PIP-63 - ParaSwap Growth Working Group Outcome - Velora Growth Framework (VGF) and Velora Growth Committee (VGC)

Governance Proposals
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Thanks for this proposal — I appreciate the structure and direction it’s bringing. I’d like to raise a few questions and reflections based on the framework, especially with an eye toward ensuring coordination and accountability between DAO-led and core team efforts.

First, I want to echo and expand on @jengajojo_daoplomats’s earlier point. In previous discussions, I asked about the structure of ParaSwap/Foundation team members in Velora’s Delegates Group. The purpose was to gain a broader perspective on their existing Marketing and BD structures, and to explore how we can better align their ongoing efforts with the VGC’s mandate — ultimately aiming for stronger outcomes through coordination.

:red_question_mark: Benchmarking

In the PGWG’s original mandate, you mentioned:

Benchmarking: Research and analyse what is being done in other DAOs on growth and marketing.

My key question here is:
Have there been any successful initiatives in other DAOs where similar frameworks (like growth committees) have clearly and directly contributed to protocol growth?

  • Has the PGWG conducted or documented research on such examples?
  • Or are we Experimenting this new Initiative ?

Would appreciate any context or examples that helped shape the proposal.

:bar_chart: Performance Measurement & Attribution

Assuming that Laita Labs and the Foundation are already executing on their own Marketing and BD strategies, how will we measure the impact of the VGC specifically?

  • What metrics or structures will be in place to track performance and assign credit where it’s due?

This kind of clarity is key to both transparency and accountability.

:compass: Core Teams vs DAO Execution

While I support the creation of this framework and the formation of a growth committee, I want to stress that in many successful ecosystems, the majority of growth execution typically comes from the core contributors — those who are financially and professionally incentivized to deliver long-term impact.

That’s why I’d like to request more information from Laita Labs and the Foundation on:

  • Who currently handles Marketing and BD on their side?
  • What is the internal structure of those teams (e.g., team size, roles, mandates)?
  • How do they envision collaborating with the VGC?

This transparency would help the DAO understand who is driving what, and how best to support it — especially if we want the VGC to amplify, not duplicate, existing efforts.

Thanks again — I’m generally in favor of the framework, and I look forward to more details around benchmarking, performance tracking, and the structure of core contributors working on growth.

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