Jonas Makeke - Board

Full Name

Jonas Makeke

What is your experiences within Intersect and Cardano?

I am a paying individual member of Intersect, I am also a member of Project Catalyst where I participate as a level 1 and 2 project evaluator.

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

Are you currently in receipt of or previously received any Intersect or Cardano funding or grant?

No

What do you think the MBO’s primary strategic goals and objectives are or should be for the next 3-5 years?

Over the next few years, Intersect MBO must focus above all on the relationship between members and Cardano, the constitution and the governance.

Can you describe the current composition of the Board and the skills and experience gaps that the organization is looking to fill?

The board of directors of intersect must seek above all to play on strategies, current affairs, also organize its team, monitor current activities to ensure their achievement, budget management, parity of different genders, and in general the board of directors also plays an important role in the management of conflicts of interest and this is a gap that must be filled.

What are the key challenges and opportunities the MBO is currently facing?

The challenges are like conflicts of interest and the opportunities are limited based on means.

The opportunities are that we have the ability to participate in the governance of cardano and make decisions by voting.

How does the MBO measure success and performance, both at the Board level and operationally?

This is done with visible and measurable results.

What do you think is the relationship between the Board and the Executive team?

To determine strategic decisions with experienced and competent members

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?

Be active, competent in making strategic decisions

What/who do you think are the MBO’s key relationships with external stakeholders, and how does the Board engage with these stakeholders?

The relationship between the two is about the management of challenges by the stakeholder

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?

The MBO approach must above all know its skills for the management of conflicts of interest and this is where the board of directors must put the emphasis

How should the MBO support Board members in their roles, including providing information, training, and resources?

The MBO must support the board members in carrying out the tasks and MB0 must keep up to date with all the information given by the board.