Zain Khan - Board
What is your experiences within Intersect and Cardano?
My journey with Cardano began in its early days, but it was during the Cardano Summit in Dubai last year that I truly immersed myself in the ecosystem.
Since then, my involvement has deepened through my selection to host the Constitutional Workshop in Dubai, marking a pivotal moment in my commitment to Cardano and its decentralised governance model. I am also active on the Cardano Forum and would love to continue my support to Cardano, irrespective of the decision to be selected as a board member or not.
As an advocate for both Cardano’s developments and Intersect’s mission, I’ve worked to expand the member base within local networks, fostering greater awareness and collaboration in MENA and the LATAM. My background in strategic communications and blockchain education has enabled me to effectively bridge technical concepts with real-world applications, driving meaningful conversations around Cardano’s future, and I am working with Cointelegraph to build relationships that can also be leveraged for Cardano blockchain! My renewal for Intersect is placed on 29th August 2025.
Do you have any other Cardano affiliations or possible conflicts of interests, including you as an individual or an enterprise you are associated with?
No, I do not have any other Cardano affiliations or conflicts of interest, whether as an individual or through any enterprise I am associated with ie. Cointelegraph.
I ensure that all my roles and activities are fully transparent and align with the goals of Cardano and the broader Web3 ecosystem.
I do not foresee any potential conflicts of interest, either now or in the future.
Are you currently in receipt of or previously received any Intersect or Cardano funding or grant?
I will be receiving funding from Cardano to organise the first Constitutional Workshop in Dubai. However, I am not currently receiving any additional funding from Intersect or Cardano.
What do you think the MBO’s primary strategic goals and objectives are or should be for the next 3-5 years?
In my view, the MBO's strategic objectives for the next 3-5 years should focus on key areas that drive both growth and sustainability for Cardano. By aligning with these priorities, we can ensure the ecosystem remains robust, innovative, and inclusive while advancing Cardano’s mission globally.
The following goals and initiatives will be crucial to achieving this vision:
Global Expansion: Establish community hubs worldwide to foster innovation and Cardano’s reach. The world is divided into 5 parts, and we should include non-executive board members from various parts of the world to ensure we become the biggest ecosystem.
Innovation and Adoption: Support projects with real-world applications, driving blockchain adoption and tag along on existing narratives like DePin, and RWA to ensure we attract a broader community.
Education and Engagement: Instead of branching out into multiple Cardano courses, create a takeaway for the community that is educated on Cardano to support and receive incentives for their time and work to ensure long-term engagement.
Sustainability and Transparency: Ensure financial transparency and align goals with the broader blockchain industry.
Grant System: Raise awareness about Project Catalyst and all other available grants for users to be aligned to these available opportunities and build or market for the Cardano ecosystem.
Technical Infrastructure: Build public infrastructure to improve decentralization and DApp support, and ensure a seamless UI/UX experience!
Institutional Partnerships: Further collaborate with institutions to demonstrate blockchain technology and also incentivize the community to bring Cardano to the mainstream.
Can you describe the current composition of the Board and the skills and experience gaps that the organization is looking to fill?
The current Intersect Board consists of five seats, including representatives from Input Output Global (IOG), EMURGO, & the University of Wyoming’s Blockchain Center of Excellence.
Two seats are reserved for Intersect members and are currently open for election with the expected results by the upcoming Cardano Summit in UAE.
While the board has strong expertise in governance, blockchain, and academia, there are key gaps in areas like financial oversight, decentralized governance, and community engagement.
The board would also benefit from experience in marketing, scaling global initiatives, and building partnerships with governments and institutions.
Once we manage to fill these gaps, it will help guide Intersect’s long-term growth and ensure broader global adoption of Cardano!
What are the key challenges and opportunities the MBO is currently facing?
I believe MBO is facing three primary challenges & opportunities that need to be addressed:
< Challenges >
Community Growth & Engagement: Expanding engagement and aligning global hubs with organizational goals while ensuring transparency and effective communication. We also need to focus on further growing the Cardano community!
Governance Implementation: Successfully executing Cardano’s governance model (CIP-1694) and addressing the gap between community expectations and current governance structures.
Awareness and Understanding: Raising awareness about the MBO’s mission, purpose, and objectives within the Cardano ecosystem.
< Opportunities >
Market Expansion: Engaging emerging markets, particularly in Asia, to expand influence and membership.
Real-World Use Cases: Demonstrating Cardano’s capabilities through partnerships in education and public services to validate the technology and drive adoption.
Thought Leadership: Positioning the MBO as a leader in blockchain to attract talent and resources while driving innovation and governance improvements.
How does the MBO measure success and performance, both at the Board level and operationally?
The MBO's success hinges on fostering transparency, member engagement, and delivering sustainable value to the Cardano community while adapting to new challenges and opportunities.
The MBO evaluates success at both the "Board" and "operational" levels through a combination of qualitative and quantitative metrics:
Success and performance from a Board Level view:
Strategic Alignment: Success is measured by how effectively the MBO aligns with Cardano's strategic goals, including the implementation of governance models like CIP-1694 and the establishment of partnerships with institutions.
Governance Effectiveness: Key performance indicators include the number of successful governance proposals, member engagement levels, and the effectiveness of decision-making processes. Regular surveys assess stakeholder satisfaction.
Value Creation: The MBO tracks contributions to the ecosystem, including funding secured for initiatives and the tangible impact of those initiatives on Cardano's growth.
Success and performance from an Operational Level:
Project Execution: Performance is gauged through the timely and budget-compliant delivery of projects, the impact on the Cardano ecosystem, and the efficient use of treasury funds.
Community Engagement: Metrics such as event attendance, participant feedback, and the onboarding of new contributors provide insights into operational success.
Financial Management: Monitoring expenses and ensuring financial health is critical, with targets set for expense containment and budget adherence.
What do you think is the relationship between the Board and the Executive team?
The relationship between the Board and the Executive team is characterized by strategic collaboration and oversight, with distinct roles that complement each other:
Strategic Direction and Oversight: The Board sets the long-term vision, strategic goals, and governance policies for the organization. It ensures that the MBO aligns with its mission and values while holding the Executive team accountable for achieving these objectives.
Operational Execution: The Executive team is responsible for translating the Board's strategic plans into actionable initiatives and managing day-to-day operations. They report back to the Board on progress, challenges, and outcomes, ensuring that operational activities align with the strategic goals.
Collaborative Partnership: This relationship is built on trust, mutual respect, and open communication. The Board provides guidance and support to the Executive team, while the Executive team offers insights and updates to inform the Board’s decisions. Regular interactions and a clear division of responsibilities allow both parties to work together effectively to drive organizational success.
Nevertheless, this is a symbiotic relationship that needs to be fostered for the long-term success of the Cardano blockchain!
What are the key expectations for the Non-Executive Director (NED) role in terms of time commitment, specific responsibilities, and contributions to Board meetings and committees?
NEDs play a critical role in enhancing the MBO’s strategic direction and governance while ensuring accountability and transparency.
Their contributions are vital for fostering innovation and guiding sustainable growth within the organization.
The key expectations are mentioned below:
Time Commitment: NEDs are expected to dedicate approximately 10-15 hours per month, which includes attending quarterly Board meetings, participating in relevant committees, and engaging in strategic planning sessions. Regular attendance at meetings, reviewing materials, and preparation for discussions are essential parts of this commitment. If needed, we should go beyond the commitments to ensure the broader purpose and why we are in this industry!
Specific Responsibilities: NEDs provide independent oversight and strategic guidance, contributing to the Board's decision-making processes. These responsibilities include:
Offering insights on governance, financial oversight, and risk management.
Reviewing the performance of the Executive team and ensuring alignment with long-term strategic goals.
Engaging in stakeholder discussions and advocating for the MBO's vision within the wider Cardano ecosystem.
Contributions to Board Meetings and Committees: Active participation is crucial. NEDs are expected to:
Bring independent perspectives and challenge assumptions in Board discussions.
Monitor risks and ensure good governance practices.
Serve on specialized committees (e.g., audit, governance) to provide expertise and oversight on specific organizational aspects.
What/who do you think are the MBO’s key relationships with external stakeholders, and how does the Board engage with these stakeholders?
From my point of view and after reading and digesting all the public information, below are my insights on MBOs key relationships with external stakeholders and how the board engages with the various stakeholders.
Key Relationships:
Cardano Community and Developers: Engaging with community members and developers is crucial for fostering innovation and maintaining a decentralized governance model.
Founding Entities (IOG, EMURGO, Cardano Foundation): These organizations provide strategic direction and technical expertise essential for Cardano's growth.
Governments and Regulatory Bodies: Establishing relationships with these entities is important for promoting real-world adoption of blockchain technology and ensuring compliance with legal frameworks.
Educational Institutions and Research Organizations: Partnerships with universities and research institutions drive technical development and governance research.
Industry Partners: Collaborating with private sector entities expands Cardano's presence in various sectors, demonstrating its capacity to address real-world problems.
< Board Engagement >
The Board engages with stakeholders through direct communication, formal partnerships, and active participation in community events.
Regular Updates: Keeping stakeholders informed about Cardano's progress and developments is crucial for maintaining transparency.
Collaborative Initiatives: Facilitating joint research projects, hackathons, and working groups fosters innovation and community involvement.
Feedback Mechanisms: Actively seeking input from external parties informs strategic decisions and aligns initiatives with community needs.
What do you think is the MBO’s approach to risk management, and what are the top risks that the Board should be aware of?
From my limited understanding by broader experience, I have mentioned the top risks that the board must be aware of.
But first, the "Approach"
The MBO should implement a proactive risk management framework integrated into strategic planning, focusing on identifying, assessing, and mitigating risks across various domains.
The Board oversees this framework, ensuring regular monitoring, contingency planning, and compliance audits, while engaging with stakeholders for early risk identification and transparency.
Now let's dig into the "Top Risks":
Regulatory Compliance Risk: Adhering to evolving laws is crucial for maintaining reputation and legitimacy.
Funding Risk: Continuous funding is essential failure to demonstrate value could jeopardize financial support.
Reputational Risk: Transparency and effective communication are vital to avoid damage to the MBO's reputation.
Operational Risk: Inefficiencies in management can lead to resource wastage and disengagement.
Decentralization and Security Risks: Reliance on a few node operators can threaten decentralisation broad deployment of nodes is necessary. Nobody likes a bad Nakamoto co-efficient in our space!
Community and Governance Risks: Low participation and misalignment with community interests can hinder governance.
How should the MBO support Board members in their roles, including providing information, training, and resources?
MBO can further enhance the support of board members in a few simple ways highlighted below:
Information Access: Provide Board members with regular updates on operational performance, financial health, regulatory changes, and community feedback through monthly reports and dashboards.
Training and Development: Offer training programs and workshops focused on industry trends, regulatory changes, and governance best practices to keep Board members informed and prepared.
Resources and Tools: Equip Board members with essential tools, including access to legal counsel, governance handbooks, and digital communication platforms for efficient operations.
Committee Support: Ensure members on specialized committees receive targeted resources relevant to their focus areas, such as financial reports and risk assessments.
Peer Collaboration: Foster an environment for knowledge sharing and collaboration through strategic retreats and workshops, enabling members to discuss challenges and share insights.
Dedicated Support Staff: Consider providing a dedicated secretary for meeting summaries and action item coordination to streamline communication and support Board activities
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