没变化，bp过去一年新上了这么多功能，很多perpdex到死都做不到，就不说cex面临的困难更大了。我对backpack之前最大的吐槽就是老宕机，但是后来回头看，应该快5个月没宕机过了吧，大热的几个perpdex最近还经常宕机，这种进步大家感受不明显，但回头细品会发现bp其实进步很大 3）关于抠门，其实过去的徽章空投，遇到宕机的赚钱拿走，亏了包赔机制等等给我带来了很多福利，lit上线时送了万u礼包，如果没发生10.11的极端行情，backpack应该对的起99.9%的真实用户 4）关于团队傲慢，或许还是没有横向比较过，试试开票被秒关，出了问题联系不到人，发帖维权被怼被踢，你就知道bp的运营其实比绝大部分都好。当然，armani理工科直男+中国女婿的身份，有些发言因为文化差异被误解，我觉得是可以多斟酌一下 5）每个赛季都提示一定会女巫，合规所不欢迎买kyc的批量撸毛，也不欢迎自成交，如果BP从没说过，骂都没问题，但BP已经反复提示过，也说过这个是尽力保护真实用户的权益，家人号如果不是自成交也不用担心，那不是被女巫的对象，跟着骂自己的bag是图什么呢 我认为bp其实是个一直在努力干活的老实人，但反而经常被骂，虽然我压根不担心这些骂声会影响bp估值（因为我们手握百万分的真没几个骂bp的，反而挺看好），但欺负老实人有意思吗，还是骂bp就流量大？ 二、转发了自己去年写的帖子，当时看ipo是个遥远的梦，因为这个梦我当时决定重仓参与了，中途担心过会不会不发币，发币会不会纯meme，现在愈发感觉梦想实现的机会越来越近了。台北会场上有提到过现在不少机构联系backpack去ipo，愿意出1b+的估值去融资，但被bp拒绝了，原因是觉得还没到最佳ipo的时候，他们还有很多事情想在ipo前完成，虽然我不知道还得等多久，但是明年说不定就有可能了。然后代币学不出意外的话，非常快就会公布了，币会不会可以转股，或者上市公司后续会不会成为币的dat，答案很快揭晓。虽然我不知道细节，但我知道，backpack很重视社区，币一定不是空气meme，或许当代币学出来的那刻很多人就会后悔没早点参与，没中途坚持。 三、二级买卖请自行决策，盈亏均与我无关，DYOR

bybit和bg吃的市场是，bn ok在做合规化市场过程中被迫吐出来的灰色地带收入，用户群体多是追求高波动 高杠杆 新资产的玩家，灰色地带收入更丰厚，可以把更多利润花在市场营销和kol推广上，带来的直接收益远高于拿张限制重重的牌照。另外，搞个牌照并没有想象中那么简单，监管机构不是傻瓜。如果一家交易所的主体在离岸搞高杠杆，想通过收牌照“洗白”进入日本市场，FSA 的审查会非常刁钻，甚至要求隔离全球业务，那这些cex的商业模式完全不成立了。 BP搞合规搞牌照我认为不只是为了服务散户做的，原生加密散户的需求不是资产长期安全，而是暴富，正因如此过去的交易所最大的资产发行红利或者说灰色收入在于“客损”，即通过公私域网络，长期的手续费抽佣，以及短期倾销空气资产，创造各式高波动赌具来掠夺搜刮流动性。但这条路已经走到头了。目前观测下来BP是对标着coinbase做的，有牌照、有审计、资金隔离的cex，能比cb体验好服务好，吃下合规的机构份额尤其美国市场，营收也并不会差。

关于Backpack 的一个疑问 Armani 多次强调走合规, Backpack最大的优势是多个国家的合规牌照. 我的疑问就是为什么很多CEX没有去做这件事, 比如说 日本牌照, Bybit/Bitget都没有 (OKX和币安有), 因为理论上来说, 只要愿意, Bybit/Bitget完全花上几亿美元,收购日本/欧洲已有的本土CEX, 改个名字叫 Bxx -EU就行了. EU站本身和主站隔离. 只要愿意砸钱,都不是事. 有没有可能是Bybit和Bitget考察过后, 发现投入产出可能不划算. 也就是各种合规成本可能高于潜在的收益 (比如说, 日本合约赌狗不够多).

这种永续合约会创造夜间和周末的更大波动，对散户来说无疑放大风险，对交易所来说，收获更多交易量，更多的爆仓头寸，更丰厚的做市价差；这些成本全都由散户来出，股票资产证券化的各种问题一概不做，只保留交易量以及用户享受波动率的兴奋度，这就是行业T0交易所做的“创新”，把现有用户当作私域流量池，通过更多的资产发行，更大资产波动，更多衍生赌具，及时压榨流动性变现。

我们现在已经知道，10/10 那次暴跌，CZ 要负直接责任。 这周英文圈的推特一直在和 CZ 正面开战，因为事实已经很清楚：Binance 就是 10/10 暴跌的始作俑者。这次事件把传统金融的人吓跑了，也直接导致 BTC 和黄金、股票走势脱钩。 现在 CZ 已经开始破防了，先是取关了 Solana 的创始人，又开始编各种说辞、散布谎言。 但我们需要你的帮助，一起把 CZ 拉下马。 如果你认识掌握 Binance 非法上币、内幕交易，或者市场操纵等内幕信息的人，请鼓励他们站出来，把真相公开。

“当你在凝视深渊的时候，深渊也在凝视你。” 我们太清楚哪些路径能挣快钱、让用户更FOMO。但君子爱财，取之有道，也要取之有术。很多时候，真正难的不是“知道怎么快”，而是选择哪些钱不去赚。在大多数平台只盯上币、交易量与手续费时，OKX是少数真正回馈行业基石的力量——持续资助比特币核心开发，用真金白银守护其“底层安全”与“长期可持续性”。全力投入合规建设，搭建严谨的合规体系，争取更多主权国家与地区的认可，拿到关键牌照； 这一切，只为老板的愿望：我想为币圈正名。 我第一次听老板说这句话的时候，我觉得完成是很困难的。但当我看到，老板日复一日在群里发自己的使用产品反馈，用户在推特上的反馈，带队优化产品，畅聊行业热点的时候，我觉得好像每天都在离完成目标近一点。 为了做合规，老板自己抱着书啃，硬是把自己练成“半个合规员工”，只为在谈判桌上让监管方真正理解这个行业。前一阵老板与英国官员的合影，老板年会的时候自嘲，回去被老婆一顿说“结婚的时候都没见你穿西服！”可能穿上西服只是希望让行业对外的形象更好一些。 我也曾不断的凝视深渊，问老板“我们为什么不激进上币”、“给我们钱为什么不要”。但时间的证明了，Crypto是一个长线的事业，能留下来的，往往不是最快的那一批，而是愿意把边界想清楚的人，时间会给出答案。 希望有一天我们可以在任何地点和场合，坦诚自己在为之奋斗的行业，迎来的是尊重和羡慕。

赵长鹏德不配位。 剥开CZ的神话，你看到的只是一个被运气推到风口浪尖的巨型中间商。 CZ的最大危机，在于其个人财富与行业贡献之间的深度断裂。 一个坐拥千亿资产、占据社会高位的领袖，如果对行业的贡献仅停留在撮合交易和应付监管，那他就是这个生态最大的负资产。 所谓的行业大佬，如果不能定义规则，那就只是一个体量庞大的叠码仔，他的德不配位是这一代加密难民集体交出的智商税。 他利用时代的红利建立了绝对的生态垄断，攫取了天文数字的财富，但在推动底层技术革命和规则演化上，他的产出几乎为零。 作为一个掌握全球数字流动性命门的人，他的格局和担当完全承载不起这份权力。 这种德不配位是一种高效的寻租行为，他收编了行业红利，却没能为未来提供任何架构级别的增量。